Impact of Job Satisfaction, Stress and Motivation on Workplace Performance and Commitment

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Abstract This paper examines the Organizational Behaviors that help ensure employee job performance and satisfaction to increase organizational commitment. Motivational factors that enhances performance, satisfaction and commitment to the organization has been discussed in general terms across the board. However few efforts have been devoted to the issue of Advancement opportunities among managerial personnel and the effect on commitment (Ford, Truxillo, & Bauer, 2009). In this paper, personal experience is used for analysis. Emphasis has been placed on the fact that, stress factors that may occur due to lack of equity in motivation does not always leads to citizenship withdrawal behavior and/or counterproductive actions. The nature of the job and mediating stress factors employed by the employee in the balancing process play a major role on the onset of turnover intentions and actual turnover. Introduction The role of employees in the successful achievement of organizational goals varies between industries and among the employees themselves. In a competitive global economy where resources and technology are available to all (Cascio, 2010, p. 14), the value and process used by management to increase the marginal productivity of the one asset that is unique to organization’s success: employees, is dependent on many variables including motivation, management of stress and the increase of job performance. The general consensus among scholars is that successful implementation and management of these factors improves the OB of the firm, ensures employee commitment, and profitability. This paper will examine the impact of Advancement opportunities in relation to employee commitment and performance. A contextual example from personal experience will be used to examine the viability of the identified factors under consideration. Research from scholars will be

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