This linkage indicates that when business strategy is changed, the IT strategy also should be changed to adapt with new market changes. In their paper, data is collected from different levels in bank to give more accurate result for analysis. They analyzed the data and found the result as below: 1. An evaluation of the interconnection between commercial enterprise and IS techniques, the findings found out that crucial data systems are mentioned in IT strategy and connected to business approach and this means that the financial institution’s business and IS strategies are interconnected. 2.
Perhaps the group disagreed with behaviours of the informal groups or they simply were not welcome to join either groups. The individuals in the informal group were also delegated different roles including the Chisler, Rate Buster and Squealer. Researchers came to the consensus that work behaviour was directly linked to group norms. Researchers concluded that output increased due to the fact the employee felt appreciated for in a stimulating work environment. Researchers determined that an employee’s behaviour is greatly influenced by group
Outplacement assistance for job hunting and networking can be particularly valuable, but ensure that severance arrangements are consistent across units and division. It is also up to HR to find out how severance pay and extended benefits will be distributed. HR should provide assistance for employees seeking new jobs. In companies where have been layoffs, fear can undermine daily work and lead to loss of productivity. There are may be gossip, rumours, and lots of lost time.
Peak industry bodies want to learn about business issues such as the impact on revenue of your organization, any legal responsibility when the organization will return to work and that that protection was in place for employees. Finance industry stakeholders want to know the impact on revenue and profitability, and any likely financial consequences future. These stakeholders include creditors, suppliers, insurance companies and
This also encourage employees to uphold a tournament theory as they are driven mainly to deliver to meet organisational culture and strategy. Refer to appendix 1. 4.2.2 DISADVANTAGES OF PERFOMANCE RELATED PAY Lawler (1994) believes that variable pay which he delineates as a crucial mechanism for communicating desired effort levels being subject to individual or organisational performance argues that sometimes employees work beyond their job description by working as a team, thus paying individuals on how competent they deliver their work is not fair as the system is perceived because such factors are not be considered leading to other team members dragging their feet hence excessively reducing productivity. It is therefore on such a foundational factor to also denote that this system entirely does not consider the costs that are incurred. Often for managers to be fairly sure of the grading they may need external auditors to aid in the process and such skilled manpower needs to be paid deducting from the company’s account.
Vroom (1964), need/ value fulfillment theory, states that job satisfaction is negatively related to the discrepancy between individual needs and the extent to which the job supplies these needs. On the other hand, Porter and Lawler (1968) collect the influences on job satisfaction in two groups of internal and external satisfactory factors. According to them, internal satisfactory factors are related the work itself (such as feeling of independence, feeling of achievement, feeling of victory, self-esteem, feeling of control and other similar feeling obtained from work), whereas external satisfactory factors are not directly related to work itself (such as good relationships with colleagues, high salary, good welfare and utilities). So, the influences on job satisfaction can be also divided into work-related and employee-related factors (Glisson and Durick, 1988). Job satisfaction has been the most frequently investigated variable in organizational behavior (Spector, 1997).
Job satisfaction or employee satisfaction has been defined in many different ways. Some believe it is simply how content an individual is with his or her job, in other words, whether or not they like the job or individual aspects or facets of jobs, such as nature of work or supervision. Others believe it is not so simplistic as this definition suggests and instead that multidimensional psychological responses to one's job are involved. Researchers have also noted that job satisfaction measures vary in the extent to which they measure feelings about the job affective job satisfaction or cognitions about the job cognitive job satisfaction. Definitional issues The concept of job satisfaction has been developed in many ways by many different researchers
Conflict refers to perceived differences resulting from disagreement moreover, conflict management is then the application strategies to improve or repair these perceived differences through a positive outlook. In years and years managers have been taught how to picture conflict as a negative, however, it may either be practical or impractical. In addition, impractical conflict is harmful and leads to diminished productivity in which practical conflict may require improved work effort and better task performance, for example Borisoff and Victor(1998) mention that as people, differences should be recognised and acknowledged but equally communicated as people are driven to find creative solutions to problems in nature. The Sources of Conflict
Human resource management will be affect company performance. Thus, it is serious for organization to surmount the cultural discrepancy and use the appropriate strategies to employees. Hutnek (2016) points out that the correlation between differences in cultural impact and human resource policies has increasingly high for Multinational Corporations to solve. This paper is to understanding the cultural difference between China and America and how it relates to Human Resource Management. Culture value can be a threat if organization ignores the difference (Badea, 2013).
Job commitment is the emotional attachment an individual has to an organization or job. Lee (2008) explicitly states this emotional commitment is the greatest predictor of turnover within a company. Hutchinson (1997) finds higher role ambiguity and role conflict lead to lower job commitment. These studies connect role ambiguity and job commitment to turnover, which negatively impacts the work environment. Since role ambiguity is a major component of job discrepancy, lower job commitment may be a consequence of job discrepancy.