" Dissatisfies of the job as identified by Herzberg are "company policy, supervision, salary, interpersonal relations, and working conditions." It was concluded by Herzberg that dissatisfies do not help to increase job satisfaction and for job satisfaction there need satisfier (Herzberg, 2002)
" Dissatisfies of the job as identified by Herzberg are "company policy, supervision, salary, interpersonal relations, and working conditions." It was concluded by Herzberg that dissatisfies do not help to increase job satisfaction and for job satisfaction there need satisfier (Herzberg, 2002)
Brandts found in his study of manager and employee communications that the quality and amount of communication was associated with higher employee effort and higher organizational profits. Further, having relationships satisfies a basic human need for connection (House, Landis, & Umberson, 1988)
Motivation is also defined as the factors or forces that affect a person and set their direction, concentration, and determination of voluntary behavior (McShane & Glinow, 2007). Motivation in itself holds broad meaning and covers wide ranges of concepts for example attention, inquisitiveness, acknowledgment, aspiration level and locus of control (Khan, 1997)
Leadership is not about personality or titles; it is about behaviors (Kouzes & Posner, 2002). Five behaviors that managers can exhibit to increase their perceptions of trustworthiness among employees are behavior consistency; behavior integrity; sharing of control; accurate, open and thorough communication; and a demonstration of concern (Kramer & Cook, 2007)
Due to these after-effects, change often results in high turnover, lowered morale, satisfaction and commitment, unproductive behavior, sabotage, and absenteeism (Morrison & Robinson, 1997; Robinson, 1996). Despite the fact that there is a great deal of information available to managers on how to manage organizational change, roughly three-quarters of changes fail typically because organizations (management) tend to focus on strategic orientation, finances and cutting costs while failing to provide the organization with any true enhancements in how work is accomplished and overlooking human resource needs (Kotter, 1995; Miller, 1994; Sastry, 1997)
Impersonal trust, which is based upon roles or reputations, may, all that is required for many of the practical purposes within an organization (Atkinson & Butcher, 2003). Leadership is not about personality or titles; it is about behaviors (Kouzes & Posner, 2002)
Consequently, the prevalence of organizational change has increased over the past decade and continuous as the competition in the global market rises. After experiencing organizational change, employees who "survive" must deal with the after-effects, including, for example, increased workload, loss of colleagues, continued uncertainty, and job insecurity (Lines, J, 2004)
Consequently, the prevalence of organizational change has increased over the past decade and continuous as the competition in the global market rises. After experiencing organizational change, employees who "survive" must deal with the after-effects, including, for example, increased workload, loss of colleagues, continued uncertainty, and job insecurity (Lines, J, 2004)
For this purpose, Zemke (1999) stated employees can be aligned with organizational goals by gaining their mindshare through recognition. The behaviors employers tend to recognize and reward fall into the categories of tenure, promptness, attendance, lack of safety incidents, peer-to-peer recognition, and sales accomplishments (Marks, Mirvis, Hackett, & Grady, 1978)
He also pointed out that lower level needs must be fulfilled to a degree and/or entirely prior to the motivation of a person for higher level needs. Because if a need is satisfied that no longer motivates a person and there is a requirement of a higher level of need to motivate a person (Maslow, 1998)
He also pointed out that lower level needs must be fulfilled to a degree and/or entirely prior to the motivation of a person for higher level needs. Because if a need is satisfied that no longer motivates a person and there is a requirement of a higher level of need to motivate a person (Maslow, 1998)
It is believed that the theory which a manager adopts has significant impact on the strategies for the motivation of employees as well as assessing in their job tasks. Thus theory X & Y is focused on the utilizations of motivational techniques and strategies by manager and not focus on the employee who is being motivated (McGregor, 2006)
201). Motivation is also defined as the factors or forces that affect a person and set their direction, concentration, and determination of voluntary behavior (McShane & Glinow, 2007)
"We cannot focus only on the quality of the knowledge we are producing, as if its truth were all that counts. We must also consider the rightness or wrongness of our actions as qualitative researchers in relation to the people whose lives we are studying" (Miles & Huberman, 1994, p
After experiencing organizational change, employees who "survive" must deal with the after-effects, including, for example, increased workload, loss of colleagues, continued uncertainty, and job insecurity (Lines, J, 2004). Due to these after-effects, change often results in high turnover, lowered morale, satisfaction and commitment, unproductive behavior, sabotage, and absenteeism (Morrison & Robinson, 1997; Robinson, 1996)
After experiencing organizational change, employees who "survive" must deal with the after-effects, including, for example, increased workload, loss of colleagues, continued uncertainty, and job insecurity (Lines, J, 2004). Due to these after-effects, change often results in high turnover, lowered morale, satisfaction and commitment, unproductive behavior, sabotage, and absenteeism (Morrison & Robinson, 1997; Robinson, 1996)
805). Above description is consistent with the description of transformational leadership which helps to enhance employee motivation and morality (Northouse, 2007)
805). Above description is consistent with the description of transformational leadership which helps to enhance employee motivation and morality (Northouse, 2007)
The result of a recent Conference Board survey has revealed that during the last two decades the rates of job satisfaction have been at their lowest. The survey results also revealed that the highest level of dissatisfaction was found amongst the youngest group of employees (Pepitone, 2010)