the appropriate use of people (Human resources) the management perspective of organizational efficiency and job selection, training, and performance appraisal. Organizational behavior also focuses on understanding and enhancing the well-being of employees, human relations within organizations, employee attitudes, behavior, stress, and the practices of management. As Schermerhorn, Hunt, Osborn, & Uhl-Bien, (2010) asserts, “The ultimate goal of OB is to improve the performance of people, groups
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December 2010 Employee Engagement: The Key to Improving Performance Solomon Markos (Corresponding author) PhD Scholar, Department of Commerce and Management Studies, Andhra University Waltair, Visakhapatnam-530 003, Andhra Pradesh, India Tel: 91-996-664-1683 E-mail: solomonmarkos5@yahoo.com M. Sandhya Sridevi Professor, Department of Commerce and Management Studies, Andhra University Waltair, Visakhapatnam-530 003, Andhra Pradesh, India Tel: 91-984-884-2230 Abstract Employee engagement is a vast construct
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Issue 6 Employee engagement August 2011 Issue 6 Employee engagement August 2011 APS Human Capital Matters: Employee engagement August 2011, Issue 6 Editor’s note to readers Welcome to the sixth edition of Human Capital Matters—the digest for time poor leaders and practitioners with an interest in human capital and organisational capability. This edition focuses on the concept of employee engagement and its application to the public service workforce. The contribution of employee engagement
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will focus on employee engagement within Carillion Services, I can then evaluate the research information to look at the impact this has on the current staff turnover levels. Carillion FM Services has a wide range of hard and soft FM services ranging from engineers, site managers to cleaners, catering staff and caretakers, the turnover of employees has increased over the last year. Carillion have recently issued the results to their annual “Your Say Survey” and employee engagement has been highlighted
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how Mercer’s depth and breadth of talent management solutions and global resources can benefit your organization, please contact your local Mercer office or visit us at www.mercer.com/humancapital. Contents Creating a talent strategy to drive engagement in China 1 Developing a talent strategy to engage and up-skill staff 3 Developing a highly skilled workforce during rapid growth 5 Implementing lean manufacturing processes for a services-based organization 7 Designing
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Workplace Motivation Paper Motivation plays an important part of every organization. Motivation in organizations can be accomplished by finding whatever gets everyone going. Motivation will not be the same for every organization but by finding out what that thing is, the company can be sure the organization will be successful at whatever they attempt (Fitness Equipment & Health, 2007-2008). Motivation is the inner power or energy that pushes one toward performing a certain action. Motivation is
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Motivation and Job Satisfaction Introduction This paper is going to look at motivation in corporations, and its necessity to company managers within organizations. To begin with, it is essential to note that employee motivation is one of the most essential aspects that every manager within an organization should address and look at. Staff motivation, as it will be seen in this paper from a detailed perspective, is of great necessity to company managers because
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Driving Employee Retention Through Engagement Georgina Shores Florida State College at Jacksonville One of the key topics in Human Resources today is employee retention. Retention is defined by businessdictionary.com as “an effort by a business to maintain a working environment which supports current staff in remaining with the company.” (Business Dictionary, 2013) In today’s business world, the cost of hiring and training new employees is high. It is essential to an organization’s bottom
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weight and importance. However, there seems to be a shortage of information on how companies’ CSR initiatives affect their own employees. Because employees are the primary stakeholders who directly contribute to the success of the company, understanding employee reactions to CSR is helpful in discovering potential effects of CSR on firms and causes leading up to these effects (Bauman). Through observing employees’ perception on CSR and their attitude change due to their company’s investment in CSR
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firm in the future, from a culture, client loyalty, employee engagement and productivity perspective. When navigating change in the organization focusing on each employee’s personal vision and tying that vision to a combined purpose will provide firm leaders and employees with a ‘True North’, a guiding light that helps each employee as they make decisions as day to day pressures ensue. Firms must assess the skills and capabilities of each employee within the firm and determine whether its infrastructure
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