Organizational Climate

B.F. Skinner created the operant conditioning theory which is now known as the behaviour modification theory. This theory goes to show that an individuals behaviour can be controlled by using reinforcements and consequences. For example, if you achieve the desired outcome you receive a reward whilst if you do the opposite you receive a punishment. This theory helps to push people to do more good than bad. Therefore, B.F. Skinner’s theory helps to promote positive activity, and he does this by establishing consequences and reinforcements.

Motivation 3.0 depends on fosters type I behavior. For example, Type I behavior leads to stronger performance greater health and higher overall well-being. The good news about type I is that types I are made not born according to Pink. “Type I behavior is fueled more by intrinsic desires than extrinsic ones” said Pink. I agree with pink because it’s fueled more by intrinsic desire because you want to do it than extrinsic ones.

Then, companies can charge a higher price because of that. Whereas, from the quality as reliability perspective, customers want a product that performs as it was intended and can last. The product or service has to appeal to the customer and make them want your product over another. Companies will be more profitable because their products are more reliable, then they will have less defected products. In return, less time and money are spent fixing those mistakes.

Yukl, Gordon, and Taber (2002) identified three behavior categories that depict leaders: task behavior, relations behaviors, and change behaviors. Leaders who display task behaviors develop schedules, provide short-term planning, and monitor unit activities. Relations-oriented leaders demonstrate certain levels of effort to establish and maintain employee relationships (Kilburn & Gates, 2010). Change-oriented leaders encourage creative ideas by seeking improvements (Yukl et al.,

A research was conducted on association between leader-member exchanges, in both leadership styles to estimate employee performance and concluded transactional leadership to be a positive predictor of subordinate’s performance judgment (Howell & Merenda, 1999). Burns (1978) found that transactional leadership is characterized by the standard process in every management i.e. continuing and mutual exchange process between a leader and subordinate or follower and it is a base for transformational leadership. Bass et al. (2003) perform their research for an organization which was working in an unstable environment and it demonstrates that transactional leadership boosts up performance of soldiers. Transactional leadership style is indicated as a dominant style of leadership over transformational and laissez faire style (Rejas et al., 2006).

Whereas in contrast, according to Meyer and Gagner (2008), extrinsic motivation of the self-determination theory refers to engaging in an activity for instrumental reasons , thus extrinsic motivators are viewed to be made up of two cornerstones namely external regulations which are seen to be actions that are performed with the expectation of receiving a reward or avoiding punishment , the second cornerstone is integration which is defined as form of expressing one’s state (as cited in Buitendach , 2011, p.4). The main hypothesis behind this theory is that people have three basic psychological needs which the organisation must help to fulfil. These three

According this approach, the core component of human behaviour is the individual’s intention to perform a given activity. Intention is supposed to reflect the individual’s levels of motivation whereas it reveals how much he/she will try in order to achieve his/her goal. Three independent critical factors determine individual’s intention towards behaviour. The first is the individual’s attitude toward the behaviour which refers to positive or negative evaluations of the behaviour per se. The second determinant is named subjective norm which has to do with possible social pressure which is exerted on the individual to engage or not to engage in the behaviour; and the third is individual’s perceived behavioural control which denotes to the extent to which the person believes that he/she has the ability to control the behaviour under question.

Deetz defines internal communication as “a way to describe and explain organizations” (Jublin & Putnam, 2001). It specifies that communication is the central process through which employees exchange information, create relationship, and build meaning, values, and an organizational culture. Smythe (1996) argues that the challenge is not only managing media and using more media, but reducing communication pollution and discipline the torrent of information from management in order to increase individual

There are protective associations between PA, CRF, and strength with mortality separately. Furthermore, the association for CRF and strength is stronger than for PA. ? One of the major ways to improve PA is to increase CRF and strength, so CRF and strength is a part of mediators of the association between mortality and PA. ? There are restricted evidences suggesting that the association between mortality and PA in high CRF is weaker than in

Traditionally, both the theoretical level as organisational practice, it has been considered that employee commitment to the organisation is a variable that relevant for allowing and identifying intentions of conduct, behavior and results with direct impact on productivity and organisational effectiveness (Hunt &Morgan, 1994). Today, the effective management of this attitude requires organisations which draw human resources strategies and taking into account the nature multidimensional notion of commitment, evidenced in recent studies by theorists on the subject. The organisational commitment of employees towards the organisation has received considerable attention by both managers and scholars from behavior (Gallagher & McLean, 2001). However,

Safety perception was influenced by directness features, safety related infrastructure and social-demographic variables such as gender and transit use. To improve safety perception, safety related infrastructure as well as directness features that limit safety hazards can be implemented. In addition safety perception was significantly correlated with directness, continuity and aesthetics perceptions. 3.