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Chapter 9

Chapter 9

4 Pages
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Department
Management (MGT)
Course Code
MGTA01H3
Professor
Chris Bovaird

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Description
Chapter 9 Motivating and Leading EmployeesPsychological Contracts in Organizations EmployerEmployee Relationshipspsychological contract the set of expectations held by an employee concerning what he or she will contribute to an organization contributions and what the organization will provide the employee with inducements in returnin a sense a psychological contract resembles a legal contractif either party perceives an imbalance in the contract that party has the right to seek a change an example can be seen in the employee asking for a pay raise promotion or a bigger office if he or she has fulfilled or surpassed her part of the contract If her demands are not met he or she has the option of putting forth less effort or looking for another jobthis shows that employees want to be valued by their employers and must be given the right inducements in order to maintain their contributions to the organizationhuman relations interactions between employers and employees and their attitude towards one anotherThe Importance of Job Satisfaction and Morale Termsjob satisfaction the pleasure and feeling of accomplishment employees derive from performing their jobs wellmorale the generally positive or negative mental attitude of employees toward their work and workplace It is determined by a variety of factors including job satisfaction pay benefits coworkers and promotion opportunitiesWhy Businesses need Satisfied EmployeesSatisfied Employeeswhen workers are enthusiastic and happy with their jobs the organization benefits in many waysdue to their commitment to their work and organization satisfied workers are more likely to work hard and try to make useful contributions to the organizationthey will also have fewer grievances and are less likely to engage in native behaviours such as making complaints deliberately slowing work pace etcthey are also more likely to come to work every day on time and remain with the organizationUnsatisfied Employeesunsatisfied workers are far more likely to be absent due to minor illnesses personal reason or a general disinclination to go to workturnover the percentage of an organizations workforce that leaves and must be replacedsome turnovers are natural and healthy weeding out lowperforming workers in order to maintain orderhowever high levels of turnover can have negative consequences such as numerous vacancies disruption in production decreased productivity and high refraining costsMotivation in the Workplace Termsmotivation the set of forces that causes people to behave in certain ways
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