1.1 Introduction An organization success depends not merely on its technical efficiency, updated machinery, good plant layout and dynamic organization etc; but also depends upon its human recourses. A satisfied, happy and hardworking employee is the biggest asset of any organization, including banks. Workforce of any bank is responsible to a large extent for its productivity and profitability. So, for the success of banking, it is very important to manage human resource effectively and to find whether
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sociodemographic variables, human capital indices, individual difference variables, and organizational sponsorship as inputs and a retirement decision and intentions to leave either the specialty of emergency medicine (EM) or medicine as output variables. Objective career success operationalized as the number of leadership positions held did not mediate the relationship, but income change and career satisfaction mediated the relationship between the hours worked and years employed in emergency medicine
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investigating motivation across a variety of settings. Motivation has been studied in schools, the workplace, government, and athletic competitions, to name but a few contexts. It has been studied at the level of the individual, the group, and the organization. Some motivation researchers have employed cognitive models, which emphasize the role of thought processes in determining motivation and behavior, while other researchers have adopted non-cognitive paradigms, which focus on factors such as personality
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PRINCIPLES OF MANAGEMENT Table of Contents Ch# Title Page 1 Historical overview of Management ……………………………………………………… 1 2 Management and Managers ………………………………………………………………. 5 3 Managerial Roles in Organizations ……………………………………………………….. 7 4 Managerial Functions i.e. POLCA ………………………………………………………... 9 5 Managerial Levels and Skills ……………………………………………………………… 11 6 Management Ideas: Yesterday and Today ………………………………………………... 14 7 Classical View of Management (Scientific and Bureaucratic)………………………………
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Article history: Received 12 November 2008 Received in revised form 19 May 2009 Accepted 1 June 2009 Available online 26 June 2009 a b s t r a c t In this manuscript we review the constructs of personality and values, clarifying how they are related and how they are distinct. We then relate that understanding to motivation, and propose that personality and values have different influences on different motivational processes. We present a model in which personality and values influence motivation
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investigating motivation across a variety of settings. Motivation has been studied in schools, the workplace, government, and athletic competitions, to name but a few contexts. It has been studied at the level of the individual, the group, and the organization. Some motivation researchers have employed cognitive models, which emphasize the role of thought processes in determining motivation and behavior, while other researchers have adopted non-cognitive paradigms, which focus on factors such as personality
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Journal of Management 2012 38: 932 originally published online 1 March 2012 DOI: 10.1177/0149206311436079 The online version of this article can be found at: http://jom.sagepub.com/content/38/4/932 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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A. Breaugh and Mary Starke Journal of Management 2000; 26; 405 DOI: 10.1177/014920630002600303 The online version of this article can be found at: http://jom.sagepub.com/cgi/content/abstract/26/3/405 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
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contrast the human-relations theories of Abraham Maslow and Frederick Herzberg. 4. Investigate various theories of motivation, including Theories X, Y, and Z; equity theory; and expectancy theory. 5. Describe some of the strategies that managers use to motivate employees. 6. Critique a business’s program for motivating its sales force. Key Terms and Definitions |behavior modification |Changing behavior and encouraging appropriate actions by relating the consequences of
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… 124 4. Power and Organizational Politics...……………….……….…… 161 Table and Figure Contents 1. Acronym Tropics Test …………….……………………………... 7 2. Self-esteem, Performance and Stress …………………………….. 16 3. Self-esteem, Performance and Change ……………………….….. 16 4. Stability Zones …………………..……………………………….. 18 5. The Coping Cycle ……………..…………………………………. 21 6. Quality Management …………………………………………….. 26 7. Forces of Change ………………………………………. ..……... 32 8. Kinds of Organizational Change …………………………...
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