T3 ORGANIZATIONAL CULTURE, SOCIALIZATION AND MENTORING Organizational Culture: Shared values and beliefs that underlie a company’s identity. Values: - Guide the organization’s thinking and actions. - Dimensions: Prosocial, Market, Financial, Achievement, Artistic - They define: * What metters: where people will spend time and energy * Actions: the way companies operate (decision-making criteria) Layers of Organizational Culture: 1) ESPOUSED VALUES (Core values and guiding
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EMPLOYEE SATISFACTION PERSPECTIVES IN THE HOTEL INDUSTRY IN MALAYSIA Anantha Raj A. Arokiasamy, Quest International University Perak (QIUP), Malaysia ABSTRACT Satisfaction is fulfillment of a need or desire and the pleasure obtained by such a fulfillment. Employee satisfaction is a good measure to evaluate personal attitude to the professional activity of an organization. Employee satisfaction is considered to be a critical success factor for organizations. The concept of employee satisfaction has gained
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Teamworking and organizational performance: A review of survey-based research Teamworking xxx 2007 Publishing Ltd ORIGINAL Journal of Ltd 2007performance XXX UK Publishing Management Reviews © Blackwell 1460-8545 International and organizational IJMR Oxford, Blackwell ARTICLES Anne Delarue,1 Geert Van Hootegem, Stephen Procter and Mark Burridge This paper presents a review of recent survey-based research looking at the contribution of teamwork to organizational performance. In particular
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meaning of organizational behaviour We live in an organizational world. Organizations of one form or another are a necessary part of our society and serve many important needs. The decisions and actions of management in organizations have an increasing impact on individuals, other organizations and the community. It is important, therefore, to understand how organizations function and the influences which they exercise over the behaviors of people. 1.2. The behavior of people Organizational Behaviour
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1. Introduction In today’s highly competitive market, organizations are often faced with increased competition from both domestic and foreign markets. To be able to stay competitive in order to attract and retain quality employees, it is imperative that organizations have a compensation package that is valuable to its employees and stakeholders. Although between employer and employee there is an exchange of money for labor, intrinsic motivation is also a driving force which empowers and uplifts
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Organizational Commitment is highly valuable. Studies have highlighted that commitment has a great impact on the successful performance of an organisation. This is because a highly committed employee will identify with the goals and values of the organization, has a stronger desire to belong to the organization and is willing to display greater organizational citizenship behaviour i.e., a willingness to go over and beyond their required job duties. And if human resources are said to be an organization‘s
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Organizational Behaviour Book Notes Chapter 1 Learning Objectives: 1. Define organizations and describe their basic characteristics. Organization – social inventions for accomplishing common goals through group effort. * Social inventions – coordinated presence of people or a group of people * Goal accomplishment * Group effort – organizations depend on interaction and coordination among people to accomplish their goals. * Organizations are
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schedule. For example, whenever the worker is late, he/she will get a 1% deduction of pay. Intermittent Reinforcement is the reinforcement of desired behaviour when undesirable behaviours are demonstrated after a stipulated number of responses or timeframe set by reinforcer but not at every instance. There are four types of intermittent reinforcement: Fixed Interval reinforcement is received after a set amount of time, regardless of number of responses during that time. For example, a worker gets
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firm performance and the following HR practices: (1) job security (2) selective hiring, (3) self-managed teams (4) compensation policy, (5) extensive training, and (6) information sharing. We surveyed HR managers and recorded their perceptions about the links between HR practices and firm growth. Results demonstrated that compensation policy was the strongest predictor of sales growth. Results provide overall support for all HR practices except of job security. Eventually, selecting, training, and rewarding
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Cornell University ILR School DigitalCommons@ILR CAHRS Working Paper Series Center for Advanced Human Resource Studies (CAHRS) 5-1-1997 Impact of Information Technology on Employee Attitudes: A Longitudinal Field Study Patrick M. Wright Cornell University K. Michele Kacmar Florida State University Gary C. McMahan University of Texas at Arlington Karen Jansen Texas A&M University Follow this and additional works at: http://digitalcommons.ilr.cornell.edu/cahrswp Part of the Technology and Innovation
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