...Full Bibliographic of Reference John P. Meyer and Thomas E. Becker. Employee Commitment and Motivation: A Conceptual Analysis and Integrative Model University of Western Ontario and University of Delaware Chri 2. Introduction The article is about presenting an integrated model about employees' commitment and motivation. According to the article, commitment and motivation are distinguishable, albeit related, concepts. More specifically, it suggest that commitment is one component of motivation and, by integrating theories of commitment and motivation, it gain a better understanding of the two processes themselves and of workplace behavior. This article is conceptual based which is largely based on presenting the reasoning of different theories. Employee Commitment and Motivation: A Conceptual Analysis and Integrative Model uses various theories about motivation and commitment. 3. Brief Summary This article tried to assert commitment is one part of motivation and, by integrating theories of commitment and motivation, For example, because commitment often involves psychological attachment to social foci, incorporating commitment as an independent aspect of motivation should allow enhanced understanding of behaviors that have broader social implications. The article begin its attempt at integration by providing a broad overview of theory and research pertaining to workplace motivation and commitment. Both are complex concepts, and therefore a comprehensive analysis is...
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...Framework of Employee Engagement in Organizations 4 The Theory of Values: Employee Personal Values, and Business Values 4 Three-Dimensional Approach of Organizational Commitment 6 Summary 7 Chapter 2 - Depth Component 8 Person-Job Fit 8 Person-Organization Fit 9 Relationship between Person-Job Fit, Person-Organization Fit, and Work Engagement 10 Conclusions 12 Chapter 3- Application Component 13 Chapter 4- Initiative 16 References 20 Certification Statement 25 Chapter 1: Breadth Component Employee relations covers all types of interactions among employees such as union efforts, interpersonal, and group relationships. The purpose of employment relations it to deal with the employees that are employed by the companies and the issues arising from their employment. Acquiring, developing, maintaining, and motivating staff are all aspects that are covered by the employment relations area. Employment relations are necessary as the employee is the most important part of a business and any troubles that affect employees do affect the business as well. Since the end of 2008 the economic downturn has affected many countries and it has aggravated the crisis of confidence towards the institutions and also in the field of business. Employees have been seeking their trust and, therefore, their commitment to more solid and stable companies (Cohen, 2009, p. 341). Many entrepreneurs, executives, and academics arise frequently how to increase the level of commitment of their...
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...Productive and Counterproductive Behaviors PSY/428 Organizational Psychology October 1, 2012 Productive and Counterproductive Behaviors Employee behavior can have either positive or negative effects on job performance or the performance of the organization. This writing will define productive and counterproductive employee behavior, describe the impact of these behaviors on job and organizational performance, and provide several recommendations to increase productive behavior and decrease counterproductive behavior within organizations. Definitions Employees typically exhibit behaviors that contribute to a positive pursuit of the organization’s goals and objectives. Among these positive behaviors are dedication, competency, motivation, and innovation. Sometimes employees can engage in behaviors that contribute to a negative effect on the organization’s goals. Among these behaviors is ineffectiveness, unsafe behavior, and turn over. Very destructive behavior such as sexual harassment, substance abuse, theft, and violence can become very costly to organizations according to Jex and Britt (2009). Productive behaviors also can be linked to ethics within the workplace. With the overreaching implication of ethics, good and right conduct goes beyond the express requirements of rules and laws. Accordingly, the definition can be expanded to mean productive behaviors that place the benefit of the organization above personal benefit. It also includes the dimension that...
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...Causes of Employee Turnover ABSTRACTThe proposed research will be conducted to investigate the causes of employee turnover. Proposed study will use different research articles to develop a model which shows that job satisfaction, employee motivation and employee involvement (independent variable) has an impact on employee turnover (dependent variable). Hence the purpose of this research will be, firstly getting the perception of employees at work by conducting semi structure interviews as an instrument of data collection to explore the effect of Job satisfaction, employee motivation and employee involvement on employee turnover. Secondly semi structure interviews will be further used to find and examine whether these three factors really affect or not if yes then which factor affects closely in order to remove that one from organizations facing employee turnover issues. Different hypothesis are formed on the basis of dependent and independent variables. By using different research articles literature review has been written. Than a model is developed of job satisfaction, employee motivation and employee involvement (independent variable) and employee turnover (dependent variable).Than a theoretical framework is written on the base of these variables. Using a cross sectional research method sample of 500 employees of service organization like Banks, University (Employees), Telecommunication, EFU life insurance, Guard Technologies and Students has been selected for this research...
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...Trying to Improve Employee Attitudes during the Recession Introduction “Creating an effective and productive workplace takes a firm commitment from management even in the best of times” (Ballard, 2012). When the recession hit full force, many companies had to make some difficult decisions. “In a 2009 survey conducted by the American Psychological Association, 68 percent of employed Americans reported that their employers had taken steps such as putting a freeze on hiring or wages, laying off staff, reducing work hours, benefits or pay, requiring unpaid days off or increasing work hours because of the weak economy” (Ballard, 2012). During a period of recession, managers need to understand the relationship between employee well-being and the performance of the company. There are several means managers can use to improve employee performance. Some of these methods include: the utilization of Schwartz’s 10 Values, adapting attitudes and behaviors, increasing employee involvement through incentives, and the utilization of Azjen’s theory of planned behavior to shape the intentions and behaviors of employees. In order to form During a period of recession, managers need to understand the relationship between employee well-being and the performance of the company. There are several means managers can use to improve employee performance. Some of these methods include: the utilization of Schwartz’s 10 Values, adapting attitudes and behaviors, increasing employee involvement through...
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...his salespeople earn more than $60,000 a year, and top producers earn more than $ 100,000. A leader/manager and employee need to pay attention on perception and attribution concepts to be effective at workplace. Perception is the process by which the individual selects, organizes, interprets, and responds to information. Employees are constantly exposed to a variety of information. This information is processed in their mind and organized to form concepts pertaining to what is sensed or experienced (Hellriegel & Slocum, 2011). Different employees often perceive a situation differently, both in terms of what they selectively perceive and how they organize and interpret what is perceived. The perception process is influenced by external (e.g. all kinds of motivational devices installed in Great Northern American’s salesroom) and internal (personality, learning, and motivation) factors that are related to the perceiver. The perceptual process may result in errors in judgment or understanding. An important part of understanding individual differences in perception is to know the source of these perceptual errors. The most common types of perceptual errors are perceptual defense, stereotyping, the halo effect, projection, and impression management. Attribution process refers to the ways in which people come to understand the causes of their own and others’ behaviors. It reflects the person’s need to explain events through the...
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...Course Description : MBACOG4 : HUMAN BEHAVIOR IN THE ORGANIZATION : Three (3) : The course gives an insight into the intricacies of organizational processes. It is designed to help develop the students’ awareness of their behavior and performance in the workplace as affected by their personalities, skills, potentials, job satisfaction, motivation, leadership abilities, among others. It also promotes an understanding of people and organizational dynamics which would enable the students to adapt and adjust better in the workplace. Additional topics like ethics, performance and commitment, and becoming a better employee would impress on students the ways by which they could become valuable assets to the organization. Different activities which include case studies and reaction papers bring to life the theories and concepts, while honing the students’ analytical, critical and decision-making skills. V. Objectives of the Course: At the end of the course, the business student should be able to: A. 1. 2. 3. 4. 5. Cognitive discuss the key concepts of the course. describe the different theories learned. explain the structure and design of organizations. expound on organizational processes and dynamics. describe the role of culture, groups and leaders in promoting and sustaining the quality of employee performance. 6. Discuss the implications of personality, individual differences, values, attitudes, teamwork, ethics, trust and commitment, among others, to the motivations and performance...
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...Organizational Behavior AJS/512 August 26, 2013 Organizational Behavior Organizational behavior is a unique field of study because the focus is not only about individual behavior, but also how individual behavior contributes to the dynamics of an entire organization. Organizational behavior focuses on the appropriate use of people (Human resources) the management perspective of organizational efficiency and job selection, training, and performance appraisal. Organizational behavior also focuses on understanding and enhancing the well-being of employees, human relations within organizations, employee attitudes, behavior, stress, and the practices of management. As Schermerhorn, Hunt, Osborn, & Uhl-Bien, (2010) asserts, “The ultimate goal of OB is to improve the performance of people, groups, and organizations and to improve the quality of work life overall.” Organizational Behavior in Law Enforcement Around the globe law enforcement agencies strive for common goals of maintaining peace an order within their communities. Nationally, law enforcement agencies operate in a similar fashion; however, each organization differs on organizational culture. Law enforcement in general has a certain culture, unlike what is seen, in private industries. For the men and women who choose law enforcement as a career they do so because they enjoy working in a team environment, want to be a part of an organization, enjoy challenges, and want to make a difference in their communities...
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...Plan for Positive Influence Through various behavioral assessments employers can determine best practices to improve employee motivation, satisfaction, and performance. Measurement tools can include assessments of employee personality traits and characteristics, work behaviors and attitudes, and job involvement and satisfaction. By using the information gathered from these assessments, employers can develop comprehensive plans to improve relational processes to bring together different individuals to work together in productive ways. For example, employees who have differing values, personalities, and emotional intelligence can learn new behavioral patterns to successfully collaborate in the workplace. Team members completed several example assessments to determine behavioral factors such as predominant personality style, emotional intelligence, and attitudes regarding job satisfaction, involvement, and workplace diversity. Employers can use personality assessments to determine how employees will work in some areas (Robbins & Judge, 2007). For example, personality styles of the team were dominant and interactive; indicating that team members would be complimentary when dealing with clients. According to data outlined in the DISC Platinum Rule Behavioral Style Assessment, individuals with interactive personality styles possess skills that are influential with developing relationships to accomplish goals and are more relationship-oriented then task-oriented (Alessandra...
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...their workforce is satisfied. Successful organizations realize that job satisfaction, or the experience and attitudes that an employee has about his or her job, has many variables that contribute to how satisfied an employee is about his or her employer. Some of these variables are pay, benefits, promotions, work climate, work conditions, safety, and the job role itself. To understand the subject of job satisfaction clearer, Team D will define job satisfaction, explain the impact that organizational socialization has on job satisfaction and provide an example of how an organization can use organizational socialization to positively impact job satisfaction. In addition, Team D will describe the relationship between organizational commitment and job satisfaction as well as providing an example of how an organization can use organizational commitment to positively impact job satisfaction. Job Satisfaction Definition According to Christen and Soberman, there is a significant relationship between the effort an employee puts forth on-the-job, their job performance, and his or her job satisfaction (Christen & Soberman, 2006). However, the question still lingers of what exactly is job satisfaction. Job satisfaction is essential component within any organization and needs to be clearly defined. Managers and organizational leaders must have a clear understanding of what job satisfaction is before they can effectively address the subject with their employees. Jex and Britt provided a...
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...They are the feature of culture that has the most straight influence on behavior and performance. They explain the attitudes and behaviors that members of a work group force one another to follow, hence facilitate a steady pattern of behavior which provides consistency and structure to the cultural life of an organization. Essentially, they are the unrecorded rules for behavior which order what is appropriate and what is not. Types of Culture there are different types of organizational culture. In any organization one or additional of these types strength survive depending on several factors such as the style of management, occupations, geographical location, and the size of...
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...* ABSTRACT The main purpose of the study was to examine the relationship between Organizational Culture and Employee Commitment. The study was conducted in MCB Bank Lahore branches. The data was collected through questionnaires. The sample size used in this study was 100. The concerned variables are ‘organizational culture’ and ‘employees commitment’. The hypothesis was designed that whether there exists a relationship between the variables or not. The results suggested that there exist a relationship between organizational culture and employees’ commitment. The study emphasizes the future prospects in the research field which can be beneficial for the organizations’ culture. The findings , conclusion and recommendations suggest areas for further research. * * * Contents Abstract…………….………………………………………….……………….i List of Tables……………………………………………………………........iv List of Figures………………………………………………………..……….v List of Acronyms……………………………………………………..………vi Acknowledgement…………………………………………………………...vii 1 Chapter No. 1 1 1.1 Introduction 1 1.2 Organizational Culture 2 1.2.1 Characteristics. 4 1.2.2 Scope of Organizational Culture. 5 1.3 Problem statement 6 1.4 Rationale for the study 6 1.5 Purpose of Study 7 1.6 Research objectives: 7 1.7 Limitations 7 1.8 Assumptions 8 1.9 Hypothesis 8 1.10 Scope of the study 8 1.11 Outline of the study 9 1.11.1 Chapter1. 9 1.11.2 Chapter 2. 9 1.11.2.1 Literature review I: Organizational...
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...THE RELATIONSHIP BETWEEN LEADERSHIP STYLES AND EMPLOYEES COMMITMENT IN EAST AFRICA BOTTLING S.C (COCA-COLA) A TERM PAPER: THE COURSE OF ADVANCED ORGANIZATIONAL BEHAVIOR AND DESIGN BY: SIRAK TEFERI ……….…. MKMW/601/06 SUBMITTED TO: TESFAYE SEMELA (Professor) The Relationship Between Leadership Styles and Employees Commitment Table of Contents 1. INTRODUCTION........................................................................................................................................................1 1.1. SIGNIFICANCE OF THE TERM PAPER ON THE STUDY OF ORGANIZATIONAL BEHAIVOR ...................................................................................................................................................................2 1.2. IMPLICATIONS OF THE STUDY TO MARKETING MANAGEMENT. .........................................3 1.3. ORGANIZATION OF THE TERM PAPER ................................................................................................3 2. MAIN BODY OF THE TERM PAPER .................................................................................................................4 2.1. THEORETICAL LITERATURE .....................................................................................................................4 2.1.1. The Concept of Leadership .................................................................................................................4 2.1.2. The Development of Leadership Theories .................
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...TABLE OF CONTENTS 1. INTRODUCTION 2 2. TOPIC 1 – UNDERSTANDING INDIVIDUALS 3 2.1 PERSONAL VALUES ANALYSIS 3 2.2 ALIGNING PERSONAL VALUES WITH THE VALUES OF ACNIELSEN 4 2.3 ACNIELSEN BUSINESS EFFECTIVE SURVEY – TAKING PULSE OF OUR STAFF 5 2.4 MOTIVATION & JOB SATISFACTION 6 2.5 PROMOTING ORGANIZATIONAL COMMITMENT 8 3. TOPIC 2 – DEVELOPING MANAGERIAL SKILLS & PRACTICES 9 3.1 THE IMPORTANCE OF INTERPERSONAL BEHAVIOR 9 3.2 BUILDING A CULTURE OF TRUST 9 3.3 PROMOTING ORGANIZATIONAL CITIZENSHIP BEHAVIOR – A PASSION FOR PERFORMANCE 10 3.4 CAREER DEVELOPMENT 10 3.5 ORGANIZATIONAL COMMUNICATION 11 3.6 TEAMWORK 13 4. TOPIC 3 – DEVELOPING LEADERSHIP SKILLS (C.11-14) 14 4.1 ORGANIZATIONAL LEADERSHIP 14 4.2 CULTURE, CREATIVITY, AND INNOVATION 14 4.3 DESIGNING EFFECTIVE ORGANIZATION 14 4.4 MANAGING ORGANIZATIONAL CHANGE 14 5. SUMMARY 14 1. INTRODUCTION Organizational Behavior has so far been among my most interesting courses during this MBA program. It has provided me with a new perspective as well as a more systematic approach in dealing with my daily managerial issues at work. For me, it is like a journey up the mountain. This course helps me realize an important wisdom that what I see at the bottom of the mountain is not what I see at the top. Without this wisdom, I could have closed my mind to all that I cannot view from my position and, therefore, limit my capacity to grow and improve. Such wisdom helps open my mind to improvement, and teaches me to respect...
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...of Outsourcing: Outsourcing from the Employee’s Perspective Sarah J. Schillen Seattle Pacific University USA sschillen@gmail.com Gerhard Steinke Seattle Pacific University USA gsteinke@spu.edu ABSTRACT This paper explores how outsourcing activities and decisions put the well-being of the remaining employees at risk, ultimately affecting productivity and creating further costs to the employer. It highlights four potential threats to remaining employees: trust, job satisfaction, motivation, and stress. The paper provides several suggestions for mitigating these impacts, including communication to retain trust, acting ethically to ensure satisfied employees, seeking an understanding of employee perspectives to build employee motivation, and providing good planning along with training and development to reduce employee stress. INTRODUCTION Globalization provides organizations with more options than ever before. Business leaders are continuously encouraged to adapt, reevaluate, and strategically improve processes and approaches. Best practices are reinvented rapidly in attempt to keep up with market trends. The quest to recognize new methods for increasing revenue has become the inspiration for exploring new management techniques and strategies. One such rising trend in the advent of global markets is that of outsourcing. Common purposes for outsourcing include improvements to performance, cycle time, cost-savings, market share, productivity, customer service, and quality (Elmuti &...
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