...How Communication Satisfaction Leads To Job Satisfaction A Research On Local And Multinational Telecom Companies In Bangladesh Introduction Today's business challenge focuses on many thing like cost control, product development and improving quality. But at the end everything comes down to success and prosperity of the organization and organization's success depends on its work force. If an organization’s employees are unhappy or dissatisfied, then it is likely that overall organizational effectiveness suffers. Because “there is a clear suggestion, that effective communication promotes organizational cohesion and effectiveness” (Hargie & Tourish, 2000,). Communication is a very important part of an organization. There are evidence that suggest more is better when it comes to internal communication. The value of quality internal communication and its relationship to organizational efficiency and effectiveness has been widely recognized (Stayer and How, 1990; Clampitt and Downs, 1993; Hargie et al., 2003b). It has been argued that Effective communication is a vital ingredient of attempts to increase participation, secure the widespread ownership of corporate goals and implement such programmes as total quality management (Hargie and Tourish, 1993). In addition, communication effectiveness is also perceived as central to management and organizational theory (Whetten and Cameron, 1991; Eden, 1993). Practitioners see internal communication as an important, challenging area...
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...TOPIC RELATIONSHIP BETWEEN JOB PERFORMANCE AND ABILITY JOB FIT TABLE OF CONTENTS • Abstract • Introduction • Problem statement • Literature review • Theoretical framework • Hypothesis • Research design • Research techniques • Data collections methods • Questionnaire • Data Analysis • Conclusions • Recommendation ABSTRACT Purpose of this report was to investigate the relationship between job performance and the ability job fit of the employees of a business organization. Definitively this is an investigation of all correlations between job efficiency with due linkage to the required job ability in any working sphere of the professional status quo. The dependent variable in the study is job performance and the independent variable is the Ability Job Fit i.e. the match between an employee’s ability and the requirement of his job. Our data collection method is unstructured interview and questionnaire. A sample of 10 people was chosen for the study by non-probability convenient sampling method. The sample includes 5 employees of both multinational as well as local companies. The result shows that a high ability job fit is the most important factor behind an employee’s job performance and thus contributes to the field of organization behavior. Thus I found out in my study...
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...his job let alone feel motivated by it. On the basis of this case, Bruce has low job satisfaction and does not have motivation on his work, especially that time Helen re-structuring process. Otherwise Bruce feels socially isolated at work. So he needs some theories to change his attitude and values in order to help him to rebuild the high level of job satisfaction and motivation in the future. In this article, it will use three aspects to analysis Bruce action and find the solutions of these problems. First of all, it will use the job satisfaction and attitude to analysis why Bruce has low organization commitment and low productivity, then let Bruce enhance his job satisfaction and motivation within his work. What's more, it will introduce that Herzberg’s two factor theory to solve Bruce's problems. Lastly, some suggestions will be given to balance the two different values in order to help Bruce to continue stay in the workplace. Analysis Job satisfaction Job satisfaction plays a significant role about each person to enjoy his job. From this case Bruce has low satisfaction with his work, such as he does not satisfied his salary and position. According to Robbins et al(2008,p79) 'a person with a high level of job satisfaction holds positive feelings about the job, while a person who is dissatisfied holds negative feelings about the job'. Firstly, it has to talk about the reasons of job satisfaction. It is public knowledge that there is a close relationship between salary...
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...Av. Torreblanca 59, 08172, Sant Cugat del Vallès, Barcelona, Spain simon.dolan@esade.edu Shay S. Tzafrir Department of Human Services, University of Haifa Mount Carmel, Haifa, 31905, Israel stzafrir@research.haifa.ac.il September 2012 Abstract Extant literature on value congruence is fragmented due to different methodological treatments and theoretical perspectives. Proposing a typology of the value congruence concept, this paper reviews several key themes in value congruence research including staffing, socialization, leadership, job attitudes, performance, among others. By reviewing related antecedents and outcomes, discussing underlying theoretical perspectives, and highlighting future directions, this paper integrates value congruence research into a comprehensive framework. Managerial implications are also discussed where relevant. Keywords: Fit; Interactional psychology; Organizational culture; Person-organization fit; Value congruence. __________________________ * Corresponding author Value congruence in organizations: Literature review, theoretical perspectives, and future directions 3...
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...Academy of Management Journal 2009, Vol. 52, No. 3, 527–544. CHANGE IN NEWCOMERS’ SUPERVISOR SUPPORT AND SOCIALIZATION OUTCOMES AFTER ORGANIZATIONAL ENTRY MARKKU JOKISAARI Finnish Institute of Occupational Health JARI-ERIK NURMI University of Jyväskylä Using a four-wave longitudinal research design and a latent growth modeling approach, we modeled change in newcomers’ perceived supervisor support and socialization outcomes (role clarity, work mastery, job satisfaction, and salary). Further, the role of perceived supervisor support in socialization outcomes was examined. The results showed that, on average, newcomers’ perceived supervisor support declined during the period 6–21 months after organizational entry. The results showed further that the steeper the decline in perceived supervisor support, the greater the rate of decrease in role clarity and job satisfaction, and the slower the increase in salary over time. Organizational socialization is an important process for both newcomers and organizations. How newcomers “learn the ropes” and assimilate to an organization during this socialization process presumably has long-lasting effects on their job attitudes and behavior (e.g., Schein, 1978; Wanous, 1992). A pivotal assumption in the organizational socialization literature is that interaction between newcomers and organizational insiders, such as supervisors, plays an important role in newcomers’ socialization and related adjustment to work (e.g., Graen, 1976; Louis...
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...AND OVERVIEW OF THE RESEARCH 1.1 INTRODUCTION This study focuses on the influence of job satisfaction on burnout among pharmaceutical sales representatives. Chapter 1 deals with the background to the research, the problem statement and the research questions, the aims of the study, the paradigm perspectives of the research, the research design, the research methodology and the layout of the chapters. 1.2 BACKGROUND TO THE RESEARCH People are a vital component of the production factors of an organisation (Storey, 1995). A variety of factors influence their work lives. These factors affect their performance and ultimate productivity (George, 2000). Job satisfaction is a key factor in productivity. Employees’ satisfaction levels are reflected in their intrinsic and extrinsic willingness to put their labour at the disposal of their employer (O’ Malley, 2000). Job satisfaction is certainly not the only factor that causes people to produce at different rates (Daniels, 2001). In addition to being influenced by the level of satisfaction, performance is affected by a worker's ability as well as a number of situational and environmental factors such as mechanical breakdowns, lowquality materials, an inadequate supply of materials, availability of stock and market forces (Gower, 2003). Nevertheless, in the case of lower-level jobs where little ability is required, job satisfaction seems to be one of the key determinants of performance (Edward, 1994; Gower, 2003). In...
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...Theoretical Background 4. Methodology 4.1 Procedures 4.2 Sample 5. Analysis 5.1. Limitations 5.2. The variables 5.3. ANOVA 5.3.1. Effects of Age 5.3.2. Effects of Gender 5.3.3. Effects of Education Level 5.4. Model 5.4.1. Person-Organizational Fit and Ethical Leadership 5.4.2. Person-Organizational Fit and Ethical Environment 5.4.3. Person-Organizational Fit and Political Skills 5.4.4. Person-Organizational Fit and Human Resources 5.4.5. Person-Organizational Fit and Ethical Behaviour 5.4.6. Ethical Environment and Trust in Employees 5.4.7. Ethical Environment and Voice 6. Conclusions and Recommendations References Appendix 4 5 6 7 8 8 8 11 11 12 12 13 13 14 14 15 16 17 17 18 18 20 21 24 25 3 Organizational Behavior – Consultancy Report Group 18 Executive Summary The aim of this consultancy report is to provide advice and recommendations to the companies involved in this sector (banking) in order to improve their performances, based on a PersonOrganizational Fit analysis. The first step was to carry out surveys in three similar companies, banks, with questions about several different topics concerning their workplace environment. The survey questionnaires were filled out by 40 employees and their supervisors, gathering information on their relationships and personal data, such as gender, age and educational level....
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...followers’ behavior and performance. We propose that by developing intrapersonal and interpersonal continuity in their followers’ values (value salience and person-supervisor value congruence respectively), authentic leaders could enhance followers’ task performance and organizational citizenship behavior, and reduce counterproductive work behavior. The model also contributes to research on values by examining the psychological and contextual factors, i.e. person-organization value congruence and self-concept clarity, which moderate the relationship between authentic leadership, value congruence and follower outcomes. Introduction Having witnessed several failures of corporate and economic machinery in the recent past, management scholars have been forced to look into the underlying reasons thereof from several different perspectives. As a fundamental shift in focus onto softer aspects of corporate leadership, leaders are being increasingly scrutinized for their leadership styles and moral values. Through this paper, we aim to contribute to a growing area of research in this domain by proposing a theoretical model to understand how leaders’ attitudes and values impact followers’ behavior and performance. Complex work organizations are an ideal context for exploring human values (Connor& Becker, 1975). In the person-environment literature, the relative stability of individual values is presumed, and hence much less is known about the causes and consequences of the shifts...
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... need a little more fine tuning than others and constant upgrading and those discipline deal more with person to person than just research and analysis. Dealing with people whether it be employees, managers, or customers is an art of fine tuning that has to be adjusted as needed to produce the right melody of efficiency, efficacy, productivity, and harmony. A company needs more than an owner to maintain in business, a company needs a well rounded team to make the plays of producing what people want and need. In spite of any product or services you may provide the employees of the company are what keep it running and the customers are what keep you in business. It contributes to maintaining satisfactory motivation, morale, and productivity. Employee relations includes handling and dealing with harassment claims, discrimination's, disputes, & employee performances. It also involves making sure regulatory guidelines and employment laws followed and complied by the employers, supervisors, and employees within a company. I. Theoretical basis for Employee Relations as a HR discipline. I believe employees are the core of a company. They are the link that brings the company to the customers so this linked has to be properly lined up for the rest of the gears of business to turn. Employee Relations refers to the relationship between the employer-employee and shared relationship among employees within a business or organizations. It includes handling and dealing with harassment claims...
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...SHRM Foundation’S EFFEctivE PRacticE GuidElinES SERiES Retaining A Guide to AnAlyzinG And MAnAGinG eMployee turnover Talent SHRM Foundation’S EFFEctivE PRacticE GuidElinES SERiES REtaininG talent A GuiDe to AnAlyzinG AnD MAnAGinG eMPloyee tuRnoveR by David G. Allen, Ph.D., SPHR i REtaininG talent This publication is designed to provide accurate and authoritative information regarding the subject matter covered. Neither the publisher nor the author is engaged in rendering legal or other professional service. If legal advice or other expert assistance is required, the services of a competent, licensed professional should be sought. Any federal and state laws discussed in this book are subject to frequent revision and interpretation by amendments or judicial revisions that may significantly affect employer or employee rights and obligations. Readers are encouraged to seek legal counsel regarding specific policies and practices in their organizations. This book is published by the SHRM Foundation, an affiliate of the Society for Human Resource Management (SHRM©). The interpretations, conclusions and recommendations in this book are those of the author and do not necessarily represent those of the SHRM Foundation. ©2008 SHRM Foundation. All rights reserved. Printed in the United States of America. This publication may not be reproduced, stored in a retrieval system or transmitted in whole or in part, in any form or by any means, electronic, mechanical...
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...Florida 32306, United States d Department of Sociology, Criminal Justice, & Anthropology, Texas Christian University, Fort Worth, Texas 76129, United States e Department of Business Administration, National Chengchi University, Taipei 116, Taiwan f Department of Organizational Behavior and Human Resources, Lee Kong Chian School of Business, Singapore Management University, Singapore b a r t i c l e i n f o a b s t r a c t We conducted a two-study examination of relationships between abusive supervision and subordinates’ workplace deviance. Consistent with predictions derived from power/dependence theory, the results of a cross-sectional study with employees from three organizations suggest that abusive supervision is more strongly associated with subordinates’ organization deviance and supervisor-directed deviance when subordinates’ intention to quit is higher. The results also support the prediction that when intention to quit is higher, abusive supervision is more strongly associated with supervisor-directed deviance than with organization-directed deviance. These results...
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...organizational management became the General Manager. Becker introduced an empowerment strategy as an aspect that would increase employee motivation and satisfaction. The practice reduced the bureaucratic governance that was embedded in the past management. The employees were now able to get involved in decision making, creativity, and innovation. Interaction with top management was also encouraged. Becker's policy however did not improve the performance of the organization, he spent a great deal of time solving employee problems, there was an increase in the number of complaints by customers and an increase in mistakes made by the employees. The performance of the organization therefore deteriorated. Symptoms & Causes of Deterioration of Performance: Symptoms & Causes of Deterioration of Performance Cultural factors Communication factors Staff performance: personality and organizational fit Job design and role ambiguity Espoused and enacted values Power hierarchy & decision making process Stress, absenteeism, high staff turnover and job satisfaction Major issues in the case: Major issues in the case Organizational change inadequately managed. The differences in the newly merged workforce with dissimilar profiles had not been addressed. Following this, Becker did not employ a communication strategy that supported the dissimilarity between management and employees and their different cultures. The unclear decision making process and power hierarchy. Lack of proper analysis of the...
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...employs 250+ representatives at this particular location. In the customer care department there are representatives, supervisors, four associate directors and one head director of the overall department. Each supervisor has 12-15 representatives that they must oversee. The duties of each representative consist of retaining customer business by renewing contracts, present data solutions, offer accessories, demonstrate equipment functions and network capability and answer customer billing questions. The supervisors’ job is to monitor daily team results to ensure performance, retention and objective compliance, complete monthly reporting, provide effective feedback, supervise, educate and motivate their team to exceed all performance measures. I have worked for this same wireless carrier for 4 years and I currently work in their financial service department but I have a few close friends who work in the customer care department who don’t be satisfied with their jobs. I found this quite interesting because we all worked for the same company but there seemed to be a huge difference in job satisfaction from department to department. In order to find out what this difference is from our department to theirs I did an hour of side by sides with some of the customer care representatives and gave my friends from the department a survey to fill out that dealt with job satisfaction. Problem Statement Most of the feedback I received from the employees in this department is that management spends...
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...Organisational Behaviour Essay 1 There are certain choices in life that dictate all future pathways and opportunities, that will shape a life of bliss or misery; job choice is one such decision. The thought processes and factors considered in such a process are complex and varied; however there have been studies that attempt to explain and quantify this decision process. This essay will apply two of these models, namely Herzberg’s Two Factor Theory and Vroom’s Expectancy Theory to the decision process of Michael Stirling and the choice he must make between a Deputy Principal position at his current school, or leaving to take up the prestigious position of principal at the International School of Melbourne. Through application of these theories, focusing primarily on motivation and job satisfaction variables, it will be clear that Sandra, Michael’s wife, opinion that the ISM position is a better fit for Michael is a reasonable statement. Although the role of Deputy Principal Head of IT is a closer match for Michaels expertise and passion, it will be proposed that this role will have to overcome greater factors of potential dissatisfaction and that the Principal postion contains motivators that will sustain for a longer period. This analysis will provide an insight into the internal thought processes and relationship to the discussed theories which will be summarized into a conclusive judgement. ‘Motivation can broadly be divided into two types namely internal or intrinsic motivation...
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... 2, March 2007 (Ó 2006) DOI: 10.1007/s11162-006-9042-3 EXAMINING HERZBERG’S THEORY: Improving Job Satisfaction among Non-Academic Employees at a University Ryan E. Smerek*,† and Marvin Peterson† ................................................................................................ ................................................................................................ This study reports the results of a survey of 2700 employees in business operations at a large public, research university. The analysis tests Herzberg et al.’s (1959) well-known, duality theory of motivators and hygiene factors and the impact of personal characteristics and job characteristics on perceptions of the work environment and job satisfaction. The results offer inconclusive support of Herzberg’s theory although the work itself is the strongest predictor of job satisfaction after controlling for both personal and job characteristics. The study concludes by discussing both practical implications, for those in leadership positions in a university, and theoretical implications for researchers interested in exploring job satisfaction in a higher education context. ................................................................................................ ................................................................................................ KEY WORDS: job satisfaction; quality of worklife; work climate; administrative staff. THE PROBLEM AND RESEARCH QUESTIONS ...
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