Learning Journal For Organizational Behavior Journal

Length: 8 pages Sources: 10 Subject: Leadership Type: Journal Paper: #24870783 Related Topics: Learning, Self Directed Learning, Learning Experience, Learning Styles
Excerpt from Journal :

Given the capriciousness of the human condition with respect to continuing redefinitions of personal and professional success, human resource managers are faced with some difficult choices in formulating recommendations for best practices. Therefore, the learning journal would undergo a series of draft versions that would be used to solicit feedback from experts in the field who could point out flaws and areas that required additional research or support to be valid and trustworthy. The solicitation of feedback process would follow the guidance provided by Neuman (2003) who recommends having a manuscript reviewed by knowledgeable individuals who possess the requisite credentials to provide informed feedback. This feedback would be carefully reviewed and the collaborative process would result in changes and additions where they were deemed necessary and appropriate.

4)

Outcomes and New Learning

Some of the overriding themes that emerged from the learning episodes outlined above was that the more researchers learn about organizational behavior, the more questions that arise and the more areas of research that are needed are added to the existing list. Almost all of the authors reviewed cited the need for additional research in their areas of interest and cautioned that the results of their research should not be applied in a wholesale fashion without first taking local conditions into account. Another significant theme that emerged from the learning episodes was just how fortunate some organizations are to have the types of leaders they need already in place to model the way, while others continue to struggle to find the best people for their management team. In an increasingly competitive and globalized marketplace, there is little time available for lengthy periods of experimentation and false starts, though, and time is of the essence in formulating best human resource practices that can help organizations of all types and sizes achieve their goals.

5)

Concluding Comments

The research showed that the organizational behavior literature presents a wide range of views on what

...

Although no universal set of best practices was identified during the learning journal research process, it did become clear that employee motivation is a challenging enterprise but some managers appear to intuitively understand what is needed to achieve superior performance while others may struggle through the process until they gain sufficient experience to gain such intuitive understanding. Because time is of the essence, though, even experienced leaders must remain flexible in their responses to changes in employee wants and needs in a dynamic and increasingly competitive marketplace.

References

American Psychological Association. (2002). Publication manual of the American Psychological

Association (5th ed.). Washington, DC: Author.

Cheverton, J. 2007. 'Holding our own: Value and performance in nonprofit organizations.'

Australian Journal of Social Issues, vol. 42, no. 3, pp. 427-428.

Fey, C.F. & Bjbrkman, I. 2001. 'The effect of human resource management practices on MNC

subsidiary performance in Russia.' Journal of International Business Studies, vol. 32, no.

1, p. 59.

Hardy, K. 2007. 'Self-reward: An untapped resource for high performance: A recent study of government managers shows how self-leadership strategies can influence behavior and shape individual performance improvements.' The Public Manager, vol. 36, no. 2, p. 55.

Heiskanen, T. & Hearn, J. 2003. Information Society and the Workplace. New York:

Routledge.

Johnson, S. 2005. 'Improving member satisfaction through strategic communications.'

Management Quarterly, vol. 46, no. 1, p. 48.

Kramer, R. 2007. 'Leading change through action learning: Agency managers can change

organizational culture and build a learning environment, as demonstrated by APHIS.' the

Public Manager, vol. 36, no. 3, pp. 38-39.

Mann, G.A. 2006. 'A Motive to Serve: Public Service Motivation in Human Resource Management and the Role of PSM in the Nonprofit Sector.' Public Personnel Management, vol. 35, no. 1, pp. 33-34.

Mcdermott, M., Levenson, a. & Newton, S. 2007. 'What coaching can and cannot do for your organization.' Human Resource Planning, vol. 30, no. 2, pp. 30-31.

Michalisin, M.D., Karau, S.J. & Tangpong, C. 2007. 'Leadership's activation of team cohesion as a strategic asset: An empirical simulation.' Journal of Business Strategies, vol. 24, no.

1, pp. 1-2.

Neuman, W.L. 2003. Social Research Methods: Qualitative and Quantitative Approaches, 5th ed. New York: Allyn & Bacon.

Newstrom, J.W. 2002. 'Making work fun: An important role for managers.' SAM Advanced

Management Journal, vol. 67, no. 1, pp. 4-5.

Selden, S.C. & Brewer, G.A. 2000. 'Work Motivation in the Senior Executive Service: Testing

the High Performance Cycle Theory.' Journal of Public Administration Research and Theory,…

Sources Used in Documents:

References

American Psychological Association. (2002). Publication manual of the American Psychological

Association (5th ed.). Washington, DC: Author.

Cheverton, J. 2007. 'Holding our own: Value and performance in nonprofit organizations.'

Australian Journal of Social Issues, vol. 42, no. 3, pp. 427-428.


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