Organizations are more efficient when employees have high organizational commitment. Probability of exhibiting negative behaviors such as absenteeism, dismissing, and work delay of employees with high commitment is less than employees with lower commitment. The employees, who adopt the organization 's objectives and work collaboratively as expected of them, increase the competitiveness of the organization. Besides, employees with higher commitment express positive opinions to the environment. 1.5 Teamwork as essential in achieving
On the other hand, the role of leader in today’s organizations has changed and the success of any organization relies on the relationship styles practiced by leaders (Hina Saleem, 2015). Therefore, employees with high job satisfaction are likely to exert more effort in achieve common goal in organization. One of
Let us start in analyzing how emotions and moods are applied in the selection process of organizations. Industries apply emotions and moods in their selection process by assessing every individual’s Emotional Intelligence (EI) especially if the job requires a high degree of social interaction. It is proven through rigorous research that persons with relatively higher EI tend to be more successful than those who had lower EI percentages. Also in line with selection, emotions and moods can similarly applied to decision making because as we know organizations are led by people who, now and then make crucial decisions that will certainly affect the future of the company. Research have greatly shown that emotions and moods have a strong direct relationship to decision making, proving that positive emotions bring about sound decisions and that persons that exhibit this emotions tend to have good use of heuristics or rules of thumb and come up with swift decisions.
In the past, researchers have proven that organisations that implement transformational leadership when dealing with change in the organisational context are more successful in managing employees’ outcomes (Chou, 2014). The role of a leader as not only a symbolic figure but also as a form of guidance helps create a smooth transition in times of turmoil. Many change efforts are unsuccessful because change leaders often overlook the central role individuals play in the change process (Kavanagh & Ashkanasy, 2006; Porras & Robertson, 1992). In workplace environments where employees are comfortable with the tasks delegated and other work processes, change becomes something difficult to be introduced, implemented and accepted (Reichers, Wanous, & Austin, 1997). This is because an introduction of organisational change leads to interruption of normal routines in an organisation.
The organizations that have a stable relationship and trust their managers and staff have a higher level of respect for the company and their purpose which lessens the resistance within the employees. There is an easy fix to this situation and it begins with building an organizational group that is built off of trust. If an organisation is seen as being untrustworthy as demonstrated sometime in the past, so why would any employee trust such an organisation? Any sweeping changes on the job can cause employees to fear for their roles in the organisation. For this reason, a well planned outplacement support should be in place to manage and assist employees.
If employees don 't connect with the values of an organisation, appreciate the contribution they can make, or do not feel that their employer cares or values them; they will not feel committed to the organisation or motivated to perform well. The strength of this is its focus on a specific physical and psychological state of being, meaning that it can be reliably measured and acted upon. Employee engagement as a concept has become increasingly main stream in management thinking over the last decade. It proposes a ‘mutual gains’ employment relationship, creating a win-win for employees and their employers. It’s usually seen as an internal state of being, physical, mental and emotional, but many also view it as encompassing behaviour and in particular work effort.
This type of leadership is effective when it comes to increasing organization productivity but it is also effective when it comes to high employee turnover. 3. Middle of the Road (5.5) - With this leadership style, a manager tries to balance both employee objectives and employee satisfaction. Boundaries are not forced, this results in average organizational performance and unfortunately this leaves both production and employees dissatisfied as requirements for both are not
Introduction “Pay is the single most important motivator used in our organized society, [...] but what we know very little about when pay is an incentive”(Haire, Ghiselli, & Porter, 1963, p.30). Work is a big part of our life. In this context, work is the accomplishment of specific tasks in exchange for compensation, such as money or other incentives. These types of rewards are considered as extrinsic because they don’t come from internal source to the individual and that’s what explains that very often the ratio of the quality and the quantity of employees work performance is not clear. Hence, the issue to organizations is to identify the new factors that motivate employees and increase job satisfaction in order to be more competitive.
If the individual has great appetite for success contrasted with high perceptive capability, then the person will be more efficient in their job. Personality does predict worker’s performance but only to a certain level and only captures only part of the overall picture. Research reveals that these methods have disadvantages as well and there are many other suitable ways of assessing employee performance. The advantages an organization can obtain by using personality to estimate worker performance is that it allows to select the right applicant for the job which will in turn profit the organization and the worker will be motivated to do their best and enjoy their job as it will match their personality what will result in resulting in positive attitude which is also of value to the
On the other hand, non-financial rewards do not increase the financial pay off to the employee: “Instead of making the employee’s life better off the job [like financial rewards do], non-financial rewards emphasize making life of the job more attractive”. [ct. De Cenzo & Robbins 1994, pp.413]. These types of rewards are motivational and includes things such as better work environment, modern equipment, excursions and parking spaces. “One way to provide non-financial motivation is to provide an opportunity for job rotation. This is a great training tool so that the employee can have a better understanding of all that jobs that are done in the organisation”.