Strong organizational culture would establish better performance in an organization as a result. In the performance management and organizational culture, it reveals that a strong organizational culture can raise up the performance of employees. That is benefit for the overall performance of a firm. Employee commitment is necessary in organizational culture. It increases the awareness and obligation of employees.
This level of engagement is driving the business forward, however there is controversy over the definition of employee engagement but the one common theme many academics agree on is that for employee engagement to be switched on there must be psychological and behavioural factors hence why the sense of ownership from the management team in my organisation has influenced the level of satisfaction and job involvement. This is a positive engagement from the management team in our organisation and as a result the organisation is out performing itself year on year Gruman and Saks
It also indicated that individuals who participate in strategic decision-making processes are able to influence their work environments in the widest possible ways. Hence, strategic planning procedures in agencies should include the employee as a key stakeholder who is necessary to successful implementation of the strategic plan. More generally, employees ' clear understanding of the objectives of the strategic plan and their role within it affect the success of strategic planning. Effective communications between employer and employees should be given a lot of emphasis to facilitate better planning in particular and job
It is well stated that, ‘MANPOWER IS THE POWERHOUSE’ to ignite the other functions of the management and organization. And to keep functioning (effective working) the powerhouse one should have to have ‘spirituality’ in the organization as well as among the employees. Miller, L. (1998), in his journal stated that ‘People are searching for a way to connect their work lives with their spiritual lives’. According to Palmer (2001), spirituality at the workplace has been growing. To highlight his viewpoint, he emphasized that large corporations (such as Intel, Wal-Mart, Xerox, Ford, Nike, and Harley-Davidson) have supported spirituality in their work environments.
There were transactional and transformational were found to have direct relationship with employees’ job satisfaction. There is a lot of research conducted focusing on transformational leadership among employees’ in organization. Transformational leadership is a style that motivates followers by appealing to higher ideals and moral values (Katherine J.Barker and SUNY Fredonia, 2007). Besides that, according to Avolio, Bass, and Jung (1997) there are four dimensions of transformational leadership. There are idealized influence, inspirational motivation, intellectual stimulation and individualized consideration (M.L.
Since the employees were willing to make efforts and overcome difficulties for the organizational goals, they would solve problems with creative approaches. Burack (1999) indicated that when the employees recognized workplace spirituality, they would have pleasant feelings, which reinforced their problem-solving abilities, creativity, and increased organizational efficacy and financial benefits. Upon these statements, Krishna Kumar and Neck (2002) inferred that when the employees recognize their workplace spirituality, their thinking would be expanded, which strengthened their intuition and
For today’s challenging environments, human capitals are playing an importance role in the organization in order to have dominant position in competitive advantage. Human capital developments are indispensable because it is unique and valuable assets for successful today. Undeniable, practices of human capital development is a significant process to employing and selecting the qualified employees to the organization. So, have a systematic functions and proper practices in strategic way not only can retain and attract the employees, it also can let the organization more understand the demand of employees. Development activities, empowerment, training and energetic participation to decision making process are the examples of human resources management (HRM) practices, all of these can assist employees’ to creative innovative ideas and let them active in innovation process.
The problems still exists until nowadays, but as a main barrier on the way to success of the company seems to be is the need to improve an internal environment in the firm. It is relevant to research what specifically are the factors and the reasons that affect employee satisfaction, and what can be the best approach to reach high level of job satisfaction. The author’s interest in such research is the fact that the number of family-owned businesses (FOB) is rapidly increasing and the issue of employee’s satisfaction (ES) is a common matter in such type of
This literature is largely conceptual and concludes that human resource management practices can help to create a source of sustained competitive advantage especially when they ae aligned with firm’s competitive strategy. The firm’s potential human resources are the important considerations for the development and execution of its strategic business plan. The belief that individual employee performance has implications for firm-level outcomes has been prevalent among academics and practitioners for many years. Thus, the literature clearly suggests that the behavior of employees within firms has important implications for organizational performance and that human resource management practices can affect individual employee performance through their influence over employee’s skills and motivation and through organizational structures. This study departs from the other resources literature in three ways.
The importance of positive emotions in workplace have been a debatable subject that is still under many evaluations and experiments under the term psychological capital which is a constructive body consists of efficacy, hope, optimism and resilience. Researchers are working to expand the contributions of psychology to go beyond mental illness and personality disorders in order to develop both the quality and efficiency of organizational work field. In a previous study of Avey, Luthans and Youssef (2009), they suggested the positive relationship between positive Psychological Capital (PsyCap) and Organizational Citizenship Behavior (OCB). Employees with higher positive emotions showed more desirable OCB such as altruism, courtesy, sportsmanship, conscientiousness and civic virtue. 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.