1000 results for “Employee Satisfaction”.
Employee Satisfaction & Quality Systems
The human resource of any organization is one of the most valuable of all its resources. The continued productivity, innovation, commitment and contributory spirit of organizations employees can create a profitable and strong business in any industry. If these characteristics are lacking in the workforce for many of the employees the business can also be stifled and perform far below its capacity. There are many contributory factors associated with employee satisfaction and therefore optimal production and innovation. The literature on the subject is plentiful and demonstrative of process change and reaching goals of employee satisfaction that improve the bottom line as well as the whole environment of the business (Chang, Chiu, & Chen, 2010, p. 1299). According to Yee, Yueng, & Cheng, the link between employee satisfaction, service quality, customer satisfaction that leads to firm profitability is sound;
Using structural equations modeling, we found that…
Cappelli, P., & Rogovsky, N. (1998). Employee involvement and organizational citizenship: Implications for labor law reform and "lean production." Industrial & Labor Relations Review, 51(4), 633-653.
Chang, C.C., Chiu, C.M., & Chen, C.A. (2010). The effect of TQM practices on employee satisfaction and loyalty in government. Total Quality Management & Business Excellence, 21(12), 1299-1314. doi:10.1080/14783363.2010.530796
Huselid, M.A. (1995). The impact of human resource management practices on turnover, productivity, and corporate financial performance. Academy Of Management Journal, 38(3), 635-672. doi:10.2307/256741
Pakdil, F. (Summer, 2010).The Effects of TQM on Corporate Performance The Business Review, Cambridge. 15 (1). 242-248.
High employee satisfaction is correlated with low employee absenteeism.
Employee satisfaction is both a qualitative and quantitative research question. Absenteeism is a measurable, quantitative and numerical data set; there is no grey area within it. It is a pattern of missing obligations and can be used to correlate numerical data. Employee satisfaction, on the other hand, is typically qualitative and then turned into quantitative data (productivity, morale, loyalty, satisfaction). This measurement is often rated on a scale (low number = low satisfaction, high number = high satisfaction, etc.).
There are a number of variables that would be significant in any study on the relationship between absenteeism and satisfaction. These would include age, gender, position (level within the hierarchy), demographics, salary, time at the company, educational level, and then, of course, the number of days absent (which could also be broken down to days per week, month, quarter, consecutive,…
Research Design. (2006). Research Methods Knowledge Base. Retrieved from:
Motivation of workers is posing very big challenges to organizations. Herzberg ensures that an organization rewards its employees depending on the behaviors that the management would like to encourage.One of the widely known writers on motivation of workers is Frederick Herzberg. He is widely known for the two-factor theory that he came up with. The two factor theory is widely referred to as the hygiene motivation theory. As stated above, motivation of employees is a challenge. Nobody has brought evidence refuting the theories of Herzberg. Therefore, the ideas that are put forward by him may still be looked at.
Hygiene Factors and Dissatisfaction at Work
The hygiene factor in job satisfaction can best be explained using Herzberg's (1966) two factor theory (Motivation-Hygiene Theory).The hygiene factors refer to the factors that are majorly concerned with the work conditions. The factors are contextual features of conditions of work. They are however not…
Akintoye, I.R. (2000). The place of financial management in personnel psychology. A Paper
Presented as Part of Personnel Psychology Guest Lecture Series. Department of Guidance and Counselling, University of Ibadan, Nigeria.
Armstrong, DL (2006). When Employees Are Happy!
It is a broader notion or the next evolutionary stage of client relationship management approach.
A customer-centric organization is defined as the one, offering long-term constant and consistent best quality experience to clients 'over all customer access points; across all marketing, sales, and service programs; throughout all parts of the organization.' As can be clearly inferred from this definition, the product will vary over time to satisfy evolving clients needs, but the staff of the company must be adequately train to offer best quality service no matter what product it offers to the clients: at the access points, at the logistics offering optimal time of the service or delivering a product, and after sales servicing to motivate another purchase.
There are certain steps within building such organization. The first phase of collecting and analyzing client database corresponds to the first phase of client relationship management and calls for clear understanding…
Ahn, J.Y. Some aspects on the Web data mining for effecting eCRM from a statistical viewpoint, PhD dissertation, Chonbuk National University, Chonju.
Bertz, R. Jr., Thomas, S. Perceived Equity, Motivation, and Final-offer Arbitration in Major League Baseball, Journal of Applied Psychology, Volume 77, pp. 280-287, 1992.
Bolton, M. Customer Centric Business Processing, International Journal of Productivity & Performance Measurement, Volume 53, i, pp. 44-51, 2004.
Bose, R. Customer Relationship Management: Key Components for it Success, Industrial Management & Data Systems, Volume 102/2, pp. 89-97, 2002.
New Employee Orientation on Employee Satisfaction and Retention
One of the most integral parts of successful and efficient business production is associated with employee satisfaction. Employee satisfaction can be achieved through a systematic and successful delivery of employee training and orientation. "Starting a new job with a new employer is difficult not only for the new employee but also for the employing organization. This is true regardless of the new employee's position in the organization."
Beeler) Successful hew hire orientation programs can make or break the smooth transition of an employee into a new environment. "No new employee, no matter what the extent of previous experience and training, can be expected to perform well on a new job without considerable preparation. orkers must sense that they have been fully prepared to do the full job for which they have been hired."
It is clear from the literature that…
Beeler, Cheryl. "Roll out the welcome wagon; structuring new employee orientations." Public Management Aug. 1994: 13+. Questia. 09 May 2003 http://www.questia.com/ .
Dennis, Gary L. "Here today, gone tomorrow: how management style affects job satisfaction and, in turn, employee turnover." Corrections Today June 1998: 96+. Questia. 10 May 2003
Human Resource Management: An Attitude Survey on Employee Satisfaction
The dynamic nature of the current business environment has made human resource management a complex task. Very often, companies of all types and sizes strive to attract and retain quality employees in order to outperform competitors in their respective industries. According to Guarav (2012), employee satisfaction is one of the most critical aspects in ensuring long-term association of the employees and the organization. Gregory (2011) also states that a high rate of employee satisfaction translates to a lower turnover rate. Thus, every employer should make use of effective performance management tools and procedures and at the same time create a good working environment in order to keep the employees satisfied. An employee attitude survey is one such tool, and it is an essential component of human resource management (Knapp and Mujtaba, 2009). It helps the HR managers determine some of the…
Employee Satisfaction with a Company's Review Process
The following research examines the reason for a decline in employee satisfaction regarding the review process at XYZ, Inc. The results of the survey revealed that sample biases may have confounded the results and that the survey will have to be re-administered to reflect the true attitudes and results of the preliminary research leading up to the current survey. The result showed a high degree of satisfaction with the quality and quantity of management feedback. The results of this survey are inconclusive and further research will need to be conducted to eliminate the possible effects of sample bias.
Delimitations (See Leedy)
A. Literature Review
C. General Management Issues
D. Project Related Issues
F. Definition of Terms
H. Project Submission…
However, it has been a struggle to make employees view that these employee feedback programs are not just a tool for the companies to comply with has been a losing battle eports 12.
The good news of the matter is that these employee feedback programs provide duly needed positive and negative feedback which helps the management re-strategize their decision making process.
Organizational culture and employee feedback programs
The culture of the organization must at the same time reflect these employee feedback programs Gupta, Govindarajan and Malhotra 206.
Organizational culture is the personality that is exhibited by an organization through its employees. Members of the organization slowly come to sense this culture and try their best to express it in their actions in various situations. There are several effects of an organization's culture. These include influencing the technologies applied, image of the organization to the public, strategies, services and products of…
Bogardus, A. Phr / Sphr Professional in Human Resources Certification Study Guide. New York: John Wiley & Sons, 2009. Print.
Earl, Joanne, Melissa Dunn Lampe, and Andrew Buksin. "What to Do with Employee Survey Results." Gallup Management Journal (2008). Print.
Gomez-Mejia, L.R., D.B. Balkin, and R.L. Cardy. Managing Human Resources. London: Pearson/Prentice Hall, 2009. Print.
Gupta, Anil K., Vijay Govindarajan, and Ayesha Malhotra. "Feedback-Seeking Behavior within Multinational Corporations." Strategic Management Journal 20.3 (1999): 205-22. Print.
On the other hand, the comparative value of the real-time presentation must be considered in relation to the potential technical issues involved. Specifically, whereas pre-recorded presentations and self-directed learning online training programs can be tested and perfected in advance to ensure there are no technical problems with delivery, that is not necessarily the case with real-time presentations, especially those involving two-way communications. No matter how much preparation and troubleshooting is conducted in advance, live two-way presentations are notoriously susceptible to technical problems that can interfere with planning and lesson delivery. Moreover, the more computer terminals and office locations involved, the greater that potential for difficulties in execution.
Beyond technical delivery-of-training issues, other anticipated potential problems associated with online employee training include lower levels of individual engagement and reduced opportunity for meaningful interpersonal exchanges. In that regard, even the best corporate instructors cannot implement all of the same teaching…
Leader-Chivee, L., Booz Allen, H., and Cowan, E. "Networking the Way to Success: Online Social Networks for Workplace and Competitive Advantage." Journal of People & Strategy. Vol. 31, No. 3 (2008): 27 -- 45.
Robbins, S.P. And Judge, T.A. (2009). Organizational Behavior. Upper Saddle River,
NJ: Prentice Hall.
Stevens, B. "Corporate Ethical Codes: Effective Instruments for Influencing Behavior."
Lastly, Cummings and Worley (2007) surmise that employee involvement can also "improve capabilities of employees thus enabling them to perform better" (p. 353). The authors give the example that when organizations wish to increase their employee participation in decision making, this strategy must be accompanied by skill training in communication and group problem solving (p. 353).
All three of these facets improve employee satisfaction and well-being, due to an improved work environment and a more rewarding job. In a cyclical nature, improved productivity also increases satisfaction, especially when there are greater rewards associated with this increased productivity. Improved employee satisfaction, that's a result of employee involvement strategies and increased productivity, can have a secondary impact on the organization. This high level of employee satisfaction can further positively affect productivity by attracting the best employees and help ensure the retention of these valuable organizational resources (Cummings and Worley, 2007, p.…
Cummings, T.G., & Worley, C.G. (2007). Organization Development and Change (8th ed.). s.l.: Academic Internet Publ.
Rosso, a. (Oct 2010). "Awakening corporate soul." Collector, 76(3). p. 18-20.
The influence of employee involvement on productivity: A review of research -- June 2000. (22 Jun 2006). Retrieved December 6, 2010, from http://www.hrsdc.gc.ca/eng/cs/sp/hrsd/prc/publications/research/2000-002584/page03.shtml.
Wolf, E. & Zwick, T. (Apr 2008). "Reassessing the productivity impact of employee involvement and financial incentives." Schmalenbach Business Review, 60(2). o. 160-181.
Performance appraisal systems are complex and time consuming, especially for managers who supervise extended numbers of employees
Performance appraisal systems can be stressful and ineffective (Clark, 2011).
5. Structure of performance appraisal systems
The construction of a performance appraisal system is a complex endeavor, based on both theoretical as well as practical considerations. John J. Gabarro and Linda a. Hill (1995) for instance argue that managers ought to construct their appraisal systems in a critical manner, based on both pre-existent models and frameworks, but also on internal features within the organization. Cynthia Morrison Phoel (2011) and her co-editors argue that the main criterion to an effective appraisal system is represented by feedback.
Kevin . Murphy and Frank E. Saal (1990) then argue that there exists a triple structure to create frameworks for employee appraisal. The frameworks are constructed based on four criteria: the constituents, the goals, the specific objectives and…
Armstrong, M., 2000, Performance management: key strategies and practical guidelines, 2nd edition, Kogan Page Publishers
Armstrong, M., Baron, a., 2005, Managing performance: performance management in action, 2nd edition, CIPD Publishing
Baruch, Y., Harel, G., 1993, Multi-source performance appraisal: an empirical and methodological note, Public Administration Quarterly, Vol. 17, No. 1
Clark, K., 2011, Advantages and disadvantages of performance appraisals, ZeroMillion, http://www.zeromillion.com/business/advantages-and-disadvantages-of-performance-appraisals.html last accessed on March 7, 2011
In this context, a question is being posed relative to the measures which could be taken in order to increase employees' on the job satisfaction and reduce the high turnover rates. The following strategies could be implemented in both Hong Kong vehicle companies, as well as within all companies facing the challenges of high employee turnover rates. Yet, what should be remembered is that the following suggestions are merely theoretical and that they should be customized to fit the specific particularities of each separate entity. These being said, the suggestions to improving employee retention are as follows:
Increasing salaries; higher wages will generally determine people to be more committed to the job and to the employer
Offering other financial incentives, such as premiums and bonuses; these should be offered based on performances, but also based on efforts
Offering various non-financial incentives, such as flexible working schedules or the organization of…
Boyd, C., 2003, Human resource management and occupational health and safety, Routledge, ISBN 0415265908
Droege, S.B., Hoobler, J.M., 2003, Employee turnover and tacit knowledge diffusion: a network perspective, Journal of Managerial Issues, Vol. 15, Issue 1
Han, P., 2008, Survey: Employers in China face worst staff turnover rate in Asia, Embassy of People's Republic of China in the United States of America, http://www.china-embassy.org/eng/xw/t401165.htm last accessed on February 23, 2010
Nothing is really work," states an old adage, "unless you would rather be doing something else."
In today's times of economic uncertainty, rapid employee turnover and more trade union disputes, the issue of worker satisfaction has become even more important. In addition to salary, many workers point to the need for a good quality of worker life. They need to feel that their personal needs are being met in their professional careers.
This paper examines factors which relate strongly to worker satisfaction. These factors include greater communication, opportunities for advancement and a sense that their work is "meaningful." In the last part, the paper also makes suggestions regarding how employers can both ensure motivation on the job and address factors that give rise to job dissatisfaction.
The question of employee satisfaction has come to gained greater attention especially in this new century. A survey commissioned by the Pitney…
Bodek, Norman. "The quality of work life." Industrial Engineer. March 2003. Proquest Database.
Giving employees meaningful work is the best way to keep them." New Hampshire Business Review. December 1, 2000. Proquest Database.
Greater expectations." People Management. September 11, 2003. Proquest Database.
Legal Environment/Total ewards: A Changing Landscape
In the race for profit, employee pay has traditionally been seen by businesses as a competitive liability, and the trend for much of the 20th century was for employers to search for the cheapest, most efficient labor to protect their bottom line. Because of this approach, the U.S. government took several steps during the 20th century to protect employees from extortionary measures by employers to drive down wages and drive up productivity. However, as Chen and Hsieh point out in their 2006 article "Key Trends in the Total eward System of the 21st Century," recent decades have seen a dramatic shift in the way that corporations and human resources professionals view the issue of employee pay. Instead of being viewed as a liability, employee pay is increasingly being seen in a positive light, as a method for securing top talent, stabilizing turnover, and motivating…
Atkinson, W. (Nov 2009) Filling in around the edges. HR Magazine, Vol. 54, Iss. 11, 55-59.
Bohlander, G. & Snell, S. (2010) Managing Human Resources. Mason, OH: Cengage Learning.
Chen, H. & Hsieh, Y. (Nov/Dec 2006) Key trends of the total reward system in the 21st century. Compensation and Benefits Review, Vol. 38, Iss. 6, 64-72.
Simon, T., Traw, K., McGeoch, B., & Bruno, F. (Summer 2007). How the final HIPAA nondiscrimination regulations affect wellness programs. Benefits Law Journal, Vol. 20, Iss. 2, 40-45.
Employee satisfaction might be one of the most difficult measures in management to quantify. There are so many ways to judge this factor, from self-evaluation to independent evaluation to more concrete numbers like productivity, which has been linked to job satisfaction.
There is no industry-wide standard for assessing employee satisfaction, and yet it is one of the most important factors in a successful work environment. This paper will explore the influence of an individual's personality and character traits on their job satisfaction; instead of seeing job satisfaction as a result of outside influences, I hypothesize that an employee's individual personality and attitude are important factors in his or her job satisfaction. That is to say, an employee who is otherwise unhappy and gloomy will most likely not be happy in his or her workplace either, and conversely, an employee with a positive outlook and an upbeat personality will be satisfied…
Morrison, Reese, "How In-House Managers Can Profit from Diverse Satisfaction Surveys," Of Counsel, 21:3, 2002.
Bernthal, Paul. "Measurement Gets Strategic," T& D, published by American Society for Training and Development, May 2005.
"Management Communication: Unlocking Higher Employee Performance," Communication World, March-April 2005, pp. 18-22.
Employee Privacy Torts
Issues relating to employee privacy have been at the forefront of businesses for many years. This has been fuelled by the dynamic workplace which changes constantly and also by employees and employers being more litigation-conscious. Technology has also spurred on employee privacy issues with e-mail and the internet being related to heightened concerns about vulnerability of employers to litigation. Many employers have thus exacerbated their concerns relating to employee privacy and especially monitoring of employee behavior. Employee privacy is respected in many of the large corporations. However, there still exist some breaches in employee privacy. Small business owners are at most risk as a result of their increased monitoring practices and close employer-employee interaction.
oberson v. ochester Folding Box Company
One of the major cases that brought employee privacy to the limelight was oberson v. ochester Folding Box Company
Franklin Mills Co. decided to appeal…
Anderson v. City of Philadelphia, 845 F. 2d 1216 (1988).
Borse v. Piece Goods Shop, 963 F.2d 611 (1991).
Burlington Industries, Inc. v. Ellerth, 524 U.S. 742 (1988).
City of Ontario v. Quon, 130 S.Ct. 2619, 560 U.S. (2010).
Employee Customer Service Training
New Employee Customer Service Training Plan
Justify the use of a needs assessment of your company's proposed employee customer service training, stressing five (5) ways in which such an assessment would expose any existing performance deficiencies.
The employees of an organization act like the 'driving force' which can either lead the organization towards success or can turn out to be the cause of its failure. A company's progress not only depends on an employee's individual performance but the way these employees communicate with the customers has its own significance. Thus, in order to run a successful organization, it is quite essential to monitor the correlation between the outcomes and the employees' input on a regular basis. To ensure employees' effectiveness, organizations usually remain concerned about training their employees.
Training means a methodical intentional process of changing behavior of organizational members in a direction which contributes to…
Eisenberger, R., Rhoades, L. & Cameron, J. (1999). Does pay for performance increase or decrease perceived self-determination and intrinsic motivation? Journal of Personality and Social Psychology, 77, 1026-1040.
Gerow, J.R. (1997). Psychology -- An Introduction. 5th Edition. New York: Longman.
Hinrichs, J.R. (1976). Personnel training. In M. Dunnette (Ed.), Handbook of industrial and organizational psychology. Skokie, IL: Rand MsNally.
Miller & Osinski (1996). Training Needs Assessment. Retrieved November 18,
Employee Handbook Privacy Section
ABC Widget Company: Employee Handbook Privacy Section
What privacy rights issues should be addressed?
In the Age of Information, there are increasing concerns being voiced about what can legitimately be expected to be kept private, and how these issues affect employees' rights in the workplace. According to Hayden, Hendricks and Novak (1990, most adults spend approximately one-half of their waking hours in the workplace today, and it is therefore not surprising that employment practices affect a broad range of privacy rights. With the sole exception of polygraph ("lie-detector") testing, there are not many areas of workplace activities that are addressed by the U.S. Constitution or national privacy laws. As a result, employers in the United States have a great deal of flexibility in collecting data on their employees, regulating their access to personnel files, and disclosing the contents of employee files to those outside the organization.…
Backer, T.E. & O'Hara, K.B. (1991). Organizational change and drug-free workplaces:
Templates for success. New York: Quorum Books.
Hayden, T., Hendricks, E. & Novik, J.D. (1990). Your right to privacy: A basic guide to legal rights in an information society. Carbondale, IL: Southern Illinois University Press.
Muhl, C.J. (2003). Workplace E-Mail and Internet Use: Employees and Employers Beware An
The future that is fast heading our way is often thought to be associated with creative technologies and businesses that do online services. But this is definitely not the full picture. Many traditional businesses are also being impacted in regard to what will be expected about some of their core operations, including in regard to how they treat and motivate their employees. Basic manufacturing is no different. In order for companies like ours to be ready for the future, we have to look seriously at the ways in which we recruit employees and keep them here once they sign on. With 120 employees whose skills encompass a broad range of talents -- some basic skills others tied to quite sophisticated technological abilities -- we have the chance to position ourselves to be ahead of the curve as the entire field of payment, rewards and recognitions is examined yet…
Barton, H. And Laux, J. (2010). Executive pay inefficiencies in the financial sector. The Journal of Applied Business Research. Vol. 26, No. 4.
Carpenter, S. (2007). Design the right compensation plan for your business. Entrepreneur. Retrievable from http://www.entrepreneurship.org/en/resource-center/design-the-right-compensation-plan-for-your-business.aspx .
CompuData Surveys (2009). The real effects of today's economy on the manufacturing industry. Retrievable from http://www.compdatasurveys.com/Files/News/Manufacturing%20Whitepaper.pdf .
Scott, D. And McMullan, D. (2010). The impact of rewards programs on employee engagement. WorldatWork. Retrievable from http://www.worldatwork.org/waw/adimLink?id=39032 .
Piney Woods Hospital
Satisfaction is the pivotal problem for Piney Woods Hospital to address. Satisfaction across all stakeholders has a substantive impact on the other key challenges the hospital is facing. When customers are satisfied with the service and care they receive at hospital, they let others in the community know about it. When hospital employees are satisfied, they provide superior hospital services. When physicians are satisfied, they provide excellent medical care. It is an obvious and intractable cycle. Further, levels of satisfaction are indicators of other symptoms or successes regarding the operations of the hospital and its relationship to the community. This paper will focus on the challenges of increasing patient and employee satisfaction within the Emergency Department at Piney Woods Hospital.
The health care industry has in common with other service industries the pivotal importance of employee engagement on the customer-facing -- or patient-facing, as the case may…
Atkins, P.M., Marshall, B.S., and Javalgi, R.G. (1996), Happy employees lead to loyal patients, Journal of Health Care Marketing, 16, 4, 14-23.
Brown, C.L. (2002), A theory of the process of creating power in relationships, Nursing Administration Quarterly, 26, 2, 15-33.
Cunningham, P. (2011, May11). Nonurgent use of hospital emergency departments. Center for Studying Health System Change (HSC) [BEFORE THE U.S. SENATE Health, Education, Labor and Pensions Committee Subcommittee on Primary Health and Aging Hearing on ?Diverting Non-urgent Emergency Room Use: Can It Provide Better Care and Lower Costs?]. Retrieved http://hschange.org/CONTENT/1204/1204.pdf
Electronic Health Records Overview (2006, April). National Institutes of Health National Center for Research Resources.
four financial services organizations have approached the work-life balance agenda and examines the fit between the organizational intentions for work-life policy and actual outcomes for both organizations and employees and found that what managers were being asked to achieve in the business was often incompatible with formal work-life policies (Wise & ond, 2003).
A human resources professional was interview from a local firm that employed a wide range of different employees that were performing organizational functions at different levels. The manager was responsible for a large number of employees and has a significant amount of experience with work-life initiatives. The human resource manager had somewhat mixed emotions about implanting such policies with many employees. He had both good experiences with a work-life program as well as a number of negative experiences. He seemed to think that the positive ones were about equal to the negative ones.
The problems with…
Akdere, M. (2006). Improving Quality of Work-Life: Implications for Human Resources. The Business Review, 173-177.
Al-Qutop, Mohi-Adden, Y., & Harrim, H. (2011). Quality of Worklife Human Well-being Linkage: Integrated Conceptual Framework. International Journal of Business and Management, 193-205.
MacDermid, S., & Wittenborn, a. (2007). Lessons From Work-Life Research for Developing Human Resources. Advances in Developing Human Resources, 556-568.
Perry-Smith, J., & Blum, T. (2000). Work-family human resource bundles and perceived organizational performance. Academy of Management Journal, 1107-1117.
It is common for people to travel far and wide for employment opportunities. It is a difficult task not just for the workers but their families as well. The living conditions, health sanitation and many other difficulties often cause these individuals to regret their choice and quit the job. The paper highlights the expatriate issues and the significant and life altering role that H can play in this respect.
It is very important to understand what exactly an Expatriate Employee is before matters like: problems faced by them and the reasons for their high turnover rates are delved into.
In simple terms the word 'expatriate' refers to any person working in a country other than his or her native or birth country. This individual could be employed by one of their native 'Multi-national Corporations' and then selected to represent them abroad, in which case they can also be…
Expatriate Law and Legal Definition (2012). U.S. Legal. Retrieved June 7th from http://definitions.uslegal.com/e/expatriate/
Gross, A (1997). Pacific Bridge Incorporated: Human Resource Issues in Southeast Asia. Retrieved June 7, 2012, from http://www.pacificbridge.com/publications/human-resource-issues-in-southeast-asia/
Jones, S (2000). Oxford Journals; Medical Aspects of Expatriate Health: Health Threats. Retrieved June 7, 2012, from http://occmed.oxfordjournals.org/content/50/8/572.full.pdf
Lockwood, N. R (2006). Maximizing Human Capital: Demonstrating HR Value with Key Performance Indicators. Retrieved June 10, 2012, from http://www.brock.dk/fileadmin/user_upload/brock/pdf/kursusafd/SHRM/Maximizing_Human_Capital.pdf
As Moore and Anderson emphasize, "Another driver is that distance education students have as much right to expect effective library services as traditional on-campus students. Therefore, services have been enhanced to ensure easy access and equitable delivery of resources and services" (p. 384).
Clearly, then, although the mission of many university libraries to provide the resources and tools students need to achieve successful academic outcomes has not changed in substantive ways in recent years, technological innovations have demanded that they transform the manner in which they achieve these missions. A survey of university librarians conducted by Moore and Anderson (2003) determined that, "y far the major thrust of the libraries surveyed was the inclusion of information literacy skills into the curriculum, either imbedded into the discipline-specific information or as assessable tests within foundation or first-year subjects" (p. 382). The provision of these types of services, Moore and Anderson suggest, may…
Droege, S.B. And J.M. Hoobler. 2003. "Employee turnover and tacit knowledge diffusion: A network perspective." Journal of Managerial Issues, 15(1): 50.
Finnegan, R.P., F.D. Frank and C.R. Taylor, C.R. 2004. "The race for talent: Retaining and engaging workers in the 21st century." Human Resource Planning 27(3): 12.
Milgate, Michael a. 2004. Transforming Corporate Performance: Measuring and Managing the Drivers of Business Success. Westport, CT: Praeger.
Phillips, Jack J. 2005. Investing in Your Company's Human Capital: Strategies to Avoid Spending Too Little -- or Too Much. New York: AMACOM.
In the contemporary business world, employee performance is a fundamental determinant in the attainment of organizational goals and objectives. For this reason, organizations come up with various ways of motivating their workforce so as to ensure there is a high employee performance. Work life balance is a largely significant observable fact that is of considerable concern to different employees in an organization. In delineation, work life balance is expediting and fast-tracking between one's work, which encompasses career and aspiration and one's lifestyle, which encompasses health, leisure and family. This goes beyond emphasizing on the work role and personal life of individuals. It also influences the social, mental, financial and psychological welfare of the individual (Obiageli et al., 2015). This essay will assess the statement as to whether work life balance has a positive outcome for the organization and also for the employees.
Outcome for Employees
One of the positive outcomes…
Hyde reported, however, that part-time professionals tend to accept negative perceptions as part of the territory; they are often willing to accept their marginalised status when they are voluntary part-timers. It is a trade-off they are willing to make for the reduced schedules they choose for whatever reason.
Unfortunately, flexibility for the part-time employee may not always be viewed as flexibility from the viewpoint of the employer. With respect to part-time employees on the police force in the UK, for example, Hyde (2008) found that managers had considered working with part-timers to be an inflexible arrangement, citing difficulties with communication, continuity, and scheduling. Hakim (cited in Hyde 2008) argues that women who choose to work part-time have limited career aspirations and low work-commitment. Although Hakim interviewed women for whom this was the case, pursuing part-time careers with the police force but as a lower priority than home and family, Hyde…
Baillie-Ruder S. 2004, 'Sweet devotion', Profit 23, pp. 44-51.
Benson GS 2003, 'Examining employability: effects of employee development on commitment
commitment and intention to turn over', Academy of Management Proceedings, pp. C1-
Modern business has now fully integrated computer technology and Internet connectivity within the professional business environment, but has been comparatively slow to adapt the new reality that many professional business functions are fully capable of being conducted from the home, for at least some significant portion of the typical office employee's work week.
Is it possible to increase employee motivation by providing increased employee input into factors that normally are not subject to employee preference in the professional business environment? Specifically:
To what extent would greater autonomy and individual choice of work shift hours and structure (length of shift, work hours, etc.) improve employee motivation while at work?
To what extent would the opportunity to work from home improve employee satisfaction and therefore, motivation at work?
To what extent is the prospect of improving employee motivation through implementation of greater autonomy in relation to work shift structure and…
Employment otivation and Engagement: How to Recruit and Retain Top-Quality Talent in a Competitive arketplace
Because employee performance and productivity are closely aligned with corporate profitability, there has been a great deal of research over the years concerning optimal approaches to motivating people in the workplace. The analysis of what motivates people to perform to their maximum effort, though, has becoming increasingly complex as the result of a growing number of theories concerning the antecedents of motivation and optimal job performance and motivational methods to achieve it. While the debate concerning which motivational approaches produce the best results continues, there is a consensus among organizational behavior researchers that pay ranks among the top factors that include employee motivation, perhaps the overarching factor in most cases. Despite these findings, studies have shown time and again that money talks when it comes to employee motivation. When people become convinced that their efforts…
Murphy, C., Ramamoorthy, N., Flood, P. & MacCurtain, S. 2006, July 1. Organizational Justice Perceptions and Employee Attitudes among Irish Blue Collar Employees: An Empirical Test of the Main and Moderating Roles of Individualism/Collectivism. Management Revue, 17(3), 329.
What is the relationship between individual characteristics and job satisfaction?
Individual characteristics, or sometimes referred to as attitudes or behavior, are related to job satisfaction in the sense that they help in defining the goal of an individual within his job. Such goals, defining by the way of how they are achieved, can be used in turn as measures in defining job satisfaction.
The differing characteristics of individuals affect their job satisfaction. For instance, there are those who are positive thinkers and goal achievers, in that despite of the challenges in their job, they remain optimistic. This then causes them not to feel too many negative views about their jobs. Thus, when asked to rate the level of their job satisfaction, they are most likely to say that they are satisfied. On the other hand, there are those who have low fighting spirit. When faced by challenges, they easily…
Managing Job Satisfaction.
Retrieved on 30 Nov 2004, from Bavendam Online.
Web site: http://www.employeesatisfactions.com/
takeholders I might seek input from takeholders are defined as "those key individuals (or groups of individuals) who have an influence over either decision-making or implementation (or both) either directly or indirectly, overtly or covertly" (Begun & Heatwole, p.25). They can be a wide array of individuals, groups, and/or organizations. These are usually individuals within the organization who are decision makers or who are associated with key issues and/or actions being considered.
takeholders may be both external and internal to the organization and with the community health care system -- as in this case -- they may certainly include state and local governments, as well as certain research and pharmaceutical agencies. If implemented wisely, the input of these stakeholders can assist with decision-making.
The concerns for each stakeholder
With stakeholder analysis, I would adopt a retrospective approach where my objective would be to uncover past experience, processes, and patterns (Brugha…
Begun, J. & Heatwole, K.B. Strategic Cycling: Shaking Complacency in Healthcare Strategic Planning, in Health Services Management, a.R. Kovner and D. Neuhauser, Editors. 2001, Health Administration Press: Chicago.
Brugha, R. & Varvasovszky, Z. Stakeholder Analysis: A review. Health Policy and Planning, 2000. 15(3): p. 239-246.
Chaudron, D. Assessing and Improving your Organization, Organized Change Consultancy, Retrieved on 1/12/2011 from: http://www.organizedchange.com/assess.htm
Eicher, J., Performance Improvement Global Network Chapter Retrieved on 1/12/2011 from: www.pignc-ispi.com
Some of the above options (especially on-site daycare) can be provided at a minimal cost to Calls-R-Us.
Another method of increasing employee satisfaction (and in turn, productivity and retention) is to give employees more autonomy-in the form of flexible schedules or a compressed workweek (Schmidt 299). Allowing employees to select their own schedules-if even by half an hour each shift-gives them more flexibility in their personal lives, increases their job satisfaction, and in turn, makes them more likely to stay and perform better.
These options (direct benefits and flexible schedules) will quickly translate into higher levels of employee satisfaction at Calls-R-Us, meaning that employees will be more likely to remain in their current positions. This stability will increase productivity and, soon after, profits.
Alonzo, Vincent (2000). "Throwing Money Away," Incentives 174(8), 8-8.
Schmidt, Diane E. And Duenas, Gilbert (2002). "Incentives…
Alonzo, Vincent (2000). "Throwing Money Away," Incentives 174(8), 8-8.
Schmidt, Diane E. And Duenas, Gilbert (2002). "Incentives to Encourage Worker-Friendly Organization," Public Personnel Management, 31(3), 293-309.
eward System and Employee Needs Assessment
Employee values and expectations vary from individual to individual, though there are some universal values and expectations that might be generalized to employees across most industries. Among these more generalized expectations include the desire for good pay and benefits, job security and work life balance opportunities.
When developing a reward system it is vital that the organization incorporate these universal employee values and expectations into the reward system so that the outcome of the system is beneficial for the employees involved. It is also in the best interests of organizational planners to assess individual employee values and motivations in order to devise a reward and recognition program that focuses on independent employee needs rather than lumping all employees into the same category. These ideas and more are explored in greater detail below.
Good employee relations and subsequent reward systems are contingent on the ability…
Champion-Hughes, R. "Totally integrated employee benefits." Public Personnel
Management, 30(3), 2001: 287.
Denton, K. "Recruitment, retention and employee relations: Field tested strategies for the 90's." Westport: Quorum Books: 1992
Moses, B. "6 degrees of motivation." Black Enterprise, 31(4), 2001: 155
managers want a healthy and effective workplace. To ensure this, you attempt to hire the right workers and to retain these workers. In order to retain these workers, they need to motivate them. This is particularly so since organizational excellence necessitates employee well-being and to achieve this, you need to motivate your employees. Employees, being individuals, are however motivated in different ways. This is where the Work recognition programs have come into existence and proved popular. The question is: are they effective?
Employee attrition is at an all-time high in the rapidly changing world of today. Being too that the business world is unprecedented in its competitiveness, managers want to not only hire the right employees, but also retain them. This is particularly so since employees may be easily wood by a job that offers opportunities of better pay or promotion, and their current company cannot compete in these…
Grawitch, Matthew J.; Gottschalk, Melanie; Munz, David C. (2006) The path to a healthy workplace: A critical review linking healthy workplace practices, employee well-being, and organizational improvements. Consulting Psychology Journal: Practice and Research, Vol 58(3), 129-147.
Manzoor, Q. (2012). Impact of Employees Motivation on Organizational Effectiveness. Business Management & Strategy (BMS), 3(1), 1-12.
Worldatwork, (2008) Trends in employee recognition http://www.worldatwork.org/waw/adimLink?id=25653
Whitney, M. M (2011). Morgan, Brown & Joy, LLP. Employee Recognition Programs.
smaller company offer competitive benefit packages employees competing talent large corporations? FYI - School text book The Handbook Employee Benefits, Seventh Edition Jerry S.
Competitiveness of employee benefits in small size enterprises
The global economy is still striving to overcome the tremendous pressures of the economic recession that began in 2007 in the American real estate sector and soon expanded to the rest of the sectors, as well as the rest of the countries. The means in which each country or sector overcome the recession differ from one region to the other and the differences are due to elements such as fiscal policies, strength of the economic sector or the threshold for risk. Generically, more protective countries have proven better able to overcome the threats of the crisis (Bernitz and inge, 2010).
Despite the domestic particularities of each region, fact remains that overcoming the crisis should be a global effort…
Berniz, U., Ringe, W.G.. (2010). Company law and economic protectionism: new challenges to European integration. Oxford University Press.
Dyer, W.G., Dyer, W.G., Dyer, J.H., (2010). Team building: proven strategies for improving team performance. John Wiley and Sons.
Kess, S., Weltman, B. (2005). Individuals and small business tax planning guide. CCH.
Khan, J. Soverall, W., (2007). Gaining productivity. Arawak Publications
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 nonprofit's mission requires staff training (that includes volunteers) at all levels and in all skills. Human resource development is the only way to sustained viable programming. That makes training an intrinsic component of strategic management, the very best means to changing the skills, knowledge and attitude of staff" (Chehade and Jassemm, 2010).
Employees in the not-for-profit sector often accept the lower salary in exchange for several other non-financial benefits, like the training opportunities, but also for benefits such as flexibility…
Anheier, H.K., 2003, Work in the non-profit sector: forms, patterns and methodologies, International Labor Organization
Boyd, C., 2003, Human resource management and occupational health and safety, Routledge
Brown, H.H., Ruhl, D.L., 2003, Breakthrough management for not-for-profit organizations: beyond survival in the 21st century, Greenwood Publishing Group
Buhler, P., 2002, Human resources management: all the information you need to manage your staff and meet your business objectives, Adams Media
Ethics Training for Employees
"ecently we have become aware of massive fraud and abuses that are tolerated and even encouraged by executives in large and formerly reputable organizations" (Lee, 2004). The Enron scandal sent ricochets through corporate America, causing literally thousands of people to lose their jobs and sending a major city into a deeper recession than that experienced by the rest of the country. Even seemingly minor corporate scandals have had a tremendous impact on both corporate America and on consumer confidence in corporations. One need only look at the recent media fury surrounding Martha Stewart's recent release from prison to realize that corporate misbehavior is the hot-button issue of the day. As evidenced by the abundance of "Free Martha" t-shirts, the negative impacts of corporate ethical issues are not always apparent on the surface. However, the fact is that abusive and illegal practices that have been permitted, and…
Joseph, J., Wan Veer, L., and McFadden, A. (2004). Ethics in the Workplace. Retrieved 12 Mar. 2005 from Executive Update Online
Web site: http://www.gwsae.org/executiveupdate/2000/october/ethics.htm
Lee, W. (2004). Ethics: Compliance vs. Commitment. Retrieved 12 Mar. 2005, from Society for Human Resource Management
Web site: http://shrm.org/hrresources/whitepapers_published/CMS_011027.pdf
diversity of employees and the increased constraints on businesses such as international competition and an increasingly fast-paced environment, it is more important than ever that companies have a strong management team in place that promises the results required for success. This necessitates employees that are motivated and satisfied with their work.
All personnel are motivated by a desire to fulfill key specific needs that are essential to the well being of humans in general. It is important that these needs be met for the employees to accomplish their work in the best way possible. According to theorist Abraham Maslov, who designed a needs hierarchy in the mid-1940s, it is necessary to satisfy both physiological and safety needs to fully motivate a person.
Maslov (1968) grouped human needs into five separate categories, from bottom to top: Physiological needs that include the basic human physical requirements such as warmth, shelter, food and…
Chawla, S. & and Renesch, J. (Eds.) (1995) Learning organizations: Developing cultures for tomorrow's workplace. Portland: Productivity Press.
Heller, R., & Hindle, T. (1998) Essential manager's manual. New York: DK Publishing.
Herzberg F., Mausner F. & Snyderman B. (1959) The motivation to work New York:
Employee motivation is a factor emanating from commitment and creativity to allow workers to pursue work-related goals. One of the continuing challenges at workplaces, especially for managers and supervisors, is employee motivation. It mostly happens in work environments with no emphasis on employee satisfaction as part of a company’s strategy. Managers and supervisors should recognize their powers to draw forth the best that employees can offer. All employees should feel recognized, motivated, rewarded and supported for them to work efficiently. As a manager or supervisor, no work environment always supports individual efforts geared towards motivating employees to work hard. Even the most supportive work environment is capable of posing challenges when it comes to improving the motivation of employees. However, employers can still create appropriate environment for enhancing employee motivation.
Techniques to Improve Motivation of Employees
Employers need to communicate with employees effectively and responsibly. All employees want…
organization is now facing is the employee problems and concerns that emerged from the immediate turn-over of the West Coast operations to our organization after it has closed down. The closure of the West Coast loan center resulted to increased volumes of loans everyday, which inevitably increases the workload, pressure and stress for the employees. It becomes evident that the primary concern of the organization at present is not the increased workload or turn-over of loans, but the increased discontent among the employees, and their inability to adjust to these changes in the organization.
The main problem, as mentioned earlier, is the increasing level of stress while at the same, morale among employees is decreasing. Cause of the problem or forces of influence that may have induced employees to respond inappropriately to stress (leading to low morale) are pressure from the management, increased workload, fear of losing job, and lack…
On the other hand, Harris suggests that some observers believe high turnover among employees is "not only inevitable, but also desirable… [because] employee mobility within the industry promotes workforce flexibility, allowing employees to acquire and develop new skills as they move through different organizations" (73). Harris takes it one step further when he reports that the "acquisition of transferable skills" has a powerful appeal to the "entrepreneurial aspirations of hospitality employees." Hence, Harris points out on page 73, "turnover is actively encouraged" by some leaders in the hospitality industry, along with ambitious workers, because this high turnover practice helps to "…create future managers for the industry." Moreover, turnover can be seen as a positive dynamic because "new ideas" are thus brought into the workplace -- as a way to "prevent stagnation in creativity" -- although in reality HR managers are often loathe to see highly energized, talented staff leave the…
Altarawneh, Lkhlas, and Al-Kilani, Mohammad H. 2010. Human Resource Management and Turnover Intentions in the Jordanian Hotel Sector. Research and Practice in Human Resource Management, vol. 18, 46-73.
Andrews. 2004. Sales & Marketing: A Textbook for Hospitality Industry. India: Tata McGraw-Hill Education.
Furunes, Trude. 2005. Training Paradox in the Hotel Industry. Scandinavian Journal of Hospitality and Tourism, vol. 5, 231-248.
Harris, Peter. 1998. Accounting and Finance for the International Hospitality Industry. Maryland Heights, MO: Butterworth -- Heinemann.
Human esource within the Company
Human resources: Luke & Associates
Three of the most critical ways in which a human resource department can leverage a competitive advantage for an organization is through the processes of recruitment, retention, and continuing development of new employees. Particularly given the technical demands of Luke & Associates, it is critical that Luke uses innovative strategies to recruit top-flight employees. Successful IT companies such as Google have made recruitment a critical part of their business strategy. For example, "in order to find the right people for the company, Google typically gets candidates to go through four rounds of interviews…During one or more of the interviews, Google presents candidates with a problem and asks them to solve it" (Shead 2014). Google makes a considerable investment in finding the right employees because the cost of having a bad employee far outweighs the expense of finding a good…
Kessler, S. (2010). How to start a mentoring program. INC. Retrieved from:
Luke & Associates, Inc. (2015). Luke. Retrieved from:
employee rewards has been increasingly brought to the forefront. This is because globalization is creating a shift in how firms are operating by requiring the utilization of specialized skills. These individuals are necessary for a firm to be able to adjust with changes inside the marketplace and new competitors. As a result, a number of organizations have begun focusing on transforming compensation strategies to address these needs. To fully understand how this is occurring requires focusing on: the way this can improve competitive compensation plans, how they are tied to specific jobs, the effectiveness of an equity-based rewards system, the key factors for integrating this model with traditional rewards programs and providing recommendations that will streamline these initiatives. Together, these elements will provide specific insights as to how a firm can improve their competitive compensation strategy. (Wilson, 2003, pp. 1 -- 15)
Innovations of Employee Benefits
Innovations in the type…
Bauer, T. (2005). Enhancing Career Benefits. Personal Psychology, 58 (4), 859 -- 891.
Griffin, R. (2012). Management. Mason, OH: Cengage.
Kamery, R. (2005). Job Content Salary Surveys. Proceedings of the Academy of Legal, Ethical and Regulatory Issues, 9 (1), 49-76
Shin, J. (2005). Corporate Governance Reform. Journal of Business Ethics, 62 (2), 101 -- 113.
employee commitment for Anisha Bank. Total respondents are 600 who consist of 400 males and 200 females. The personal data of respondents are revealed in Table 2, and Fig 1.
Fig 1: Age Groups of Respondents
The data in the Fig 1 reveals that the largest number of respondents is within the age group between 44 and 50. Followed by the age group between 37 and 43. There is no respondents within the age groups 20 or under, 51-56, and over 60.
The employee commitment survey results in Table 1 are categorized as follow:
Participating in Decision Making
Based on the survey results, larger percentages of respondents disagree with the questions posed on participation decision making. However, larger percentages of respondents agree and strongly agree with the survey questions on job involvement, stress, administrative climate and organizational commitment. (The results of…
The purpose of this research is to investigate customer's loyalty throughout the dimensions of satisfaction, trust and commitment for mobile phone industry in Bangkok, Thailand. In addition, this research also provides practical knowledge which customers are dissimilar in satisfaction and look for different levels of relationship with mobile phones. To sum up briefly, it is completely useful for marketers to comprehend which paradigms affect customers to create good relationship with companies in order to sustain the customer's loyalty.
These are research objectives which are needed to be accomplished in order to reach the above research aim which are stated as following:
To study the relationship marketing to the mobile phone industry in Thailand.
To study the customer satisfactions factor to the mobile phone.
To identify the relationship between various component satisfaction and trust.
To identify the relationship between various component satisfaction and commitment.
To identify the…
Bailey, S. And D.E. Schultz. (2000). "Customer/Brand Loyalty in an Interactive Marketplace." Journal of Advertising Research, 40(3), p. 41.
Bruhn, M. (2003), Relationship marketing: management of customer relationships, Pearson Education, UK.
Chung, Sungmi and Mike Sherman. (2002). "Emerging Marketing: Companies Don't Need State-of-the-Art Tools, Huge Volumes of Customer Information, and Armies of Experts to Use Continuous-Relationship Marketing Effectively." The McKinsey Quarterly, p. 62.
Churchill, G.A. And Iacobucci, D. (2005), Marketing Research: Methodological Foundations, 9th edition, Thomson, USA.
A very important point is that online learning can be done individually or in groups (for example video conferences).
6. In general, in order to make a career choice one should be informed about the world of professions. Information about the profession that appears the most interesting and appropriate should be gathered. If possible, it would be important to read interviews or talk to people with similar jobs for a more accurate and realistic image. Another important part in a career choice is to assess individual strengths and weaknesses. Several personality tests are available for such a purpose (for example CPI - California Psychological Inventory, SDS - the Self-Directed Search questionnaire). For the persons in search for a career it is important to identify the skills they have and they most enjoy using. The career identified should be compatible with the interests and skills identified. In conclusion, a person who…
Drewes, G., Runde, B. (2002). Performance Appraisal, in Psychological Management of Individual Performance. Sonnentag, S. (Ed.) John Wiley & Sons, Ltd.
Fletcher, C. (2002). Appraisal: An Individual Psychological Perspective, in Psychological Management of Individual Performance. Sonnentag, S. (Ed.) John Wiley & Sons, Ltd.
K.J. Kennedy (2005). Evolution of Employee Benefits as Provided through the Internal Revenue Code, Retrieved from www.taxreformpanel.gov/meetings/docs/KennedyPresentation_fina_2.ppt
Hesketh, B., Ivancic, K., (2002). Enhancing Performance through Training in Psychological Management of Individual Performance. Sonnentag, S. (Ed.) John Wiley & Sons, Ltd.
employee absenteeism and attitudes. The writer explores the reasons for the absences and some of the ways that a company can promote attendance at work. There were six sources used to complete this paper.
The national economy is sluggish and for businesses to continue moving forward it is imperative that they continue producing at an acceptable rate without incurring many additional costs. One of the chief components to success in this venture is employee attendance. The employee absenteeism can cost the company funds from an already tight budget by way of lost manpower, or hiring temps. Temps generally are not going to be as fast as the employee because they have not been acclimated to the system at the company and if a temp is not brought in the missing employee slows the work schedule regardless of the position the employee holds. The arguments about what causes employee absenteeism abound…
Author not available, Employee absenteeism hits lowest rate in '90s-survey., Reuters Business Report, 08-26-1997.
JERRY WARD, CITY HALL BUREAU, ABSENCE MAKES CITY GROW POORER., The Edmonton Sun, 03-06-2002, pp 8.
SHARON LEM, WORK STRESS RUINING HEALTH., The Toronto Sun, 10-30-2000, pp 8.
JASON BOTCHFORD, SUN NEWS, STRESSING THE BOTTOM LINEWORKPLACE ABSENTEEISM COSTS COMPANIES BILLIONS., The Ottawa Sun, 03-18-2001, pp 48.
Ethical Implications of Employee Monitoring
In recent years information technology (IT) has transformed workplaces tremendously. For instance, employers worldwide have embraced the use of technology to monitor the activities employees engage in during working hours and to increase the amount of work done on online business platforms. This was largely influenced by findings from numerous studies that established that if left unsupervised, employees tend to waste a lot of time and resources online. In fact, one Survey by Websense reported that one third of employees used the internet for personal reasons, which translates to costs of about $85 billion in America due to lost work time (Papini, 2007). Some employees may also use company resources for their own gain, which violates the organization's rules and procedures and decreases their productivity. According to a study done by the Work Surveillance Project of the Privacy Foundation[footnoteef:1], of the 100 million online workers…
Papini, J.S. (2007). Big Brother: The Effect of Electronic Employee Monitoring on Electronic Misbehavior, Job Satisfaction and Organiozational Commitment. Ann Arbor, MI: ProQuest Information and Learning Company
Stanton, J.M. & Stam, K.R. (2006) The Visible Employee: Using Workplace Monitoring and Surveillance to Protect Information Assets-Without Compromising Employee Privacy or Trust. New Jersey: Information Today, Inc.
Weckert, J. (2005). Electronic Monitoring in the Workplace: Controversies and Solutions. Heyshey, PA: Idea Group Publishing
What guidelines related to empowerment were violated by Ken Hoffman? By Ruth Cummings?
If you were an outside consultant attending the meeting, what advice would you give Ken? What advice would you give Ruth?
Should this decision be made by you alone? Why or why not?
If you answered the question, "Should I involve others?" affirmatively, which alternative in Figure 8.2 should be used in making a decision? Justify your choice.
What are the most important considerations in deciding whom to involve in this task?
If others are to become involved, how much empowerment should they have? What would you do specifically to achieve the appropriate level of empowerment?
What guidelines related to empowerment were violated by Ken Hoffman? By Ruth Cummings?
As discussed in the case, Hoffman and Cummins seems to have both violated several of the informal guidelines that foster empowerment. The first case was…
The initial recommendation comes from the employee's direct supervisor and is then discussed with the general director and the payroll manager.
At the fourth stage, the performance review, the employee and his direct supervisor come once again face-to-face to discuss the outcome of the performance appraisal process. The employee is informed of the managerial decision regarding future remunerations, and a date for a new meeting is set. The new meeting will establish goals for the following year, ergo the cyclic characteristic of the appraisal system (Grote and Grote).
Aside for meeting the three scopes previously identified, performance appraisals also present the company with several benefits. For instance, they create a context in which the employee is introduced to his own core competencies and limitations, based on which he can better direct his future formation. Then, the employees take an active role in their own evaluation and get to know themselves…
Armstrong, S., Appelbaum, M., Stress-free performance appraisals: turn your most painful management duty into a powerful motivational tool, Career Press, 2003, ISBN 1564146863
Coens, T., Kenkins, M., Block, P., Abolishing performance appraisals: why they backfire and what to do instead, Berrett-Koehler Publishers, 2002, ISBN 1576752003
Falcone, P., Sachs, R.T., Productive performance appraisals, 2nd edition, AMACOM Div American Mgmt Assn, 2007, ISBN 0814474225,
Grote, D., Grote, R.C., the performance appraisal question and answer book: a survival guide for managers, AMACOM Div American Mgmt Assn, 2002
Employee Satisfaction Conclusion
In the hospitality industry, the primary product is the quality of service conveyed through a hotel's personnel. When said personnel harbor negative attitudes toward their employers, the likelihood is that the consequences will ultimately be felt by a hotel's guests. If this is so, Comfort Inn has a serious problem to address according to the concluded research. The literature evaluated and the survey-based research conducted on Employee Satisfaction at the limited service hotel reveals that entry level staff harbored largely negative attitudes toward the chain both in terms of the working environment and the quality of its hospitality.
Among the chief grievances cited by unhappy workers were a sense that the workplace was not a safe one in which to air complains or offer constructive criticism. This problem was compounded by a sense among employees that management was generally ineffective in maintaining day-to-day hotel operations. By contrast…
Motivational Theories for Various Employee Groups
The force that initiates certain behavior in a person is also called motivation. Motivational theories have been developed by researchers using various mechanisms like state of mind, basic needs, desires and goals of a person.
Two-Factor Theory (Herzberg)
The two-factor theory was published in 1959 by Herzberg after doing a research on the job attitudes for five years. Two different factors affect job satisfaction and job dissatisfaction, as the theory states. Thus, dissatisfaction and satisfaction should not be measured using the same continuum. The two motivating factors of the theory are motivation and hygiene factors. Motivation factors produce positive satisfaction to an employee, they are mainly intrinsic conditions e.g. responsibility, recognition, challenging work and achievement. Hygiene factors are extrinsic job conditions and absence of these results in job dissatisfaction e.g. working conditions, company policies, pay, supervision, job security, status and fringe benefits Sutaria, 1980()…
Gagne, M., & Deci, E.L. (2005). Self-Determination Theory and Work Motivation. Journal of Organizational Behavior, 26(4), 331-362.
Gratton, L.C. (1980). Analysis of Maslow's Need Hierarchy with Three Social Class Groups. Social Indicators Research, 7(1/4), 463-476.
Shore, T., Sy, T., & Strauss, J. (2006). Leader Responsiveness, Equity Sensitivity, and Employee Attitudes and Behavior. Journal of Business and Psychology, 21(2), 227-241.
Sutaria, R. (1980). Personality, Needs and Two-Factor Theory of Work Motivation. Indian Journal of Industrial Relations, 16(2), 219-232.
Life Balance in Effective Employee Management
Importance of Work-Life Balance
The purpose of this paper is to explain the importance of work-life balance in an effective management of employees in contemporary organizations. The paper constitutes a brief introduction to the concept and a comprehensive discussion on how a good work-life balance of employees increases their morale, motivation, and commitment which ultimately contribute towards their superior workplace performance and higher organizational productivity.
Work-life balance means how employees are able to split their time and energy to manage their personal and professional lives in such a fashion that neither of them is negatively affected by the other (Eikhof, Warhurst, & Haunschild 2007). Work-life balance allows them to give time to their family commitments, personal care, community participation, and other personal life activities along with fulfilling the demands of their professional life (Saxena 2009). It is the responsibility of employers to formulate policies…
Resources, 49 (3): 285-307.
Moore, T., Johns, R. & Johnson, C. 2006, "Work-Life Balance Experiences of Women in the Construction Industry," International Employment Relations Review, 12 (2): 67-78.
Pedersen, V. & Lewis, S. 2012, "Flexible friends? Flexible working time arrangements, blurred work-life boundaries and friendship," Work, Employment & Society, 26 (3): 464-480.
Robbins, S. & Coulter, M. 2006, Management. 8th Edition. U.S.: Prentice Hall
Saxena, P. 2009, Principles of Management: A Modern Approach, 1st Edition. India: Global India Publications
Motivating Today's Employees
With respect to motivating their workers, today's employers face different challenges than those of fifty years ago. Changes in the way business is conducted, an uncertain economic climate, new expectations of both employers and employees, and a growing and increasingly diverse workforce have made old rules and practices obsolete. Employers need fresh approaches to motivate employers in the 21st century.
Numerous studies have demonstrated that, given satisfaction with their financial compensation, employees are more motivated by non-monetary incentives rather than extra cash (Dewhurst, Gutheridge & Mohr). The economic crisis of the last several years has had a detrimental effect on the general morale of employees who may have legitimate concerns about job loss, cuts in benefits, reduced wages or hours, or failure to get raises or promotions. An economic downturn is precisely the time when organizations need their workers to be motivated and engaged, with the hope…
Dewhurst, M,, Guthridge, M, and Mohr, E. (2009). Motivating people, getting beyond money.
McKinsey Quarterly. Retrieved from http://www.mckinseyquarterly.com
Gautschi, T.F. (1989). Hawthorne studies: A workplace classic." Design News 455(20), 180.
Employees as Benefactors of Corporate Philanthropy
Corporate Social esponsibility
The Case for Employees as Benefactors of Corporate Philanthropy
The Case for Employees as Benefactors of Corporate Philanthropy
A United Auto Workers unionization vote recently made the news, in part because the vote was taking place in the Southeastern United States where conservative state legislators have historically treated organized labor with hostility, but what seemed to be most newsworthy about this event was that the corporation, Volkswagen, decided to take a neutral position (Paresh, 2014). The vote took place last week and workers at the Chattanooga, Tennessee plant decided to reject union membership by a narrow margin. The national news media also took note when several conservative Tennessee politicians remained true to their anti-union ideology by threatening to end subsidies for Volkswagen and to push production of a new vehicle to Mexico. Experts in labor law believed these threats were coercive…
"2012 Corporate Responsibility Report." (2013). Retrieved 22 Feb. 2014 from https://corporate.target.com/_media/TargetCorp/csr/pdf/2012-corporate-responsibility-report.pdf .
Barnett, M.L. (2007). Stakeholder influence capacity and the variability of financial returns to corporate social responsibility. Academy of Management Review, 32(3), 794-816.
Dennis, W.J. Jr. (2000). Wages, health insurance and pension plans: The relationship between employee compensation and small business owner income. Small Business Economics, 15(4), 247-63.
Fassin, Y., Van Rossem, A., & Buelens, M. (2010). Small-business owner-managers' perceptions of business ethics and CSR-related concepts. Journal of Business Ethics, 98, 425-53.
Human esources Management Employee Attitudes and Job Satisfaction
The research by Saari & Judge (2004) does lay the foundation of three specific gaps between the Human esources practice and the scientific research that support theories that provide insight onto how to properly integrate workers into a workforce to meet organizational goals and the mission. The gaps outlined by Sarri & Judge are below.
The Causes of Employee Attitudes
The esults of Positive or Negative Job Satisfaction
How To Measure and Influence Employee Attitude
The Causes of Employee Attitudes are a subdivided into core categories including Dispositional Influences, Cultural Influences, Work Situation Influences. The gaps are a function of these categories as the real job work environment is subject to differentiation and variation from the underlying theory. "In addition, one of the most important areas of the work situation to influence job satisfaction -- the work itself -- is often overlooked…
Sarri L.M., Judge T.A. (2004) "Employee Attitudes and Job Satisfaction" Human Resource Management Vol. 43, No. 4, Pp. 395-407. Wiley Periodicals.
2 of the respondents were self-employed and 11.2% of respondent were white-collar workers with 1.2% of respondents being blue-collar workers. The following chart shows the factor analysis results with VARIMAX rotation of traveler's perceptions of hotel attributes in the study of Choi and Chu (2000).
Factor Analysis Results with VARIMAX Rotation of Traveler's Perceptions of Hotel Attributes
Source: Choi and Chu (2000)
The following chart shows a 'regression analysis results of hotel factors according to Asian and Western travellers overall satisfaction levels.
Regression Analysis Results of Hotel Factors According to Asian and Western Travelers Overall Satisfaction Levels
Source: Choi and Chu (2000)
2.3.1 Definition of customer loyalty
Kandampully and Suhartanto (2000) define a loyal customer as "a customer who purchases from the same service provider whenever possible, and who continues to recommend or maintain a positive attitude toward the service provider" (p. 346).
2.3.2 Loyalty dimensions
Andreassen, Tor Wallin and Lindestad, Bodil (1998) Customer Loyalty and Complex Services: The Impact of Corporate Imagine on Quality, Customer Satisfaction and Loyalty for Customers with Varying Degrees of Service Expertise. International Journal of Service Management Vol. 9, No. 1, 1998. MCB University Press.
Bowen, John T. And Chen, Shiang-Lih (2001) the Relationship Between Customer Loyalty and Customer Satisfaction. The International Journal of Contemporary Hospitality Management. 13/5 2001. MCB University Press.
Kandampully, Jay and Suhartanto, Dwi (2000) Customer Loyalty in the Hotel Industry: The Role of Customer Satisfaction and Image. Vol. 12 Issue 6. International Journal of Contemporary Hospitality Management. Abstract Online available at http://www.emeraldinsight.com/Insight/viewContentItem.do;jsessionid=A7BB20EB4B5CF3B4A2F5E96AD85BD78B?contentType=Article&hdAction=lnkpdf&contentId=867348
Lindberg-Repo (nd) Word-of-Mouth Communication in the Hospitality Industry. CERS Center for Relationship Marketing and Service Management. Hotel School Cornell University. Online available at http://www.hotelschool.cornell.edu/chr/pdf/showpdf/chr/research/wordofmouth.pdf-my_path_info=chr/research/wordofmouth.pdf
Gender on Leadership Style and Employee Job Satisfaction
"The glass ceiling" emerged as a widely employed metaphor in the nineties to account for inaccessibility of organizational leadership posts for females. Even today, females continue to encounter a number of challenges when aiming for leadership positions (Ayman & Korabik, 2010). Research scholars recognize the broad significance of culture and situational contingencies as contextual factors governing leadership, whilst also presenting leadership or governance as a largely gender-neutral phenomenon. As of 2010, the labor force of the U.S. comprised of approximately 72 million women (aged 16+); i.e., 58.6% of American females above 16 years were employed, with 40% of the working female population either in professional or managerial roles (Jackson, Alberti & Snipes, 2014). In this paper, gender's impact on personnel job satisfaction and leadership approach will be studied, by reviewing scholarly literature on the subject.
Gender Impacts on Leadership Approach and…
To do this, her duties could be diversified, and her position modified in order to give her a greater sense of responsibility. One way to do this could be to appoint assistants whom Sue could train to handle her more elementary duties. She could then learn to assist some of the higher-level positions within the company and work her way towards a leadership position.
In today's democratic and equal society, the law protects workers in diverse workplaces. Indeed, democracy and equality in the workplace and society are two of the most important paradigms in the United States today. As a company that reflects the society it serves, it is the aim of WWW.toprovide its workers with optimal satisfaction and opportunities to realize their work related dreams. In order to do this, it is the manager's job to become familiar with all the legislation relating to workers, their protection and their…
organization 25 employees worked, em-ployed, a -employer organization . Using congruence framework, analyze organization 12 components model: history, environment, resources, & strategy (inputs); task, informal & formal organization, & individuals (throughputs); individual, group, & organizational outputs; feedback loop.
The congruence model as put forth by Nadler and Tushman (1980)
suggests that organizations need to have a particular degree of consistency and fit for twelve components in order to achieve success in their strategies. They define congruence as how well the various components within the organization fit together. This means that for any organization, the components that lead to the effectiveness of the model need to be of high quality in order to fit with the others. It can be argued that the congruence model suggests that inputs for the organization must match outputs through making an efficient transformation process and feedback loop. These are the four major categories…
Bessant, J., & Tidd, J. (2011). Innovation and Entrepreneurship: Wiley.
Grundy, T., & Brown, L. (2002). Strategic Project Management: Creating Organizational Breakthroughs. Hampshire: Thomson Learning.
Hellriegel, D., Slocum, J., & John W. Slocum, J. (2010). Organizational Behavior. Stamford, Connecticut: Cengage South-Western.
Mohapatra, S. (2009). Business Process Automation. New Delhi: Prentice-Hall Of India Pvt. Ltd.
Leaders have important roles at different ranks in organizations. A manager's leadership style has an effect on the work and attitudes of employees. Leaders ought to lead their subordinates in a manner that makes them happy to carry out their responsibilities. The thesis statement for the purpose is given as follows. "Any organization should aim to acquire and retain the best talent and effective leadership ensures that good employees are kept happy and satisfied at their positions." (Shagufta Parvenn & Adeel Tariq, 2012).
Gender and sex are often viewed as interchangeable terms. This is not correct as there are nuances to the meaning of each word. The World Health Organization's definition of gender encompasses the roles, activities, attributes and behaviors that the society appropriates to men and women. Sex, on the other hand, is physiological and biological characteristics defining men and women. Sex is denoted by 'Female or…
Employees' job satisfaction and success is tremendously influenced by managers. Studies show that men and women have varying preferences for the choice of the gender of their manager. Several studies have concentrated on this matter. Unfortunately, the outcomes of the studies are inconsistent. This paper, therefore, seeks to review past findings of research with the intention of exploring and casting light on the relationship between the variables in the modern workplace (Jackson, Alberti, & Snipes, 2014).
Effect of Gender on Leadership Style
Available research shows that men and women face different evaluation parameters in their leadership roles. Success in performance for a man is often attributed to the internal characteristics of the man and his skills and abilities. On the other hand, success for a woman is attributed to external factors that relate to a situation. These include the simplicity of the task or chance. There is a general perception…
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