...strategy. However, employees see change as neither something to sought after nor welcome as it is disruptive and intrusive. It changes the balance. In order to fix this difference, managers must put themselves in their employees’ shoes and examine the terms of the personal compacts between the employees and company. Personal compact is the reciprocal obligations and mutual commitments, both stated and implied, between employees and the organization. It has three major dimensions. The first one is the formal dimension wherein employees capture the basic tasks and performance requirements for a job as defined by the company. In return, managers convey the authorities and resources the employees need in order for him to do his job. If it is not clearly stated in the documents, oral agreement is done in this dimension. This formal compact will not ensure that employees will be satisfied with their jobs or that they will make personal commitment that managers expect. The second dimension is the psychological dimension. This addresses aspects of the...
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...employee’s performance on a variety of job behaviors. ← The Rating Scale is a form on which the manager simply checks off the employee’s level of performance. Graphic rating scales require an evaluator to indicate on a scale the degree to which an employee demonstrates a particular trait, behavior, or performance result. Rating forms are composed of a number of scales, each relating to a certain job or performance-related dimension, such as job knowledge, responsibility, or quality of work. Each scale is a continuum of scale points, or anchors, which range from high to low, from good to poor, from most to least effective, and so forth. Scales typically have from five to seven points, though they can have more or less. Graphic rating scales may or may not define their scale points. How is it used? ← It is used to indicate on a scale the degree to which an employee demonstrates a particular trait, behavior, or performance result. Acceptable rating scales should have the following characteristics: 1. Performance dimensions should be clearly defined. 2. Scales should be behaviorally based so that a rater is able to support all ratings with objective, observable evidence. 3. Abstract trait names such as "loyalty," "honesty," and "integrity" should be avoided unless they can be defined in terms of observable behaviors. 4. Points, or anchors, on each scaled dimension should be brief, unambiguous, and relevant to the dimension being rated. For example, in rating...
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...HALO EFFECT: The tendency to let someone’s exemplary performance in one dimension influence your rating of the person in other dimensions; assuming that good performance in one dimension means the person is also as competent in other dimensions. Example: You are filling out the Recommendation of Readiness (ROR) for an employee with whom you have a great relationship. This employee volunteers for unpopular after-school activities, and comes up with creative solutions to problems. Therefore, you have no doubt that the individual is one of your strongest employees in terms of initiative and innovativeness. You don’t know much about the individual’s other abilities. Since you work well with this person you decide to give a recommendation. LENIENCY EFFECT: The tendency to be somewhat less critical than is appropriate in the evaluation process - i.e., to be too 'easy' and forgiving in assigning ratings. Example: You are aware that this employee is weak in some dimensions, but you feel that over time and with the right principal as a mentor, this individual has the potential to be a good administrator. Therefore, you recommend the employee even though there are work areas that are in need of improvement. HARSHNESS ERROR: The tendency to be more critical than is appropriate in the evaluation process; the opposite of leniency effect. Example: You are meeting with an employee who is ready to assume the job of an administrator. Despite being an above-average employee, this person...
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...The Six Dimensions of Wellness Model OCCUPATIONAL The occupational dimension recognizes personal satisfaction and enrichment in one’s life through work. At the center of occupational wellness is the premise that occupational development is related to one’s attitude about one’s work. Traveling a path toward your occupational wellness, you’ll contribute your unique gifts, skills, and talents to work that is both personally meaningful and rewarding. You’ll convey your values through your involvement in activities that are gratifying for you. The choice of profession, job satisfaction, career ambitions, and personal performance are all important components of your path’s terrain. Occupational wellness follows these tenets: • It is better to choose a career which is consistent with our personal values, interests, and beliefs than to select one that is unrewarding to us. • It is better to develop functional, transferable skills through structured involvement opportunities than to remain inactive and uninvolved. PHYSICAL The physical dimension recognizes the need for regular physical activity. Physical development encourages learning about diet and nutrition while discouraging the use of tobacco, drugs and excessive alcohol consumption. Optimal wellness is met through the combination of good exercise and eating habits. As you travel the wellness path, you’ll strive to spend time building physical strength, flexibility and endurance while also taking safety precautions so you may travel...
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...strategy. This way of thinking balances a focused analytical perspective with the human dimension of strategy making (as documented by the Park Li Group). These practices, coupled with a commitment of management time to engage the entire business in a strategy dialogue, lay the foundation for building winning organizations that can define, commit, adjust and adapt strategy quickly.[3] Strategy execution The analytical dimension and the human dimension Leaders face the continuing challenge of how they can meet the expectations of those who placed them there. Addressing these expectations usually takes the form of strategic decisions and actions. For a strategy to succeed, the leader must be able to adjust it as conditions require. But leaders cannot learn enough, fast enough, and do enough on their own to effectively adapt the strategy and then define, shape and execute the organizational response. If leaders are to win they must rely on the prepared minds of employees throughout the organization to understand the strategic intent and then both carry out the current strategy and adapt it in real time.[4] The challenge is not only producing a winning strategy at a point in time but getting employees smart enough and motivated enough to execute the strategy and change it as conditions change. This requires the leader to focus as much on the process used to develop the strategy – the human dimension, as the content of...
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...INTERNATIONAL J OURNAL OF M ULTIDISCIPLINARY S CIENCES AND ENGINEERING, VOL . 2 , NO. 5 , AUGUST 2 011 Impact of Employee Satisfaction on Success of Organization: Relation between Customer Experience and Employee Satisfaction Afshan Naseem1, Sadia Ejaz Sheikh2 and Prof. Khusro P. Malik GPHR3 1,3 Department of Engineering Management, Centre for Advanced Studies in Engineering, Islamabad, Pakistan 2 COMSATS Institute of Information Technology, Attock, Pakistan Abstract– Employee satisfaction is considered weighty when it comes to define organizational success. Employee’s satisfaction is central concern particularly in the service industry. Need to enhance employee satisfaction is critical because it is a key to business success of any organization. In the present milieu, employee satisfaction has come under limelight due to stiff competition where organizations are trying to carve competitive advantage through the human factor. The purpose of this study is to observe the relationship between employee satisfaction and customer satisfaction and to examine the impact of both on organizational success. This study scrutinizes the effects of different factors of organization which affects the employee satisfaction. This is a cohort study in which qualitative research methodology was used. The data was collected through selfadministrated questionnaire which contains multiple choice questions and open-ended questions. Results of the principal component analysis (PCA) based on correlation...
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...HELP ACADEMY DEPARTMENT OF MANAGEMENT STUDIES & UNIVERSITY OF EAST LONDON (3+0) BA (Hons) ACCOUNTING & FINANCE Level 1 HR 1004 ORGANISATION, MANAGEMENT & PEOPLE INDIVIDUAL CASE STUDY STUDENT I.D. : B 1102817 UEL I.D. : U 1255581 SUBMIT TO : MR CHANDRA SAKARAN SUBMISSION DATE : 8TH NOVEMBER 2013 QUESTION 1 Assess the extent to which Dicom Group’s culture is aligned to its vision and mission. Organizational culture is basic presumptions and beliefs that are shared by members of an organisation and eventually assimilated by the group of people who enters the organisation. (Schein, n.d) It is imperative for an organization’s culture to be aligned to its vision and mission. Cultural web which was introduced by Gerry Johnson (1988) could be used as an implement for mapping of organizational culture. This could determine whether its culture is on the same path with its vision and mission. The elements of these cultural web includes ‘stories’, ‘symbols’, ‘rituals & routines’, ‘power structure’, ‘organizational structure’, ‘control system’ and ‘paradigm’. The same tool applies for Dicom Group, the document capture and enterprise content management. Does their culture align with their vision and mission? We shall see. Plenty cultures are practiced between the employees within Dicom Group. A cultural element that is present is ‘Symbols’ which is clearly portrayed in the language....
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...IHRM Department’s job to educate any expatriate about the foreign country they will be moving too. The main reason to do this is preventing cultural shock causing a smoother transition for the expatriate. Culture can be defined as “the beliefs, customs, arts, etc., of a particular society, group, place, or time” or is a more business related sense “a way of thinking, behaving, or working that exists in a place or organization.” Throughout the years there have been many intercultural management studies and there are four most widely accepted theories: The Hofstede study, The GLOBE study, The Trompenaars & Hampden-Turner study, and Hall & Hall’s cultural dimensions. These studies broke down cultures and behaviors around the world and are valued resources for IHRM departments. First, there is the Hofstede study. Geert Hofstede was a professor who conducted an extremely comprehensive study of how different cultures place value in the workplace. It was Hofstede who first made an empirical model and had different dimensions of national culture. These dimensions were: power distance, uncertainty avoidance, femininity vs. masculinity, individualism vs. collectivism, and long-term orientation. Each different country would get scores in each section and from these scores one could better understand the country’s way of doing things. To gain a better understanding, below is a comparison between the United States and Portugal. The first of the dimensions is power distance...
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...not directly or explicitly recognized by the formal reward system, and that in the aggregate promote. OCB includes three critical aspects that are central to this construct. First, OCBs are thought of as discretionary behaviors, which are not part of the job description, and are performed by the employee as a result of personal choice. Second, OCBs go above and beyond that which is an enforceable requirement of the job description. Finally, OCBs contribute positively to overall organizational effectiveness. Organ’s (1988) definition of OCB has generated a great deal of criticism. The very nature of the construct makes it difficult to operationally define. Critics started questioning whether or not OCBs, as defined by Organ, were discretionary in nature. Organ (1997), in response to criticisms, notes that since his original definition, jobs have moved away from a clearly defined set of tasks and responsibilities and have evolved into much more ambiguous roles. ------------------------------------------------- Multidimensionality The construct of OCB, from its conception, has been considered multidimensional. Smith, Organ, and near (1983) first proposed two dimensions: altruism and general compliance. These two dimensions serve to improve organizational effectiveness in different ways. Altruism in the workplace consists essentially of helping behaviors. These behaviors can both be directed within or outside of the organization. There is no direct link, or one-to-one relationship...
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...traits. In today’s world people are more willing to engage in global business and for this reason they need to be able to adapt to the different cultures. As the cultures vary from country to country, people around the world may face many difficulties during their communication. Many businesses have failed due to the fact that they failed to fully assess the market they were entering in. The paper will portray three different approaches that will aid in understanding cultural differences that can be utilized as effective tools in conducting global business. These approaches are known as the context approach, the cluster approach and the dimension approach. 1. Context Approach: This is one of the three main approaches to understand cultural differences. Context approach is considered as the most straightforward as it relies on a single dimension. In addition, there are two parts of the context approach, known as: (i) High context cultures and (ii) Low context cultures. The two types of contexts have different cultures, values, norms, and ways of thinking. In low-context cultures such as North American and Western European countries, communication usually takes place at face value whereas, in high-context cultures such as Asian and African countries, communication relies upon unspoken condition. They rely more on the non-verbal communication. For example, countries that are considered high context...
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...Sociology Coursework 2 In the contemporary world, one of the most important concept of sociology of work is alienation. “The sense that our own abilities, as human beings, are taken over by other entities”(Anthony Giddens ,1989:224). The more people transform the world themselves, the more the world becomes strange for them and the more people experience themselves as aliens in that contemporary world. The world faced a rapid technological process. On the contrary, people experience of uneasiness about our technological being in the world. Some sociologists maintain that work technology has an important impact on the level of job satisfaction or dissatisfaction of industrial workers in their workplace behaviour. Many people become alienated by doing their repetitive as well as boring job. An oversimplifying example of alienation is when worker attaches tires onto a car in a auto manufacturing plant. This essay will examine Karl Marx's contribution on alienation as well as contribution of Robert Blauner. Initially, Karl Marx claimed that alienation exists whenever and wherever there is Capitalism(Kennett, 2004). Marx maintains that alienation is interior part of the capitalist labour process, and that is why he considers that alienation is an objective state where all workers find themselves(Noon, 2007). He argues that there are four manifestations of alienation under industrial capitalism. The first manifestation is “product alienation”, it occurs when workers see themselves...
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...Covey’s “Seven Habits of Highly Effective People” have truly changed my life in a positive way. Before starting to read the book, I thought I was going to find myself with one of those books with difficult concepts to understand and to relate with, however, from the beginning of the begging of the book I was able to connect myself to the author’s ideas. Reading about what the author and his wife were going through while they were raising their son was helpful to me, as Covey tells us, his book was inspired by a familiar crisis he and his wife were going through as they were raising their child. Their child was having a hard time keeping up academically and socially. The child was falling behind his classmates in most respects. The first thing the author, Covey and his wife, Sandra tried to do was to motivate his son, to reach such goal they employed phrases such as “that’s good son” “keep it up” however, Covey, soon realized that they were employing the wrong strategy, what they were doing wasn’t in harmony with the way they perceived their son. Consequently, they started to change themselves, they decided to focus on themselves rather than on their son, they gave up the idea of wanting to change their child, rather, they decided to start valuing their son’s uniqueness. The result of such new behavior adopted by Covey and his wife was a child who started to excel academically, as well as in other areas. Such introduction to the book led me to evaluate the way I was doing things...
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...semester 2016, 11.06.2016 Table of Contents – Cultural Dimensions according to Hofstede 1. The psychologist Hofstede a) Geert Hofstede b) Gert-Jan Hofstede 2. The cultural dimensions a) Social Orientation - Individualism-Collectivism-Index (IDV) b) Power Orientation – Power-Distance-Index (PDI) c) Uncertainty Orientation – Uncertainty-Avoidance-Index (UAI) d) Goal Orientation – Masculinity-Femininity-Index (MAS) e) Time Orientation – Long-Time vs. Short-Time-Orientation-Index (LTO) 3. Examples – Germany, United States, Venezuela 4. Problems and Discrepancies 5. Conclusion 6. Bibliography 1 Cultural dimensions according to Geert Hofstede Classifying and comparing cultures is strongly connected with the name Geert Hofstede. The Dutch social psychologist, as he calls himself, was born in 1928 in Haarlem(Netherlands) as Gerard Hendrik Hofstede. He went to schools until 1945, that was when he completed the Diploma Gymnasium Beta. From 17 on until he was 25 years old, he studied Mechanical Engineering and ended it in 1953 with a Master’s Degree. After two years of military service he started working in managerial jobs until 1965. He completed his Ph.D. in Social Sciences in part time studies. Already during that time, from 1965 until 1971 he founded and managed the Personnel Research Department of IBM. In this time, he developed the theory of the Cultural Dimensions that are presented in this paper. He worked with 117.000 empleyees...
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...employers on conditions and pay, discuss main changes to the office such as great scale unemployment, concerns with employers, discuss their members, complement their members in grievance and disciplinary meetings, deliver their affiliates with legal and financial advice and provide education facilities and certain consumer benefits such as discounted insurance. Four characteristics of Multinational Enterprise (MNE) that give trade union cause for concern are labor negotiations, offshore outsourcing or offshoring, insourcing and the actions of multinationals. Domestic and global labor unions have expressed apprehension that multinational organizations in economically developed countries can prevent labor negotiations by just moving their jobs to developing countries where labor costs are obviously less. Labor associations in developing countries face the opposite of the same problem, as they are regularly obliged to...
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...by Clayton M. Christensen, Matt Marx, and Howard H. Stevenson Managers can use a variety of carrots and sticks to encourage people to work together and accomplish change. Their ability to get results depends on selecting tools that match the circumstances they face. T JIM FRAZIER the primary task of management is to get people to work together in a systematic way. Like orchestra conductors, managers direct the talents and actions of various players to produce a desired result. It’s a complicated job, and it becomes much more so when managers are trying to get people to change, rather than continue with the status quo. Even the best CEOs can stumble in their attempts to encourage people to work together toward a new corporate goal. In 1999, for example, Procter & Gamble’s Durk Jager, a highly regarded insider who had recently been promoted to CEO, announced Organization 2005, a restructuring 73 october 2006 T h e To o l s o f Co o p e rat i o n a n d C h a n g e Extent to which people agree on what they want program that promised to change P&G’s culture. However, not everyone at P&G agreed that such sweeping change was necessary or that the way to achieve it was to reduce investments in the company’s core brands in order to fund radical, new products. The organization rebelled, and Jager was forced to resign only 17 months after taking the helm. The root cause of Jager’s very public failure was that he didn’t induce P&G employees to cooperate–a requirement...
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