Previous studies have shown that perception of job control plays a pivotal role in employees’ health. Based on the findings of the Karasek 's (1979) job demands-job control model, Schat and Kelloway (2000) showed that perceived control, such as workers’ capacity to impact events at work, predicted fear of future violence as well as emotional well-being. According to Karasek and Theorell (1990), job control allows workers to have responsibility for their decisions and broad decision latitude about how to manage work-related issues. As described by Leiter and Maslach (2004), job control is fundamental in influencing workload and burnout. In this sense, high job control gives workers the opportunity to shape their working environment, thus reducing their workload.
1. Critical Evaluation of the benefits of investing in employee wellness programs Workplace wellness is defined by Berry, Mirabito, & Baun, (2010) as a program that has been sponsored by the employer that is organised and designed to support employees and their families through the process of adopting and sustaining behaviours that reduce the risk of health, improve the quality of their lives and enhance their personal effectiveness. As the end result- benefitting the bottom line of the organisation (Berry, Mirabito, & Baun, 2010). Too often, workplace wellness programs have been seen as a nice addition, and not as an important part of an organisations strategy, however, the return on investment states otherwise- an efficient wellness program
The study revealed that, there is positive and significant effect of work morale and job satisfaction on quitting intention of Ph.D 's. The research is of high practical value, it could serve as a guide to enhance employee 's job satisfaction and work morale for to minimize the intention of quitting job. The study further elucidates that how highly qualified faculty members retain with the
• Encourage trust and participation among workers on your team.The connections of workers may easily encourage a team to build up and it’s a vital part of the organization itself. Here colleagues should cooperate each other. • Encourage members to share data. Highlight the significance of every colleague 's commitment and exhibit how the greater part of their role contributes to fulfilling the group objective. • Assign critical thinking Tasks to the team.
For example, when a manager listens to an employee’s concern about a health hazard in the workplace may diminish injuries and boost productivity. Website: http://www.skillsyouneed.com/ips/listening-skills.html Assertiveness is being able to communicate perspective and opinions without offending or disrespecting others. (Wilding, 2015). Assertive individuals are confident as they identify the limits that they can manipulate. For,
Literature review Organizational justice and Workplace deviance Pradhan, S. & Pradhan, R.K. (2014). This paper investigates the moderating role of organizational justice between transformational leadership and deviant workplace behaviours which causes great financial hardship to both the organization and its stakeholders. Organizational justice is the employees’ perception of justice or fairness at workplace. Although it is common knowledge that organizational injustice will increase deviant behaviours at workplace yet there is a clear deficit in terms of conceptual as well empirical studies. Hence, this study attempts to shed light on the three organizational behaviour constructs which will improve our understanding and will help future researches.
Employee Empowerment Meaning of Employee Empowerment Employee empowerment is known to be one of the ways of improving employee morale, job satisfaction and employee motivation. The term is used interchangeably with employee participation, workplace democracy, industrial democracy, participatory, and employee voice (Brione and Nicholson, 2012, pg, 17). It is a process of enabling employee to think, act, react, behave, and control their responsibilities in a more autonomous way (Emerson, 2012, pg, 5). It is beneficial to both the organization and the employee; for instance, it increases employee accountability, enhances customer satisfaction, and develops personal power (Bailey, 2009, pg, 1). On the contrary, other scholars suggest that employee
It’s essential to create a company environment where compensation rewards employees for company loyalty. Strategic plans that reward and correctly compensates employees who have dedicated themselves to the company for many years will result in a positive work environment with low turnover rates. In addition, it further helps recruitment when the company can retain employees for a long time because it shows new employees that the company values workers who choose to remain with the company long term. Therefore, showing happiness with the company and further dedication to the organization. By correctly compensating employees and offering further pay incentives such as bonuses or paid time off, the company will suffer less from employee turnover, which will benefit their success in the long run.
Employee coaching and mentoring can also help an already effective employee become even more Productive in his or her current position. Some of the benefits of implementing an employee Coaching or mentoring process includes: •The mentor or coach can provide individual assistance to employees who encounter difficulties or who are experiencing the challenges of transition as new employees. •The availability of a mentor or coach can empower the employee and demonstrating the employer’s commitment to that person’s success. •The mentor or coach can help to establish a climate in which employee personal and career growth can take place and create a safe place for employees to bring questions and problems. •The mentor or coach can model appropriate business behaviour’s that you want to cultivate in the
Previous studies also explored ways to elevate PsyCap through brief work interventions, however, this research proposal is aiming to investigate the relationship between positive PsyCap and desirable OCB in organizations and workplace. Literature Review Positive psychological capital according to Luthans F., C.M. & Youssef (2004), is defined as the positive and developmental state of an individual as characterized by four areas; confidence (or self efficacy), optimism, hope and resilience. There are two main areas of focus whereby PsyCap emphasizes on; Positive Organizational Scholarship and Positive Organizational Behavior.