htm 2.) How can an organization maintain its image while dealing with a talent surplus? If layoffs are necessary, what would you recommend manager do to ensure that survivors remain committed and productive? The best way to maintain a company's image in the face of talent surplus is by means of complete, open honesty (Klein, 2009)
Hence, in all its communications, both with employees and the public, honesty, in this case, is the best policy. Layoffs after the fact is also a crucial concern with maintaining company morale (Thomas, 2011)
Other factors influencing the internal pay structure within an organization include firm size. Generally it has been found that the larger the organization the greater the compensation and complexity of the compensation system (Agarwal, 1981)
140). As organizations are every changing it is also critical that a reward philosophy is flexible and takes into account the values, guiding principles as well as strategic goals and objectives of the organization or the system will ultimately fail (Boughton et
Organizational Culture/Rewards System There are numerous links made in research regarding organizational culture and a rewards system. A majority of the studies available suggest that in general an organizational culture that fosters communication and a collaborative or team oriented environment is more likely to successful implement a rewards system, and more likely to have a rewards system in place than one that does not (Burke, 1995)
An organizational culture that supports teamwork and a team based approach to problem solving is more likely to support a rewards-based system that acknowledges the accomplishments of individuals and groups alike (Ezzamel & Willmott, 1998:358). The stability and success of a rewards system often depends on the extent to which a rewards-based program is adopted and incorporated into an organizations culture (Cesaria, Morley & Shockley-Zalabak, 1997; Shockley-Zalabak & Morley, 1994)
Large organizations generally reap more revenues which also impact the organizations ability to pay employees at a standard or above standard rate. There is also evidence to suggest that employee compensation and internal pay structure vary according to the profitability of the firm and the firm's involvement in research and development activity (Clinch, 1991:70)
al, 1999:140). An organizational culture that supports teamwork and a team based approach to problem solving is more likely to support a rewards-based system that acknowledges the accomplishments of individuals and groups alike (Ezzamel & Willmott, 1998:358)
The organizations role in the marketplace and productivity are also factors that may influence the overall pay system and structure adopted. One of the factors that influence internal pay structures is the existence of lack of a performance measurement system (Grifel, 1994:19)
Generally it has been found that the larger the organization the greater the compensation and complexity of the compensation system (Agarwal, 1981). In addition top management is generally higher in larger corporations, presumably because the job entails greater oversight and complexity (Griner, 1995)
al, 1997: 253). Johnson (2000) finds that supervisors perceptions of culture are generally much more positive than employees perceptions of culture, and that for a rewards program to be successfully implemented it is critical that the organizational climate be assessed more from an employees perspective than that of a manager (Johnson, 2000)
22). Further they argue that when an organizational culture supports a reward system employees learn to behave in a collaborate manner but still value competition and consider it a key success factor related to high performance (Malekzadeh & Nahavandi, 1993)
There are also boons and drawbacks associated with Planning-Programming Budgeting (PPB). The way this process works is it requires an organization to plan out its objectives, then design programs that can specifically meet those objectives (Donvito, 1969)
¶ … nursing •What type organizational culture facilitate innovative successful curriculum change? There are almost as many different varieties of organizational cultures as there are different types of organizations, industries, and organizational objections. The type of organizational culture that is most likely to facilitate innovative and successful curriculum change -- which can be a "complex problem" (Mackenzie and Lawler, 1948, p
This is a concept incorporating four dimensions: self-awareness (confidence), self-control (emotional coolness, initiative, adaptability, openness, and optimism), social awareness (empathy, organizational awareness, orientation service) and social skills (influence, a catalyst for change, communication, conflict management, teamwork and collaboration). (Block 2003) Leadership styles and organizational culture According to David McClelland, a professor of organizational psychology at Harvard, the leaders who have at least six skills of emotional intelligence are far more effective than those who have less
(Riketta 2002) Discussion In this paper we see that a good corporate culture is of great benefit to any organization productive and beneficial to achieve this culture is closely linked to good performance that has the leader of this organization. (Cameron et al
While some have naturally predisposed to leadership, it is also true that leadership develops over time. What is the key to a productive leadership? How to improve weaknesses to achieve positive results? How to mobilize and energize your team towards a common goal? (Chen and Francesco 2000) According to Daniel Goleman, a Harvard professor, psychologist, author of the internationally recognized best seller "Emotional Intelligence," there are six leadership styles and each style is adapted to specific conditions
One institution moves toward organizational stability Christianizing the powers of the effectiveness through such things as personal, interpersonal, managerial and organizational. (Cray and Mallory 1999) This means that leaders must possess a level of maturity and learning that allows each person identified as a single person, which should be involved in the organization as part of a system essential for the stability of the company
(Politis 2001) Strengthen the administrative leadership in the organization begins to specify the behavior expected by staff in supervision of staff position, continue to inventory the staff competencies for leadership and administration to determine the performance gap leadership and finally, develop those behaviors required for administrative leadership successful, because the development of leadership skills is essential in an existing organization. (Cronk 1999) The development of leadership skills must start providing administrative opportunity for self-exploration of individual motivations and self-assessment of the current state that are their leadership capabilities, allowing people to generate a vision of themselves as leaders and create opportunities to practice leadership and experience the satisfaction of exercising it
(Lok and Crawford 2001) Conclusion It is desirable that the area of Human Resources Organization to consider when selects and place the person in office, that is right for it, taking into consideration what the design of the post and demand structure, and what their superiors and subordinates expect from it. (Deal, and Kennedy 1999) Consider what subordinates expect their leaders is not something that the areas of Human Resources are now discoursing to select who will occupy levels supervision, despite the success of areas will depend on the momentum generated between them