...of this research is to discover ways for effective leadership and the impact it has on employee satisfaction. Leadership, management and supervision are terms which mean the same but are used similarly. A leader/manager/supervisor is a person who sees something that needs to be done, and knows that they can help make it happen. A leader, manager, or supervisor sees opportunity and captures it. He/she sees future that can be different and better and help others see that picture too. He/she is a coach, an encourager and is willing to take risks today for something better for tomorrow. A leader/manager/supervisor is a communicator, coordinator and listener. There are several types of leadership styles and they will be discussed in this paper. Additionally, this paper will discuss case studies to deliberate the role of leadership between employees using the different leadership styles. The results of the findings showed effective leadership does have an impact on employee satisfaction. The main recommendations are for leaders to practice the “Golden Rule”. Introduction Leadership is a process influence between leaders and employees where the leader attempts to inspire the workers to achieve organizational goals. Leadership plays an important role to ensure the achievement of desired outcomes in both formal and informal groups. Effective leadership and employee satisfaction are two terms that are equally important. A great leader/manager provides...
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...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 salary packages from other companies, especially in the private sector. Poor employee retention clearly has a direct relationship...
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...Leadership Style that Sustains Middle Management Job Satisfaction and Job Retention for Organizational Success Vivienne Huang Author Note Correspondence concerning this article should be addressed to Vivienne Huang, E-mail: Vivienne.huang@gmail.com Abstract Managerial leadership styles greatly determine how organizations deal with challenges and capitalize opportunities in the hospitality industry, especially for organizations with multi-level operational structures and numerous geographic locations. Changes of managerial leadership style of senior corporate management can significantly impact job satisfaction and retention of middle managers which ultimately affect a firm’s ability to maintain customer satisfaction, enhance competitive advantage in the marketplace, and sustain profitability. While traditional management approaches supply standards and processes, direct and control people, work in the system to deal with status-quo, effective managerial leadership provides leaders the integrating capacity to significantly impact on the life of their followers and the future of the organization. Interactions between top management and middle management are critical for meeting organizational objectives and executing strategic development. Top executives must carefully examine and determine the most appropriate managerial leadership style that inspire, motivate, guide and support middle managers to achieve higher performance, commitment, trust and morale that lead to sustainable...
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...The Impact of HR 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...
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...A STUDY ON EMPLOYEE ENGAGEMENT IN DECISION MAKING PROCESS IN NISSAN Dr.J.Francis Mary, Mrs.V.Nagachitra, Director, M.Phil Research Scholar, Department of Management Studies, Department of Management studies, Shrimati Indira Gandhi College, Shrimati Indira Gandhi College, Tiruchirappalli-2. Tiruchirappalli-2. AN ABSTRACT Employee Engagement is the level of commitment of an employee towards the organization. An Engaged Employee is aware of business context and works with peers to improve performance within job and also for the welfare of the organization. Engagement is the positive attitude held by the employee towards the organization. The paper focus mainly on employee engagement and its importance in decision making process and steps taken by the company to make the employee engaged towards the success of the organization. The employees are engaged in decision making it will increase job satisfaction, level of participation and reduce intention to quit the organization by the employees. Now-a-days employees engagement in decision making is very important and seeks benefit to both organization as well as to the employees...
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...\ Transformationa lLe a de rship a S tudy of BankingS e c tor in S a udi A ra bia Abstract This is a study of Transformational Leadership and its relationship with job satisfaction & rganizational commitment o among the employees of banking sector. This study was carried out in Jeddah, commercial city of Kingdome of Saudi Arabia. The a research concentrated on four commercial banks that re Al Bilad a Bank, AL Rajhi Bank, Riyad Bank and SABB. 300 questionnaires were circulated to employees of anks operating in Jeddah. Full-time bank b employees mostly working as trainee officers were our targeted p opulation. The questionnaire consisted of 38 items, divided into four categories; transformational eadership, overall job satisfaction, l organizational commitment and turnover intentions. Primary resources ere used for collecting data in order to carry out research w work. Multifactor leadership questionnaire eveloped by Bruce d &Avolio (2009) was used to measure the respondents’ perception about the transformational eadership. l By: Ayman Ali Al-Motawa Student Number: 1500140 Bus 633 Presented to: Dr-Asif Salam Transformational Leadership A Study of Banking Sector in Saudi Arabia Dr. Adil Zia H I. Introduction Uman resource is an important and indispensable factor for every organization. It is important to run an organization smoothly, effectively and efficiently (Mosadragh, 2013). Every success of an organization ...
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...Background Hiring employees is only the first step to creating a strong work force. Next, you have to keep them. Employee turnover costs businesses owners both in time and productivity, and the impact is especially large at a small firm because of the relative connection to its size. But how can a small firm offer the right motivational factors to ensure that the staff remains within the organization? How can they compete with motivational employee benefits of larger corporations? This paper looks at one case company, a small accountancy firm located in Sweden that offers a wide range of financial services, mainly within four main categories: economic consultations, tax-returns, bookkeeping and auditing. The firm currently has 13 employees of different educational background, divided into two sections; bookkeeping and auditing. The firm has one manager who is also the sole owner of the company. This person is an authorized accountant who will remain anonymous in this paper but referred to as “Laura” in the remaining of this paper. The firm is currently expanding but is experiencing difficulties in motivating well-educated employees to stay long term. During the past year, two employees have quit their jobs and one of the replacers is currently on sick leave due to burnout. The concern is that if the firm does not improve its employee retention, they will spend an excessive amount of time trying to recruit and train new people, so retention of the current employees is important...
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...TASK 1- ANALYSIS In Shafait’s hospital, there were some rumours among nurses about the time table issue that needed to be solved. The management came up with the new working arrangements without any consultation with the staff. They imposed it on the staff, resulting in a number of nurses living the hospital for others. According to Rensis Likert’s Theory, when management uses fear and threats and communication is top down with decisions taken at the top and there is a gap between superiors and subordinates, that management style is exploitive authoritative. In Paula’s case ward sisters were invited to a meeting with the matron. In turn the sisters organised a meeting with they own staff to explain the new arrangements and its benefits. Questions were invited, although some said there have no impacts on the management’s final decisions about what was best for them. From Rensis Likert’s Theory perspective, when information flowing upward is restricted to what management want to hear, policy decisions come from the top and only some prescribed decision that can be delegated to lower levels, one can easily assume that a benevolent authoritative management style is being applied. Contrary to Shafait and Paula, In Jackie’s hospital the ward sisters were instructed to discuss the problem of changes with their own nurses. Afterwards the ward sisters attended a meeting chaired by the matron where they discussed all the viewpoints of the staff. After the...
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...journal is available at www.emeraldinsight.com/0959-6119.htm IJCHM 23,6 The effects of employee empowerment on employee job satisfaction A study on hotels in Turkey Elbeyi Pelit School of Tourism and Hotel Management, Afyon Kocatepe University, Afyonkarahisar, Turkey 784 Received 22 April 2010 Revised 31 July 2010 8 October 2010 28 December 2010 18 February 2011 Accepted 26 February 2011 ¨ ¨ ¨ Yuksel Ozturk ¨ ¸ Faculty of Tourism, Gazi University, Golbası-Ankara, Turkey, and ¨ Yalcın Arslanturk ¸ ¨ ¸ Faculty of Commerce and Tourism Education, Gazi University, Golbası-Ankara, Turkey Abstract Purpose – The main objective of this study is to determine the impact of employee empowerment on job satisfaction. To serve this purpose, empowerment is taken into consideration as two dimensions – i.e. behavioral and psychological – and the effect of employee empowerment on the level of job satisfaction was examined by taking these two dimensions into consideration as a whole and separately. Design/methodology/approach – A questionnaire was employed in order to collect data on job satisfaction as well as behavioral and psychological empowerment. The data collected were analyzed through correlation and regression analyses. The study covered 1,854 participants employed at five-star hotels in Turkey. Findings – The findings suggest that the most positive aspects related to job satisfaction are relations with the colleagues and physical conditions, while the most negative aspect...
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...Process Management (Evaluate) Please use the following 6 criteria to evaluate the attached paper on Human Resource and hiring process at HFHS. Also check for grammar and punctuation including structure of the paper. Corrected grammar and punctuation in original document I attached. I am using that to enter the evaluation information you requested. 1) Provide background information on the organization, why the process was selected for study, and the approach used to complete this assignment Covered 2) Describe, Document and Flowchart the existing process. You may use a software tool for flowcharting (see information on flowcharting in the Course Content area). The paper describes the recruitment process but you need to detail the flowchart. If you look up flowcharts, you will find a flow chart more like this one that you can find at the following web location: http://www.kusd.edu/departments/human_resources/appl_process/applicationprocess.html The following is an example of a detail of the Application Process in HR. 3) Identify performance measures that you would use to determine the baseline performance for the current process in order to assess any improvements. Covered very well. 4) Research the Web and other sources for benchmark information (best practices) on the selected process and/or similar processes. Summarize your research findings. Identify the sources and best practices found that could be transferred to your redesigned process in Item...
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...reasons - complex challenges, increased expectations, technology.There are 4 requisite skills for leaders of the future:Leading employees. * 1: Leaders “delegate and develop”. * They are willing to delegate important tasks and decisions. This is done as an effective management technique, but more importantly, as a means to develop employees. Providing challenge and opportunity builds skill, experience, and confidence. As a result, effective leaders surround themselves with talented + and patiently listen to concerns.Managing change Effective leaders are skilled at facilitating organizational change and overcoming resistance. They do this in 4 important ways:1: By “being a role model”. Leading change by example sets the tone and pace for others. Effective leaders approach change in a positive and realistic way. Effective leaders are skilled at facilitating organizational change and overcoming resistance. They do this in 4 important ways: * 2: By “adapting”. * Leaders are flexible, adapting plans as necessary. This includes adjusting management or leadership style to changing situations. * 3: By “including others”. * Leaders involve key people in the design and implementation of change. Aware of the impact change can have, they take into account people’s concerns. * 4: By “being direct”. * Leaders are straightforward about the changes and consequences of an expected action or decision. * Building and mending relationships.Effective leaders are skilled at interpersonal...
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...Employee Socialisation Introduction Organisations are facing a major challenge when they consider the increasing difficulty of finding skilled people. The South African labour market has undergone a transformation since 1994, with an emphasis being placed on strategies that eliminate the labour inequalities of the past and improve general working conditions for all South Africans. HR executives state the single greatest challenge they have in managing the workforce is their organisation's inability to recruit and retain good employees and managers. The South African labour market is characterised by an oversupply of unskilled workers and a shortage of skilled ones. High population growth constantly exceeds the growth in employment demands. This is compounded by the consistent loss of jobs in the formal sector, as the country’s economy moves away from labour-intensive to capital-intensive operations. The following factors contribute heavily on obtaining skilled management in South Africa, ♦ Historical reasons – South Africa’s apartheid-based economy contributed to shortages of skills as a whole host of developmental activities were restricted and access to highly specialised skills were reserved for a few; ♦ Education and Training & the Labour Market - Poor articulation between the skills acquisition in institutions of higher learning and the HRD needs of the public service ♦ Globalisation – South Africa is negatively affected by skills flight...
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...supervisor and a subordinate interact and, based on that interaction, the overall success of the subordinate (House, 1971). To test whether employee productivity and motivation is linked to clearly defined, specific and challenging goals we distributed surveys to both the employees and managers of two Scotia Bank branches in the British Virgin Islands and Dominica. The surveys were both tailored to glean the leadership styles of the managers and provide a clear insight into how employees perceived their jobs. Upon analysis of the data we can see that the directive and achievement oriented leadership styles, with a lack of focus on supportive or participative leadership employed by the managers at the branch in Dominica led to dissatisfaction amongst their employees. In contrast the employees of the Scotia Bank branch from the British Virgin Islands had a far more favorable outlook when it came to job satisfaction as a result of the employment of participative and supportive leadership styles in conjunction with the manager’s achievement oriented and directive styles. We can see from the results of the survey and the supporting analysis that, while achievement oriented and directive styles are required to clearly set out job tasks and improve performance levels, these leadership styles have to be fused with more supportive and participative leadership to ensure that employees have a clear idea of their role in the organization, the importance of their contribution and a well defined...
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...LINK OF SATISFACTION COMMITMENT AND PERFORMANCE ON FACULTY MEMBERS’ PERFORMANCE AT HIGHER EDUCATION INSTITUTIONS IN PAKISTAN PhD Scholar S. M. Arsalan SHOEBY Hamdard University, Pakistan PhD Scholar Faisal SALEEM KASBIT, Pakistan MS Graduate Ambreen RAZZAQ Institute of Business and Technology – Biztek, Pakistan Naveed R. KHAN Universiti Pendidikan Sultan Idris – UPSI, Malaysia Email: naveed.r.khan@gmail.com Abstract: The contribution of faculty members in producing scholars and economy building can’t be rule out in any country. The faculty member’s satisfaction, commitment and performance are the points to investigate in higher education sector of Pakistan, especially in private sector universities. This study is conducted in Pakistan to investigate the relationship of satisfaction with commitment and performance, and commitment association with performance. The tools were adopted from the studies of Rice & Schneider (1994) and Smeenk et al. (2008). The top five, private sector universities of Karachi, as per HEC criteria, were taken as target sample to conduct the survey. This research affirmed that satisfaction is positively correlated with commitment and performance, and commitment also correlated with performance of faculty members of private sector universities in Pakistan. Keywords: satisfaction, commitment, performance, faculty members, universities, degree awarding institutions, higher education, private sector. Introduction The growth of higher education...
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...ORGANISATIONAL CULTURE, This can be defined as the behaviour of humans in a particular organisation or locality and the meaning they attach to such varied behaviours. According to Ravesi and Schultz (2006) he defines culture as “a mental assumption that guides the actions of individuals and the organisation as a whole and therefore define appropriate behaviours for their actions”. There are basically four types of organisational cultures; Power culture, this is a type of culture whereby power is centralised that is decision making is dependent on a person or a central body. This mode of culture is characterised by less formalisation, the members are all connected to the central body through their various functions. Role culture, Harrison and Stokes (1992, P15) defines role culture as an interchangeable (substitution) of systems structures and procedures for the naked power leader. Role culture by Charles Handy is seen as a system where power is derived from a position and not necessarily by expertise, it has strict rules and can easily be predictable. It is mostly described as the Roman building and the pillars represent the various departments of the organisation. Each department is under control of strict rules and well defined authorities. People culture, the person’s culture is the model where all the individuals of the organisation decide the actual turn the business is supposed to take.it normally rejects formalisation and love things done at their own discretion .this...
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