High-Performance Work System The term high performance work system is used to describe a set of management practices that involves the creation of a conducive environment where the organization’s employees have greater responsibilities and involvement (Dessier, 2015). Primarily, a High Performance Work System is an amalgamation of concise work structure that is developed to capture employee input and the human resource practices that make this a possibility. Moreover, the High Performance Work System involves a range of processes that are aimed at maximizing employees’ knowledge base, commitment, skills, and flexibility in a rapidly changing workplace environment (Dessler, 2015). First the organization’s human resource practice that increases
Work instruction with technical jargon will not convince the employee for effective job performance. It better to have platform to the employee to speak up. Moring meeting, suggestion box
Employee involvement is essential for any company as they will have to meet the core values and goals of the shop. Employee involvement is creating an environment in which people have an impact on decisions and actions that affect their jobs. Staff are most enabled to contribute to continuous improvement and the ongoing success of their work organization ‘is to involve staff as much as possible in all aspects of work decisions and planning’ stated by Tannenbaum and Schmidt (1958) and Sadler (1970). More employee input and accountability can have vast effectiveness as technology is shifting and through social networking they are in contact with potential
Albert Bandura recognised the theory of self-efficacy to provide a lecture on how an individual identifies his ability to perform a task within a particular context. However, many workers struggle in the workplace because they do not consider that they have the ability to perform their obligations successfully. Therefore, the study searches to research into how self-efficacy affects employees’ performance in the workplace. Talkdesk (in Bandura, 1977) and other studies have found that, a person’s self-efficacy plays a main role in how goals, tasks, and trials are approached. Self-efficacy is referred to as an individual’s self-belief in his ability to accomplish particular tasks and it has been related with workplace performance, the experience of stress, burnout, and role adjustments.
As research shows, the significance of workplace learning interventions is not a universal through in the HRM world: there are still instances where companies perceive On the Job Training as a waste of funding (Jacobs, 2003). Such managers claim that employees must bring necessary skills with them, and it is not a task of the company to complete the employees’ education. As a result, companies often deprive themselves of the benefits of the training because they are not ready to spend first. Thus, another challenge to the implementation of On the Job Training is organizational resistance and reluctance of the responsible managers to introduce new things to their operations (Jacobs, 2003). Accordingly, the general challenges of On the Job Training include either (1) willingness to conduct such training but lack of needed resources, or (2) reluctance to acknowledge the training even though resources for it are provided.
Within education, professional learners often rely on the leader to provide a framework and establish an environment conducive to a high level of intensity. Teachers within professional learning communities rely on leaders to help plan timetables, provide additional resources, and locate expert connections to support professional learning. It is in these way that servant-leaders are serving individual teachers and groups of teacher ongoing. One can also assume that through professional learning, servant-leaders in education will be equally concerned with serving students. Robinson (2011) confirms that through leading professional learning, student achievement will be significantly impacted (p.8-9).
In addition to leadership style, employees satisfaction and commitment towards the organisation is equally important. On this note, this research is aimed to examine headmasters’ transformational leadership style on teachers’ organizational commitment in cluster primary schools. In this research, teachers’ job satisfaction is conceptualised as a mediator between leadership style and organzational commitment. Cluster school, according to the Ministry of Education Malaysia (MoE) is defined
There are few strategies that organization can implement in order to solve the stress among the employees: Communication with the Employees Communications are vital within an organization whereby can keeping the employees can up to date information for any changes, expectations and their own performance in order to reduce the feeling of stress and anxiety. Organizational communication is defined as a process through which information about the workplace and employee’s job itself is transmitted by the organization to its employees (Price, 1997). Any problem that the employee face should be taken into consideration and the stress level of the employee should not be taken for granted. The employer may call the employee to meet up for a sharing
The JDC, JDCS, COR and the ERI all assume universality, thereby assuming employees will respond in a similar way as predicted by their model, despite the varying contexts (Ashill et al., 2009). The JDC model is problematic in that it argues by giving the employee more control and autonomy that the individual will respond positively (Leka & Houdmont, 2010). Research indicates that not all employees react positively to being given autonomy and control over their job. The degree of control, indicative of the degree of responsibility, affects whether the individual will feel threatened or positively challenged (Dewe et al., 2012). A limitation of the JDCS model is the assumption that the social support given will always be constructive and positive but this is not always the case (Leka & Houdmont, 2010).
However, many employees resist work because they do not believe they have the skills and the capabilities to perform their duties successfully. This study will therefore seek to understand how people’s self-efficacy affects how they approach goals, tasks, challenges and responsibilities. There will be a direct attempt to find out the relationship that may exist between personal factors and quality of work life. Cross-cultural studies of quality of work life, suggest that cultural values can contribute to the explanations of the various job fulfillment, organizational involvement and quality of work life, both within and between cultures (Moorman and Blakely 1995). In view of this it is important to understand this concept in our country (Ghana) since the cultural values in Ghana are different from that of the countries that most of the studies were conducted.
Motivational Improvement Program Organizational efficiency and effectiveness is a necessity as organizations seek to secure their competitive advantage in a global marketplace. As a result, organizations seek ways to improve their products and services and reduce cost. The biggest asset and investment for any organization is human capital, employees. Organizations realize the quality of their products and services depends on their employees ' productivity and performance; therefore, organizations must find ways to motivate their employees. Consequently, they search for and apply research on motivational theories and/or models to help motivate employees.