Equity Theory attempts to explain relational satisfaction in terms of perceptions of fair/unfair distributions of resources within interpersonal relationships. Equity theory is considered as one of the justice theories. It was first developed in 1962 by John Stacey Adams, a workplace and behavioral psychologist, who asserted that employees seek to maintain equity between the inputs that they bring to a job and the outcomes that they receive from it against the perceived inputs and outcomes of others
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planning, organizing, leading, or controlling. Furthermore, human resource planning activities are often not carried out systematically. The purpose of this article is to introduce ways to overcome these limitations by using a conceptual human resource model that integrates the various aspects of human resource planning and links them with other managerial functions.1 THE SYSTEMS APPROACH Human resource planning should not be considered in isolation; rather, it should be an integral part of the total
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Most often described in terms of measurable traits that a person exhibits, such as shy, aggressive, submissive, lazy, ambitious, loyal and timid. (Personality traits) 2 Jungian Personality Theory • Swiss psychiatrist Carl Jung • Jung proposed four main functions of consciousness: 1. Two perceiving functions: Sensation and Intuition 2. Two judging functions: Thinking and Feeling 2 • Each of the functions are expressed primarily in either an introverted or extraverted form • From Jung's
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today’s business world. The quality of leadership in an organization has a direct impact on the success of the organization. Leadership is the process of directing the behavior of others toward the accomplishment of some objective. Leaders need to be able to motivate their people to accomplish organizational goals. Motivation is what drives people to achieve goals, and it is the reason those people act the way that they do (Certo & Certo, 2012). In this leadership scenario, Stephanie works for Jonathan
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IMPORTANCE OF LEADERSHIP AND MANAGEMENT IN PUBLIC HEALTH 1.1 INTRODUCTION: When it comes to the topic of leadership and management, there are questions regarding if there is any difference between leadership and management, many writers and authors have found it useful to distinguish between management and leadership; although there is some overlap, differentiating between these two key terms helps to explain some of the assumptions made and expectations of people working in complex integrated
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Journal of Change Management Vol. 5, No. 4, 369 –380, December 2005 Organisational Change Management: A Critical Review RUNE TODNEM BY Queen Margaret University College, Edinburgh, UK ABSTRACT It can be argued that the successful management of change is crucial to any organisation in order to survive and succeed in the present highly competitive and continuously evolving business environment. However, theories and approaches to change management currently available to academics and practitioners
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Gene One Benchmarking University of Phoenix Abstract Organizational leadership relates to the elements/content of organizational culture. Through the process of group/team formation within the organization, leaders develop/apply varying leadership styles to enhance/ influence individual performance. Implementation strategies for managing the group process are identified to enhance group/team performance within all levels of the organization while examining the roles/interaction
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Motivation: From Concepts to Applications 250 Part Three • The Group Chapter 8 Foundations of Group Behavior 292 Chapter 9 Understanding Work Teams 344 Chapter 10 Communication 374 Chapter 11 Leadership 410 Chapter 12 Power and Politics 460 Chapter 13 Conflict, Negotiation, and Intergroup Behavior 502 Part Four - The Organization System Chapter 14 Foundations of Organization Structure 548 Chapter 15 Technology, Work Design, and Stress 588 Chapter 16 Human Resource Policies and Practices 634 Chapter
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International Journal of Business and Social Science Vol. 3 No. 16 [Special Issue – August 2012] Strategic Role of Leadership in Strategy Implementation in Zimbabwe's State Owned Enterprises Denver Mapetere Lecturer Department of Business Management Faculty of Commerce, Midlands State University Senga Rd Gweru, Zimbabwe Severino Mavhiki Lecturer Department of Business Management Faculty of Commerce, Midlands State University Senga Rd Gweru, Zimbabwe Tonderai Nyamwanza Chairperson Department
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activities of others in organisations. Functions of Management ( Fayol): • Planning, Organising, Leading, Controlling The Functions Approach • In the functions approach proposed by French industrialist Henri Fayol (1916), all managers perform four management activities • These activities are relevant to all managers, in all fields and industries • Originally Fayol proposed five functions/activities – plan, organise, command, coordinate and control Management Roles (Mintzberg): • Interpersonal
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