Market competitiveness on the other hand focuses its attention on gaining the best qualified employee and retaining them. A company must be customer focus and watch its competitors as well as develop suitable resources. Pay structures are vital to an organizations compensation department. It recognizes the importance of individual contributions by developing pay grades and ranges that promote the retention of their valued employees. Describe the contextual influence that you believe will pose the greatest challenge and the contextual influence that will pose the least challenge to companies’ competitiveness and explain why.
Recruitment and Selection affecting an organization Subject : Strategic Human Resource Management Executive Summary Human resource department is very important for any organization. There are different objectives and roles which HR department play, mainly selection of the employee, training of the employees, implementing the roles and regulations, deciding salaries and all benefits packages related to the employees who working within the organization. Recruitment is one of very critical and important decision taken by the Human resource department. This paper helps to understand the issues and problems faced by organizations of in recruitment. This paper also identified that prejudice has its higher affect and considered as a major issue in employee recruitment and selection standards is considered as a least affecting issue.
ARTICLES Keirsey-Bates Temperament Categories: A Basis for Motivational Interventions Ronald L. McKeen, Cynthia McSwain The Keirsey-Bates Temperament Categories, an elaboration o the Myersf Brigs Types Indicator, are discussed LIS analytic referents for dealing with ’ motivation in the workplace. The Keirsey-Bates categories are: S (valuing f careful, thorough, accurate work), NT (valuing quality o ideas and intelf lectual competency), SP (valuing a clever way o making things happen or getting things done), and NF (valuing onesev US a person who makes f important contributions). Bused on a 1982-1 987 study o more than 200 subjects in training programs (in leadership and problem solving) or university classes (in administration, public school supervision, housing administration, or organization development), the authors conclude that the categories do have a practical application for many managers who would like to match work incentives to what their employees value. This article describes the study and discuses the four Keirsey-Bates categories as they apply to the workplace. If managers can see what individuals value in their work, they may be able to use motivational interventions that match incentives to these values.
The Lima plant has issues with high turnover, morale and job satisfaction among employees. The Lima plant needs a plan of action to retain good employees and boost morale. According to Kontoghiorghes and Frangou (2009), talent management is the implementation of integrated strategies designed to increase employee productivity by developing processes for attracting, developing, retaining, and utilizing people with the required skills and aptitude to meet current and future business needs. The perception of human capital management is that employees possess skills, abilities, and experience and consequently have economic significance for the organization (Kontoghiorghes & Frangou, 2009). Hence in order to attract, engage, cultivate, and retain talent, those who have the task of talent management must understand what is important to employees (Kontoghiorghes & Frangou, 2009).
Abstract The HRM-performance linkage often invokes an assumption of increased employee commitment to the organization and other positive effects of a motivational type. We present a theoretical framework in which motivational effects of HRM are conditional on its intensity, utilizing especially the idea of HRM „bundling‟. We then analyse the association between HRM practices and employees‟ organisational commitment (OC) and intrinsic job satisfaction (IJS). HRM practices have significantly positive relationships with OC and IJS chiefly at high levels of implementation, but with important distinctions between the domain-level analysis (comprising groups of practices for specific domains such as employee development) and the across-domain or HRM-system level. Findings support a threshold interpretation of the link between HRM domains and employee motivation, but at the system-level both incremental and threshold models receive some support.
The expectancy theory of motivation is composed of three relationships. These are as followed: effortperformance, performance-reward, and rewards-personal goal relationships. These relationships all focus on how an employee perceives the correlation of his or her effort and performance to the organizational and personal rewards in which they receive. The higher the correlation is between effort, performance, and reward the more motivated the employees. The first relationship to be focused on is between one’s effort and performance.
Motivation play an important role in today’s work environment as motivated employees are more productive employees. However, the ways how we motivate the employees have to be improved from time to time as employees are being more demanding and that they are more concern about their needs than before. Motivational strategies have probably affected the most by employee concerns and values (Greiner 1986, p. 82). ‘A motivational strategy is any effort to induce employees to initiate and sustain activities that can directly or indirectly improve service productivity’ (Greiner 1986, p. 82). Motivation can have an effect on the output of your business and concerns both quantity and quality.
The great thing about benefits it can provide meaning and value to employees that can increase the worker enthusiasm and moral in the work environment. With this, employees will then become more motivated to increase performance and feel secure within the organization which can lead to low turnover rates and highly satisfied employees. 3. Do you believe the incentive benefits such as those offered at Genentech and Zappos can be used in other organizations? Why or why
Question 1 What is Job Satisfaction and why do you think it is important in an organization? Critically examine the factors that could affect the degree of job satisfaction. Support your answer with relevant work-related examples. Introduction Job satisfaction is the degree to which people like their jobs. Some people enjoy work and find it to be a central part of life or in other word, passion.
There are several factors that have an influence on satisfaction or dissatisfaction with a job. Some of these include the feelings that an employee may have about the job, task significance, job choice, rewards, and pay. Among other factors related to job satisfaction are the type of motivation used, individual performance, and empowerment. Job satisfaction is not only important at a particular level but also for organisations and society as a whole. Perdue, Reardon, & Peterson indicates On the personal level, the ability to affectively adjust to a work setting, perform at a level appropriate with one’s personal potential, and enjoy