Journal of Management http://jom.sagepub.com/ The Impact of High-Performance Human Resource Practices on Employees' Attitudes and Behaviors Rebecca R. Kehoe and Patrick M. Wright Journal of Management 2013 39: 366 originally published online 8 April 2010 DOI: 10.1177/0149206310365901 The online version of this article can be found at: http://jom.sagepub.com/content/39/2/366 Published by: http://www.sagepublications.com On behalf of: Southern Management Association Additional services
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policy questions and refer any major policy matters to these representatives for final decision * Recommend, review, evaluate and approve documents, briefs and reports submitted by middle managers and senior staff members * Ensure appropriate systems and procedures are developed and implemented to provide budgetary control * Co-ordinate department activities with other senior government managers and officials * Make presentations to legislative and other government committees regarding
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organization. The process of electing a leader is without doubt a huge task but the organizations need democratic election processes and strong accountability mechanisms. The mechanisms ensure that the interests of the company and the executive management properly align. The influence that leaders have on particular organization in its operational and strategic matters makes it difficult to appoint leaders to spearhead the activities of a company. This research bases its argument on the Totally
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Study The performance of individuals, singly and collectively, in work situations is a primary concern for managers in organizations. The effective application of human resources to accomplish organizational objectives typically requires predictable performances of a given level (quantity and quality) from every organizational member. Theorists of both cognitive and a cognitive orientations agree that managers should give considerable emphasis to tying organizational rewards to performance on the
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Organizational effectiveness- A broad concept represented by several perspectives, including the organization's fit with the external environment, internal subsystems configuration for high performance, emphasis on organizational learning, and ability to satisfy the needs of key stakeholders. Open systems- A perspective which holds that organizations depend on the external environment for resources, affect that environment through their output, and consist of internal subsystems that transform
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Pay for Performance: It’s Effect on Employee Motivation Name Course Title Professor’s Name Date Pay for Performance: The Effect on Employee Motivation Managers are continuously looking for ways to motivate their employees. Many methods have been tried and many methods have failed. Consequentially, human resource professionals and managers continue to work to develop effective performance management systems which serve to motivate employees, with an end result of improved morale
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case, management in the three incidents failed to respect the ethics of duty. Kant’s Maxim 1 is about an action being right only if everyone could follow the same underlying principle (the ‘golden rule’). For example, Ahold management concealed the true state of affairs from the company’s owners (and everyone else), action which they cannot have wanted to become a universal law. Maxim 2 requires human dignity to be respected, with people being treated as ends, not means. For example, management at Porsche
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Williams works at a bank and her case involved a problematic situation that developed a few months after two new employees joined her team. The two employees in question were the new branch manager, and a part-time teller. Both employees’ job performance was stellar, but it diminished shortly after their hire date. They began to demonstrate a lack of motivation and commitment to their jobs. For example the teller started to become complacent and distracted. His attention to detail began to wane
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Global Human Capital Trends 2014 survey: Top 10 findings Lead and develop Leaders at all levels | 25 | 35 | | 45 55 Corporate learning redefined Performance management is broken The quest for workforce capability Attract and engage Talent acquisition revisited Beyond retention | 75 | | 87 97 | 65 From diversity to inclusion The overwhelmed employee Transform and reinvent The reskilled HR team | 107 | 117 Talent analytics in practice Race to the cloud | 127 The global and local HR function
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Employee Socialisation Introduction Organisations are facing a major challenge when they consider the increasing difficulty of finding skilled people. The South African labour market has undergone a transformation since 1994, with an emphasis being placed on strategies that eliminate the labour inequalities of the past and improve general working conditions for all South Africans. HR executives state the single greatest challenge they have in managing the workforce is their organisation's
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