Primary data was collected from the IT professionals working in organizations in the form of questionnaires. Questionnaires were handed out to individuals who are related to groups consisting of IT professionals working in corporates throughout Bangalore City. This was one of the key method in which data was gathered for this study. The instrument used in measuring the element of social loafing and its impact on group cohesiveness and productivity is the 5-point Likert scales (1 = Strongly disagree, 2 = Disagree, 3 = Neutral, 4 =
Variety, autonomy and decision authority are three ways of which can make a job more challenging. Job enrichment and job rotation are the two ways of adding variety and challenge. Five characteristic dimensions required for job characteristic model Skill variety Task identity Task significance Autonomy Feedback
3.5 Research Instruments There are a variety of methods apply for the researcher to collect data. The chosen research methodology dictates the appropriate data collection method. In this qualitative research, data mostly were gathered through interviews. Two distinct kinds of interview were used in two stages for the research to collect information, one is unstructured interview, and another is semi-structured interviews.
Therefore, the semi-structured interview questions were specifically focused on gaining further understanding on the employers’ views on learning goal 1 and 3 as well as on business acumen skills. A sample of six participants across five different industries namely from financial services, education, retail and supply chain, consulting and information technology, were selected and interviewed. The interviews were transcribed and manually analysed using thematic coding. The five themes which emerged from the qualitative analysis included: “MBA role to the graduate”, “MBA role to employers”, “current observation of the graduates”, “challenges of the MBA” and “employers’
In the end, they all correlated and matched up. While the second article uses a stakeholder management process model in which the concepts of empowerment, organizational culture, trust and commitment are used as a basis for exploring the process. The five models are analyzed and they discuss their similarities, differences, and characteristics. The question is how and why stakeholder management and relationship management are different in two unique cultures? It comes down to trust, leadership, and communication.
Essentially this is done by deciding how much of the wage rate for each benchmark job is associated with skill requirement, how much with mental effort, and so on across all compensable factors. The advantage wit this method is that the criteria for evaluating jobs are made explicit. The disadvantage is that it is a complex and difficult method to explain to dissatisfied employees. translating factor comparison into actual pay rates is a somewhat cumbersome exercise, and can be overcome by using a quantitative technique based on
Using constructive criticism can be an effective tool for management to encourage and provide support to employees who could improve. Other benefits of implementing constructive criticism in the workplace is that it can help make your product or service stronger. Providing feedback for improvement will result in more efficient productivity. Providing constructive feedback to employees not only helps improve their performance but it can also help a manager think about how they work and self-evaluate themselves to access where they may need improvement. When implemented correctly, constructive criticism can be a very effective tool for management.
Right person for right job : Job Redesigning helps in creating a right person-job fit while harnessing the full potential of employees. It helps organization as well as employees in achieving their targets or goals. The job characteristics model designed by Hackman and Oldham which is based on the idea that the task
What to keep in mind when mentoring a new joinee Mentoring is all about learning. The value and purposeof a mentoring program for new employees is to increase employee retention and transition new employees into an organization. Networking, whether formal or informal, is key to the transitioning and retention of employees. Employees who have mentors are more likely to have greater job satisfaction.
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