...relaTionship beTween employee moTivaTion and job involvemenT S Govender and SB Parumasur School of Management Studies, University of KwaZulu-Natal Accepted March 2010 Abstract The study aims to assess the current level of, and relationship between, employee motivation and job involvement among permanent and temporary employees in various departments in a financial institution. This cross-sectional study was undertaken on 145 employees who were drawn by using a simple random sampling technique. Data were collected using the Employee Motivation Questionnaire (Fourie, 1989) and the Job Involvement Questionnaire (Lodahl & Kejner, 1965) and, was analysed using descriptive and inferential statistics. The results indicate that there are significant intercorrelations among the majority of dimensions and sub-dimensions of employee motivation and job involvement. Recommendations are presented to provide practitioners and managers with guidelines for enhancing employee motivation and job involvement respectively. JEL J28, M12 1 Introduction Motivating staff may be a critical factor in ensuring that an organisation thrives and succeeds in an increasingly competitive environment. The rationale is that, as employees become increasingly motivated to perform in their jobs, the likelihood of their becoming job involved increases significantly. Hence, the researchers postulate the existence of a direct relationship between motivation and job involvement. This suggests an important opportunity...
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...are part of the process People design and improve processes Process requires external control Workers who run the process control it Managers have to control what people do Managers must obtain commitment of workers Key Activities in HRM • Determine organization’s HR needs to build a high-performance workplace • Assist in design of work systems • Recruit, select, train & develop, counsel, motivate, and reward employees • Act as liaison with unions & government • Handle other matters of employee well-being Leading Practices • Integrate HR plans with overall strategic objectives and action plans • Design work and jobs to promote organizational learning, innovation, and flexibility • Develop effective performance management systems, compensation, and reward and recognition approaches • Promote cooperation and collaboration through Teamwork Empower individuals and teams to make decisions that affect quality and customer satisfaction • Make extensive investments in training and education • Maintain a work environment conducive to the well-being and growth of all employees • Monitor extent and effectiveness of HR practices and measure employee satisfaction Strategic Perspective • HR plans should be linked to business strategy and aligned with business needs • Key choices – Planning – Staffing – Appraising – Compensating – Training and development Designing High Performance Work Systems • Work design - how employees are organized in formal...
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...Mekelle University College of Business and Economies Department of Management AN ASSESSMENT OF JOB SATISFACTION AND ITS EFFECT ON EMPLOYEES’ PERFORMANCE (A CASE STUDY ON ethiotelecom MEKELLE DISTRICT) A Senior Essay Analysis Submitted in Partial Fulfillment of the Requirements for the Award of Bachelor of art Degree in Public Administration and Development Management By: ID No: CBE/ UR/1224/02 Advisor: June, 2012 Mekelle, Ethiopia TABLE OF CONTENTS Titles page Acknowledgement…………………………………………………………………..…I Table of content…………………………………………………………………….…II List of tables and figures ………….………………………………………………….III CHAPTER ONE 1. INTRODUCTION 1.1. Back ground of the study.........................................................................................1 1.2. Statement of problem……….…… …………………………………………..….. 2 1.3. Objective of the study…….…………………………………….……………..….. 3 1.3.1. General objectives….………………………………..…….………………….3 1.3.2. Specific objectives.…………………………………..……..…………….…...3 1.4. Scope of the study .............................................................................................…...3 1.5. Limitation...
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...Creating a plan for positive influence Plan to improve the performance of a soccer team within one season (one year) which has been underperforming for a few years and has just been purchased. Team collaboration is a challenge organizations encounter because of various personalities, attitudes, emotions and values of the individuals that make up the team. A team is a group of people with a full set of complementary skills required to complete a task, job, or project. The team members should be willing to plan strategically to achieve the desired goals. To positively influence a team to improve performance, the team has to be well motivated, motivation usually leads to job satisfaction and job satisfaction comes with the end result being improved team performance. First there has to be goal setting which every member of the team can relate to. This goal is to improve prove performance in one year. Next we have to bring together the individuals that would help achieve the pre determine goal. The first team member should be the team leader (coach) who has a record of being able to motivate his team members. Then we bring in the team members each with attributes which he can bring to help the team achieve its desired goal. Motivation: Motivation refers to the force (effort) within a person that affects the direction, intensity, and persistence of voluntary behavior. Intensity describes how hard a person tries; this is a major element when we talk about motivation. We also...
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...Kacmar Florida State University Gary C. McMahan University of Texas at Arlington Karen Jansen Texas A&M University Follow this and additional works at: http://digitalcommons.ilr.cornell.edu/cahrswp Part of the Technology and Innovation Commons Thank you for downloading an article from DigitalCommons@ILR. Support this valuable resource today! This Article is brought to you for free and open access by the Center for Advanced Human Resource Studies (CAHRS) at DigitalCommons@ILR. It has been accepted for inclusion in CAHRS Working Paper Series by an authorized administrator of DigitalCommons@ILR. For more information, please contact hlmdigital@cornell.edu. Impact of Information Technology on Employee Attitudes: A Longitudinal Field Study Abstract This longitudinal study examined the impact of an information technology system on the job and employee attitudes in a parts distribution center for a Fortune 500 company. Data were collected prior to, during, and following the implementation of an automated information technology system. Results of both the within subjects (N=24) and between subjects (N=58) analyses indicated that the automated technology reduced motivational and increased mechanistic aspects of the job as well as reduced employee attitudes. Keywords study, information, technology, job, employee, attitude, subject, work, automate Disciplines Technology and Innovation Comments Suggested Citation Wright, P. M., Kacmar, K. M., McMahan, G. C. & Jansen, K. (1997). Impact...
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...Electric today is the worlds leading manufacturer of arc welding products, and also is one of the leading producers of electric motors, which was their very first product. John C. Lincoln is the founder of Lincoln Electric, which opened in 1895. He previously had been working for the Elliot-Lincoln Company who was a producer of Lincoln’s electric motors, but during the depression the company had lost so much he was forced to leave. Using the $200 he earned from redesigning an engine for Herbert Henry Dow, John opened his new business, with electric motors of his own design as the main product (Buller/Schuler, 2006). During that first few years the company grew but had some setbacks, which include a fire in the first year of operation. In 1906 John incorporated his business and moved it from a fourth floor room in a factory he was in, to a newly constructed three-story factory. He then expanded his work force and the sales grew to over $50,000 a year (Buller/Schuler, 2006). In 1907, John’s brother James joined him as a salesman and to help manage the company, as John preferred to be more involved in the inventing stage and less in the management of the products and company (www.lincolnelectric.com/corporate/about/history.asp). Over the next few years the product line was expanded to include battery chargers for electric cars, and in 1909 the first welding set was produced. Then in 1911 the company introduced a variable voltage, single operator, portable welding machine...
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...TITLE OF THE STUDY : A STUDY ON MOTIVATION FACTORS TOWARDS EMPLOYEE COMMITMENT AT BANK ISLAM MALAYSIA BERHAD SOUTHERN REGION CONTENTS 1. CHAPTER 1 : 2.1 Introduction 2.2 Statement of the problem 2.3 Research questions/objevtives 2.4 Scope of research 2.5 Significant of the study 2.6 Key terms /concepts. 2. CHAPTER 2: LITERATURE REVIEW AND CONCEPTUAL 3.7 Literature Review 3.8 Conceptual/research framework 3.9 Hypothesis 3. CHAPTER 3 : RESERCH METHODOLOGY 4.10 Research design 4.11 Sample size 4.12 Sampling technique 4.13 Data collection technique 4.14 Data collection 4.15 Data analysis 4. DATA ANALYSIS AND FINDINGS 5.16 Introduction 5.17 Profile of respondent 5.18 Pilot test 5.19 Tests for normality of data 5.20 Findings 5. DISCUSSION AND CONCLUSION 6.21 Introduction 6.22 Discussion 6.23 Limitation 6.24 Recommendation 6.25 Conclusion 6. REFERENCES 7. LIST OF TABLES 8. APPENDIXES BACKGROUND OF THE STUDY 1.1 Introduction At one time, employees were considered just another input into the production of goods and services. What perhaps changed this way of thinking...
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...gement Review 1979, Vol. 4, No. 2,215-224. Task Design Determinants of Effective Leader Behavior^ RiCKYW. GRIFFIN University of Missouri—Columbia The theoretical and empirical research literature on task design and path-goal theory of leadership is reviewed. It is suggested that task design and individual variables interact to form a construct called individual-task congruence. A model is then developed which depicts leader behavior as a moderating variable between individuai-task congruence and satisfaction and performance. There is an increasing body of theoretical and empirical behavioral science literature dealing with the design of work in formal organizations. Much of this literature is concerned with the diagnosis and description of existing jobs and/or the implementation of task design change programs for the purpose of improving organizational effectiveness. The rationale seems to be that if the needs and capabilities of an individual are matched with the expectations and requirements of a task, higher 9/els of satisfaction, motivation, and productivity .vill result (6). Most published research on task design, however, has not taken other organizational variables into consideration. The general model for contemporary task design research has investigated the moderating effect of certain variables on the relationship between task design and outcome variables such as satisfaction, performance, and commitment (2, 7, 8, 19, 22, 25, 26, 28, 29, 33). A few empirical studies...
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...pp. 49-62 Effects of Job Redesign: A Field Experiment‘ EDWARD LAWLER J. RICHAKD E. III? HACKMAN, STANLEY AND KAUFMAN Yale University A telephone company project to redesign the job of directory assistance operator was: studied in order to determine the effects on workers of “job enrichment” programs. The change increased the amount of variety and the decisionmaking autonomy in the operator’s job. However, no change in work motivation, job involvement, or growth need satisfaction occurred as a result of the changes; instead, the changes had a significant negative impact on interpersonal relationships. After the changes, the older employees reported less satisfaction with the quality of their interpersonal relationships, and those supervisors whose jobs were affected by the changes reported less job security and reduced interpersonal satisfaction. Implications of these findings for the theory of job redesign proposed by Hackman and Lawler (1971) are discussed. Numerous studies in recent years have demonstrated that jobs and tasks designed in accord with the principles of scientific management (i.e., standardization, specialization, and simplification) can lead to significant dysfunctional consequences both for the organization and for individual workers (Argyris, 1964; Blauner, 1964; Davis, 1957; Friedman, 1961; Guest, 1955; Herzberg, Mausner, & Snyderman, 1959; Walker, 1950; Walker & Guest, 1952). It has been shown that simple, routine, nonchallenging jobs often produce dissatisfaction...
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...Samantha 32441947 Table of Contents Executive Summary3 Introduction4 Current and Desired State4 Diagnostic Tool5 SWOT Analysis5 Force Field Analysis6 Concept Fan8 Recommendations9 Process Based Structure9 Integrated Strategic Process11 High Involvement Organization12 Knowledge Management System14 Conclusion15 Appendix16 References22 Executive Summary Australia’s biggest hardware chain, Templeton Hardware acquired two reputable businesses in caravan and landscape but what they did not expect was a shortage in sales. Using the old strategy for their new business had an adverse effect. Other factors like structure and human resource practices also contributed to the negative results. The 3 diagnostic tools; SWOT, Force Field Analysis and Concept Fan are used to identify primary and secondary problems in Templeton case study. Primary problem in this case would be poor structure. Secondary problems are the lack of product knowledge, high employee turnover and poor business strategies. In view of the poor structural issue, we will recommend Templeton to adopt the process-based structure to adapt to environmental changes, thus increasing the current customer's satisfaction and enhance employees’ involvement. By using the Integrated Strategic Change model, it will allow the management to have a clearer view of implementing the...
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...management is a part of the broader concept of Employee Involvement. Employee involvement is defined ³as a participative process that uses the entire capacity of employees and is designed to encourage increased commitment to the organizational success´(cited in Robbins 2003). However, participative management is a technique of joint decision making; ³That is, subordinates actually share a significant degree of decision-making power with their immediate superiors´ (Robbins 2003). Participative management increases performance, productivity, job satisfaction and motivation. However there are papers that doubt the efficiency of participative management. ³But there also are situations in which participative management, saying can be time-wasting and counterproductive. It can reduce people’s effectiveness and job satisfaction´ (Herman 1989). Robbins (2003)says that there are dozens of research showing that participation has only a modest influence on productivity, motivation and job satisfaction. But the problem is not in participation itself. Participation is effective if it is done in the right conditions (Robbins 2003) and with the right implications (Juechter 1982). Participative management has clear goals and does not turn over the organization to employees. There is still a hierarchy but it is not a dominant hierarchy, which dictates everything to employees. A non-dominant hierarchy has as many levels as are necessary to do the work of the organization. People have clear roles and...
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...relationship of Attitudes with Roles 3 Organizational Structures 3 Organizational Structures Effect on Roles and Attitudes 3 Mechanistic Structure 3 Organic Structure 3 Moderate Mechanistic and Organic Structure 3 Phases of innovation, Mechanic versus Organics 3 Case study, Sunshine Real Estate 3 Sunshine Real Estate organizational design 3 Sunshine Real Estate organizational culture 3 Implications of Sunshine Real Estate’s three structural properties on employee role perception and attitudes 3 Work Specialization 3 Centralization 3 Formalization 3 Conclusion 3 References 3 APPENDIX 3 A: Organizational Structure Elements and Types of Structures 3 B:Elements Associated with Roles and Attitudes 3 C: Survey Analysis 3 Title The project attempts to explore the relationship between organizational structure, roles and attitudes under distinct corporate structural conditions. Executive Summary Organizational design in a sense is similar to the structure of bones in human body. It is a skeleton or framework upon which organizations are built and maintained. Organizations in creating organizational designs tend to use principle we call ‘hierarchy of command” which illustrate the distinct levels in the authority, duties and the workflow. This invariably means that the higher an employee is placed in the organizational hierarchy, the more authority he or she possesses. When individuals view organizational chart, they can easily identify the positions...
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...Assignment 1 1 Job Analysis and Job Design Introduction Human Resource Management (HRM) systems consist of two major components: job analysis and job design. They have widely-differing contributions on building HRM systems attributed to the change of organizational strategy. This regards to job descriptions, specifications, and different approaches to redesigning the organizational HR systems. The implications of a boundary-less organization are examined that all context of the boundary organization is interdependent in communications, recruitment, selection, compensation and training (Fombrun et al. 1984). It also examines how environment, strategy, and organization are correlated to each other regarding to the conceptual framework for both job analysis and design of work. It initially becomes the most significant element to organizational strategy as to maximize organizational performance. This essay discuss how job analysis and design of work contribute in terms of building a more sophisticated human resource management (HRM) systems, regarding to both positive and negative outcomes from different approaches. It also illustrates the contributions of changeable job analysis in a regular basis as to fulfill the rapid-changing demand of working environment, in addition to a well-developed job redesign approach to support organizational strategy. Job Analysis and Competencies Job analysis could be categorized into job descriptions and job specifications, which ...
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...Focused TQM Practices on Employee Satisfaction & Loyalty in the Financial Sector of Pakistan Burhan Nawaz Butt, Aamir Daraz, Nauman Imtiaz, Junaid Jameel, Ali Raza, Zunair Akram, Tauqeer Ahmad, Farhat Abbas, Israr Khan Niazi, Javeria Mehmood, Irum Naz Department of Management Sciences, Mohammad Ali Jinnah University, Islamabad, Pakistan Abstract: Introduction: * Research Objectives: * Financial Sector of Pakistan: Literature Review: * TQM and its Importance: It has been argued that the use of TQM practices has a synergistic impact on organizational performance (Schonberger, 1986; Cobb, 1993). Some studies have found that the use of TQM practices reduces manufacturing process variance, eliminates reworks and scraps, and improves quality performance (see Daniel and Reitsperger (1991), Flynn et al. (1995) and Schmenner and Cook (1985). In addition, there is considerable anecdotal evidence (Crosby, 1984; Hayes and Wheelwright, 1984; Gerwin, 1987; Harmon and Peterson, 1990) on the extent to which TQM initiatives enhance the potential for firms to improve their performance. More recently, empirical evidence suggests that there are direct and indirect relationships between the adoption of TQM practices and firms’ performance levels (Hendricks and Singhal, 2001; Kaynak, 2003). Fortune 1000 companies surveyed indicated that firms achieved greatest success when they pursued both TQM and employment involvement simultaneously. Kevin M. McNeilly...
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...Values * Mission Statement * Vision Statement * Core Values * Tasks * Task # 1 * Task # 2 * Task # 3 * Task # 4 * Conclusion * Recommendations * References and Bibliography Introduction: Today’s business world is highly dynamic uncertain and challenging the globalization and rapid peace of technology results in the integration of social culture economic and unsituational markets. Today the customers are very much aware about the market trends they know what is good for them and they want quality products and services at reasonable prices. The organization must effort to attract and retain customers long term and this can only made if the organization can design and develop strategic planning to establish goals and objectives with the use of their resources in the best possible manner and this can create brand image, brand loyalty and future achieve competitive advantage. The total quality management module focuses to improve the quality of management operations policy procedures standards to achieve the competitive advantage. The TQM helps the management to improve operations...
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