Ensuring job satisfaction is one of the main ways to increase productivity. According to Edwards (2015), “When an employee is happy, that employee is essentially saying they care more about what they're doing. This leads to increased dedication and attention to detail--which obviously enhances productivity and output” (P.9). Thirdly, recognition can be a very useful tool to increase productivity. Recognition of employee efforts can equate to greater productivity, even among those who aren't as productive.
as an appreciation of the investment (Noah and Steve, 2012). Carpeter et al. (2009) identified a number of factors that would influence employees’ work attitude, including personality, perceived organisational fairness, work environment, job relations, job characteristics, psychological contracts, and stress. A study by Ahmad et al. (2010) found that work attitude of employees has a positive impact on job satisfaction, which would lead to improved moral and performance in the workplace.
The study show on how organizational commitment may influence on retention, attendance and job productivity. According to McNeese-Smith (1995) if employees are morally committed to an organization, the increasing of like hood of retention, consistent attendance, and increased productivity can be expected. In addition, the studies also identify on organizational commitment that could interact with job satisfaction to affect turnover intention among employees. Organizational commitment is an attachment with organization (Mathieu, 1990). In simpler words, job satisfaction is linked to the job; organizational commitment emphasizes links to the organization (Lim, 2007).
Roland Benjamin explained that "Performance appraisal determines who shall receive merit increases, counsels employees on their improvement, determines training needs and promotability, and identifies those who should be transferred. Moreover, it improves employee job performance, encourages employees to express their views or to seek clarification on job duties, broadens their outlook, capacity and potential, promotes a more effective utilisation of manpower and improves placement, facilitates selection, reward and promotion of the best qualified employee, prevents grievances, and increases the analytical abilities of
The model suggests that for the achievements of the four main HR outcomes (training, selection,rewards and appraisal), numerous policies and company strategies are needed. It also suggests that if the sequence is followed in the correct way it can result in better organisational outputs. This means that the intergration of human strategy with human resource practices can help create superior employees and better organisational performance. Ihuah (2014) argues that based on the model , with improved employee selection, training, appraisal and rewards system, employees’ commitment, quality and flexibility would increase. Furthermore the human resource management approach to the organisations employee motivation, co-operation and involvement can create higher levels of productivity, quality as well as innovation which would result in higher profits.
Due to completion in labour market, organization have realized that in enhance the employee’s skill they can acquire competitive advantaged. it supported by Hall and Moss (1998) (Nwokocha), the employer that want to strengthen their organization and employees should be dare in making investment in training program and career development program. Training is a process of acquisition of knowledge and skill to perform their task and increas their current performance in the organization (Goldstein, 1980)( Niveen). Besides that, training program also give opportunities for employee to get promotion and improve their capability as employee and being competitive either internal or external in labor market (Butler and Waldrop, 2001). it also supported by Tomlinson (2002)(Bidisha), said that those organization that has well trained employees especially in latest technologies can lead the competition.
That is to say, employees are willing to go extra miles for the organization because of the strong organizational identification (Bartels, 2006). Employees’ belief about an organization become more positive, when their identification increases, which makes the individual become psychologically connected to the organization, thereby making the future of the organization to determine the future of the employees (Ashforth & Mael, 1989; Van Dick et al., 2004). Individuals usually identify with organization or groups so as to reduce perceived uncertainty or to have a better
The incentive is a promise for greater action. It is also called as a stimulus to greater action. Incentives mean additional remuneration or benefit to an employee in acknowledgment of achievement or better work. Incentives provide a drive or energy to the employee for better productivity. Therefore, this is such a powerful way to motivate the employees.
He also stated that work life balance initiatives offered by the employer can help employer in attracting better talent , intensify productivity, reduction of work stress and decrease absenteeism, better motivation, talent retention ,productive work practices etc. 20. (Thronpson 2002) classified work life initiatives as i) Time based strategies: Policies include flexi- time, job sharing, part time work , leave for new parents, telecommuting, compulsory vacations, breaks
“Human resource management represents the design, development, and implementation of interrelated people management practices that influence how well an organization can attract job applicants, retain motivated and successful employees, and ultimately impact job performance and organizational effectiveness” (Noe, Hollenbeck, Gerhart, & Wright, 2007, p. 107). Some of the major functions of the human resource management, include, but are not limited to, recruitment and selection, training and development, compensation and evaluation. These functions are some of the major components that are essential for growth in any organization. These functions have been directly related to higher employee performance and added value to the organization (Pfeffer, 1994). Employee Recruitment and Selection The goal of employee recruitment and selection within HR is to attract qualitied applicants to an organization, categories those applicants to identify the most qualitied, and ultimately make and hiring and placement decision (Hargis & Bradley, 2011).