demonstrate that leadership and organisational performance, commitment and innovation go hand in hand (Judge, Bono, Ilies and Gerhardt, 2002; Judge and Piccolo, 2004; Keller, 2006; McGrath and MacMillan, 2000; Meyer and Hepard, 2000; Purcell, Kinnie, Hutchinson and Dickson, 2004; Yukl, 2002). Conversely, some studies for instance, House and Aditya (1997) suggest that is not a key factor in achieving organisational performance, commitment and innovation. Due to the conflicting findings concerning
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MANAGING ORGANIZATIONAL BEHAVIOR Delta Publishing Company 1 Copyright © 2006 by DELTA PUBLISHING COMPANY P.O. Box 5332, Los Alamitos, CA 90721-5332 All rights reserved. No part of this book may be reproduced in any form or by any means, without permission in writing from the publisher. 2 TABLE OF CONTENTS CHAPTER 1 An Introduction to Organizational Behavior CHAPTER 2 Managing People and Organizations CHAPTER 3 Motivation CHAPTER 4 Work-Related Attitudes CHAPTER 5 Organizational Communication
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MANAGING ORGANIZATIONAL BEHAVIOR Delta Publishing Company 1 Copyright © 2006 by DELTA PUBLISHING COMPANY P.O. Box 5332, Los Alamitos, CA 90721-5332 All rights reserved. No part of this book may be reproduced in any form or by any means, without permission in writing from the publisher. 2 TABLE OF CONTENTS CHAPTER 1 An Introduction to Organizational Behavior CHAPTER 2 Managing People and Organizations CHAPTER 3 Motivation CHAPTER 4 Work-Related Attitudes CHAPTER 5 Organizational Communication
Words: 93481 - Pages: 374
of Management 2011 37: 1228 originally published online 2 September 2010 DOI: 10.1177/0149206310380462 The online version of this article can be found at: http://jom.sagepub.com/content/37/4/1228 Published by: http://www.sagepublications.com On behalf of: Southern Management Association Additional services and information for Journal of Management can be found at: Email Alerts: http://jom.sagepub.com/cgi/alerts Subscriptions: http://jom.sagepub.com/subscriptions Reprints: http://www.sagepub
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STUDYING AND ANALYZING THE EFFECT OF ORGANIZATION CULTURE ON THE EMPLOYEE WORK ATTITUDE. by Fathi Abd El-Fatah El-Hashash Supervised by Prof. Dr. Kamel Ali Omran This paper was submitted in partial fulfillment of the requirements for the degree of MASTER OF BUSINESS ADMINISTRATION (MBA) at Maastricht School Of Management, MSM Maastricht, The Netherlands Maastricht School Of Management P.O.Box 1203 6201 BE Maastricht The Netherlands October 2007 COPYRIGHT All copyright reserved t the Regional
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”Business started long centuries before the dawn of history, but business as we now know it is new – new in its broadening scope, new in its social significance. Business has not learned how to handle these changes, nor does it recognise the magnitude of its responsibilities for the future of civilization,”. We can say that corporate social responsibility is the balance between economic sustainability and social responsibilities . John Rockefeller said : “"I was trained from the beginning to work
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1.0 INTRODUCTION Employee is motivated to increase their job performances. The questions are what motivation is and why it is important to motivate employee in workplace? Over the last twenty decades, motivation is number one factor in increasing level of performance. It is operationally defined as inner force that drives individuals to accomplish personal and organizational goals. In other words, motivated employees are needed in our rapidly changing workplaces. This is because every individual
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Career Development International Emerald Article: The influence of job and career attitudes on learning motivation and transfer Eddie W.L. Cheng, Danny C.K. Ho Article information: To cite this document: Eddie W.L. Cheng, Danny C.K. Ho, (2001),"The influence of job and career attitudes on learning motivation and transfer", Career Development International, Vol. 6 Iss: 1 pp. 20 - 28 Permanent link to this document: http://dx.doi.org/10.1108/13620430110381007 Downloaded on: 11-06-2012 References:
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Motivation, pay satisfaction, and job satisfaction of front-line employees Carolyn Stringer University of Otago, Dunedin, New Zealand Motivation of front-line employees 161 Jeni Didham Westpac, Sydney, Australia, and Paul Theivananthampillai University of Otago, Dunedin, New Zealand Abstract Purpose – This paper aims to explore the complex relationships between intrinsic and extrinsic motivation, pay satisfaction and job satisfaction at the retailer that uses a pay-for-performance
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pattern of executives in Pharmaceutical Industry Dear Sir, This term paper is submitted as a requirement for the partial fulfillment of the course “EM-513”. My topic is ‘Behavior pattern of executives in a pharmaceutical industry’. As a sample organization I have chosen a private company ‘Incepta Pharmaceuticals Ltd.’ which manufactures high-class pharmaceutical dosage forms I hope that the following pages will live up to your expectation. Your feedback will help us further to enrich our experience
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