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. 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.
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.
The research showed that the organizational behavior literature presents a wide range of views on what ...
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:
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,…
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.
organizational Behavior Matter? Organizational behavior is basically the study of how establishments can be structured more successfully, and how more than a few events in their outside circumstances result administrations. Learning a lot in regards to organizational behavior in today's commerce environment could aid those that are supervisors that are building up a better work that relates to an understanding of themselves and their supplementary. Organizational behavior matters because it
Organizational Behavior Date Here (Day, Month, Year) This paper explains the core concepts of organizational behavior in the view of the case study of president of Great Northern American, Joe Salatino. The paper first explains the importance of perceptions and the attributions formed on the basis of those perceptions by the people. It also highlights the appropriate learning theory which could be deployed by Joe Salatino effectively in dealing with his employees.
Organizational Behavior Joe Salatino (Revision) Joe Salatino, president of Great Northern American case study Joe Salatino Joe Salatino is known as the Northern American President due to his determination and effort in maintaining high standards, in regards to his profession as a sales person. Joe was capable of hiring many employees in his organization, and used motivation as the major tool in helping his employees. The employees specialized in supplying general stationery and other
Organizational Behavior The Transformation of JC Penny for the New Century Organizational behavior is the study of how the actions of individuals, groups, and structures influence the behavior of an organization. Organizational culture refers to the characteristics that define the organization and make them unique. Organizational culture refers to communication styles, management styles, interaction styles, policies and procedures, as well as the manner of dress within the organization. Organizational culture influences organizational
Helping the team members develop personally and professionally - both individually and as a team - is something in which any business should be invested. Happy employees are productive employees, and when teams are happy and focused, they are able to do much more than they would otherwise be able to do. One of the ways to keep these teams happy is to ensure that the team leader is a
Organizational Behavior Terminology and Concepts Organizational Culture An organization's cultural composition encompasses a wide array of structural variables, all of which comprise the ultimate operational atmosphere of the company. Productive capacities and efficiency levels are almost always determined by the effectiveness and receptiveness of an organization's culture. The culture within an organization is also a key determinant of why and how leadership bodies will integrate strategic decisions. Depending of the various specificities