MHR 523 Chapter 15: CHAPTER 15 notes.doc

85 views5 pages

chocolateeel952

17 Apr 2012

School

Department

Course

Professor

For unlimited access to Textbook Notes, a Class+ subscription is required.

Document Summary

Chapter 15 - fair treatment: the foundation of effective. Did i get an equitable pay raise: procedural justice fairness and justice of the process. Interactional justice: fairness in interpersonal interactions by treating others with dignity and respect. Employee engagement: a positive and fulfilling state of mind, heightened emotional and intellectual connection that an employee has for their job, organization, manager or coworkers that in turn influences the employee to apply additional effort. Employee engagement = informed employee = good communication skills vital. Suggestion programs employees offer suggestions lets management continually monitor employees feelings and concerns: make it clear that employees have several communication channels problems will not grow into big ones. Communication from management ie. give them data on company performance newsletters verbal presentation. Video surveillance: prevent theit and vandalism and monitor producitivity, employees must be made aware. Discipline a procedure intended to correct an employee"s behaviour because a rule or procedure has been violated.

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

Could you please provide some guidelines about the relationship between organizational justice and collective bargaining and how the latter may impact the former?

MHR 523 Chapter 15: CHAPTER 15 notes.doc

Document Summary

Get access

Related Documents

MHR 523 Chapter 15: Human Resources Management Chapter 15

MHR 523 Lecture Notes - Personal Information Protection And Electronic Documents Act

MHR 523 Lecture : chap 15

Related Questions