Strong organizational culture would establish better performance in an organization as a result. In the performance management and organizational culture, it reveals that a strong organizational culture can raise up the performance of employees. That is benefit for the overall performance of a firm. Employee commitment is necessary in organizational culture. It increases the awareness and obligation of employees.
widely conceived that factors that influence an employee 's organizational commitment most include ethically related elements such as fairness at work, utmost care and concern for employees, trust level on employees, and goodwill of the organization. To conduct the research, a regression analysis was done to study the effects of these determinants on the various dimensions of job satisfaction. The results indicated that overall, both the forms - implicit and explicit institutionalization of ethics tended to have a positive impact on the dimensions of job satisfaction. However, it was found that implicit ethics institutionalization influenced job satisfaction and its determinants in a more significant manner. There is a growing
And in fact, maintaining our valued people will be more beneficial for the company. As they continue to contribute their ideas and dedicate themselves to the company as they feel valued will inspire them to do better job than they did. This means, the company will continue to gain profit or even earn more
Hiring internally would be more favorable for the company especially to its financial aspect. Second, Internal recruitment improves the morale and self-development among the employee. A company that promotes internally, increases the royalty and morale of employees; therefore, there will be less expense on future recruitments and retention of key talent. Employees are motivated to work harder knowing that their efforts are value and that they will have an opportunity to be promoted. (Katie Guiney, The case for internal or external recruitment).
Transformational leadership style with idea indicator, the influence of leader behavior, intellectual stimulation and a consideration of individual has a positive influence towards motivation. This leadership style has positive influence toward job satisfaction. (Risambessyet) job satisfaction has been studied in parallel with many aspects of work and in many work places and fields around the world, the employees has experienced job satisfaction as an outcome of leadership styles. In general, research results suggested that in organizations which are more flexible and adopted the management type in communication and employees reward the latter more likely to be satisfied which results in the organization’s success. (Jill, McKinnon et al.
According to Mosadeghard (as cited in Odembo 2013), job satisfaction is defined a cognitive state as to how an individual feels about their job. This means the job has an intrinsic and extrinsic motivation of employees to perform their job effectively. According to Spector (as cited in Aziri, 2011), there are three features of job satisfaction. Firstly is that organisations must value human values, meaning that each employee must be treated with respect and fairness, in this case this will lead to employees becoming effective. Secondly the behaviour of employees, if the employees have an impact on the functioning and activities within the organisation therefore positive behaviour will lead to job satisfaction, and negative behaviour will lead to job dissatisfaction.
Subordinates are trained through the process of delegation and it also builds their morale by providing ample opportunities for executive’s development. This opportunity also stimulates subordinates to perform their duties well as it has a tonic effect on their psychology. Delegation can be one of management’s best techniques because of the satisfaction and motivation it gives workers as it helps better their performance and it also maintains a health relationship between the manager and his subordinates by clearly defining the authority and I responsibility of his subordinate. Through delegation, decisions and task assignment can be achieved faster than it would have been and it eliminates cumbersome information system as it confers satisfaction for man’s demand of responsibility and recognition and gives the opportunity to exercise
Employees are the main power that is behind every successful organization. The quality of work life considers workers as an asset to the organization rather than as costs. It believes that people work better when they are allowed to participate in managing their task and make decisions. It can be said that a happy and healthy worker will give better turnover, make right decisions and contributes positively to the organizational aims. A quality staff in an higher educational institution would help to bring quality students, quality researcher and satisfactory environment in the organization.
Executive Summary This research is aimed at analyzing employee engagement and its relation to affective commitment. Empowerment can be of great value for a company and its employees. However, to be able to benefit most from giving employees empowerment, it is not only important to focus on the achievements that could be gained by giving employees empowerment, but also to take into account the possible disadvantages and risks. This study investigates the relations between the dimensions of empowerment (impact, competence, meaning and self-determination) and affective commitment. This study also investigates the interactional effects of the dimensions of empowerment with job engagement and trust in the management on affective commitment.
KaleeemUllah Khan, et al (2010) find that the four variables, viz., payment, promotion, benefits and recognition have a positive correlation with work motivation. Among these four independent variables, promotion had the greater influence on employee motivation. Deanne N Den Hartong, and Frank D Belschak, (2007) found that the four forms of commitment, viz., Organisation, Supervisor, Work-Group and Career are positively correlated to employees’ personal initiative behaviour. In other words, if employees have positive and motivated attitude, then their personal initiative at workplace goes up. The results of the second sample were identical with the results of the first sample, except in the case of self-rated and manager-rated personal initiative, in which case the correlation was only moderate.