Journal articles on the topic 'Employees in organizations'
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Marcus, Tali, and Snunith Shoham. "Knowledge assimilation by employees in learning organizations." Learning Organization 21, no. 6 (September 2, 2014): 350–68. http://dx.doi.org/10.1108/tlo-07-2012-0050.
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Purpose – The purpose of this study is to examine the factors related to the employee as an individual, that affect the quality and level of the individual’s assimilation of knowledge (AOK) which is transmitted by way of organizational learning. Design/methodology/approach – All subjects (317) of this research were employed at different positions in day camps of a social organization. The study examined the subjects’ AOK relating to the organization’s security and safety procedures. The variables examined in this study include: the employee’s organizational commitment; the employee’s perception of the organization’s culture; the employee’s perception of the advantage inherent in the security and safety information; the employee’s self-efficacy; and the employee’s motivation to assimilate the new knowledge. Findings – The research variables explained a significant part (37 per cent) of the variance obtained with respect to assimilation and learning in the organization. The most powerful explanation for the variance in degree of implementation was the perception of the organization’s security and safety culture and the subject’s self-efficacy. Subjects’ perceived advantage from the knowledge did not make a significant contribution and motivation serves as a mediator but it does not mediate directly between the variables and AOK. Research limitations/implications – The research was conducted in a single organization. We recommend conducting similar studies in other organizations, including other types of organizations, to strengthen the conclusions which derive from our research. We also recommend that future research should use alternative methodologies (e.g. qualitative research and review of the results by experts) since other methodologies might reveal new facts that may have been uncovered in the use of the quantitative method applied in our research. Practical implications – We recommend that an organization which strives to be a learning organization, should pay attention, inter alia, to factors relating to the employees themselves, and in particular: increasing the employees’ self-efficacy, clarifying the benefits to the employee of the transmitted knowledge; and bringing the organization’s values and culture into clearer focus for the employees. Originality/value – The unique nature of our research model is twofold: first, the variables on which we have chosen to focus are different from other studies, and to our knowledge, the combination of these variables and the examination of these variables in relation to learning in the context of organizations have not been examined in other studies. Second, our model gauges the effects of an employee’s subjective perception with relation to his organization’s culture, his perceived advantage with regard to the subject-matter which he is learning and his self-assessed existing knowledge.
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Urbancová, Hana, Katarína Stachová, and Zdenko Stacho. "Methods of Recruitment in the Czech and Slovak Organizations." Acta Universitatis Agriculturae et Silviculturae Mendelianae Brunensis 63, no. 3 (2015): 1051–60. http://dx.doi.org/10.11118/actaun201563031051.
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In the existing highly competitive environment, every organization’s goal is to hire quality employees. To be able to acquire quality employees, the HR processes related to employee hiring must be conducted properly within the organization. This paper uses primary research to identify and assess recruitment methods used by organizations in the Czech Republic and Slovakia, taking the employer’s brand building into account. The research was conducted on the basis of a questionnaire distributed among Czech (n = 364) and Slovak (n = 340) organizations. The results showed that employers in the Czech Republic most frequently present themselves to potential candidates via their organizations’ websites (43.7%), positive references (38.7%) and media advertisements (32.4%). A similar ranking obtains for Slovakia. Organization websites are used 47.5% of the time, positive references 42.5% of the time and media advertisements 33.2% of the time. In both countries, employees are hired for managerial positions primarily using the organization’s own resources, promoting the building of the employer’s brand.
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Caldwell, Cam, and Ray Peters. "New employee onboarding – psychological contracts and ethical perspectives." Journal of Management Development 37, no. 1 (February 12, 2018): 27–39. http://dx.doi.org/10.1108/jmd-10-2016-0202.
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Purpose The purpose of this paper is to identify the ethical implications of treating new employees with high consideration and respect for their needs and to explain how this expectation honors the psychological contract between employers and their incoming employees. By providing a specific model for improving the onboarding process, this paper also provides helpful information for practitioners in addressing this important task. Design/methodology/approach The process for onboarding and assimilating new employees in the modern organization is often ineffective – despite the fact that this important task is acknowledged to be vital to the success of those employees and important to their organizations. This conceptual paper addresses the problems of new employee orientation from an ethical and psychological contract perspective and suggests a ten-step model to improve the onboarding process. Findings The paper confirms that onboarding is not done well by organizations, that employees expect that they will be treated with appropriate concern for their interests as part of their assumptions in coming into a new organization, that onboarding new employees is fraught with ethical implications, and that the process can be greatly improved by following the ten-step model provided. Research limitations/implications The paper provides opportunities for practitioners to apply their proposed model and enables scholars to test the impact of incorporating the steps of the ten-step onboarding model. Practical implications Ineffective onboarding has significant ramifications not only for the efficiency of organizations but also for the effectiveness of incoming employees. Understanding the implicit ethical issues in the onboarding process enables organizations to improve the employer-employee relationship and honor their responsibilities to incoming employees. Social implications In a world where trust in leaders and organizations has declined, understanding the implications of the psychological contract expectations of incoming employees and honoring an organization’s obligations to those employees is likely to increase employee trust and commitment while benefiting the organizations that apply the proposed model. Originality/value The topic of onboarding employees has not been fully understood by busy organizations and this paper addresses the ethical and psychological implications of effective onboarding and its contributing value for both the organization and the new employees affected by the onboarding process. The ten-step model provides a useful checklist for human resources staff and for the organizational leaders who oversee them.
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Alhosani, Adnan, Rosman Md Yusoff, Fadillah Ismail, and Fazal Ur Rehman. "Factors Affecting Delegation Authority toward Employees Performance." Journal of Social and Development Sciences 9, no. 4 (January 27, 2019): 43–48. http://dx.doi.org/10.22610/jsds.v9i4(s).2690.
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Employees are the key asset of every organization and their performance can influence the goals and objectives of organizations in a positive or negative way. The aim of this study is to develop a theoretical framework in relations to examine the effects of employee’s satisfaction and participation, delegation authority and empowerment on employee’s performance in UAE organizations. Specifically, to get an in-depth understanding of the linkage between delegation authority and employees performance with emphasize on (employee participation and employee satisfaction). This study is only limited to Dubai organizations and future research may be conducted in other countries as well as can assess the moderating role in the defined variables. By integrating employee’s satisfaction and participation, delegation authority and empowerment, and employee’s performance literature, the main contribution of this paper is the analysis of defined variables in Dubai organizations with emphasize on new challenges and to boost up the gap of relevant literature.
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Erkutlu, Hakan, and Jamel Chafra. "Leaders’ narcissism and organizational cynicism in healthcare organizations." International Journal of Workplace Health Management 10, no. 5 (October 2, 2017): 346–63. http://dx.doi.org/10.1108/ijwhm-12-2016-0090.
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Purpose Drawing on the social exchange theory and the stressor-strain framework, the purpose of this paper is to examine the relationship between leaders’ narcissism and employee’s organizational cynicism. Specifically, the authors take a relational approach by introducing employee’s psychological strain as the mediator. The moderating role of psychological capital in the relationship between leaders’ narcissism and employee’s cynicism is also considered. Design/methodology/approach The data of this study encompass 1,215 certified nurses from 15 university hospitals in Turkey. Hierarchical multiple regression analysis was conducted to test the proposed model. Findings The statistical results of this study supported the positive effect of leaders’ narcissism on employee’s cynicism as well as the mediating effect of employee’s psychological strain. Moreover, when the level of psychological capital is high, the relationship between leaders’ narcissism and organizational cynicism is weak, whereas the effect is strong when the level of psychological capital is low. Practical implications The findings of this study suggest that managers in the healthcare industry should be sensitive in treating their subordinates, as it will lead to positive interpersonal relationship, which, in turn, will reduce employee cynicism. Moreover, managers should pay more attention to the buffering role of psychological capital for those employees with high psychological strain and showing organizational cynicism. Originality/value As the healthcare sector continues to go through a transformational change, it is important to identify organizational factors that affect employee attitudes. There is limited empirical evidence about the determinants of cynicism, particularly in the healthcare sector environment. This study contributes to the literature on organizational cynicism by revealing the relational mechanism between leaders’ narcissism and employee cynicism. The paper also offers a practical assistance to employees in the healthcare management and their leaders interested in building trust, increasing leader-employee relationship and reducing organizational cynicism.
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George, Ginu, and Binoy Joseph. "A study on the relationship between Employee engagement and organizational citizenship with reference to employees working in travel organizations." Atna - Journal of Tourism Studies 10, no. 2 (July 1, 2015): 33–44. http://dx.doi.org/10.12727/ajts.14.3.
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All sectors across the globe have started looking at employee engagement as an opportunity because engaged employees always tend to perform better than not engaged or disengaged employees. Organization with engaged employees are always a strength to the organization as it has lot of positive outcomes. This article elucidates the relationship that exists between employee engagement and organizational citizenship behavior with reference to employees working in travel organizations.The study focuses on employees working in national and international travel organizations which arelocated in Bangalore. Data was collected with the help of an adapted questionnaire. The findings of the study will help the employers to understand the importance of these two factors and their present engagement and OCB level of the employees working in these organizations and take measures accordingly.
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Venkata, D., S. Reddy, V. Sinha, and A. Sriharsha. "To Assess the Factors Affecting Employee Engagement in Organizations during a COVID-19 Crisis." CARDIOMETRY, no. 23 (August 20, 2022): 292–309. http://dx.doi.org/10.18137/cardiometry.2022.23.292309.
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Purpose: To identify the steps taken by organizations during the time of crisis concerning Human Capital and understand the impact each of these steps has on the employee engagement for the employees within the organization. Proposed Design/Methodology/Approach: Post the literature review, qualitative research is conducted through indepth interviews with the Managers, who were part of the decision-making, in the organizations that went through crisis period (Sample size: 20-30) and a quantitative study is conducted to capture the perspectives of the employees from those organizations (Sample size: 70-100). Practical/Theoretical Implication: The study results enable organizations to stay cognizant of the pros and cons of the decisions they make in terms of employee engagement, which helps in successfully overcoming the crisis with minimal traction. Originality/Value: While there are standalone papers on each topic, this paper converges them coherently to study the overall effect from both employee’s and the organization’s perspectives.
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Reddy, Dasarapalli Venkata Subba, Vinita Sinha, and Aluri Sriharsha. "To Assess the Factors Affecting Employee Engagement in Organizations during a Crisis." Revista Gestão Inovação e Tecnologias 11, no. 4 (September 16, 2021): 5162–90. http://dx.doi.org/10.47059/revistageintec.v11i4.2555.
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Purpose: To identify the steps taken by organizations during the time of crisis concerning Human Capital and understand the impact each of these steps has on the employee engagement for the employees within the organization. Proposed Design/Methodology/Approach: Post the literature review, qualitative research is conducted through in-depth interviews with the Managers, who were part of the decision-making, in the organizations that went through crisis period (Sample size: 20-30) and a quantitative study is conducted to capture the perspectives of the employees from those organizations (Sample size: 70-100). Practical/Theoretical Implication: The study results enable organizations to stay cognizant of the pros and cons of the decisions they make in terms of employee engagement, which helps in successfully overcoming the crisis with minimal traction. Originality/Value: While there are standalone papers on each topic, this paper converges them coherently to study the overall effect from both employee's and the organization's perspectives.
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Grublienė, Violeta, and Audronė Urbonaitė. "Organizational culture strengthening and employee motivation improvement." Management Theory and Studies for Rural Business and Infrastructure Development 36, no. 3 (October 14, 2014): 507–15. http://dx.doi.org/10.15544/mts.2014.047.
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Increasing competition as well as drastic and rapid changes within the market encourage the organizations to shift their focus to efficient operation at minimal expense. Organizations willing to become successful need to inspire their employees to work responsibility, demonstrate initiative and actively participate. The objective of this research is to identify the correlating factors of organizational culture and employee‘s motivation and anticipate the actions aimed at organizational culture strengthening and employee motivation improvement. To achieve this objective sources of scientific literature have been analysed and summarised and employees of two industrial companies have been surveyed. Goals of the research: to determine correlation between organizational culture and motivation and to create a correlation scheme; to identify employees’ attitudes towards organizational culture and to evaluate the impact of organizational culture on employees’ motivation; to anticipate the actions aimed at organizational culture strengthening and employee motivation improvement. On the grounds of the research results main factors determining correlation between organizational culture and motivation were identified and importance of congruence of employeesʼ and organization‘s values has been substantiated.
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Et.al, Eni Suriana Binti Alias. "Supervisor Support as a Moderator between Flexible Working Arrangement and Job Performance – Malaysia Evidence." Turkish Journal of Computer and Mathematics Education (TURCOMAT) 12, no. 3 (April 10, 2021): 525–39. http://dx.doi.org/10.17762/turcomat.v12i3.758.
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Over the past years, organizations are forced to redesign their workplace to fulfil global labour market needs and to remain competitive. Due to the ever-changing working environment and competitive markets, organizations opted to choose more flexible work options so they can respond to the volatile environment. This study explores the moderation effect of supervisor support (SS) between flexible working arrangements (FWAs) and employee performance (EP). The population for this study primarily focused on the organizations that adopt the flexible working arrangement such as flexible working time, working from home, and compressed work-week practices in Malaysia. The companies selected are based on the listing of global organizations practices FWAs mentioned in TalentCorp Malaysia Flexible Working Arrangement collaboration with Malaysian Federation Employer report, 2015. The questionnaires were distributed through the Human Resource Department of each organization. The result demonstrated that there is a relationship between FWAs and EP but there was no moderation effect of SS between FWAs and EP relationship. This study supports the idea that the employees seem to benefit from the adoption of FWAs at the workplace. It allows both gender and single or married employees to manage their time better particularly allowing the employees to attend to personal needs. Since FWAs itself is the support given by employers to employees, therefore, the employees were unable to associate supervisor support role as a contributor to help them manage their work and home responsibilities. This study showed that employee motivation to perform are affected by the policies adopted by organizations. Adopting efficient work practices such as FWAs could stimulate employee engagement to improve their work performance. Therefore, organizations that are currently searching for a strategy that can improve productivity and employee performance should consider FWAs as an option. However, the implementation ofFWAs needs to be customized according to the employee's needs. Offering FWAs in the organization will enhance organizational and individual outcomes.
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Rumyantseva, I. A., M. B. Zhernakova, and T. Yu Krotenko. "EMPLOYEE DEMOTIVATION: FACTORS AND CAUSES OF EMPLOYEE DEMOTIVATION." Scientific Journal ECONOMIC SYSTEMS 1, no. 181 (2021): 102–8. http://dx.doi.org/10.29030/2309-2076-2021-14-2-102-108.
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The article analyzes the factors and causes of the state of demotivation to work among employees of organizations. The author emphasizes the importance of employee motivation for the success of modern organizations and the undesirable consequences of its absence, which acquire the features of an organizational disease. Demotivation is considered by the authors as a decrease in motivation due to the influence of various circumstances. The factors that demotivate employees are analyzed and the probable causes of their occurrence are listed. The article highlights the personal and organizational groups of demotivation factors. Personal factors include chronic dissatisfaction with the dominant needs of employees; incentives used in organizations that become in reality limiting factors; changes occurring in the personal motivational complexes of employees; personal perception by employees of the actions of the organization’s managers as unfair. Organizational factors include unclear division of functions and implemented work processes between employees, unclear organization structure, low manageability of the organization, unclear goals, unreliability of decisions, widely used demotivating management style with a predominance of punishments over rewards, disrespect and neglect of employees. The article considers the employee’s motivational complex, consisting of internal motivation, external positive and external negative motivation, and determines the optimal motivational complex. Attention is paid to the demotivation process, the orientation of employee motivation. The differences in the general motivation of the employee for any actions and the labor motivation of the employee are determined. The necessity of analyzing the motives of people’s behavior in the working environment is emphasized. The article notes the need to distinguish between the real and declared motives of employees, to identify the deep needs, interests and values of people to prevent the state of demotivation.
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Schmidt, Diane E., and Gilbert Duenas. "Incentives to Encourage Worker-Friendly Organizations." Public Personnel Management 31, no. 3 (September 2002): 293–308. http://dx.doi.org/10.1177/009102600203100303.
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To maintain organizational competitiveness, employee benefits programs must not only provide traditional benefits, but also provide unconventional benefits. Because the labor market has seen an increasing influx of employees with dependent care responsibilities and has become increasingly competitive for highly skilled workers, innovative employers have used dependent care and flexibility work options to attract employees. In this research and practice synthesis, we examine the variety of options available to employers for creating family and worker friendly organizations. In general, we found that many options are available to employers for addressing the dependent care and family pressures that most influence the productivity of their employees. By providing assistance in securing dependent care, creating flexible working conditions, and/or providing on-site care facilities, employers with or without government collaboration, can and have improved the productive capacity of their employees.
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Krese, Katja, and Saška Đurić. "Doseganje uspehov z nadarjenostjo zaposlenih." Revija za univerzalno odličnost 10, no. 2 (June 10, 2021): 123–35. http://dx.doi.org/10.37886/ruo.2021.032.
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Research Question (RQ): How can organizations achieve success with the talent of their employees? Purpose: The purpose and goal of the research are to determine the connection between the performance of organizations and the talent of employees in organizations and to determine what influences the search for and development of employee talent and, thus, ensures the achievement of competitiveness and success of the organization. Method: In the research, we used a quantitative method based on the analytical study. In the analysis, we used professionals from the scientific literature based on achieving success with the talent of employees. Results: By seeking and investing in the development of employee talent, organizations ensure adequate flexibility and competitiveness in the market, which emphasizes the achievement of organizational success. Successful organizations value their employees and by investing in employees they achieve the goals of the organization and employees. Organization: Highly successful organizations recognize the importance of investing in employees and developing their talent if they are to achieve business success. Society: Having as many talented people in your organization as possible is the greatest desire of modern managers. Organizations must be focused on finding and developing employee talent and are aware of the importance of this for achieving performance. Originality: In the research, we present an overview of achieving the success of organizations with the talent of their employees. Limitations/Future Research: We limited ourselves to a review of existing articles and content related to achieving success with employee talent. Research within the chosen organization could be continued.
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Tosti-Kharas, Jennifer, Eric Lamm, and Tom E. Thomas. "Organization OR Environment? Disentangling Employees’ Rationales Behind Organizational Citizenship Behavior for the Environment." Organization & Environment 30, no. 3 (September 21, 2016): 187–210. http://dx.doi.org/10.1177/1086026616668381.
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Scholars and managers have raised the question of how to encourage employees to perform discretionary pro-environmental behaviors at work, termed organizational citizenship behaviors toward the environment (OCB-Es). This study examined how rationales for organizational sustainability relate to employees’ OCB-Es. We considered two rationales—eco-centric and organization-centric—and two sources—employees’ rationales and their perceptions of their employers’ rationales. Results from 489 working adults across a variety of organizations and occupations revealed that both eco-centric and organization-centric rationales at both individual and perceived organizational levels related to employees’ OCB-Es. Furthermore, we found interactive effects, such that employees’ perceptions of their organizations’ rationales were more important than their own rationales in determining OCB-Es. These findings contribute to a theoretical understanding of the complex and interrelated factors motivating employees to perform voluntary sustainability behaviors in organizations. In addition, our results are valuable for managers looking to increase employee sustainability behaviors.
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Walden, Justin A., and Catherine Y. Kingsley Westerman. "Strengthening the Tie: Creating Exchange Relationships That Encourage Employee Advocacy as an Organizational Citizenship Behavior." Management Communication Quarterly 32, no. 4 (June 27, 2018): 593–611. http://dx.doi.org/10.1177/0893318918783612.
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This study investigates the communication elements within organizations that enhance social exchanges and influence an individual’s willingness to spread positive information about their employer. Findings from a survey of employees in a United States–based health care organization ( N = 223) indicate that organizational commitment mediates the relationship between employee-centered internal communication by organizations and employee advocacy. Employees with strong organizational commitment perceive that their organization values the exchange relationship, and employees, in turn, report they are likely to take extra steps to support their organization. To encourage organization-supportive employee advocacy behavior, organizations should engage in open and supportive communication with employees and cultivate lasting relationships with them.
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Razaq, Adeel, M. Suleman Sabir ., Jam Javed Iqbal ., Syed Kamran Ali Shah ., and Muhammad Asif Khan . "Impact of CSR, Quality of Work Life and Organizational Structure on Employee’s Performance in Pakistan." Journal of Social and Development Sciences 2, no. 2 (August 15, 2011): 66–72. http://dx.doi.org/10.22610/jsds.v2i2.654.
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The trends of organizations are changing and demanding satisfied employees rather than dissatisfied employees. This paper provides factors through which employee’s performance can be increased to achieve organizational goals and objectives. To attract the motivated employees and building relations, CSR can perform for society which will change the thoughts of stakeholders. Quality of work life has impact on organization’s effectiveness which is essential for firms to be healthy and productive. Firms should adopt employee oriented policies which satisfies them to achieve organizational objectives. This study also indicates that effective organizational structure is necessary for improving the performance of employees and the organization. The structure is a source of success or failure because it empowers the employee which will increase the sense of responsibility. For the improvement in the organization and removing stress of the employees management must consider the hygiene factors to motivate the employees. The conceptualized work is conducted which is proved through evidence. For further study statistical analysis can be done for confirmation of the hypothesis.
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Boateng, Irene Akuamoah, and Albert Agyei. "Employee’s Emotions: A Manageable Weapon for Organizations." International Journal of Human Resource Studies 3, no. 4 (January 13, 2014): 256. http://dx.doi.org/10.5296/ijhrs.v3i4.4910.
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Emotion in the workplace for many years was only considered important in relation to employee wellbeing and job satisfaction. In recent times, it has been recognized that emotions play a role in almost all work activities. Consequently, this research is to determine the relevance of managing employees emotions at the workplace. The study dealt with the identification of the causes of employee emotions, challenges faced by managers in regard to the management of employee’s emotions and examined the measures used in managing employee emotions. Primary data was collected by administering questionnaire to employees and management of Valley View University. Sample size of fifty (50) employees and ten (10) management members were selected conveniently for the study. The study revealed that the main causes of employee emotion are, excessive workload, lack of guidance and support, meeting deadlines, role dissatisfaction and ambiguity of job description. Measures identified that are used in managing employee emotions are provision of counseling centre, organization of periodic seminars on how to deal with emotions and other work related issues, creation of harmonious relationship with employees and reduced work load. The challenges faced by managers with regard to the management of employee’s emotions are miscommunication and inability of the employer in identifying the personal traits of the employee.
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Patel, Keyur, Karan Sheth, Dev Mehta, Sudeep Tanwar, Bogdan Cristian Florea, Dragos Daniel Taralunga, Ahmed Altameem, Torki Altameem, and Ravi Sharma. "RanKer: An AI-Based Employee-Performance Classification Scheme to Rank and Identify Low Performers." Mathematics 10, no. 19 (October 10, 2022): 3714. http://dx.doi.org/10.3390/math10193714.
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An organization’s success depends on its employees, and an employee’s performance decides whether the organization is successful. Employee performance enhances the productivity and output of organizations, i.e., the performance of an employee paves the way for the organization’s success. Hence, analyzing employee performance and giving performance ratings to employees is essential for companies nowadays. It is evident that different people have different skill sets and behavior, so data should be gathered from all parts of an employee’s life. This paper aims to provide the performance rating of an employee based on various factors. First, we compare various AI-based algorithms, such as random forest, artificial neural network, decision tree, and XGBoost. Then, we propose an ensemble approach, RanKer, combining all the above approaches. The empirical results illustrate that the efficacy of the proposed model compared to traditional models such as random forest, artificial neural network, decision tree, and XGBoost is high in terms of precision, recall, F1-score, and accuracy.
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A, ESTHER ZIONIA, and SATHYAPRIYA J. "Organizational Climate As Bedrock For Talent Retention." Restaurant Business 118, no. 5 (May 12, 2019): 132–42. http://dx.doi.org/10.26643/rb.v118i5.7998.
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India’s growth rate has been increasing in this global economy. Organization plays a major role in it. Every organization has some unique climate to satisfy the employees and to retain them. Organizational climate is considered a molar concept. In this highly competitive world, Employees are expecting management support and a friendly atmosphere in order to continue their career in their respective organization. Back in the year of 1930’s organization climate is a synonym for the corporate environment. Whenever employees feel they are not satisfied with the job and the climate of an organization, they are ready to switch over the job. Employee’s migration affected the organization, especially talented employees. To retain the talented employees every organization should look into each and every nook and cranny to satisfy the employees need. The organizational climate is one of the ways to retain talented employees. This research paper, therefore, identifies the role of organizational climate & Talent Retention in promoting sustainable development at organizations and identifies the relationship between organizational climate and talent retention, to find out the impact of talent retention on organizational climate and to identify the most preferred organizational activities offered by employers to retain a talented employee with particular reference to Chennai using descriptive survey research design. The research hypothesis was tested using Statistical tools such as Correlation, Multiple Regression, and Weighted Mean Average. 277 respondents were analyzed using a Systematic Random sampling method. The findings revealed that there is a relationship between organizational climate and talent retention. Internal Promotion & Friendly Environment influences more in an organizational climate to retain a talented employee. Flexibility & Physical comfort are the most preferred organizational activities offered by employers to retain a talented employee. Hence it is proved that organizational climates drive the talented employees to retain in the organization.
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Begolli, Gent. "CULTURAL MANAGEMENT AND STAFF COMMITMENT IN ORGANIZATION." Knowledge International Journal 28, no. 5 (December 10, 2018): 1553–56. http://dx.doi.org/10.35120/kij28051553g.
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The paper aims to present the importance of managing culture and employee engagement in productivity and contribution to the organization's success. Engaged employees express themselves physically, mentally and emotionally in carrying out their roles in the organization. There has been extensive dissemination and extensive literature support for results that strongly support the idea that engaged employees have a positive impact on the organization's performance and sustainability.Organizations traditionally relying on financial measures such as profitability, revenue, and spending control are raising interest in so-called "soft" human capital measures such as employee attitudes, turnover, level of engagement or non-engagement of employees as determinants organization's efficiency and timely sustainability of competitiveness advantages.Employee engagement and its culture in the organization is defined as a positive attitude and attitude towards work and being fulfilled, characterized by a high level of energy, dedication and absorption.Definition and understanding of employee engagement often seems to overlap concepts such as job engagement, civic organizational behavior, and commitment to the organization. However, academic literature has been defined as a clear and unique construct that consists of cognitive and emotional components of behavior and that are associated with performance of an individual role.Assessing employee engagement rates determines employee productivity and is key to improving the productivity of the company. Employees are committed when organizations have a working culture and communication practices are healthy when they work in an organization where strategies are developed to express their concerns and find opportunities to grow and develop their potential. Competitors today can be measured by the performance of the service they offer but they can not repeat perfectly the energy, dedication and absorption of their employees at work.By increasing passion, dedication and alignment with the organization's strategies and goals, they will enable the achievement of new heights of excellence for their organizations. Engaged employees will demonstrate increased confidence in their organization and will be driven by a sense of loyalty in a competitive environment. The positive environment through engaging and energizing employees in the organization will affect business growth and provide a competitive edge.
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Felix Chukwuma Aguboshim and Obinna Ogbonnia Otuu. "Expert evaluation of ergonomics and cultural influence on employees’ choice of work." World Journal of Advanced Research and Reviews 16, no. 2 (November 30, 2022): 568–79. http://dx.doi.org/10.30574/wjarr.2022.16.2.1182.
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Human-Computer Interaction (HCI) has long been in a relationship with ergonomics, as a user is expected to have a suitable environment to display a good user experience. This study aimed to identify how organizational or employers' ergonomic values and culture influence employees’ choice of organization to work for. A survey questionnaire, containing 30 items with a Likert Scale (Strongly disagree -1 and 5 for strongly agree) was adopted. A total of 300 questionnaires were distributed and a sample of 250 full-time employees from various companies was used. The collected data was analyzed using descriptive means and correlation via SPSS.21. Results show that a significant dependent relationship exists between employee values and the organization’s ergonomic values (r=0.947; p<0.01), and between employee’s values and mean congruence between values (r=0.829; p<0.01). No significant relationship was found between organizational values and mean congruence between values (r=0.096; p>0.05). The findings in this study may provide direction on how organizations should adopt a better ergonomic design approach for mutual benefits with present and prospective employees.
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Chou, Shih Yung. "A theoretical analysis of immigrant employees’ organizational citizenship behaviors in organizations." Journal of Global Mobility: The Home of Expatriate Management Research 6, no. 2 (June 11, 2018): 209–25. http://dx.doi.org/10.1108/jgm-01-2018-0004.
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Purpose The purpose of this paper is to develop a theoretical model describing how immigrant employees’ organizational citizenship behaviors (OCBs) are influenced by their immigrant status. Additionally, this study attempts to explore the mediating role of perceived job mobility as well as the moderating role of organizational tenure in the relationship between immigrant status and OCBs. Design/methodology/approach A conceptual analysis was performed. Findings Drawing upon social identity, self-categorization, and impression management theories, this study proposes the following. First, an immigrant employee’s perceived different categorization of employment and organizational status will have a negative impact on his or her challenge-oriented OCB. Second, an immigrant employee’s perceived categorization of employment and organizational status will have a positive impact on his or her affiliation-oriented OCB. Third, perceived job mobility mediates the relationship between the perceived different categorization of employment and organizational status and challenge- and affiliation-oriented OCBs of an immigrant employee. Finally, an immigrant employee’s organizational tenure weakens (or strengthens) the negative (or positive) impact of immigrant status on challenge-oriented (or affiliation-oriented) OCB. Originality/value From a theoretical standpoint, this study provides a novel theoretical base that guides future research on immigrant employees’ OCBs in organizations. More importantly, this study offers recommendations that help maximize the effectiveness of immigrant employee’s OCBs.
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Maulana, Arman, Soeganda Priyatna, Husen Saeful Insan, and Helmawati Helmawati. "Program Pelatihan dan Pengembangan : Manfaatnya bagi Pegawai dan Organisasi Koperasi." Coopetition : Jurnal Ilmiah Manajemen 12, no. 3 (November 1, 2021): 381–88. http://dx.doi.org/10.32670/coopetition.v12i3.609.
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The purpose of this study is to present a literature study and observation that was established in the employee training and development program as well as the benefits of cooperatives in the ranks of the Cimahi City Dekopinda. This study analyzes the structure and elements of employee training and development programs and then this studio presents what are the positive results for employees and the Organization. Organizations find it difficult to stay competitive in the recent global economy. The importance of employee development plans is growing for Organizations seeking to gain an edge over competitors. Employees are a respected resource of the Organization and the success or failure of the Organization depends on the performance of the employees. Therefore, the organization finances a large number of employee training and development programs. Furthermore, the training program is very supportive for companies to emphasize the knowledge, skills and abilities of employees. There is substantial interest among professionals and researchers about the impact of development programs on employees and the organization. The study described here is an assessment of the literature on the basis of employee development programs and their benefits to organizations and employees.
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Khan, Zara, Muhammad Sarmad, Sadia Razzaq, Iqra Gulzar, and Adeel Ahmad. "DOES EMPLOYEE SATISFACTION AFFECT ORGANIZATIONAL BEHAVIOR?" Malaysian E Commerce Journal 4, no. 1 (April 16, 2020): 15–19. http://dx.doi.org/10.26480/mecj.01.2020.15.19.
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The main purpose of study is that how the employee satisfaction is effected in an organization. In this paper we also study that which type of factors effect organizational behavior and employee satisfaction in an organization, either in a positive or a negative way. The total number of one hundred and twenty (120) respondents was selected from different organizations which are working on the development sector. The respondents or the employees who were considered are managers, staff members, professionals and senior managers. SPSS 20.0 version was used for analysis. This study shows the extensive impact of job satisfaction on organizational performance in different organizations. The findings of this study show that the factors like reward system, promotions, bonuses and increase in salary are playing an important role to satisfy, attract and retain the employees. We also find that the senior employees are more satisfied than the employees who are less experienced. The research limitation of this study is that our research is consisting of a specific area. It characterizes the limited results. For the more accuracy of the results, we conduct this research on a large scale instead of some banks or organizations. This study is very helpful for the employees, organizations, industries, businessman, and banks. The employee satisfaction affects the organizational performance. The employee can be satisfied through reward systems, promotions, bonuses and increase in salaries. The employee’s satisfaction can increase the organizational performance. This research is 100% accurate because all the data is collected from Burewala-Vehari.
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Pervaiz, Sabeeh, Guohao Li, and Qi He. "The mechanism of goal-setting participation’s impact on employees’ proactive behavior, moderated mediation role of power distance." PLOS ONE 16, no. 12 (December 15, 2021): e0260625. http://dx.doi.org/10.1371/journal.pone.0260625.
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Organizations nowadays are under immense external pressure due to advancements in information technology, making it precarious. It also inserts extra pressure to keep the employees motivated and productive. Therefore, while information technology benefits the organization, it also challenges the organization and employees more. In order to meet these challenges, many organizations have begun to flatten their organizational structures and decentralized their management approaches. This study collected 336 valid questionnaires from 20 service companies. The reliability and validity of the questionnaire were tested. In addition, the exploratory factor analysis and confirmatory factor analysis. Relevant analysis and empirical analysis were also carried out using hierarchical regression. The study finds that (1) Goal-setting participation positively affects employees’ proactive behavior. (2) Perceived insider status plays a mediating role between goal-setting participation and employee proactive behavior. (3) The power distance positively modifies the goal-setting participation in the relationship of employee’s perceived insider status. (4) Power distance positively moderates perceived insider status in the relationship of goal-setting participation on employee proactive behavior through perceived insider status. This research applies goal-setting theory and social cognition theory to build a theoretical framework for the influence mechanism of goal-setting participation on employee’s proactive behavior. Expands the application scope of fundamental theoretical research and improve understanding of the relationship between goal-setting participation and employee’s proactive behavior. The research conclusions help organizations understand the formation mechanism of employees’ proactive behaviors, strengthen the focus on goal-setting participation, and optimize the relationship between leaders and employees.
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van den Heuvel, Sjoerd, and René Schalk. "The relationship between fulfilment of the psychological contract and resistance to change during organizational transformations." Social Science Information 48, no. 2 (June 2009): 283–313. http://dx.doi.org/10.1177/0539018409102415.
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Because of ongoing globalization, changing markets and political developments, the degree of organizational change has increased significantly in the last decades. Organizations value employees who are willing and able to respond positively to change. Trust and social capital, based on fulfilling mutual expectations are important determinants of successful organizational change. The present study investigates the relationship between fulfilment of the psychological contract and resistance to organization-related change. In a sample of 208 employees in ten Dutch organizations, data were gathered using questionnaires. The results showed a significant negative relationship between fulfilment of the organization side of the psychological contract and affective resistance to change. The more the organization had fulfilled its promises in the employee's perception, the less the employee resisted the organizational change. In addition the type of organizational change significantly moderated the relationship between fulfilment of the psychological contract and resistance to change. By maintaining good psychological contracts with employees, organizations can build trust, which could prevent resistance to change.
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Kong, Ruoyan, Charles Chuankai Zhang, Ruixuan Sun, Vishnu Chhabra, Tanushsrisai Nadimpalli, and Joseph A. Konstan. "Multi-Objective Personalization in Multi-Stakeholder Organizational Bulk E-mail." Proceedings of the ACM on Human-Computer Interaction 6, CSCW2 (November 7, 2022): 1–27. http://dx.doi.org/10.1145/3555641.
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Bulk email is often used in organizations to communicate "important-to-organization'' messages such as policy changes, organizational plans, and administrative updates. However, normal employees may prefer messages more relevant to their jobs or interests. Organizations face the challenge of balancing prioritizing the messages they prefer employees to know (tactical goals) while maintaining employees' positive experiences with these bulk emails, then they continue to read these emails in the future (strategic goals). Could personalization help organizations achieve these tactical and strategic goals? In an 8-week field experiment with a university newsletter, we implemented a 4x5x5 factorial design on personalizing subject lines, top news, and message order based on both the employees' and the organization's preferences. We measured these designs' influences on the open/interest/recognition/read-in-detail rate of the whole newsletter and the single messages within it. We found that ''important-to-organization'' messages only got higher recognition rates when being put on subject lines / top news (tactical goal). Mixing them with employee-preferred messages in top news did not bring further improvement to their own recognition rates but could improve the whole newsletter's recognition rate. Only when the top news solely contained the employee-preferred messages were the employees slightly more interested in the newsletter (strategic goal). We further analyze on which topics the employees and the organization's preferences conflicted. Finally, we discuss the design suggestions for organizational bulk email.
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Veshne, Nupur. "Role of Supervisor’s Communication in Employee Engagement & Employee Wellbeing." Ushus - Journal of Business Management 16, no. 3 (July 1, 2017): 27–38. http://dx.doi.org/10.12725/ujbm.40.3.
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Communication is the base to the smooth functioning of organizations and which plays a vital role in maintaining and developing organizations. The growth of an organization is seen through workplace efficiency which is dependent on employee wellbeing. Employee wellbeing affects how employees think and feel about their job and organization in turn which would positively or negatively influence their attitude and performance. Supervisor’s communication can greatly influence the employee’s workplace efficiency. This paper focuses on analyzing the role of supervisor’s communication in employee wellbeing and employee engagement. It identifies the main factors that affect employee wellbeing in the organization. It is evident from the research that organizations need to focus on improving the supervisor’s communication which will enhance employee wellbeing and employee engagement and result into positive attitude and improved performance on the job.
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Rahman, Mantep Fauzi, Evi Susanti, and Rojuaniah Rojuaniah. "The Role of Training Satisfaction and Work Engagement on Employee’s OCB." International Journal of Multicultural and Multireligious Understanding 8, no. 4 (April 3, 2021): 44. http://dx.doi.org/10.18415/ijmmu.v8i4.2439.
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This study aims to examine the effect of training satisfaction on work engagement and employee’s OCB in government services. Training satisfaction is necessary since employees do not simply follow the training provided by the organization, but how they like training so that successful training can encourage work engagement and extra behavior at work. In this study, there were 288 questionnaires distributed to employees in this field. The data obtained were analyzed using the Structural Equation Model (SEM). The results showed a positive effect of training satisfaction on Work Engagement (WE) and OCB. Employees with high training satisfaction generate professionalism, passion and dedication in service to the community and create caring behavior within the team. In addition, organizations are advised to further improve the quality of training for employees so that training satisfaction is met. Importantly, organizations also need to perform employee rotation, provide awards for outstanding employees, provide incentives, and other policies that can increase employee productivity for organizational development.
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Pawar, D., and M. Kunte. "A strategic approach to employees’ well-being: study assessing the relationship between holistic wellness, job satisfaction emotions, and productivity." CARDIOMETRY, no. 23 (August 20, 2022): 456–67. http://dx.doi.org/10.18137/cardiometry.2022.23.456467.
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Employee holistic well-being is attracting more interest and consideration from businesses as the employers started realizing the gains and impact this implementation of holistic wellness policies for workers in the workplace can have on the business. This study aims to analyze the impact of the holistic wellness of employees on their job satisfaction and work productivity. This paper aims to assess the approaches adopted by organizations towards employees’ holistic wellness and how it contributes to their job satisfaction and quality of work. The study aims to identify current employee well-being in organizations, employee wellness dimensions being covered through workplace wellness programs, and analyze the relationship between employees’ holistic well-being and work productivity, job satisfaction, and organization performance. The approach of the study includes a quantitative survey, qualitative interviews, and empirical evidence. Primary research is done at the organizational level using structured interviews with HR leads and employees. Secondary research is done by reviewing existing literature to explore industry best practices in holistic well-being. The deductive approach has been used to explain explanations and arguments backed by empirical observations in organizations and relevant theoretical concepts. The findings from the study will help the organizations who are in the process of streamlining and structuring the employee wellness programs to understand the link between employees’ holistic wellness and their productivity and job satisfaction and use these findings to increase job satisfaction and productivity of the employees. The data gathered not only from quantitative surveys and qualitative interviews but also through empirical observations. These findings can provide valuable pointers for human resource managers in other organizations.
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Rahim, Ramita Abdul, Noor Azrin Mohammad Nasir, Marlita Mat Yusof, and Nor Lela Ahmad. "Reward and Employee's Creativity: Case of Manufacturing Organization." Global Journal of Business and Social Science Review (GJBSSR) Vol. 1(4) 2013 1, no. 4 (October 15, 2013): 10–17. http://dx.doi.org/10.35609/gjbssr.2013.1.4(2).
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Objective - The main objective of this study is to investigatestrategic reward systems that are intrinsic and extrinsic reward for employees. The rewards address four areas that consist of compensation, benefits, recognition and appreciation. This study discussed whether the reward system gives more benefit to the organization and employees such as improving the employee level of creativity or vice versa. Methodology/Technique - This study is a correlational study where the researchers examined the relationship between reward system and employee's creativity among administrative support personnel in the manufacturing industries. This study focused on five (5) selected manufacturing organization involved in electronic field located in Shah Alam Selangor. The total population is one hundred and sixty (160) staff. Findings - The research findings show that rewards are contributing factors to the employees' creativity or ideas among administrative support personnel in the manufacturing industries in Shah Alam. By providing employees with extrinsic rewards is relatively straightforward and usually built into performance and particularly useful in the short-term for creativity and motivating employees to work towards one specific organizational goal. Novelty - The finding of this study would enhance understanding of the issues of reward system among employers in manufacturing organizations which can influence the effectiveness of employee creativity. It also will be beneficial to the management in puttingsuch efforts to increase employees' creativity. Type of Paper - Empirical Paper Keywords : Extrinsic Reward; Intrinsic Reward; Employee Creativity; Manufacturing Organization.
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Ahmed, Ghofran. "Human Resource Management: The Consequences of Changes in Government Management." International Journal Papier Public Review 1, no. 2 (August 30, 2020): 1–5. http://dx.doi.org/10.47667/ijppr.v1i2.11.
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Employees as human resources (HR) are a central factor in an organization. Managing people in management is closely related to organizing management itself. Increasing benefits in the aspect of workability within the organization is a major consideration for HRD policies. The HRD policy is closely related to the HRM aspect, namely investing in people and developing the organization's human capital. To get employees who are efficient in the organization, then placing the humanitarian aspect as the basis for employee development. Through reforms at the organizational level both for individual employees in particular and the organization in general, a human power based perspective is offered. There is a new trend of organizations that are more consumer-oriented, and involve them in strategic planning processes that do not interest most of them. This can apply to public sector organizations.
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Javed, Syed Muhammad, Saqib Muneer ., and Melati Ahmad Anuar . "Impact of Training on Expectation of Employee and Employer: A comparative study." Information Management and Business Review 5, no. 12 (December 31, 2013): 601–7. http://dx.doi.org/10.22610/imbr.v5i12.1094.
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Organizations today spend millions of dollars on training to enhance the performance of their employees, which leads to formation of expectation on employers end as well as employees ends observing this phenomena ,this research was conducted to analyze the expectations of employee and employer and its impact on post training satisfaction, for that matter data was collected from 20 organization where training is provided ,sample size was 20 training / HR managers and per managers 5 employees, paired sample t test was applied to gauge the difference or similarity between the perception and expectation of employees and employer, after the analysis it was found that there is significant difference between the perception of employee and employers on the expected training outcomes and no similarity existed between the expectation of employee and employer which did not have positive effect on post training satisfaction.
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Low, Chin Heng, and Prashant Bordia. "A career stage perspective on employees' preferred psychological contract contributions and inducements." Journal of Management & Organization 17, no. 6 (November 2011): 729–46. http://dx.doi.org/10.1017/s1833367200001140.
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AbstractThe employer–employee relationship is underpinned by a psychological contract, which refers to employee beliefs about the exchange of employee contributions and employer inducements. However, there is limited understanding of how employers can shape psychological contracts to meet employees' needs and aspirations. Meeting these needs starts with an understanding of employees' preferences for psychological contract contributions and inducements. We propose that career stage models can be used to achieve that understanding. Using the career stage models of Dalton, Thompson, and Price (1977) and Super (1957), we derive insights into the preferred contributions and inducements, respectively, at various points of an employee's career lifecycle. These insights will help organizations create desirable psychological contracts and retain valued employees.
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Low, Chin Heng, and Prashant Bordia. "A career stage perspective on employees' preferred psychological contract contributions and inducements." Journal of Management & Organization 17, no. 6 (November 2011): 729–46. http://dx.doi.org/10.5172/jmo.2011.17.6.729.
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Abstract The employer–employee relationship is underpinned by a psychological contract, which refers to employee beliefs about the exchange of employee contributions and employer inducements. However, there is limited understanding of how employers can shape psychological contracts to meet employees' needs and aspirations. Meeting these needs starts with an understanding of employees' preferences for psychological contract contributions and inducements. We propose that career stage models can be used to achieve that understanding. Using the career stage models of Dalton, Thompson, and Price (1977) and Super (1957), we derive insights into the preferred contributions and inducements, respectively, at various points of an employee's career lifecycle. These insights will help organizations create desirable psychological contracts and retain valued employees.
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Low, Chin Heng, and Prashant Bordia. "A career stage perspective on employees' preferred psychological contract contributions and inducements." Journal of Management & Organization 17, no. 6 (November 2011): 729–46. http://dx.doi.org/10.5172/jmo.2011.729.
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AbstractThe employer–employee relationship is underpinned by a psychological contract, which refers to employee beliefs about the exchange of employee contributions and employer inducements. However, there is limited understanding of how employers can shape psychological contracts to meet employees' needs and aspirations. Meeting these needs starts with an understanding of employees' preferences for psychological contract contributions and inducements. We propose that career stage models can be used to achieve that understanding. Using the career stage models of Dalton, Thompson, and Price (1977) and Super (1957), we derive insights into the preferred contributions and inducements, respectively, at various points of an employee's career lifecycle. These insights will help organizations create desirable psychological contracts and retain valued employees.
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Subramanian, K. R. "Synergic Development of Organizations with Employee Aspirations." Journal of Advance Research in Business Management and Accounting (ISSN: 2456-3544) 3, no. 1 (January 31, 2017): 01–14. http://dx.doi.org/10.53555/nnbma.v3i1.82.
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Employee involvement in organization development takes place when their aspirations are fulfilled through work. Even with a carefully planned compensation and incentive program the attrition rate in some organizations is high. When management genuinely takes care of employee aspirations the resultant synergy is reflected in customer satisfaction and product quality. Managing employee aspirations takes genuine interest and requires a structure to help employees and plan for their development by Assessment, alignment with business needs and taking steps for development of people. Organizations can help employees sharpen and develop their key skills and values and provide important feedback information to reshape their goals in alignment with the business needs of the organization. Organizational barriers to growth and Professional development of employees leads to lack of commitment and eventual separation of employees. This paper explores such barriers to employee involvement and how synergic development can take place.
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Ch. N. Santhosh Kumar, Dr, and Dr Mohammed Ali Hussain. "A Review on Employee’s Health Monitoring System using IOT." International Journal of Engineering & Technology 7, no. 2.7 (March 18, 2018): 988. http://dx.doi.org/10.14419/ijet.v7i2.7.11608.
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Due to the automation trends going on rapidly on these days in major organizations employees are constantly facing severe stress regarding their jobs. This insecurity levels in them is leading to several health problems some of which are to be monitored and proper medical care should be taken. Due to the work stress and lack of leisure’s time many Employee’s are postponing their health check-ups and facing major health issues. These health issues like blood pressure , heart diseases , diabetes, pneumonia etc., can be kept at checking levels if they are regularly monitored and avoiding future problems. Due to these health problems employees are not able to do their work as expected. So if the organizations take a major initiative regarding in this point of view by keeping a regular check on employees health and there routine medical check-ups by sending periodic alert messages to the corresponding employee reminding about their check-ups. In this Paper we are trying to design a software Application which enables the organization to provide necessary health check-up facilities to their employee’s by collecting the medical information from each employee while joining the organization. It can also track employee health condition during his travel by using GPS. It would be of a great help to every employee. The organization collects medical information regarding the employee’s making it mandatory process and storing the data in database (PHR),
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Pillai, Mala. "A study on significance of Employees-Employer relations and its effects on organizational development with special reference to steel Industrial units in Trichy." Pacific International Journal 4, no. 2 (December 31, 2021): 36–42. http://dx.doi.org/10.55014/pij.v4i2.9.
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The study was carried out to establish the effect of employee relations on organization development. The findings of the study indicated that to a great extent Trichy Steel Roll mills organization practices employee relations. This study shows that Some Components of employee relations in this organization were identified. Finally, the researcher found out that employee relations strategies improve organizational development. Employees are ever ready to make an extra effort if they are satisfied with strategic decisions of their organizations. Employees give importance to employers for their communication procedures that affect their efficiency and motivation level. Employee relations create competitive advantage over competitors. Significance of Employee relations was also discussed in this paper. 100 samples were selected at three categories from sample industry for the study.
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Chaturvedi, Neha, and Pawan Kumar Chand. "Worrywarts of Employees in the Information Technology Sector of India." ECS Transactions 107, no. 1 (April 24, 2022): 9543–44. http://dx.doi.org/10.1149/10701.9543ecst.
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The health of employees in the organization has been a researchable topic for a long time, and there is strong evidence that the workplace environment can have a significant impact on employee health. As a result, employee worrywart has become a major concern of IT organizations. The present study focuses on worrywarts of employees in Information Technology sector of India. India's IT companies, which have been backbone of the economy, are going to lose business due to worrywarts of employees. The study concludes the reason behind the worrywarts in employees of IT sector. The study has been followed the review of literature approach and looked at employee worrywarts in the IT industry during the past two decades. The effort has been posited to recognize the significant worrywarts of workplace. The previous researchers work shows that workload, digital change, a lack of analytics and coding skills, employment risk, health difficulties of employee have been identified as the significant worrywarts as the conclusion of study. The findings of the study are identified by alarming worrywarts in employee’s life. The study findings shall be helpful for employers, investors, employee, researchers and the other stakeholders of service sector of India to recognize the hassles in the employee productivity and organizational resilience.
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Gajda, Joanna. "Professional Adaptation of New Employees to the Organization." System Safety: Human - Technical Facility - Environment 1, no. 1 (March 1, 2019): 929–38. http://dx.doi.org/10.2478/czoto-2019-0118.
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AbstractThe article discusses the problem of occupational adaptation, which is a significant motivator for keeping a job. The concern of employers that the subordinates are best suited to the work they perform is important for the efficient and effective operation of the entire organization. When an employee has a sense of adaptation to the tasks and requirements of the work imposed on him, he achieves a positive state of well-being, thus striving to stay in the company for as long as possible. Efforts of the organization to ensure the required quality of work already at the stage of introduction into the organization translate into benefits from the skills and competencies of the new employee. The aim of the article is to present selected issues related to the professional adaptation of newly hired employees in the workplace. In the theoretical part, the essence and scope of professional adaptation of newly hired employees were pointed out and the factors conditioning the achievement of adaptation to the organization were analyzed. The empirical part discusses adaptation tools, which organizations use to provide employees with support in the process of introduction to work. It also examines the level of their effectiveness in adapting to work in selected aspects of the organization’s functioning.
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Putra, Yohanes Rico Ananda, and Muhammad Irfan Syaebani. "Effect of Employee Perception of Sex Diversity and Employee Perception of Retaining Sex Diversity on Work Efforts Mediated By Interactional Justice, Distributive Justice, and Procedural Justice in Public Sector." Syntax Literate ; Jurnal Ilmiah Indonesia 7, no. 10 (July 29, 2023): 18224–37. http://dx.doi.org/10.36418/syntax-literate.v7i10.13297.
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Digital transformation has become one of the government programs. In an organization full of diversity, leaders need to carry out good governance. Proper diversity management is needed for organizations with diverse employees. Diversity management can be felt by employees from two perspectives, namely how employees see the existing diversity and how employees see the organization's efforts to maintain diversity. Apart from being applied to managing organizations, diversity management is directly proportional to organizational justice. This research aims to determine the effect of perceptions of sex diversity and perceptions of retaining sex diversity on employee work efforts in the public sector mediated by interactional justice, distributive justice, and procedural justice in organizations. Research data was collected using a questionnaire and obtained 148 respondents. The collected data was analyzed using the Partial Least Square (PLS-SEM) based Structural Equation Modeling method with the SmartPLS application. The results showed that there was a positive effect on perceptions of employee diversity and perceptions of retaining employee diversity on work effort mediated by procedural justice. However, the results showed that other variables had a different effect. This research contributes to providing an overview regarding how to improve the work efforts of employees in the public sector, especially those with a high level of diversity.
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Bednarska-Wnuk, Izabela. "Strategic approach for Polish organizations to implement intraorganizational mobility of employees." International Journal of Contemporary Management 58, no. 3 (September 1, 2022): 1–10. http://dx.doi.org/10.2478/ijcm-2022-0008.
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Abstract Background The importance of intraorganizational mobility of employees (IME) is one of the challenges currently faced by modern organizations, especially in the face of a changing and unpredictable environment. This situation requires organizations to re-code and re-focus on building an employee-friendly environment. One element of this environment may be IME, which, if included in the organization's strategy, gives it an opportunity to use and enhance the potential of its employees. Research aims The aim of this paper is to present the relationship between intraorganizational mobility and the intraorganizational mobility strategy of modern organizations. The article also includes a search for answers about the organization of such a strategy in terms of its scope for planning and evaluation. It was assumed that a strategic approach to the use of intraorganizational mobility is linked to the nature of the organization and the existence of such procedures. Methodology This study is empirical in nature. The research was conducted in 2020 in 401 Polish organizations (medium and large). The research method included a diagnostic survey using an on-line questionnaire. Persons holding the position of HR Specialist or HR Manager in a given organization were directly responsible for completing the questionnaires. Findings The results revealed that only one-third of the organizations surveyed have a strategy in place for intraorganizational mobility. Those organizations that have procedures in place embedded in a strategy are far more likely to make such decisions in a planned manner. Furthermore, it was found that having a strategic approach to intraorganizational mobility is not related to the nature of the organization. Originality This article makes a significant contribution to the area of research on the importance of internal employee mobility in an organization and its relation to the organization's strategy.
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Sutiyoso, Trenggono. "INFLUENCE OF DUAL PROCEDURAL JUSTICE FROM TWO ORGANIZATION TO JOB SATISFACTION, ORGANIZATIONAL COMMITMENT AND PROSOCIAL BEHAVIOR ON OUTSOURCE SERVICE PROVIDERS." Business and Entrepreneurial Review 10, no. 1 (March 30, 2016): 11. http://dx.doi.org/10.25105/ber.v10i1.19.
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The purpose of this study was to know the influence of procedural justice from two organizations, that were service’s and customer’s organizations, to employee’s job satisfaction and organizational commitment to each Organization. The research also test the influence of job satisfaction and dual organizational commitment of outsource employee to their prosocial behavior. Data are gathered through a survey among 286 employees of outsource service providers from 11 organizations which were worked for 6 customer’s organization on mining sector. The model was tested using structural equation modelling (SEM). The results indicated that both procedural justice from the organizations influenced the employee job satisfaction, procedural justice and job satisfaction influenced the organizational commitment to each organization and job satisfaction also influence prosocial behavior inrole and extrarole. Organizational commitment from both organization was not significant influencing the employee prosocial behavior in-role and extra-role. Practical implication of the findings, procedural justice from customer’s organization was an important<br />factor to improve the prosocial behavior which was mediated by employee’s job satisfaction. The finding also implies that service provider has not any influence to the employee’s prosocial<br />behavior, that mean the service provider were only providing workforces to customer and has limited interaction with their employee
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Sumathi, K., R. Vidya, and K. Sujatha. "HRD Practices- A Strategic Tool for Employee Engagement at Organized Retail Organizations." Shanlax International Journal of Management 7, no. 3 (January 1, 2020): 31–37. http://dx.doi.org/10.34293/management.v7i3.1617.
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Employee Engagement can be discussed as the positive or negative attachment of the employee’s emotional attachment to their job, colleagues, and organization which profoundly influences their willingness to learn & perform at work. To have a competent work force, every organization needs to have engaged employees at the top level as they have to perform a dynamic task. Especially in the Indian organized retail sector, it is very important to have engaged employees since the industry is growing very fast and also have the full potential to grow further. It is the challenge in front of the organization to have a strategic plan to have and develop employee engagement. Therefore the present study is to prove how exactly the sound HRD practices can act as a tool for Employee Engagement at selected retail organizations at the top level.
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Jahanzeb Shah and Ghulam Muhammad Kundi. "Empirical Results for Investigating the Impact of Mission Attachment on the Employees’ Turnover Intentions." Open Access Organization and Management Review 1, no. 2 (June 5, 2023): 10–21. http://dx.doi.org/10.59644/oagmr.1(2).19.
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The employees in nonprofit organizations joined them due to their passion for the organization’s mission and accomplish it. But a deficiency exists when one evaluates the difference in pay and work conditions which significantly influence the employee’s turnover intentions in nonprofit organizations. This tested the traditional theory of mission attachment as the most significant factor for employee’s retention in nonprofit organizations with an intention to highlight the role of mission attachment employee’s turnover control. A survey was conducted, and a questionnaire was used to analyze the employee turnover intentions of nonprofit organizations over a number of predictors and criterion variables. The multiple regression analyses were run to investigate the influence. The study reported a show positive impact towards the organizations’ missions however, appeared with dissatisfaction with from the work conditions which might overrule the decision of the n employee concerning staying only organizational mission. The study finds a positive association between nonprofit work conditions and mission attachment. This led us to conclude the mission still plays a critical role in employee retention and it reduces employee dissatisfaction from the work conditions. Based on findings, implications for stakeholders and future research concerning working conditions have been outlined along with description of limitation.
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Sadrija, ThĂ«llĂ«za Latifi. "PERFORMANCE EVALUATION IN KOSOVO ORGANIZATIONS." CBU International Conference Proceedings 5 (September 22, 2017): 269–75. http://dx.doi.org/10.12955/cbup.v5.937.
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The performance means the behavior and the resultant measured based on certain activities and duties. Enterprises performance could be measured thanks to indicators that express the quality of its activities. While, for individuals and groups, it is hard to identify the link between their performance and that of the company. Performance evaluation is an instrument through which the employees within the organization can reflect, discuss and change their work method that influences the organizational effectiveness. The focus of this paper is to argue that effective performance, feedback, and employee training are necessary for the success of an organization, and at the same time the development plan to support the employees in achieving the best possible results is necessary too. The employees’ training in Kosovo’s enterprises is closely related to the organization, and the planning of employees in a way to so they are prepared at a national level and the attempt to exchange employees and train them in international level. This would affect the effective performance and cultures exchanged.
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Khan, Muhammad Yousaf, Muhammad Rizwan, Muhammad Ibrahim Arshad, and Muhammad Fahad Anwar. "Impact of Employee Motivation on Job Satisfaction With Respect To Corporate Social Responsibility and Rewards." Journal of Public Administration and Governance 3, no. 3 (August 14, 2013): 226. http://dx.doi.org/10.5296/jpag.v3i3.6219.
Full textAbstract:
Nowadays, human resource is considered to be the most important asset of any organization. In order to get the efficient and effective results from human resource and to make them feel satisfied at their respective jobs, employee motivation is compulsory. An active and effective Corporate Social Responsibility (CSR) Division and Rewards System of an organization play significant role in motivating employees The current study examines the relationship between employee’s motivation and job satisfaction with respect to Rewards (Both Intrinsic & Extrinsic) and CSR (Internal & External). Employees of banks and few organizations of Bahawalpur were taken as sample of the study. An already developed questionnaire was used for data collection. 184 questionnaires were distributed. The data was analyzed using regression analysis. All findings were checked at 0.05 level of significance. The result concludes that there is a significant impact of External CSR on employee motivation while Internal CSR has an insignificant impact on employee motivation. Similarly, there is a direct relation of extrinsic rewards and the employee’s motivation. Interestingly, extrinsic rewards found an insignificant impact on employee motivation. However, Employee Motivation is directly related to job satisfaction. This study has got managerial importance in the context that it is not the extrinsic rewards always at all levels which motivate employees. This study gives a direction to the management of the organizations including banks the importance of intrinsic rewards and external CSR.
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Sherin, Haroun EL Rashied. "The influence of building digital culture on employees' engagement in the ICT sector." i-manager’s Journal on Management 17, no. 3 (2023): 6. http://dx.doi.org/10.26634/jmgt.17.3.19116.
Full textAbstract:
Culture is the heart of any organization. In organizations, culture is like the DNA of the organization. Thus, each organization is unique. In this context, corporate culture is not only created by the founders, management, and employees of a company, but is also influenced by national cultures and traditions, economic trends, international trade, company size, and products. Organizational culture affects the way people and groups interact with each other, with clients, and with stakeholders. Digital transformation is a cultural transformation that affects the majority of people who work, and it will never be realized unless companies are confident with their employees and believe that digitalization can help organizations, people, and society achieve a better future. Based on that, employee engagement in digital transformation is a necessity, where an "engaged employee" is fully absorbed by and enthusiastic about their work and takes positive action to further the organization's reputation and interests. Accordingly, effective digital transformation can never be achieved unless companies build confidence among their staff that digitalization can help organizations, people, and society to achieve a positive future.
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Jolly, Phillip M., and Timothy T. Self. "Psychological Diversity Climate, Organizational Embeddedness, and Turnover Intentions: A Conservation of Resources Perspective." Cornell Hospitality Quarterly 61, no. 4 (January 19, 2020): 416–31. http://dx.doi.org/10.1177/1938965519899935.
Full textAbstract:
The hospitality workforce is the most diverse in the United States. Given this fact, a growing body of research has sought to investigate the effects of employee perceptions of their organization’s climate regarding diversity, also known as psychological diversity climate. However, little is still known about whether and how diversity climate perceptions might affect hospitality employees’ intentions to leave their organizations. Adopting a Conservation of Resources Theory perspective, we argue that diversity climate represents an important resource that employees wish to preserve by continuing employment with their organizations, thus increasing employee organizational embeddedness and decreasing turnover intention. Organizational embeddedness captures why employees stay and represents a totality of forces that serve to keep an employee with his or her current organization. These forces are driven by employees’ possession or pursuit of resources derived through employment with their current organization. Drawing on samples of frontline restaurant employees (Study 1) and restaurant managers (Study 2), we found evidence that psychological diversity climate is positively associated with organizational embeddedness. However, the relationship between psychological diversity climate and turnover intentions was mediated only by the sacrifice dimension of organizational embeddedness. Our results point to the importance of developing a positive climate for diversity as a means to retain employees and also shed light on how the dimensions of organizational embeddedness can have differential effects on turnover intentions.