An example of change to organisational culture may be changes to a reward system in place. If the existing reward system is successful in motivating employees within the organisation, changes to this system may revoke motivation and productivity as the employees feel unappreciated or deserved of. Change usually occurs by management, new or existing, for the benefit of the organisation as a whole and it is important that any changes made are acknowledged and accepted by the individuals of the organisation as they are the personalities who believed in the culture in the first place and may not believe in the changes being made. It is important that the organisation itself is adaptable to the environment around it in order to be responsive to changes being made. However it is also important to note that change within an organisation may not be by choice and that time as part of a natural process may be the main factor in organisational culture
The way in which directors speak with their subordinates non-verbally might be more essential than the verbal substance (Teven, p. 156). People who aversion and ponder their chief are less ready to convey or have inspiration to work while people who like and think emphatically about their boss will probably impart and are happy with their employment and workplace. An administrator who utilizes nonverbal instantaneousness, benevolence, and open correspondence lines will probably get positive input and high job fulfillment from a subordinate. On the other hand, a chief who is introverted, threatening, and unwilling to impart will actually get negative input and make low job fulfillment in their subordinates in the work
Affective commitment subsequently refers to the employee’s emotional attachment to, identification with and involvement in, the organization. When it is assumed that reciprocity comes into play by giving employees autonomy in their tasks causing a sense of self-determination, a positive relationship with affective commitment can be expected. H2D*: The relation of empowerment self-determination and affective commitment shows an inverted u-shaped curve. When there is a moderated degree of self-determination affective commitment will be high; when the level of self-determination is low or high, the relation with affective commitment will be low. An example of an inverted u-shaped relationship is shown in figure 2.1.
According to Mosadeghard (as cited in Odembo 2013), job satisfaction is defined a cognitive state as to how an individual feels about their job. This means the job has an intrinsic and extrinsic motivation of employees to perform their job effectively. According to Spector (as cited in Aziri, 2011), there are three features of job satisfaction. Firstly is that organisations must value human values, meaning that each employee must be treated with respect and fairness, in this case this will lead to employees becoming effective. Secondly the behaviour of employees, if the employees have an impact on the functioning and activities within the organisation therefore positive behaviour will lead to job satisfaction, and negative behaviour will lead to job dissatisfaction.
Employees also acknowledge the fact that there is a price to pay, for example leaving the organization, when they fail to support the change, which is seen as continuance commitment. Finally, normative commitment results from normative pressures and leads to the feeling of obligation to support change. It has also been shown that these three forms are distinguishable from each other, with affective commitment being the strongest related to positive outcomes, such as increased attendance and performance, as well as less stress and work-family conflict (Meyer, Stanley, Herscovitch, & Topolnytsky, 2002). Additionally, the concept of commitment to change is better able to describe support for change than the more general construct of organizational commitment (Herscovitch & Meyer, 2002; Meyer & Allen,
The objective of the organization is not only to acquire but to maintain an efficient and effective work force and most importantly incite commitment to the organization. This is because commitment is the psychological tie between the organization and the employee, which increase the chance that the employee will remain with the organization and contribute above average effort to the organization (Allen Meyer, 1996). Highly committed employees are less likely to leave the organization to explore other opportunities. Committed organizational members contribute positively to the organization. Cohen (1993) states that “organizations whose members have higher levels of commitment show higher performance and productivity and lower levels of absenteeism
Eisenberger et al. (2006) suggest that an employee’s view regarding the organisation is concerned to their relationship with supervisor. If supervisor have good relationship with employees, the employee’s turnover intentions are likely to be less and they can be more engaged with organisation (Greenhaus and Callana,
Job satisfaction is an important indicator of how employees feel about their job and predictor of work behavior such as organizational citizenship absenteeism, turnover. Job satisfaction benefits the organization includes reduction in complaints and grievances, absenteeism, turnover, and termination; as well as improved punctuality and worker morale. Job satisfaction is also linked with a healthier work force and had been found to be a good indicator of longevity. Job satisfaction is not synonymous with organizational morale, which the possessions of feeling have being accepted by and belonging to a group of employees through adherence to common goals and confidence in desirability of these goals. Morale is the by - product of the group, while job satisfaction is
Next, neglect includes reducing work effort, paying less attention to quality and increasing absenteeism and lateness. Therefore, to avoid the consequences of job dissatisfaction, the employer must ensure that their employees are satisfied with their job. There are many factors that can affect job satisfaction such as work schedule flexibility (Carlson, Grzywacz & Kacmar, 2010). Another study done by Yu (2011), show that perceived supervisor support and internal locus of control are positively related to job satisfaction. Besides that, the employees job satisfaction can also be ensured through their quality of work life such as creativity of outside of work, payment for work and better working environment (Md,
If employee values and goals are not same as of the companies then they will miss on participation to give their best to the firm which makes a burnout and fatigue workers . Therefore , these two roles are essential for creating the culture and strategic growth of the company HR ensures their contribution for the productivity of the company . Gennard & Kelly concluded that the change