Job motivation and work satisfaction of employees can have either a negative or a positive impact on their performance. To validate this theory, countless researchers have conducted studies on the relationship of motivation and job satisfaction with job performances. Springer (2011) concluded that motivation and job satisfaction are factors that can be used to act as a predictor of employee’s efficiency within the organization as work performance is significantly affected by both factors. In other words, a working condition with greater level of motivation and an increase of employee’s satisfaction with their work leads to quality performance and
They explain TL effect on team members, and the behavior used to attain this effect. The subordinates feel faith, respect, faithfulness, and esteem toward the leader, and they are interested to do more than they initially expected to do. Transformational leaders inject motivation and exceed their personal-interest for the achievement of organization goals. Review of literature provides a big difference between transformational leadership and transactional leadership, which include an exchange procedure to inspire team members, consent with leader wishes and association rules. Transformational leadership explains different behaviors which the researchers measured with survey method and the recent version of (Bass, 1996; Bass & Avolio, 1990) presents the same concepts as: (1) regular feedback, (2) encouragement to team members, (3) calculated risk, (4) vision for future, and (5) reward to colleagues.
Traditional Personnel Management however, has tended to be more people orientated, taking the view that if their needs are satisfied, the organisation as well as its members will benefit. At the core of the traditional model “it wishes to establish order, exercise control and achieve efficiency in the application of the workforce” (Walton, 2007).This model “assumes low employee commitment” and is designed to “produce reliable if not outstanding performance”. Recently, there has been changing expectations among workers which has promoted a growing disillusionment with the apparatus of control (Walton, 2007). There have been many attempts to capture the changing nature of the personnel role in response to the major alterations in the workplace and the associated rise of HRM. “HR professionals must overcome the traditional marginality of the personnel function by embracing a new set of roles as champions of competitiveness in delivering value” (Caldwell, 2003).
Conversely, poor management could have a negative effect on the employees' productivity. According to a study, in 2005 more than half of employees concerned (58 percent) point out that poor management has a negative impact on their productivity (cited in Nahavandi, R. Denhardt, J. Denhardt and Aristigueta 2015). A survey of the Gallup organisations shows that positive leadership behaviours are important in employee engagement. Employees are more engaged when managers provide rewards, encouragement and stay positive even when they deal with difficulties (cited in Nahavandi, R. Denhardt J. Denhardt and Aristigueta 2015). Finally, employers should value organisational behaviour because it could help them, for example, to reduce the number of employee turnover.
Daniel Coleman was the first to introduce Emotional Intelligence to the masses with his book Emotional intelligence in 1995. He argued that the traditional qualities associated with leadership; such as, intelligence, toughness, determination and vision were not the only traits that created an effective leader. With these attributes, you also needed, what he coined as “emotional intelligence.” Emotional intelligence consists of 5 traits; Self-awareness, self-regulation, motivation, empathy and social skills. This new concept was not introduced into the business realm until 1998 and has continued to ignite opposing arguments. However, Coleman’s article continues to be a staple for the subject, outlining the components of emotional intelligence
Prior research has used career plateau to account for employees’ work outcomes. Owing to recent de-emphasis on organizational careers, however, employees may have changed their attitudes toward career plateau. This research argues that professional plateau-defined as the point where employees find their jobs unchallenging and that they provide few opportunities for professional development and future employability-can enhance the explanation for employees’ work outcomes. The major hypothesis of this research is that professional plateau will account for a significant variance in three work outcomes-namely, career satisfaction, job satisfaction, and turnover intentions. Data collected from a questionnaire survey were used to test the hypotheses in this research.
Leadership: A number of researchers have concerned leadership as significant in the process of innovation, but such thoughts have mainly pointed out on the desire for collaborative or participative leadership styles Kanter (1983), Pelz & Andrews (1966) or have given lists of particular tasks which leaders should slot in to permit innovation to appear Amabile (1988). The hypothetical progress with in this area is weak as conventional headship approaches are relatively less relevant to innovation outcomes than to the explanation and prediction of productivity outcomes Waldman SE Bass (1991). Two existing headship approaches have been investigated i.e. Leader-member exchange (LMX) theory Dansereau, Graen & Haga (1975), Graen & Scandura (1987)
Thus, the rewards are used as a key tool to record behavior and activities in order to attract and retain the most competent employees and keep them satisfied and motivated (Bellenger, Wilcox et al. 1984, Bratton and Gold 2003, Rynes, Gerhart et al. 2004). Benefits are not linked with employee performance and for this reason some employees may perceive them as a part of the organizations social responsibility action. For employee benefits to be effective motivational tools, they must be properly
(1991) may be helpful in explaining which employees are more likely to successfully accomplish their tasks and goals in spite of setbacks. Moreover, recent theory on positive organizational scholarship (Cameron, Dutton, & Quinn, 2003) and positive organizational behavior (e.g., Luthans, 2002a, 2002b) suggests that hope plays an important role in employee performance (e.g., Adams, Snyder, Rand, King, Sigman, & Pulvers, 2002; Shorey & Snyder, 2004). According to these frameworks, employees who possess positive psychological capacities such as hope, optimism, resiliency, and self-efficacy are likely to be more productive and higher-performing employees. research has also been found on the job behaviors
The issue of employee turnover has to be identified addressed by the management and a possible solution should be found. This could be done by finding out the root cause of the issue. According to researchers, there is a correlation between job satisfaction and employee turnover. There are other factors that lead to higher employee turnover such as poor working conditions, Employees often voluntarily leave a job due to the relationship they have with their direct managers. Generally, if the work relationships are positive and motivating, employees will accept average wages and mundane or even highly stressful work.