Chapter 10
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This document discusses ways to motivate employees in organizations. It explains that motivated employees are key to a firm's performance and productivity. Some theories discussed for motivating employees include Maslow's hierarchy of needs and Herzberg's job satisfaction study. The document also outlines several job satisfaction and motivation programs firms can provide, such as adequate compensation, job security, flexible schedules, and employee involvement programs like job enrichment and teamwork.
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SUBSCRIBE TODAY
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Hrm
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This document discusses job enrichment strategies to increase employee satisfaction and motivation. It defines job enrichment as enhancing job responsibilities to make work more rewarding and challenging. The key aspects of job enrichment are identified as skill variety, task identity, task significance, autonomy, and feedback. Specific strategies are proposed, such as job rotation, combining tasks, participative management, and redistributing power and authority. A four-step process is outlined for implementing a job enrichment program that involves assessing satisfaction levels, identifying enrichment opportunities, designing the program, and communicating changes. Benefits include a more engaged and motivated workforce, while potential downsides include difficulty providing opportunities to all employees equally.
Motivation slide
Motivation is a complex concept that can be defined as the driving forces within and behind human behavior and performance. Employee motivation refers to the psychological factors that guide employee behavior and performance in an organization. Key factors that influence employee motivation and performance include compensation, leadership, non-monetary incentives like recognition, corporate culture, resources provided, feedback, and personal issues. Motivated employees tend to be more productive and organizations can improve motivation through realistic expectations, involvement in decision-making, job fit, a positive work environment, appropriate compensation and benefits, a supportive company culture, and effective management that provides direction, feedback, and positive reinforcement.
Motivation
Motivation can be defined as the complex forces that create and maintain voluntary activity directed towards personal goals. Employee motivation is the psychological forces that determine an employee's behavior, effort level, and persistence in an organization. When employees are motivated, they often have greater job satisfaction and improved work performance, which benefits the entire organization. Motivation influences employee performance through factors like job design, organizational identification, financial incentives, goal setting, and organizational participation. Employers can improve motivation and performance by leading by example, including employees in goal setting and planning, creating rewards to reinforce positive behavior, and providing opportunities for advancement.
Unit 4 employee retention
This document discusses strategies for employee retention and managing voluntary employee turnover. It provides five elements of a comprehensive employee retention strategy: 1) better recruiting from the beginning by prioritizing long-term fit, 2) training managers to foster retention, 3) measuring and supporting engagement, 4) showing recognition in multiple ways, and 5) framing long-term career trajectories. It also discusses five steps to reduce voluntary turnover: 1) creating an environment of trust and communication, 2) giving employees goals and recognizing achievements, 3) investing in employee training, 4) remaining competitive with benefits and pay, and 5) avoiding overburdening employees.
Five functions of effective management
The document discusses the five key functions of effective management - planning, organizing, staffing, leading, and controlling - and how the fast food company McDonald's implements these functions. It explains that McDonald's engages in planning, organizing, staffing, leading and controlling to achieve its objectives of satisfying customers, increasing sales, and sustaining its market position. McDonald's applies controlling to check productivity, compare actual to planned performance, identify weaknesses, and make improvements. The effective use of these management functions is what allows McDonald's to be so successful.
Employee Motivation 2
This document summarizes several theories of motivation and how they can be applied in workplace settings. It discusses Maslow's hierarchy of needs, Herzberg's two-factor theory, expectancy theory, goal-setting theory, and various techniques for motivating employees including job enrichment, participation programs, quality of worklife programs, and reward systems. The key takeaways are that job satisfaction and performance are influenced by both intrinsic and extrinsic factors, and managers can enhance motivation by understanding employee needs and designing enriched jobs and goals.
Motivation in Organization Behaviour pdf
This document discusses motivation in organizational behavior and management. It defines motivation as the process of stimulating people to action to accomplish goals. There are several theories discussed, including:
1. Maslow's Hierarchy of Needs Theory which proposes that people are motivated to fulfill five basic needs: physiological, safety, social, esteem, and self-actualization.
2. Herzberg's Two-Factor Theory which categorizes motivators that improve satisfaction (such as achievement and recognition) separately from hygiene factors that prevent dissatisfaction (such as salary and job security).
3. The importance of motivation for organizations is that it utilizes human resources, improves employee efficiency, leads to achieving goals, builds relationships, and
Chapter 11
Hiring, training, and evaluating employees is important for a firm's performance. A firm must effectively manage its human resources to achieve its goals. The document discusses human resource planning including forecasting employee demand, job analysis, and recruiting. It also covers providing equal opportunity, compensation packages, developing employee skills through training, and evaluating employee performance.
Job satisfaction-research-project-report
Job satisfaction is defined as how much people like or dislike their jobs. It is influenced by factors like pay, the work itself, coworkers, supervision, and benefits. Job satisfaction benefits both workers and organizations by increasing productivity, commitment, and well-being. Organizations can enhance job satisfaction through flexible work, training, meaningful work, opportunities for growth, and competitive compensation. Both management and workers must work to ensure long-term job satisfaction.
14771721 job-satisfaction-research-project-report
Job satisfaction is defined as how much people like or dislike their jobs. It is influenced by factors like the work itself, pay, coworkers, supervision, and benefits. High job satisfaction benefits both workers and organizations by increasing productivity, commitment, and well-being while reducing absenteeism and turnover. Organizations can promote job satisfaction through flexible work arrangements, training, interesting work, responsibility, feedback, and competitive compensation. Both management and workers must work together to ensure a satisfying work environment.
Running Head MOTIVATION1MOTIVATION2Motivation.docx
Running Head: MOTIVATION 1
MOTIVATION 2
Motivation
Mark S. Lasky
American Public University
Dr. Moore
MGMT311 Organizational Behavior
February 11, 2018
Motivation
Motivation is a critical element that promotes productivity in the organization. Motivation is one of the determinants of a successful business entity. It is paramount to integrate motivational strategies in the organization to enhance operations and productivity (Calo, Patterson, & Decker, 2014). However, despite the benefits of motivation, there are some several factors which threaten motivational strategies in the organization. This research seeks to highlight the various risks concerning mitigation strategies in the company. Additionally, the study outlines various approaches which can be implemented to combat the risks concerning motivational strategies.
Potential risks
Remuneration is an extensive technique used as a motivational strategy. In the program, offering competitive salaries to employees may present a challenge in the long-term. In the modern business world characterized by unpredictable change, high salaries or wages may threaten the well-being of the company in low seasons. A significant remuneration program results in a high operational cost which reduces the profitability of the company (Barron & Hulleman, 2014).
Another risk worth considering is the strategy of integrating employees into the decision-making process in the company. This approach may be ineffective as some decisions are time sensitive which makes it difficult to consult all employees before the decision is made. Moreover, some decisions may point out some vulnerable points in the business when communicated to employees. This results in the employees lacking a sense of security and confidence in the company, thus translating into reduced productivity.
Personnel centered approach also presents a risk to the well-being of the company. Personnel centered approach safeguards the well-being of employees by providing flexible working hours. However, this arrangement may lead to the company having inadequate staff when there is an influx of work. Also, flexible working hours threaten the commitment and output of employees since they operate as they wish which results in low productivity if the employees lack determination.
In the implementation of the program, there is the cultural difference risk. In the implementation of the motivational strategy at the company, the diverse workforce may have a varying reception to the motivational approach. For example, in places where employees are accustomed to working for specific hours in a day, compensation for extra hours would be ineffective as a motivational strategy in the area. Also, cultural difference may result in the preference of either intrinsic or extrinsic motivational elements. This variation may lead to the execution of the wrong motivational strategy thus leading to ineffectiveness.
The theoretical literature points out that th ...
Introduction
1) Reward systems are an important tool for organizations to motivate employees and improve performance. They can include both monetary rewards like bonuses and salary increases as well as non-monetary rewards like praise and recognition.
2) An effective reward system should link rewards to clearly defined performance standards and distribute them in a way employees perceive as fair. This helps build commitment to the organization and motivate high-quality work.
3) Both intrinsic and extrinsic rewards can motivate employees. Intrinsic rewards are those inherent to the job itself, while extrinsic rewards come from outside the job, like bonuses. Organizations should consider both types of rewards to optimize employee motivation.
Motivationppt
This is my presentation about, How we as an Manager should motivate our employee.Please have a look of it because it is different the way we think about it.
Bus101 lec 9 motivating people
This document summarizes several theories of motivation and how they can be applied in business. It discusses Maslow's hierarchy of needs, Herzberg's motivational factors, McGregor's Theory X and Y and Ouchi's Theory Z. It also covers goal-setting theory, expectancy theory, and strategies for job enrichment like skill variety, task identity, autonomy and feedback. Finally, it discusses how open communication and personalized motivation can help managers motivate employees.
Motivation from Concepts to Application by Iqbal
Explains how to motivate employees on job by using various pay methods and other types of motivational tools.
Running header STRATEGY, PLANNING, AND SELECTION11STRATEGY, .docx
Running header: STRATEGY, PLANNING, AND SELECTION 1 1
STRATEGY, PLANNING, AND SELECTION 5
Strategy, Planning & Selection
Melissa Miller
Professor: Dr. Robert Waldo
Strayer University
Global Campus
HRM 599: Human Resources Management Capstone
April 21, 2019
Introduction
A human resource manager has the responsibility for managing the human resource within an organization. The functions in managing the human resource include: recruiting of new employees, compensation of employees in cases of accidents or termination of their contracts, ensuring that the employee receives their benefits, designing work that should be done by employees, and establishing the relationships between colleagues and colleagues and the management in the organization. The primary purpose of human resource managers is to ensure that the productions of an organization increase with the human resources available. So, they have to motivate the employees towards the achievement of the organization’s goals.
Furthermore, they have a role in acquisition, development and retaining the talent that will ensure that the organization competes effectively with its competitors. Human resource managers should also arrange the workforce in a manner that will ensure they deliver effective and hence maximize the production of the organization (VIRÁG & ALBU, 2014). Therefore, this paper analyses some aspects of human resource management.
Business Strategies
Businesses have their distinctive features, and they are unique in the way they do their things. The way various companies market their products, conduct their sales, acquire their customers, and manage their employees will reveal the values of each business. There are multiple strategies in business that can be used or adjusted to suit the needs of the company so that they can improve their businesses. It is essential for human resource managers to understand the strategies of marketing that will enable them the company to compete effectively with other companies. Cost leadership strategy uses price as the basis of competition. In this strategy, the prices are kept low to attract more customers.
Additionally, differentiation is also a strategy in business. In this strategy, the companies provide either unique products or services to compete effectively with their competitors. Lastly, focus niche is also another strategy in business. Focus niche is whereby the enterprises focus on a specific target market to sell their products. Therefore, it is essential for an organization to enhance these business strategies so that they can improve their performance.
Cost leadership strategy will work best for a local organization. In cost leadership, the price is an essential factor in the competition. It is the best for local organizations because the retailers can obtain their goods in massive quantities from the wholesalers at low prices. The retailers for them to thrive in the market they will have to lower their costs for them to.
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Running Head MOTIVATION1MOTIVATION2Motivation.docx
Running Head MOTIVATION1MOTIVATION2Motivation.docx
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More from Nuradli Ridzwan Shah Bin Mohd Dali
Intro nuradli internet
Nuradli Ridzwan Shah Bin Mohd Dali has extensive experience working with and teaching SPSS. He has a background in banking and holds degrees from ITM Dungun, University of Tulsa, and UiTM. Currently, he is pursuing his PhD in Islamic credit cards at UKM. Nuradli has published books and journal articles, and has conducted over 60 conference presentations. He regularly provides SPSS training courses for students and lecturers at various institutions.
Chapter 14
This document discusses accounting and financial analysis. It explains that accounting provides financial information about a company through statements. Managers use statement information to evaluate performance and make decisions. The document also discusses ratio analysis and its use in evaluating a firm's financial condition compared to industry averages. Specific ratios are calculated for a sample company, Kayu Kayan Bhd, to assess liquidity, efficiency, leverage, and profitability.
Chapter 12
This document discusses product distribution, promotion, and determining an optimal promotion mix. It covers types of distribution channels including direct, one-level, and two-level channels. Factors that determine the optimal channel are described. The document also discusses market coverage strategies, transportation methods, wholesalers' roles, vertical integration, and the four main promotion methods - advertising, personal selling, sales promotion, and public relations. Determining objectives and tools and developing an effective promotion program are also outlined.
Chapter 9
The document discusses key aspects of production management including resources, plant site selection, design and layout, production control, quality control, and improving efficiency. It describes the main resources as human resources, materials, and equipment. When choosing a plant site, factors like costs, labor supply, transportation access, and tax incentives must be considered. Production control involves inventory management, routing, scheduling, and quality control to meet standards. Improving efficiency can be done through adopting new technology, achieving economies of scale, and restructuring production tasks.
Chapter 8
This document discusses effective management and organizational structure from an Islamic perspective. It defines management as the process of completing activities efficiently through planning, organizing, staffing, directing, coordinating, reporting and budgeting. Islamic principles of management include division of work, authority, discipline, unity of command and direction, and subordination of individual interests to the group. The levels of management are top/high level, middle, and supervisory. Organizational structures can be centralized, decentralized, or use a matrix. Departmentalization options include function, product, location, and customer.
Chapter 7
The document discusses entrepreneurship and business planning. It defines entrepreneurship as creating something new with value by investing time, effort and resources while accepting risks to earn monetary and personal rewards. Some key characteristics of entrepreneurs are discussed as well as the differences between entrepreneurial and managerial domains. The process of starting a new business and creating a business plan are also outlined. The business plan should include basic elements like executive summary, company description, products/services, market analysis, organization and management, and financial projections.
Chapter 6
The document discusses various types of contracts in Islamic business transactions. It defines key terms like 'akad' (contract) and explains different types of sales contracts such as aqd al-amanah (trust contract), aqd al-musawamah (negotiated contract), and aqd al-tabaruat (benevolent contract). It also discusses important contract concepts in Islam like khiyar (options) and ways contracts can be discontinued. Examples of specific contracts covered include murabahah, musharakah, ijarah, and their application in business financing.
Chapter 3
The document discusses Islamic principles of commerce (muamalat), trading, and investment. It explains that muamalat requires truthfulness, trustworthiness, mutual consent, and generosity. The pillars of trading are the seller, buyer, commodity, price, and contract (sighah). Principles of investment prohibit guarantees based on capital, uncertainty (gharar), interest (riba'), and require the investment be halal and have mutual consent. It also discusses Malaysia's Islamic finance framework and how it has contributed to financial inclusion and stability.
Chapter 2
This chapter discusses business and trade from an Islamic perspective. It aims to explain key Islamic concepts like ad-din, Aqidah, Shariah and Akhlak and how they relate to human needs. It also explores the principles of business in Islam, different types of Islamic law (hukum) and their sources. The chapter seeks to provide an understanding of how Islam views conducting business dealings according to religious regulations and teachings.
Chapter 1
The document discusses the key aspects of the Islamic economic system, including its philosophical background, principles, rules of functioning, and three sectors. It differentiates the Islamic economic system from capitalism and socialism. Some countries have adopted a welfare state system that combines principles from capitalism and socialism to protect societies.
Chapter 17
The document discusses various ways for businesses to expand, including through investment, mergers and acquisitions, and short-term asset management. It explains that capital budgeting is used to evaluate potential investment projects and ensure they are financially feasible. Mergers and acquisitions can allow for immediate growth, economic of scale benefits, and managerial efficiencies. The process of a merger involves financing, integrating the businesses, tender offers, and post-merger evaluations.
Chapter 15
This document discusses zakat, or obligatory alms-giving in Islam. It covers the definition of zakat, its importance as one of the five pillars of Islam, the types of zakat (including zakat on business income), conditions for paying zakat on business, methods for calculating zakat on business using models like growth or working capital, and adjustments that can be made in calculations. The main beneficiaries of zakat are also identified.
Islamic Finance 7c
The document discusses Ar-Rahnu, an Islamic pawn broking system introduced in Malaysia as an alternative to conventional pawn broking. Ar-Rahnu provides collateral-based, interest-free loans using gold jewelry as collateral. It was established to help low-income communities access affordable credit in a Sharia-compliant way. Ar-Rahnu has grown significantly since its introduction in 1992, with over 100 centers operated by cooperatives like Bank Rakyat. It offers benefits like transparent pricing, secured storage of collateral, and helps support small businesses and economic development.
Islamic Finance 7b
The document discusses the takaful industry structure, supervision, functions, and roles. It provides an overview of key concepts including tabarru-based, mudarabah-based, and wakalah-based takaful models. It also compares takaful to conventional insurance and outlines the Takaful Act of 1984 which regulates the takaful industry.
Islamic Finance 7d
The document discusses Islamic money market instruments in Malaysia. It outlines several instruments used in the primary and secondary interbank money markets, including Mudharabah Interbank Investment, the Islamic Interbank Cheque Clearing System, Sale and Buy Back Agreement (Repo), Accepted Bills – Islamic (AB-I), Government Investment Issues, Islamic Treasury Bills, Cagamas Mudharabah Bond, Islamic Negotiable Certificates Of Deposit (INCO), and Islamic Private Debt Securities (IPDS). It concludes that while the growth of Islamic money market products is important, practitioners should avoid excessively replicating conventional instruments and prioritize profit-sharing concepts over debt-based concepts.
Islamic Finance 7a
This document provides an overview of the Malaysian Islamic financial system. It discusses the key players and markets in the Malaysian financial system as well as the basic principles of Islamic finance. The history and development of Islamic banking in Malaysia is then outlined, including the establishment of the first Islamic bank in 1983 and the adoption of a dual banking system. Current statistics on Islamic banking and takaful in Malaysia are also presented.
Islamic Finance 6
The document discusses various Islamic banking concepts including kafalah (suretyship), ujrah (fees), and wakalah (agency).
Kafalah involves a guarantor assuming responsibility for a debtor's obligation to a creditor. Ujrah discusses permissible fees that can be charged in Islamic banking. Wakalah involves appointing an agent to carry out a task, with key parties being the appointer, the agent, and the delegated responsibility. General principles, conditions, procedures, and termination of these concepts are outlined.
Islamic Finance 5
The document discusses various types of business contracts in Islam, including Akad (contract) and different types of Akad such as Akad Amanah (trust contract) and Akad Tabaruat (gift contract). It provides examples of Murabahah contract which is a type of deferred payment sale contract commonly used in Islamic banking for financing working capital. The document also explains how Murabahah contracts work through the use of letters of credit in Islamic banks like Bank Islam and Bank Rakyat in Malaysia.
Islamic Finance 4
The document defines key concepts in Islamic contract law including shariah, the essential elements of a valid contract, and the parties' consent. It discusses the different types of contracts like sale, lease, partnership, and deferred delivery contracts. It also summarizes the principles and structures of common Islamic financing contracts such as murabaha, ijara, musharakah, mudarabah, salam, istisna, and sukuk.
Islamic Finance 3
The document discusses two types of riba that are prohibited in Islamic banking:
1) Riba-un-Nasiyah (or Riba-al-Jahiliya), which refers to loans with interest or excess repayment amounts predetermined. Scholars define it as any loan with interest.
2) Riba-al-Fadl, which refers to an excess received when exchanging specific commodities like gold for gold. Scholars differ on which commodities apply, but most say commodities must be edible, storable, or act as a medium of exchange.
The key difference between Islamic and conventional banking is that Islamic banking prohibits riba and is based on profit/loss sharing
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Chapter 10
- 1. CHAPTER 10 MOTIVATING EMPLOYEES