...Monitoring and survellaince of employees Pro One of the key benefits of monitoring employee computer activity is maximising workplace productivity. In today’s society, most workers spend the majority of their time on their computers and on the Internet. This issue has great prevalence in modern society, as a recent survey found that one out of every eight American workers spend two or more hours per day writing and reading personal e-mails and using their work-based Internet connection for non-work related activities (Towns & Johnson, 2003, p. 10). Another survey (1999) found that more than 90% of American workers acknowledged that they used the Internet for personal purposes during work hours and 84% said that they used their employer-provided e-mail accounts to send and receive personal e-mails (Towns & Johnson, 2003, p. 10). From the employer perspective, it is incredibly easy for workers to engage in their social lives through the Internet and to get distracted. So by the use of monitoring employee computer activity, managers are able to see and further reduce the unproductive activity at work. What employers do with this information dictates whether its ethical or not to monitor employees. Employers must use this information to further align workers goals with the organisation and to decrease the amount of time spent on non-work related websites. Although a balance between work and social lives should be met, allowing employees to feel apart of the organisation...
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...Overview Rewards and punishments are failing us as motivators, declares Pink. Encouraging autonomy, mastery and purpose in personal and professional settings will lead to more productive, creative, and ultimately fulfilling lives. Part One: A New Operating System Chapter 1 questions the traditional view of human motivation that rewards pushing people to perform better and work harder. Pink explains that people have operating systems--the first, Motivation 1.0, is the biological drive to survive, and the second, Motivation 2.0 (M2), is driven by extrinsic motivators. Pink then describes organizations’ limited attempts to improve M2 by fostering environments for employees to grow and gain more autonomy. Pink describes how M2 is increasingly incompatible with how we organize what we do, how we think about what we do, and how we do what we do. He describes how organizations are morphing into entities that allow for a mix of goals rather than segregated by for-profit and not-for-profit. He describes how humans think irrationally, contrary to what economists may believe. Finally, Pink describes how people need to be intrinsically motivated in order for our motivational operating system to function. In Chapter 2, Pink discusses the negative consequences of utilizing carrots and sticks, à la M2, to encourage certain actions or results. Firstly, carrots and sticks have the potential to diminish intrinsic motivation, which is driven by passion, pleasure, and interest in a certain...
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...[pic] FACULTY OF BUSINESS AND MANAGEMENT SEPTEMBER SEMESTER 2011 ASSIGNMENT BBGO4103 ORGANISATIONAL BEHAVIOUR Table of Contents 1. Introduction – Organisation Background 2 2. Employees Motivation Level Using Job Characteristic Model (JCM) 3 2.1 Skill Variety 3 2.2 Task Identity 3 2.3 Task Significance 4 2.4 Autonomy 4 2.5 Feedback 4 3. Workplace Environment 5 3.1 Physical Environment 5 3.2 Workplace Design 7 4.0 Recommendations 8 5.0 Conclusion 10 1.0 Introduction – organisation background Established in December 1989, Maruwa (Malaysia) Sdn Bhd is located at Lot 27, 28, 30 & 31, Batu Berendam FTZ, Phase 3, Industrial Estate, 75350 Melaka. The company’s roots are in the heart of Japan’s fast growing industrial valley, whereby its headquarters, Maruwa Ceramic Co. Ltd. is located in Aichi, Japan, where accuracy, reliability and precise engineering is a way of life. Maruwa Malaysia currently has a total of nine factories, all located within each other’s vicinity. The factory built-up area encompasses 98,745 square meter, housing more than 1000 employees, made up of various nationalities i.e. Malaysians, Japanese, Indonesians, Bangladeshis and Myanmars, in which over 60% are female employees and the majority of whom are...
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...Self-Determination Theory) 1. The research carried out by Oostlander aimed to analyse the effects of autonomy-supportive leadership on volunteer motivation. Self-Determination Theory (SDT) was used because it differentiates autonomous motivation and controlled motivation (Deci & Ryan, 2008a). Volunteers work best under autonomous motivation as it doesn’t restrict or control them; providing intrinsic motivation. They do not function as well under controlled motivation because they feel forced to volunteer as opposed to volunteering out of compassion and interest (Deci & Ryan 2000). Research done by the author; found that high levels of intrinsic motivation will counteract the effects of restrictive situations. People who volunteer based on interest have higher motivation in restrictive environments than those motivated by extrinsic factors (Oostlander et al, 2014). This compliments previous research done by (Hagger and Chatzisarantis, 2011) and (Gagne & Deci, 2005). Furthermore, SDT suggests Autonomy-Supported Leadership does not bode well with the extrinsic nature of controlled motivation (Gagne and Deci 2005). Oostlander’s study found that Autonomy-Supported Leadership enhances stress and guilt from control-oriented volunteers. These volunteers look towards extrinsic rewards to motivate them when in a non-restrictive environment. However, it is not evident in autonomy oriented volunteers (Oostlander et al, 2014). 2. The author used survey research to derive...
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...Workplace Climate Study | | | 6/2/2014 Table of Contents Introduction 2 Literature Review 3 Hypothesis One 11 Hypothesis Two 12 Hypothesis Three 13 Data and Methods 13 Hypothesis One 14 Hypothesis Two 16 Hypothesis Three 17 Conclusions 28 Recommendations 29 Reference 30 Introduction The purpose to of this research is to understand and determine the morale of 20 employees in the Waikato regions that we have surveyed. In this study, we conducted 20 surveys in different areas of work. This survey was conducted in the Waikato region on different people from different organisations. In our research we found that most of our research was taken from a professional accountancy firm, restaurants and others such as customer service and assistance. We developed a questionnaire based on the organisational behaviour areas and literature reviews and conducted these surveys and have decided to have hypothesis about what we think that the outcome of these will be. These have been used as the focus of this report. The reason that we chose these candidates are they are different and diverse industries and we can compare the information given easily. We have also identified their role in the industry and we compared their roles against our research. We have also included the age, gender of the candidates we have chosen so that this can be compared with other factors. The articles that we have reviewed during this research are based on the topics of...
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...sagepub.com/ Workplace Commitment: A Conceptual Model Developed From Integrative Review of the Research Sandra L. Fornes, Tonette S. Rocco and Karen K. Wollard Human Resource Development Review 2008 7: 339 originally published online 30 June 2008 DOI: 10.1177/1534484308318760 The online version of this article can be found at: http://hrd.sagepub.com/content/7/3/339 Published by: http://www.sagepublications.com On behalf of: Academy of Human Resource Development Additional services and information for Human Resource Development Review can be found at: Email Alerts: http://hrd.sagepub.com/cgi/alerts Subscriptions: http://hrd.sagepub.com/subscriptions Reprints: http://www.sagepub.com/journalsReprints.nav Permissions: http://www.sagepub.com/journalsPermissions.nav Citations: http://hrd.sagepub.com/content/7/3/339.refs.html Downloaded from hrd.sagepub.com at I-894 Ecole Superieure on February 6, 2013 >> Version of Record - Aug 18, 2008 OnlineFirst Version of Record - Jun 30, 2008 What is This? Downloaded from hrd.sagepub.com at I-894 Ecole Superieure on February 6, 2013 Workplace Commitment: A Conceptual Model Developed From Integrative Review of the Research SANDRA L. FORNES Hidden Angel Foundation, Inc. TONETTE S. ROCCO Florida International University KAREN K. WOLLARD Kelly, Wollard & Associates This article investigates the previous research and theories of workplace commitment using content analysis and concept mapping. It provides a conceptual model of workplace commitment...
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...Workplace Internet Leisure Browsing – Help or Hindrance? Does workplace Internet leisure browsing help or hinder workplace productivity? This was a question posed by, researcher and lecturer of Marketing at the University of Melbourne, Brent Coker in his study titled “Freedom to Surf: the positive effects of workplace Internet leisure browsing.” The organization of this study looked at the relationship between the behavior, frequency and duration of workplace Internet leisure browsing (WILB) on workplace productivity. Key research indicates that “blocking or controlling Internet access in the workplace is viewed by many employees as a restraint impinging on their sense of control”1, thus, compelling those being restricted to perceive lower levels of autonomy. Procedure Coker conducted an online survey of two thousand and seven hundred randomly selected office workers from a data base of market research panelists. Of the 2,700 surveys sent two hundred and sixty eight were completed. Through a preliminary analysis, made by Coker, data was collected and recorded into a data base from a web survey to determine the types of WILB activities being conducted in the workplace. Participants were asked questions relating to the frequency, duration and incidence of each activity and their responses determined the questions that followed (“question piping”2). With an aggregate analysis of the data Coker was able to identify seventeen types of WILB activities, as well as, calculate...
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...1. Do you agree with Pollard that a person’s work needs to provide him or her with meaning? Or is that too much to ask of the workplace? Explain your answer. Employees perform at a higher level when they are working toward something that they either believe in or enjoy. When it comes to work, I do agree with Pollard that a person’s work should provide them meaning. It is important to note, however, that I feel meaning and purpose are two separate entities. As Christians, we have been given a purpose that only can be found in the mission of Christ, which he taught as the Great Commandment (Matthew 22:36-40) and the Great Commission (Matthew 28:19-21). This purpose is innate and should propel our personal perception of our meaning. To be...
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...اﻟﻤﺆﺗﻤﺮ اﻟﻌﺮﺑﻲ اﻟﺴﻨﻮي اﻟﺨﺎﻣﺲ ﻓﻲ اﻹدارة اﻹﺑﺪاع واﻟﺘﺠﺪﻳﺪ دور اﻟﻤﺪﻳﺮ اﻟﻌﺮﺑﻲ ﻓﻲ اﻹﺑﺪاع واﻟﺘﻤﻴﺰ ﺷﺮم اﻟﺸﻴﺦ – ﺝﻤﻬﻮرﻳﺔ ﻡﺼﺮ اﻟﻌﺮﺑﻴﺔ 72-92 ﻥﻮﻓﻤﺒﺮ )ﺗﺸﺮﻳﻦ ﺛﺎن( 4002 - Significant conditions in Employees Empowerment: the Case of Jordanian four Star hotels د. ﻳﺤﻴﻰ ﻡﻠﺤﻢ ﺟﺎﻣﻌﺔ اﻟﻴﺮﻣﻮك اﻟﻤﻤﻠﻜﺔ اﻷردﻥﻴﺔ اﻟﻬﺎﺵﻤﻴﺔ 233 Abstract Data from 95 frontline hotel employees in 10 four star hotel in Jordan show strong association between three significant conditions (communication and information-flow, incentives, and knowledge and skill) and employee empowerment. The findings in this research suggest that communication and information-flow, incentives, knowledge and skill and autonomy among hotel service-employees may have a direct and strong impact on the empowerment of hotel service employees. These four conditions accounted for significant variation in the levels of employee empowerment in four star hotels in Jordan. Levels of empowerment seem to further impact the level of employee job satisfaction indicating a significant association. Implications for future research and for management practice are discussed. Introduction In a competitive environment in which organizations must be faster, leaner, provide better service quality, be more efficient, and more profitable, an empowered and proactive service worker is thought to be essential (Bowen and Lawer, 1992; Fulford and Enz, 1995; Bowen and Lawler, 1995). However, delegation of authority for a long period...
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...Stress Management in the Workplace The Stress Management in the Workplace training program delivers trademarked stress management tools that are unmatched in the measured results they will produce for you and your organization. Stress management in the workplace requires more than helpful tips. Changing economic times have us pulled in multiple directions. The pressures and demands between work and personal life are blurred. As a result, the consequences of stress in the workplace come from what is happening to each of us both on and off the job. Through highly interactive learning, participants apply these stress management training tools to getting more of what's important to them done in less time. Organizational skills are improved so that less things "fall through the cracks." A realistic and positive Big Picture view is instilled that helps keep all stresses in perspective. Specific practical tools are learned that produce immediate results. Applications have a positive impact on stress levels both on and off the job. In many countries, employers have a legal responsibility to recognise and deal with stress in the workplace so that employees do not become physically or mentally ill. It is important to tackle the causes of stress in the workplace as stress at work can lead to problems for the individual, working relationships and the overall working environment. These issues may include lowered self-esteem and poor concentration skills for the employee. The employer...
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...implications of the diminution in union forms of representation for the efficiency of employee voice within the workplace In the first decade of the 21st century, HR has been set a large significant number of issues and many subjects such as employee relationship, strategic HR approaches, employee rewarding, people resourcing, management ethics and so forth have attracted great deal of attention, concern and study to analysis their role, effect and contributions in organizations. Even though there are wide ranges of subjects playing different roles in human resource practices, an appreciation of operating the relationship between employees and employers has become an essential position of business and management recently. Traditionally, employers in employee relationship tried to maintain the control of the workforce with the goal of enhancing business performance. Clearly, if workers are treated fairly and respectively, in addition, they have appropriate influence on managerial decision-making, it could better for them perform improvably. Managers prefer grater work outcomes, nevertheless, it could bring employees’ requirements being disregarded or undermined (Budd, 2004). Therefore, employees bond to express their voice appropriately and their interests should be respected. The main way in which workers tend to voice their interests and representations in the workplace is to participate in collective unions so that they could in a position of greater strength; trade unionism...
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...pleasure an employee feels toward his or her job. Job satisfaction refers to an individual’s general attitude towards the job. It can be affected by such factors as working conditions, pay and benefits the individual’s toward the organization and supervision and toward the work itself, and the individual’s health and age. Therefore job satisfaction is a general attitude resulting from specific attitudes and factors. It is an individual’s mindset with regard to a job. That mental set may be positive or negative, depending on the person’s mental set with regard to the major components of job satisfaction. Supervisor-Subordinate Relationship Supervisor-subordinate relationship is an important influence on job satisfaction in the workplace. The way in which subordinate’s perceive a supervisor’s behavior can positively or negatively influence job satisfaction. Communication behavior such as facial expression, eye contact, vocal expression, and body movement is crucial to the superior-subordinate relationship. Nonverbal messages play a central role in interpersonal interactions with respect to impression formation, deception, attraction, social influence, and emotional expression. Nonverbal immediacy from the supervisor helps to increase interpersonal involvement with their subordinates impacting job satisfaction. The manner in which supervisors communicate their subordinates may be more important than the verbal content. Individuals who dislike and think negatively about...
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...Improving Organizational Performance at AirDevils Linking job satisfaction and organization productivity directly to an employee’s psychological state within the workplace is possible using theory of motivation. Rectifying psychological causes such as dissatisfaction motivate employees to perform tasks well, thus leading to productive behavior. Rectifying psychological factors can remove workplace stressors and relieve issues employees face in the workplace. AirDevils is a company full of dissatisfied and stressed employees. Although they may seem linked, the cause for dissatisfaction is not the cause for stress or vice versa as two specific groups make up the company. The performers make up one group and the supporting crewmembers make up the other. Dissatisfied performers create a downward spiral in productivity, and stressed crewmembers are unavailable or missing from work. The job characteristics theory of motivation is applicable to both groups to create improved job satisfaction and organizational productive by lowering stress. Improving the performers behavior by incorporating new stunts in routines can create a better aerial performance. In turn, AirDevils may begin to win awards in competition with the new routine, leading to improved job satisfaction. Some crewmembers are also aspiring performers, but too many are not able to keep pace because of injury and job stress. To reduce dissatisfaction and stressors, AirDevils must alleviate problems between performers and...
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...Be a Team player in the workplace? MGMT 591 September 24, 2014 Introduction Pathpoint was founded as a “Work Training Program” for adults with disabilities and disadvantages. Pathpoint is a non-profit public benefit corporation and its mission is to provide comprehensive training and support that empowers people with disabilities to become valued members of the community by being able to live and work more independently. The company slogan is “Connecting People, Purpose and Community since 1964”. My role at Pathpoint is that of a Program Coordinator, some of my responsibilities include: the hiring and training of staff, assigning monthly training schedule, approval of community based activities, assist in the management of fiscal operations, setting a staff work schedule and maintaining compliance with licensing regulations, make sure building cleanliness is maintained, communicating important information to staff and clientele. Pathpoint serves a diverse population of persons with disabilities and their families and providing a team of supportive staff to meet their needs is vital to the success of the program and the future of the clients. Factors affecting Teamwork What are the factors involved that prevent an experienced, knowledgeable and valued employee from acting as a “Team Player”? Some of the factors I am looking at in this paper have to do with internal and external factors. Internal factors being derived from ideas of self efficacy. External factors include...
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...towards how the nature of a person's job affects their attitudes and behavior at work, particularly relating to characteristics such as skill variety and autonomy.[2] The aim of a job design is to improve job satisfaction, to improve through-put, to improve quality and to reduce employee problems (e.g., grievances, absenteeism). Job design follows job analysis i.e. it is the next step after job analysis. It aims at outlining and organising tasks, duties and responsibilities into a single unit of work for the achievement of certain objectives. It also outlines the methods and relationships that are essential for the success of a certain job. In simpler terms it refers to the what, how much, how many and the order of the tasks for a job/s. Job design essentially involves integrating job responsibilities or content and certain qualifications that are required to perform the same. It outlines the job responsibilities very clearly and also helps in attracting the right candidates to the right job. Further it also makes the job look interesting and specialised. Benefits of Job Design The following are the benefits of a good job design: 1. Employee Input: A good job design enables a good job feedback. Employees have the option to vary tasks as per their personal and social needs, habits and circumstances in the workplace. 2. Employee Training: Training is an integral part of job design. Contrary to the philosophy of “leave them alone’ job design lays due emphasis on training...
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