Fredrick Herzberg also suggest that behavioral science can help mangers understand and identify ways to help motivate employees more effectively. For example, he refers to the impact of job satisfaction. (Joe, 1962-2014) The aim of this assignment is to examine two particular theories of motivation and to explain how these theories might help managers motivate employees more effectively.
As mentions by (Stogdill, 1957 and Fry, 2003 in Timothy C, Victory O and Idowu A, 2013) leadership as the individual behavior to guide a group to achieve the common target and leadership also use strategy to offer inspiring motive and to enhance the employee potential for growth and development. The relationship between leadership style and employee job satisfaction will improve the organization face these new challenges in future. Refer to (Humayun et al 2015) mentions that leader or leadership styles use the behavior and techniques to give vision and roadmap to reach the vision, formulations and executions of strategies and plan is called leadership style. Leadership is all about the practices on envisioning, enabling and energizing the employee (Rad, 2006 in Maqsood, 2013) leadership is a procedure to influence people in order to achieve the desired result. Employee is the asset of the organization in order to become successful and innovative to organization, Theories of leadership can be transformational or transactional, leadership styles Burns (1979) said that transformational and transactional leadership are both based on
The impact, charismatic leaders has on strategic decisions is that managers encourage and provide avenues for innovation and so employees feel valuable to the organisation and are willing to go the extra mile to achieve the company’s goals and objectives (Ojokuku et al, 2012). The operations manager at CIBCFCIB practices this character of a charismatic leader, whereby the manager motivates individually to provide process improvements. As this will aid employees to write their performance plan which usually results in an excellent rating as well as a good bonus at the end of the year. Servant Leadership According to Page and Wong (2012 pg 2) defined a “servant leader as a leader whose primary purpose of leading is to serve others by investing in their development and well being for the benefit of accomplishing tasks and goals for the common good”. The impact this model of leadership has on strategic decision is that both leaders and managers promote sharing of power in decision making.
CHAPTER 1 INTRODUCTION Background of the study Job satisfaction has been said to lead to qualitative and quantitative improvement in job performance (Ganguly, 2010). Therefore, it is important for organization to find factor that can lead to job satisfaction. In addition, according to Hasan Ali Al-Zu’bi, (2010), one of the key variables that impact the performance of organization is the employee’s job performance and satisfaction. Job satisfaction can be defined as the feelings of employees whether they like or dislike the different aspect of their job experiences in connection to previous experiences (Mohammad, Mumtazah, Jariah & Aminah, 2013). Meanwhile, Ganguly (2010) stated that job satisfaction involves a collection of numerous attitudes and feelings that refer to psychological disposition of people towards their jobs and how they feel about their work and also influence motivation and interest in work.
Employees’ sense of ownership of creating, molding, designing and managing their tasks decisions refers to psychological ownership. It relates to the self-efficacy and self-esteem of the employees. Thereby, psychological ownership basically leads to higher levels of accountability and empowerment (Ghafoor, Qureshi, Khan, & Hijazi, 2011). The current scenario requires needful and frequent communication with employees and leveraging them to manage their tasks leads to greater trust, self-efficacy and self-esteem. However, coaching, mentoring and counseling play important role for transformational change leadership (Eisenbach, Watson, & Pillai, 1999).
(1997) states that business and strategic initiatives lead to design of appropriate HRM system which leads to employee skill and employee motivation enhancement which results in productivity, creativity and discretionary efforts amongst the employees. If employees improve their productivity and creativity, it would improve ultimately organizational performance, which would be in the terms of profit and growth. Any organization experiencing a high profit and growth path would capture better market value in the business environment. Moreover, Delery and Shaw (2002) in their model describe that HRM practices including performance management supports workforce characteristics such as enhancement of KSAs, motivation level and empowerment, which help support improving
Introduction: Job enrichment can be described as a medium through which management can motivate self-driven employees by assigning them additional responsibility normally reserved for higher level employees. By doing this, employees feel like their work has meaning and is important to the company. This theory is based on the premise that employees have a natural tendency to want to succeed and are eager to be trusted with a bigger role in the company. Frederick Herzberg (1923-2000), clinical psychologist and pioneer of 'job enrichment', is regarded as one of the great original thinkers in management and motivational theory. He originally developed the concept of ‘job enrichment’ in 1968, in an article that he published on pioneering status
1. INTRODUCTION Learning encourages innovativeness and creative thoughts and enhances the old traditional approaches by acquiring the learning system for attaining the desired goals. This essay will focus on the work of three vital researchers including Barry Zimmerman (2000), Etienne Wenger (2000) and Yrjo Engestrom (2001) who presented theories on "self efficacy", "social learning system" and "expansive learning at work" respectively. This essay also compares these three theories and how their perspectives influence human resource development practices in the organization and also conclude the theory out of these three which benefits the employees most at the workplace. 2.
1.4.1 Literature Review HRM practices are a process of engaging, motivating, and maintaining employees to ensure the organizational survival (Schuler and Jackson, 1987). According to (Delery and Doty, 1996) HRM practices are prepared and implemented in a way that human capital plays important role in achieving the goals and objectives of the organization. The appropriate use of HRM practices strongly influence the standard of employer and the degree of employee commitment (Purcell, 2003). HRM practices like, training and development, performance appraisal allow the employees to do better in order to enhance the organizational performance (Snell and Dean, 1992; Pfeffer, 1998). Researchers have shaped compelling evidence for the fundamental relation between employee performance and how management acts with them (Boheene & Asuinura, 2011).
Emotional Intelligence in the Workplace Successful leaders have been studied extensively in an effort to determine the attributes contributing to effective leadership. Pearman (2011) writes leaders who employ the use of emotional intelligence deliver more transparent communication, accomplish initiated goals and plans, and realize a greater level of employee satisfaction and engagement. The relevance of emotional intelligence stems from the need for leaders to have strong relationships with followers so as to build an advantageous work environment (Pearman, 2011). Therefore, in addition to possessing the necessary technical skills, a truly outstanding leader also maximizes the application of emotional intelligence in the workplace. This paper