Introduction: Researchers have highlighted that commitment has a great impact on the successful performance of an organization. According to Givens (2008), for developing organizational commitment among employees; employers or consult authorities should try to develop motivation of their employees to do something, and develop the awareness that they do have the ability to achieve the goals. Furthermore, Teachers should make their employees imagine appealing future outcomes. It reflects that for organizational commitment a person must have the ability to understand his abilities and must have positive ideas about future outcomes. Building on Givens’ argument, the present study is an empirical effort to examine positive psychology, we define
Organizational culture can produce the loyal employees or employee commitment (Kossek and Zonia, 1993; Fields and Weaver, 2002; Myers and Dreachslin, 2007; Sippola, 2007) Therefore, need to change the organization's culture of newer technology and finds innovative ways of retaining employees. Many factors influence for the commitment of employees in an organization. Among those that are most frequently overlooked, are the organizational culture and environment (Smart and St. John, 1996; Cameron and Quinn, 1999; Smerek, 2010). Although there are studies conducted an organizational culture and organizational commitment, fewer studies look at the relationship between both variable especially from Malaysia perception (Schneider, 1990;
There is an increasing body of evidence that makes the case for solid employer brand management. From an organization's point of view, an employer brand encapsulates the key qualities current and prospective employees associate with you as an employer. These qualities can be economic (remuneration), functional (training and skills) or psychological (such as a sense of identity or status). As an organization, whether you've taken the time to define it or not, you have an employer brand. What are the benefits of building a good employer brand?
(Leete, 2000)describe organizational commitment as“spontaneous learning of the employee in the organization”. In the same momentum Reyes (2001, p. 38) said that organizational commitment is positive association to the objectives and goals of the organization and become the flag-bearer of the organization not for the personal
ORGANISATIONAL BEHAVIOUR ASSIGNMENT How Leadership Behaviour May Influence Motivation of Individuals in an Organisation Introduction Organisations today face strong competition which creates many challenges. For this reason, every organisation must make use of the full potential of its employees, and leadership plays a crucial role in the process. It is considered that leadership is the key aspect in directing all organisational components towards efficient accomplishment of organisational goals (Burns, 1978). Leadership behaviour has at least two major influences that affect how individuals carry out duties in their organisations. These influences include: 1) the type of leadership that exists, and 2) personal motivation.
Also, the leader should create the healthy communication environment within organization as by means of it the purposes of the company are realized, new ideas, motivation are carried out; control of behavior of members of group is exercised. The importance of communication can never be over-emphasized as it is the ‘lifeblood’ of all organizations. It is of vital importance to the well being of a state, a business enterprise, a religion and other social or cultural identities including the family. The success of a business enterprise is directly proportional to the level of communication maintained by
• To determine the important qualities to be possessed by a leader to influence employee behaviour. • To assess the leadership styles which are more conducive to retaining employees. Review of Literature Long and Thean (2011) had created a conceptual framework which linked leadership style, job satisfaction and turnover intentions. In 2012, Long, Thean, Ismail and Jusoh, tried to study the impact of leadership styles over turnover intentions of employees. They studied the relationship with two leadership styles: transformational and transactional.
(2008) in their research work presents the relationship between employer branding and organization fit. Then authors also investigate the process of developing effective employer brand intervention through a case study and found the need for a strong HR and Communication is most effective strategy of employer brand. Gaddam, S. (2008) suggests that by creating brand images employers can overcome the struggle to differentiate themselves in both internal and external environment. 'Employer branding' is also very prominent in the Human Resource Management (HRM) field and acts as one of the communication magic tools for acquiring and retaining the talent in this fast changing technological era. Author further discusses different factors like psychological motives, organizational cultures, values and branding strategies, which influence the HR executives to attract and retain the employees in the organization.
From a talent management perspective, more employers need to recognize the talents of their employees and put in place an effective training and development programme to get the best out of their workforce. Have expressed employer branding in terms of five values like Interest Value, social Value, Economic Value, Development Value and Application Value that attract prospective employees. Holtzhausen, L., and Fourie, L. (2009) conceptualize a model representing the impact of corporate identity management on managing relationships with employees in organizations. This research paper contributes to the knowledge regarding corporate identity and relationship management. It specifically takes a part of referring communication with internal stakeholders regarding corporate identity with the aim of relationship
Giving employees a ‘voice’ demonstrates that the management values their opinions and their contributions. If employees feel ‘able’ to communicate their thoughts and feelings, ‘they will demonstrate higher levels of performance’ according to Armstrong (Armstrong and Taylor, 2017), because they will feel more involved in their working environment. This overall benefits everyone in the organisation because employees become more motivated and the management team can reflect the employees opinions, contributions and feelings and put changes in place (within reason); their opinions/contributions could also be beneficial to the organisations success, so therefore having such a practice in place could give organisations a competitive