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Background of the problem/gap
Apart from profitability, there are a wide range of other factors that determine how successful an enterprise is likely to be in the long-term. These include, but they are not limited to, the motivation levels of employees, employee commitment to organizational goals, and employee training and skills. It should also be noted that how an organization identifies and resolves the various workplace concerns and conflicts that emerge from time to time is key to its long-term success. Towards this end, the relevance of the evaluation and assessment of human behavior in the organizational setting, i.e. industrial and organizational psychology, cannot be overstated. This is more so the case given that an assessment of this nature is critical in developing an understanding of the relevant dynamics at the organizational, group, and individual levels so as to not only properly diagnose problems and implement solutions, but also put in place measures that further enhance the performance of the organization in the short-term as well as the long-term. Studies conducted in the past, in relation to work behaviors as well as job attitudes, indicate that workers who harbor dissatisfaction are likely to actively seek other job opportunities from outside the organization (Brooks, 2018).
Theoretical Foundations (models and theories to be foundation for study)
The impact of attrition on the long-term success of an organization is undeniable. Employee replacement costs are inclusive of costs associated with the reassignment of employees engaged elsewhere to important duties and roles left behind by exiting employees (in terms of overtime, etc.), exit interview costs, and employee move processing costs (Johnson and Beehr, 2013). There are also costs associated with replacement (i.e. orientation expenses) and training costs (i.e. formal training for specific roles) (Johnson and Beehr, 2013). According to Brooks (2018) employees that are well motivated are unlikely to actively seek greener...
These include, but they are not limited to, the expectancy theory, job-characteristics model, and the equity theory. The present study will largely be founded on Richard Hackman’s and Greg Oldham’s job-characteristics model. This model, according to Daft and Marcic (2010) “comprises core job dimensions, critical psychological states, and employee growth-need strength” (421).
Review of literature topics with key theme for each one
Summary
There are a wide range of factors that band together to ensure that employees do not leave the organization in search of better opportunities. According to Brooks (2018), the attitudes employees have towards not only a job, but also the entire organization as a whole in relation to the management, team members, as well as work environment has a significant impact on morale. Towards this end, it would be prudent to assess the various factors that impact not only employee work experience, but also their output in terms of productivity. These have been aligned with Hackman and Oldham’s dimensions.
Employee Development
According to Daft and Marcic (2010), the relevance of the personal as well as professional development of employee cannot be overstated when it comes to the promotion of workplace satisfaction. With that said, organizational wellbeing could be promoted in the long-term through the development and implementation of various talent management initiatives. Pinder (2014) adds that studies have in the past indicated that employee learning and development is a critical ingredient for innovation and enhanced performance. In the words of Brooks (2018) “employees who are satisfied in the performance of…
References
Brooks, I. (2018). Organizational Behavior: Individuals, Groups, and Organizations (5th ed.). London: Pearson UK
Daft, R.L. & Marcic, D. (2010). Understanding Management (7th ed.). Mason, OH: Cengage Learning.
Johnson, C.M. & Beehr, T.A. (Eds.). (2013). Integrating Organizational Behavior Management with Industrial and Organizational Psychology. New York, NY: Taylor & Francis
Pinder, C.C. (2014). Work Motivation in Organizational Behavior (2nd ed.). New York, NY: Psychology Press.
Zareen, M., Razzaq, K. & Mujtaba, B.G. (2013). Job Design and Employee Performance: The Moderating Role of Employee Psychological Perception. European Journal of Business and Management, 5(5), 46-55.
Human Resources Managing Organisational Culture The values and behaviors that contribute to the unique social and psychological environment of an organization make up the organizations culture. Organizational culture is the summation total of an organization's past and current suppositions, incidents, viewpoint, and values that hold it together, and is articulated in its self-image, inner workings, connections with the outside world, and future prospects. In dealing with the management of organisational culture, it is
Additionally, the fact that the training is offered at all levels of the position -- not just entry levels -- and the fact that the training is offered to both employees as well as volunteers, further increases the odds that the individuals will accept the positions in the NFP sector. "Nonprofit organizations owe it to their staff members to train them and develop their careers. […] the advancement of a
Despite their supposed differences, all of the foregoing organizational management techniques and approaches share some common themes involving getting a better handle of what is actually being done in companies and how better to manage these things. Unfortunately, another common theme these management approaches share is the inappropriate or misapplication of these approaches by managers who either do not understand how they work or by rabid managers who insist
Human Resource Management Workers, Jobs & Job Analysis Case: ROWE and Flexible Work and Success at Best Buy Explain how a ROWE-type program would fit in organizations where you have worked. Explain why it would work or would not work. Current employee U.S. Army ROWE-type program would not work in the Army because of the following: *Deployments require you be at work 24/7 because there is no place to go in Afghanistan or Iraq. * When
Developing the Forensics, Continuity, Incident Management, Organizations of the 21st century are facing the increased need for incidence management, security and while handling training capacities for the enterprise. Security remains a major concern given that organizations have traditionally lost data through theft or malicious destruction. Studies have shown upgrades should be done at the technology and expert level. Attacks come in a variety of formats or even hybridized and cloned, hence
So negotiation requires to acknowledge emotions and understand their source. The parties involved in the negotiation must acknowledge each other's emotions and try to resolve them (Witkin & Goodenough, 46-51). This can only happen when one is trained to be good at interpersonal relationships. Only by empathizing with others' feelings, one can think of resolving interpersonal conflict. This requires active listening and paying close attention to others' views. References Hirschhorn, L.