...strategies not only to recruit nurses, but to retain experienced and knowledgeable bedside nurses who will deliver an excellent care. Practical retention plans and strategies are crucial to the financial and quality outcomes of an organization (Golden, 2008) Factors that are contributing and affecting nurse retention and consequently causing workforce disruption are related to high turnover, aging workforce, and job dissatisfaction. Literature Review Turnover is costly to an organization, creating significant financial burdens and affecting morale and clinical quality (Golden, 2008). Although the full impact of staff nurse turnover on hospital costs has not been assessed, costs associated with recruitment and hiring, personnel processing and training of new nurses are known to significantly increase as result of high turnover (Weisman, Alexander&Chase, 1981). There are several factors that contribute to hospitals currently high turnover. Unrealistic workload, noncompetitive pay, inadequate staffing and inflexible scheduling were the most cited reasons for leaving the job (Lyons, Kevin, Lapin, Jennifer&Young, 2003). A small rate of turnover is welcomed. It gives new ideas and changes, which keeps organizations from stagnation The effectiveness of any health organization goals may be delayed when turnover decreases the...
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...1. | How can a manager build employee trust? Choose 1 answer | | A. | | Identify only very general job skill changes | B. | | Provide specific job loss and change information | C. | | Provide employees information on industry growth potential from innovation | D. | | Identify and be negative about the change with employees | E. | | Provide very general change information | | 2. | A change vision must be developed and clearly conveyed to all members of the firm. What aspect of the change vision should management communicate to employees? Choose 1 answer | | A. | | Nonsupportive management views | B. | | How the employees will be affected by the change | C. | | A summary of major rumors regarding the change | D. | | Vague images of the proposed organizational structure | | 3. | What are the four types of strategic change? Choose 1 answer | | A. | | Cost cutting, process, structural, social | B. | | Cost cutting, process, capital, structural | C. | | Structural, cost cutting, process, cultural | D. | | Capital, process, cost cutting, cultural | | 4. | What level of political action has broad long-term strategic impact? Choose 1 answer | | A. | | Network | B. | | Department | C. | | Coalition | D. | | Individual | | 5. | Surprise and fear of the unknown are reasons people resist change. How might this reaction manifest itself through employee behavior? Choose 1...
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...EMPLOYEE ATTITUDES AND JOB SATISFACTION Lise M. Saari and Timothy A. Judge This article identifies three major gaps between HR practice and the scientific research in the area of employee attitudes in general and the most focal employee attitude in particular—job satisfaction: (1) the causes of employee attitudes, (2) the results of positive or negative job satisfaction, and (3) how to measure and influence employee attitudes. Suggestions for practitioners are provided on how to close the gaps in knowledge and for evaluating implemented practices. Future research will likely focus on greater understanding of personal characteristics, such as emotion, in defining job satisfaction and how employee attitudes influence organizational performance. © 2004 Wiley Periodicals, Inc. “Happy employees are productive employees.” “Happy employees are not productive employees.” We hear these conflicting statements made by HR professionals and managers in organizations. There is confusion and debate among practitioners on the topic of employee attitudes and job satisfaction— even at a time when employees are increasingly important for organizational success and competitiveness. Therefore, the purpose of this article is to provide greater understanding of the research on this topic and give recommendations related to the major practitioner knowledge gaps. As indicated indirectly in a study of HR professionals (Rynes, Colbert, & Brown, 2002), as well as based on our experience, the major...
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...intervention based on the Leader-Member Exchange (LMX) model was tested against a control condition The effects of this intervention were hypothesized to depend on the initial quality of the LMX relationship Thus, employees having initially low LMXs with their immediate supervisor were compared to cohorts having initially higher LMXs It was hypothesized that employees having initially low LMX would respond more positively (after adjusting for regression effects) to the leadership intervention than those having higher quality relationships. Analysis of interaction effects indicates that comparing the leadership intervention condition to the control condition, the initially low-LMX group showed significant gams in productivity, job satisfaction, and supervisor satisfaction compared to the initially high-LMX group The initially low-LMX group also perceived significantly higher gains m member availability and support from their supervisors than the initially high-LMX group. The initial quality of LMX appears to moderate the leadership intervention effect in the hypothesized direction. The implications of these results are discussed The dynamics of the processes that produce social structures (Weick, 1969) between persons in hierarchical organizations have been termed role making (Graen, 1976). Research on role making in leader-member dyads has indicated a consistent pattern characterized by leader-member transactions. In exchange for positional...
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...LETTER of TRANSMITTAL Date: To Nargis Begum Lecturer of business administration World university of Bangladesh Dear Madam, This report entitled “job satisfaction of an industry” is an integral part of our academic program for the BBA degree we have worked various aspects on this matter. We are grateful to you for giving is this exposure to achieve tremendous real life experience during this work. We put the best performance on it. It’s been a pleasure for us to submit here with our dissertation, which has been prepared under the smart and dynamic leadership of a personality like you, again we gratefully thank you for the part of your experience, knowledge and views you share with us. We pray and hope that you would kind enough and grant us and obliged there by. Your sincerely Shohel Rana BBA, 31st A World University of Bangladesh ACKNOWLEDGMENT This report consists of the contribution of several individuals and institutions. At the beginning we would like to pay my gratitude to the almighty Allah for given us the ability to work under all circumstances, then we would like to thank and our heartiest gratitude goes to prof supervisor Nargis Begum, lecturer world university of Bangladesh. Who approved the proposal and gave a comprehensive idea in completion of the report without her guidance and assistance this work would not have been possible for us to complete. We would like to thank the authority of “………..” to give us the valued opportunity...
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...Chapter -IINTRODUCTION1.1Job Satisfaction:Job Satisfaction is the favorableness or un-favorableness with which the employeeviews his work. It expresses the amount of agreement between one’s expectation ofthe job and the rewards that the job provides. Job Satisfaction is a part of lifesatisfaction. The nature of one’s environment of job is an important part of lifeas Job Satisfaction influences one’s general life satisfaction.Job Satisfaction, thus, is the result of various attitudes possessed by anemployee. In a narrow sense, these attitudes are related to the job undercondition with such specific factors such as wages. Supervisors of employment,conditions of work, social relation on the job, prompt settlement of grievancesand fair treatment by employer.However, more comprehensive approach requires that many factors are to be includedbefore a complete understanding of job satisfaction can be obtained. Such factorsas employee’s age, health temperature, desire and level of aspiration should beconsidered. Further his family relationship, Social status, recreational outlets,activity in the organizations etc. Contribute ultimately to job satisfaction.1.2 FACTORS INFLUENCING JOB SATISFACTION The major factors influencing job satisfaction are presented below:SUPERVISIONTo a worker, Supervision is equally a strong contributor to the job satisfactionas well as to the job dissatisfaction. The feelings of workers towards hissupervisors are usually similar to his feeling towards the company...
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...Comcast: How to Satisfy the Unsatisfied Worker Comcast Corporation is a publicly traded global media and technology company with two primary businesses, Comcast Cable and NBCUniversal. Comcast Cable is the nation's largest video, high speed internet and phone provider to residential customers under the XFINITY brand and also provides these services to businesses. Comcast headquarters is in Philadelphia. Comcast applies the latest innovation and technology to entertain, inform and connect people in new ways. As a company uniquely positioned to inform, empower, and inspire, Comcast embraces the opportunity to create conversation and mobilize action. They believe it's not just about moving the business forward; it's about moving people forward. Comcast has gone through many organizational changes and acquisitions like many global companies. Employees in the call centers feel that with all the changes made the company has lost sight of the employees’ wants and needs. Comcast has a great health benefits package, free cable service, employee engagement activities, incentives, perks and discounts with other companies, and a great financial benefits package. However employees are still unsatisfied because of the things they used to have such as Christmas parties, Christmas bonus, bigger productivity bonuses and a more laid back atmosphere. Employees in the billing department use to receive comp time off and received higher commissions. The Chicago Division...
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...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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...studies that examine the relationship between job satisfaction and job absenteeism as absence from work is commonly viewed as one of the options of being in a stressful work environment. According to Luthans (1995), research has generally revealed that when satisfaction is high, absenteeism tends to be low and when satisfaction is low, absenteeism tends to be high. Even though this link has been found to be rather moderate, the underlying assumption is that absence is at least in part, the result of dissatisfaction on the job (Anderson, 2004; Hardy, Woods & Wall, 2003). However, even though it makes sense that dissatisfied employees are more likely to miss work, absenteeism is a complex variable and is influenced by multiple factors. (Robbins, 1998; Robbins, Odendaal & Roodt, 2003; Spector, 1997). An employee might therefore be absent for various other reasons, than being dissatisfied with the job such as genuine illness or family responsibilities. ABSENTEEISM Unscheduled absenteeism affects almost every type of organization and according to Robinson (2002) the indirect cost of absenteeism can be up to three times higher than the direct costs of absenteeism. Therefore, it is critical that organizations recognize the degree of this problem due to the high cost associated with unscheduled absenteeism. JOB SATISFACTION One of the main factors to an organization’s success is employee satisfaction. Past studies have shown that an effective...
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...Analysis of the Case The Division of Environmental Assessments is now a very important governmental unit, because its mandate has been switched from environmental impact assessment to assessment of environmental plans of oil and gas developments. Based on the importance of oil and gas, this division is clearly under pressure to meet demands and expectations of clients. For this reason, the leadership as well as team members working with the division must employ new strategies that not only increase their efficiency, but also encourage them to work together as a team. This paper analyses some of the problems facing the Division of Environmental Assessments, as well as some solutions aimed at improving employee experience. Problems There are underlying problems in the case. The problems must be solved if the division is to play a more complete role in assessment of environmental plans of oil and gas developments. One of the clearest problems is poor employee retention. In the history of the division, it is obvious that employee turnover has not been a serious issue. However, there is now an increase in the turnover rate, and the ability of filling vacant positions is becoming increasingly difficult. From the case, it is evident that within the first month of Jane’s leadership as the Manager of Environmental Assessments, the division has lost one top engineer and one junior engineer. The main reason why employees are leaving the division is that they are receiving more attractive...
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...employee’s performance, which ultimately decides, and attainment of goals. However, the employee performance is to a large extent, influenced by motivation and job satisfaction The term relates to the total relationship between an individual and the employer for which he is paid. Satisfaction does mean the simple feeling state accompanying the attainment of any goal; the end state is feeling accompanying the attainment by an impulse of its objective. Job satisfaction does mean absence of motivation at work. Research workers differently described the factors contributing o job satisfaction and job dissatisfaction. The survey made regarding the job satisfaction in BSNL will facilitate and enables the management to know the perceptions and inner feelings regarding the job they are performing on day-to-day basis. The term job satisfaction reveals and focuses on the likes and dislikes of the employees of BSNL. In this particular study the researchers tries to identify the causes for satisfaction and dissatisfaction among the employees. So this is the most effective and selective instrument for diagnosing and peeping into the employee’s problems. Job satisfaction survey can give the most valuable information the perceptions and causes. For satisfaction/dissatisfaction among the employees attitude towards job satisfaction may be either positive or negative. This positive feeling can be re-in forced...
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...AMBA 620: Managing People and Groups in the Global Workplace Week 3 Individual Paper January 24, 2009 Abstract This paper will focus on how job satisfaction, job stress, and motivation can impact performance and commitment in the workplace. I will outline my specific experience as a young professional in Washington, DC. After I finished my undergraduate studies and while in my first graduate program, I had the fortunate opportunity of working with a public health accreditation agency. In my position as Director of Training Programs, I had the opportunity to oversee all of the educational programs being developed and administered by the agency. Because it was a small agency there was a large dependency for each other as colleagues. Most of what I did on a daily basis was reliant on others and vice versa. The organization was led by an inexperienced executive director that had very little leadership experience and no management experience. As a result, the staff were overworked, underpaid, and in some cases rewarded for unprofessional behaviors. On one occasion, I was verbally disrespected by a colleague, and my leadership (the executive director) did nothing because of the intimidation with the staff that did the disrespecting. Ultimately the individual was never reprimanded and he was allowed to continue to speak to others in a crude manner. As a result of the organizational behavior assessment that I took online, I also explained in detail the results of that...
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...Long’s design method of highly motivating jobs for his workers. The recommendations laid out in the Process Engineer Proposal (PEP) will damage both the workers’ morale and put Mr. Long’s current success in the NTAR efforts in vain. In order to successfully start the LDTC and maintain the high improved performance of the NTAR, I recommend the PEP be rejected and your company create a new proposal that (1) preventing Mr. Singer from interfering with the production of the roomlimits Harold Singer’s interaction with the NTAR employees; (2) has no fixed-station assignment; (3) has no process specifications; and (4) combines testing with operation. NTAR ANALYSISAnalysis Before Mr. Long assumed his managerial role, the NTAR hadd a reputation of its employees being agitators and persistent troublemakers before Mr. Long assumed the management of it. Production was low and costs were out of control. Then Mr. Long reversed the situation over the past 24 months. The group has shown a 53% improvement in the dollar output per man-hour of work, 24% increase in direct labor efficiency and 11% to 12% improvement in the raw material utilization in tubes produced. In most recent fiscal year, the profit position for tube manufacturing operations was one of the best in the company. The group generated $457,000 profits, 45.7% of the company’s total profits. The high performance of the group is largely due to Mr. Long’s work job design, which matched job task characteristics and workers’ skills...
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...mainly analysed the relationship between perceived organisational support and organisational commitment in a direct way. Limited studies of tourism, however, have found that job satisfaction is a mediator variable in the relationship between perceived organisational support and organisational commitment. The aim of this study is, (i) to analyse the effect of organisational support on job satisfaction, (ii) to analyse the effect of organisational support on the dimensions of organisational commitment, (iii) to analyse the effect of job satisfaction on the dimensions of organisational commitment, and (iv) to analyse the mediating effect of job satisfaction on the relationship between perceived organisational support and dimensions of organisational commitment based on an empirical study. The relationship between the variables was analysed by using a multivariate data analysis. Besides this, in the study, the mediating effect of job satisfaction on the relationship between perceived organisational support and the dimensions of organisational commitment was analysed by the technique recommended by Baron and Kenny (1986) and the Sobel test. The findings indicated that perceived organisational support had a significant positive effect on job satisfaction, affective, normative and continuous commitment. Job satisfaction had a significant positive effect on affective, normative and continuous commitment as well. Besides...
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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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