Organizational commitment should be viewed as necessity in organizational culture. Strong organizational culture helps employees to realize goals, objectives and strategies. It contains a common meanings and beliefs towards employees. Organizational commitment helps employees to raise their self- awareness to focus on their works. Employees can follow the instructions and messages to perform their best.
Kapilaco visible and transparent, employees has a better view of how they can contribute to the success of the organization. Employees understanding of the objectives can lead to higher engagement in the workplace. Managers encourage employees to set their individuals goals by coordinating their contributions to the organization. According to Northhouse “the path-goal theory can best be thought of as a process in which leaders select specific behaviors that are best suited to the employees’ needs and the working environment so that they may best guide the employees through their path in the attainment of their daily work activities (goals) (Northouse, 2013). Employee
The theory addresses that while survival/hygiene needs are met does not mean there is job satisfaction or improvement of performance. Motivation factors, on the other hand, create job satisfactory, performance improvement and satisfy growth needs. By using the two-factor theory, employees can be motivated by the fact that hygiene factors are present, therefore preventing any potential dissatisfaction, while adding motivation factors to increase job satisfaction, commonly referred to as job enrichment (Werner, 2017). In order to successfully apply Herzberg's Two-Factor Theory in talent development, employers need to focus more on adding motivators such as (but not limited to) increased responsibility, awards, promotions and recognition for things they have done exceptionally well at or improved
They tend to support each other and smooth out workplace conflict. Employees with high NAFF work well in coordinating roles and in sales positions where main task is cultivating long term relations and they are less effective at allocating scare resources and making other decisions that potentially generate conflict. Lastly the 3rd need: Need for power- a need in which people want to control their environment, including people and material resources to benefit themselves or others, people with high need of power exercise control over others and are concerned about maintaining their leadership position. There are two types of need of power, individuals who enjoy their power for its own sake and use it to advance personal interests and others have a high need for socialized power because they desire power as a means to help others. McClelland theory has an important implication for the motivation of employees.
This particular proposition points out that bullying in the work place is linked with the rejection in working life. The author further puts forward the concept of powerlessness. This word has been associated with the target of the organization. Powerlessness of the target in terms to fight job insecurity if at all it
According to Lutgen Sandvik (2005), workplace bullying is a pattern of constant, malicious, insulting behavior that a target perceives as an intentional effort to harm, control or drive colleague from the workplace. In the other researcher perspective, the impact of negative social relations or enemies is a issue that has received far less attention mainly in the workplace area. There is a studies have implied at the negative side of relationships in the workplace, but these mostly concerned either with the negative outcome of friendship or the negative outcome of having no friends (Burt and Celotto, 1992). Furthermore, study by Moerbeek and Need’s (2003) specifically examined the effects of negative relationships in work environments, providing an conceptualization of negative workplace relationships. Although, the effects of negative act and workplace relationships have a minimal attention in the literature, it is realistic to expect that the relationship is badly affecting an individual’s experience of work.
Can it be improved? If so, how? These are some of the many questions and concerns that make the concept of morale so difficult to grasp. Despite the disparity in understanding of these issues, one fact remains—the employees of successful organizations tend to have high morale, and unsuccessful organizations can often attribute their lack of success to a deficiency in this vital category of employment. All organizations should aspire to improve morale, whether everything appears to be functioning stupendously, or there are clear indications that change is needed.
However, after assigning new tasks to the workers, this type of problems would be eradicated and workers will feel more committed to their work once specialization has been reduced. This medium will also reduce the occurrences of absenteeism at work because each worker is responsible for his duties and must answer for him or herself (Venkatesh, “Your Article library”). Furthermore, the HIS workers will have a heightened sense of job satisfaction. This is because the workers are placed in charge of their tasks and there is minimal supervision. Overall, the amount of output and productivity increases over time due to the increased level of creativity and commitment developed in the workers.
According to O’Boyle Jr. (2010), counterproductive work behaviour is a collection of deliberate behaviours that harm the organisation or its members. Chang and Smithikrai (2010) defined counterproductive work behaviour as a class of behaviours that act against the interests of the organisation which individuals, usually, consciously choose to engage in. They explained counterproductive work behaviour as voluntary or purposeful behaviours that function against the passions of the organisation. Gruys and Sackett (2003) on their part define counterproductive work behaviour as any intentional behaviour on the part of an organisational member viewed by the organisation as contrary to its legitimate interests. To Spector and Fox (2002), CWB refers to behaviour by employees that harms an organisation or its members (such as other employees, customers, suppliers etc.)
What is an organization? An organization is group of people working together to achieve common goal top management determines the direction of the organization by defining its purpose, establishing the goal to meet that purpose and formulating strategies If we see An organization provides various products and service to the society to satisfy needs and wants of people. It can be defined as a social entity: a group of people (two or more people) working together to achieve a common goal. Organization components such as Vision, mission, goals, objectives resources process systems. Every organization is maintained structure and culture because those two things are very important to organization.