MHR 523 Lecture : Chapter 15.docx

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greyweasel900

17 Apr 2012

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Competitive advantage employees must be motivated and engaged in pursuing organizational goals. Distributive justice fairness of a decision outcome. Procedural justice fairness of the process used to make a decision. Interactional justice fairness in interpersonal interactions by treating others with dignity and respect. Employee engagement positive, fulfilling, work related state of mind characterized by vigor, dedication and absorption. Fulfills a basic human need to make a significant contribution. To ensure effective employee communication, ensure suggestions programs, employee opinion surveys and communication from management. Layoff refers to the temporary withdrawal of employment to workers for economic or business reasons. Downsizing refers to the process of reducing, usually dramatically, the number of people employed by the firm. Survivors are those employees who remain after a layoff or downsizing. Group termination laws refer to laws that require an employer to notify employees in the event that an employer decides to terminate a group of employees.

Related Questions

Which of the following is not a factor in contributingto employee engagement?

Recognition

High levels of stress

Charismatic managers

High levels of conscientiousness

Motivating jobs

Research has demonstrated that organizational citizenshipbehavior is positively related to:

higher absenteeism andturnover.

higher performanceratings and lower organizational costs.

lower efficiency andhigher customer satisfaction.

lower customersatisfaction and lower turnover.

higher performanceratings and higher turnover.

The components of employee engagement are:

interpersonal,intrapersonal.

affective, behavioral,cognitive.

intrinsic,extrinsic.

urgency, beingfocused, intensity, enthusiasm.

values, attitudes,behaviors.

Juliet often takes office supplies home for her personal use.This is an example of:

CWB

POS

OCB

COW

EEG

Job satisfaction has a positive relationship with _________, anda negative relationship to _______.

CWB; OCB

job performance;OCB

CWB; turnover

OCB; job performance

job performance;turnover

Which of the following is not a key workplace attitudethat managers should track?

Job satisfaction

Employee engagement

Turnover

Perceived organizational support

Organizational commitment

byzantiumclam661

write six recommendations based on below studies:

write a conclusion about below studies:

1- Sharma (1997) evaluated organizational commitment and its determinants in a private sector manufacturing organization with a sample of 200 respondents from skilled workers, resulted that both situational and personal factors contribute to workersâ commitment to organization. Between the two, situational factors contribute more to commitment than do person-related factors. Organizational characteristics (such as adequacy of resources) and two task characteristics such as task difficulty and task.
2- Reddy, et. al. (2000) in their study of organizational climate and dual commitment in private and public sector enterprise focused on examining the workersâ dual commitment- both organizational and union commitment- in the context of organizational climate. The study was conducted in four public and four private textile organizations of Coimbatore by interviewing 200 respondents. The study revealed that organizational climate has an important role in determining organizational commitment and not union commitment.
3- Ponnu and Chuah (2010) in their study organizational commitment, organizational
justice and employee turnover in Malaysia investigated the relationship among
organizational justice, organizational commitment and turnover intention of Malaysian
employees. The study based on the responses of 172 employees of Malaysia and found
that both procedural and distributive justice perceptions were significant contributors in
explaining organizational commitment and turnover intention. Further, found
significant, strong and positive relationship between organizational justice and
organizational commitment. On other hand, there was a significant, strong and negative
relationship between organizational justice and turnover intention.

4- In a scientific research which was conducted by Syed Azeem(2010, job satisfaction and organizational commitment among employees in Oman), with a sample of 150 employees from government sector and private sector through distributing questionnaires. It was found that the job satisfaction and age variables were the most dominant factors that affect the organizational commitment in Oman.
5- A study was conducted to determine MARA Professional Colleges lecturersâ perception on organizational commitment. The study builds on social exchange theory and organizational model to identify the factors influencing the organizational commitment of these lecturers. The study analyzes whether or not there is a significant relationship between job satisfaction, job involvement, perceived organizational support and organizational commitment among lecturers in MARA Professional Colleges. Data were collected via questionnaires from 132 lecturers of three different MARA Professional Colleges. The findings of the survey show there is a significant relationship between job satisfaction, job involvement and perceived organizational support. Job involvement contributed the most which is 28.8%, followed by perceived organizational support 23.9% and job satisfaction contributed 9.4% towards organizational commitment among MARA Professional College lectures. The results suggest an improvement of social change by increasing job involvement, perceived organizational support and job satisfaction is an efficient way of obtaining highly committed human resource. The results of the study have valuable implications for policy makers in MARA Higher Education Division, college administrators and educators.
6- Elina Anttila (2014, components of organizational commitment under a case study consisting line managers from Finnish industrial company) aims to find factors affecting employeesâ organizational commitment within the case organization as well as point out some strengths and weaknesses the company has in this area. The company studied is Finnish multinational industrial company. The sample of this qualitative study consisted of nine Finnish first level managers from different segments of this company. The data was collected using theme interviews and qualitative attitude approach. Therefore, the analysis was also conducted in two separate ways. The data from theme interviews was analyzed using thematic content analysis while the analysis of the data from qualitative attitude approach followed the principles of that method concentrating on explanations of stance taking. As a result of this study, the factors affecting the organizational commitment in this organization can be divided into three categories. The first one consist matters directly linked to the company itself. The second category has factors linked to the work community. Finally, the third is formed by factors related to the work characteristics. Companyâs strengths lie in itsâ interesting field of business and variety opportunities it can offer for employees globally.

cerisesnake518

A central characteristic of "management by objectives" is that:

A goals are set by top management and followed without question by others within the organization.

B. employees are given complete freedom to set their own goals as long as they are consistent with broad guidelines established by top management.

C. goals are set through a process involving all members of the organization.

D. it assumes that management must motivate employees since employees are incapable of motivating themselves.

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MHR 523 Lecture : Chapter 15.docx

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