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This document discusses human resources management and contains the answers to 5 questions. It addresses the company's expectations of employees such as being comfortable, confident, willing to learn and work as a team. It also discusses employees' expectations of the company like recognition, clear goals, growth and respect. Furthermore, it explains that staff go to work for social interaction, training, qualified life experiences and true monetary value. Lastly, it outlines factors that influence compensation including an organization's ability to pay, job requirements, the labor market, and economy.
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This document discusses employee loyalty and its importance for organizations. It defines employee loyalty as employees who are devoted to their organization's success and do not actively seek other jobs. Signs of loyal employees include prioritizing the company over personal interests and supporting leadership decisions. Employee loyalty improves productivity and profits through increased customer satisfaction and retention. The document recommends that organizations enhance employee loyalty by improving communication, defining goals, promoting from within, and involving employees' families. Benefits like these can increase engagement and loyalty. In conclusion, the document states that employee loyalty is essential for business success.
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The document is a questionnaire that collects personal and employment information from employees. It contains 20 questions that ask employees to rate their satisfaction with various aspects of their employment such as salary, benefits, work conditions, training opportunities, and career development. It also collects some basic personal information including name, age, education level, job role, and marital status. The questionnaire aims to understand employee satisfaction and get feedback on how the organization can improve.
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This employee satisfaction survey asks questions to gather information about how employees feel about their job, position in the company, relationships with colleagues and managers, advancement opportunities, and overall satisfaction. It contains demographic questions about gender, tenure, age, and position. It also contains statements about various aspects of work where employees can select their level of agreement from strongly agree to strongly disagree. These aspects include overall satisfaction, recommendation of the company, communication, workload, learning opportunities, tools/resources, pay/benefits, and communication within departments. An optional comment field is also provided at the end.
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Job satisfaction has received substantial attention from both researchers and practitioners due to its significance in achieving organisational goals in the private and public sectors. Researchers in the human resource field have long probed the relationship between variables related to job satisfaction and employee performance (Locke, 1976; Currall, et al, 2005; Qureshi et al.,2011; Rehman & Waheed ,2011; Rehman, 2012), and productivity ( (Marks, 2006; Bataineh ,2011). However, there is little agreement on how contributory factors play a significant role in job satisfaction (Elding, Tobias, & Walker, 2006).
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This employee satisfaction survey asks questions to gather information about how employees feel about their job, position in the company, relationships with colleagues and managers, advancement opportunities, and overall satisfaction. It contains demographic questions about gender, tenure, age, and position. It also contains statements about various aspects of work where employees can select their level of agreement from strongly agree to strongly disagree. These aspects include overall satisfaction, recommendation of the company, communication, workload, learning opportunities, tools/resources, pay/benefits, and communication within departments. An optional comment field is also provided at the end.
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3) Identifying ways to measure job satisfaction using rating scales, interviews, and critical incidents.
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The document discusses the relationship between job satisfaction and job performance. It provides examples of different occupations having varying levels of satisfaction and performance. The main points are:
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2) Explaining the outcomes of job satisfaction such as mental and physical health, organizational commitment, absenteeism, and productivity.
3) Identifying ways to measure job satisfaction using rating scales, interviews, and critical incidents.
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This document discusses factors that influence job satisfaction. It defines job satisfaction as the positive feelings employees have towards their work, as described by Keith Davis. Personal factors like age, gender, and education can impact satisfaction, as well as organizational factors including supervision, work groups, occupational level, job content, pay and promotion opportunities, and job security. Different age groups, genders, and education levels may experience satisfaction differently based on these determinants. How supervision is implemented, relationships within work groups, the level and variety in a job, and compensation all affect an individual's satisfaction.
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The document discusses the relationship between job satisfaction and job performance. It provides examples of different occupations having varying levels of satisfaction and performance. The main points are:
1) Job satisfaction is found to not be strongly related to job performance.
2) Organizations can help ensure employee performance through rules, procedures, rewards and punishments regardless of job satisfaction levels.
3) Job performance may influence job satisfaction if employees are fairly rewarded for good performance, reversing the expected relationship direction.
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Loyalty implies sticking with someone or something even if it goes against your own self-interest. Especially in business, loyalty carries the expectation that you will be rewarded for this allegiance.
True loyalty means going the extra mile when it's needed.
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This document discusses factors that influence job satisfaction. It identifies organizational factors like occupational level, job content, leadership style, pay/promotions, working conditions, respect from coworkers, and workload/stress levels. It also notes personal factors such as personality-job fit, finding fulfillment in one's work, and accurate role perception can impact satisfaction. Job satisfaction is determined by how content employees feel with their job or aspects of their job. Both individual and workplace characteristics shape an employee's attitudes and satisfaction.
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The document discusses employee relations and reward systems. It defines employee relations as a company's efforts to manage relationships between employers and employees. It notes that a good employee relations program provides fair treatment to employees to gain their commitment and loyalty. It also discusses the importance of developing harmonious relations between management and labor for productivity and industrial progress. Additionally, it outlines factors that influence employee relations such as institutional, economic, technological, psychological, political/legal, and global factors. Finally, it discusses challenges and best practices for employee reward systems, including linking rewards to performance and company objectives.
Motivational Rewarding
“Motivation is the desire to achieve beyond expectations, being driven by internal rather than external factors, and to be involved in a continuous striving for improvement”. (Torringtonet al., 2008).
Motivation, in the context of work, is a psychological process that results from the interaction between an employee and the work environment and it is characterized by a certain level of willingness. The employees are willing to increase their work effort in order to obtain a specific need or desire that they hold (Beardwell et al., 2003).
According to Arnold et al., (2001), motivation consists of three components:
• direction – what a person is trying to do
• effort – how hard a person is trying
• persistence – how long a person keeps on trying
Motivation theory tries to explain why people at work behave the way they do in terms of their efforts and strive for achievement.
Managers can motivate employees through methods such as pay, promotion and praise. Employees can also motivate themselves by seeking work where individual goals, needs and wants will be achieved. These two types of motivation are called intrinsic and ex- trinsic motivation and are more closely described as follows: (Armstrong 1988, p. 109).
Intrinsic motivation refers to the motivation that comes from inside an individual. The motivation is generated trough satisfaction or pleasure that one gets in completing or even working on a task. Factors that influence on intrinsic motivation include responsi- bility, freedom to act, scope to use and develop skills and abilities, interesting work and opportunities for advancement. These motivators, which are concerned with the quality of work life, tend to have a long-term effect since they are inherent in individuals and not imposed from outside. (Armstrong, 2009).
Extrinsic motivation is something that is done to or for people to motivate them. It aris- es from factors outside an individual, such as money, grades, criticism or punishments. These rewards provide satisfaction and pleasure that the task itself might not provide. An extrinsically motivated person might work on a task even when they have little interest in it. This type of motivation usually has an immediate and powerful effect, however it does not tend to last for long. (Armstrong, 2009).
Job satisfaction
This PPT is about "Job Satisfaction". Here, it'll explain what creates job satisfaction and how employees show their dissatisfaction in the organisation.
Motivation of Employees in the Work Place
This document discusses motivation in the workplace. It defines motivation and outlines several theories of motivation, including instinct, incentive, arousal, drive, and humanistic theories. It discusses why motivating both employees and managers is important for productivity, revenue, and satisfaction. It provides techniques for motivating managers, such as praise, respect, education, feedback, and incentives. For motivating employees, it suggests treating them as partners, keeping them informed, providing training and resources, and building trust. The conclusion emphasizes that small gestures and relationships with managers are often more motivating than material rewards.
Quality Work Life
This document discusses motivation in the workplace. It defines motivation and outlines several theories of motivation, including instinct, incentive, arousal, drive, and humanistic theories. It discusses why motivating both employees and managers is important for productivity and performance. It provides techniques for motivating managers, such as praise, respect, education, feedback, and incentives. For motivating employees, it suggests treating them as partners, keeping them informed, providing training and resources, and building trust. The conclusion emphasizes that what motivates individuals varies and small gestures can be effective.
Motivating Employees
Motivating employees is a critical activity for managers. This presentation provide practical tips for managers. This is purely for academic purpose.
Setup methods and evaluating recognition programs
1. The document discusses evaluating recognition programs through reliable data collection and valid research designs. It provides examples of metrics like absence rate and surveys to measure employee attitudes.
2. Valid research designs include collecting data before and after a program is implemented from both an experimental and control group. This allows for comparing changes over time and accounting for other factors.
3. Recognition program budgets can range from 0.2% to 1% of payroll costs depending on company size, with larger companies often spending more in total dollars.
ASHAVI Employee Engagement Program
Employees’ holds the key of success for any company. Hence, listening to their voices is very important.
Employees’ workplace should have ability to motivate to have maximum contribution.
Employees’ recognition, motivation, commitment is dependent upon the function & level.
Motivation in the workplace – Equity TheoryPrepared by Group.docx
Motivation in the workplace – Equity Theory
Prepared by Group 3: Kip Walker, Kyle Gummere, Sean Hall
Agenda
Equity Theory
Interview Questions
Interview Answers
Results of the Data
Supportive Answers
Divergent Answers
Conclusion and Recommendations
Reference
Appendix
2
Equity Theory
Equity Theory: What motivates people to work?
Developed in 1960’s by John S. Adams
Focus: Input and outcome
Employees compare their job’s inputs with an outcome ratio
Inequality causes employees to act to correct inequality
Human motivation of fairness between inputs and outputs
Developed by John Adams in the 1960s to explain the main motivation factor for employees. Equity Theory Hinges on what input an employee gives vs what they receive as an output (Guerrero, Anderson, Walid, 263). According to the Hashemite University employees compare their input to an output ratio. These inputs can include education, intelligence, experience training, skills, seniority, age, time background etc. and outputs include pay, intrinsic rewards supervisor satisfaction, benefits job status etc. (Al-Zawahreh, Al-Madi 158-170). As long as the inputs and outputs stay in balance in the mind of the employee the employee stays motivated. When there is an imbalance the theory states that the employee will attempt to re-create balance. When an imbalance exists will seek to reduce it by distorting inputs and/or outcomes in their own minds (“cognitive distortion”), directly altering inputs and or outcomes, or leaving the organization (Carrell, Dittrich 202-210).
3
Interview Questions
Synopsis: Utilize survey questions to draw conclusions and evaluate the validity of Equity Theory
Survey Questions:
Question 1: Have you ever experienced a situation in the work place where you felt that you were being treated unfairly compared to a coworker? In the situation, how did you react? Did your work ethic or output suffer?
Question 2: What do you consider to be the number one factor that motivates you in your current position?
Question 3: If you received a pay cut, and your coworkers did not, how would this effect your output?
Question 4: If I were to increase your salary by 150%, do you believe that you would be 150% more productive?
Question 5: Do you agree with the statement that the individuals who get paid more than you are more productive and contribute more to the company than you do? Why or why not?
The synopsis for our research project is as follows: Question 1 was designed to test if people have felt an imbalance in the workplace which correlates directly to the equity theory.
Question 2 was designed to ascertain which outputs (factor) is the most important to the individual (intrinsic vs extrinsic motivators).
Question 3 was meant to determine what action an individual would be willing to take if the perceived imbalance was deemed too great.
Question 4 examines the opposite reaction once might take. Finally,
question 5 is meant to determine whether there is a ...
Engagement Measuerment 2011
The document discusses measuring employee engagement. It defines employee engagement as employees being fully involved in and enthusiastic about their work. Research shows that only 29% of US employees are engaged, while 54% are not engaged and 17% are disengaged. The document provides a basic engagement model and lists ways to measure engagement, such as through questionnaires. It includes a 12 question questionnaire to measure engagement on a scale of 1 to 5, with higher scores indicating better engagement.
FIGURE 5.1 ORGANIZING FRAMEWORK FOR UNDERSTANDING AND APPLYING
FIGURE 5.1 ORGANIZING FRAMEWORK FOR UNDERSTANDING AND APPLYING OB
© 2014 Angelo Kinicki and Mel Fugate. All rights reserved. Reproduction prohibited without permission of the authors
INPUTS PROCESSES OUTCOMES
Person Factors
• Personality
• Personal attitudes
• Values—Theory X/Y
• Needs
Situation Factors
• Hygiene factors
• Motivating factors
• Job characteristics
• Job design
• Leadership
• Organizational climate
Individual Level
• Equity/justice
• Expectancy processes
• Goal setting processes
• Voice
Group/Team Level
• Climate for justice
Organizational Level
• Climate for justice
Individual Level
• Intrinsic and extrinsic
motivation
• Task performance
• Work attitudes
• Citizenship behavior/
counterproductive behavior
• Turnover
Group/Team Level
• Group/team performance
Organizational Level
• Customer satisfaction
5
Major Topics I’ll Learn and Questions I Should Be Able to Answer
5.1 The What and Why of Motivation
MAJOR QUESTION: What is motivation and how does it affect my behavior?
5.2 Content Theories of Motivation
MAJOR QUESTION: How would I compare and contrast the content theories of
motivation?
5.3 Process Theories of Motivation
MAJOR QUESTION: How would I compare and contrast the process theories of
motivation?
5.4 Motivating Employees Through Job Design
MAJOR QUESTION: How are top-down approaches, bottom-up approaches,
and “idiosyncratic deals” similar and different?
How Can I Apply Motivation Theories?
FOUNDATIONS OF
EMPLOYEE MOTIVATION
The Organizing Framework for Understanding and Applying OB shown in Figure 5.1 summa-
rizes what you will learn in this chapter. Although Chapter 5 focuses on motivation, an individual-
level process, a host of person and situation factors influence it. There are more situation than
person factors in the figure. This reinforces the simple fact that managers significantly affect our
motivation because they have more control over situation than person factors. Figure 5.1 further
shows that processes across the individual, group/team, and organizational level influence a
variety of important outcomes.
161
Winning at Work
Discussing Pay at Work
What’s Ahead in This Chapter
There are far too many dysfunctional organizations
where managers don’t seem to have a clue about how
to motivate workers. OB supplies proven methods of
how to motivate employees. These aren’t just abstract
theories. All spring from observation and study of the
workplace, and they have been validated in real-life
testing. Business professionals treasure them as tools
for making work better and more productive. We’ll show
you how these methods operate and give practical tips
and suggestions for implementing them.
The Wall Street Journal recently
offered advice for how companies
should handle pay secrecy. Based
on OB research covered in this
chapter, the writer suggested com-
panies should open up about pay
and allow employees to freely talk
about their pay concerns. This in-
cludes showin ...
Motivation and Performance Excellence Fall 2022.pptx
Motivation is the key to success and people beleives in motivation .
Motivation comes by many ways like from study , exercise and yoga.
Attrition
A company is facing high attrition rate. The major concerns being motivation and attitude of the employees.
There might be no clear links between attitude and attrition, in this study we will try to assume some attitudes of employees that could lead to attrition in an organisation. And also discuss some motivational measures that could be used to reduce the attrition rate in the company.
Similar to HRM (20)
HRIA 2014 Conference Presentation - Employee Engagement
HRIA 2014 Conference Presentation - Employee Engagement
Motivation in the workplace – Equity TheoryPrepared by Group.docx
Motivation in the workplace – Equity TheoryPrepared by Group.docx
FIGURE 5.1 ORGANIZING FRAMEWORK FOR UNDERSTANDING AND APPLYING
FIGURE 5.1 ORGANIZING FRAMEWORK FOR UNDERSTANDING AND APPLYING
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HRM
- 1. group HUMAN RESOURCES MANAGEMENT ___ the outsiders
- 2. Questions to be solved 1 2 3 4 5 What are the company’s expectation of employees ? What are employees’ expectations of the company ? Why do staffs go to work instead of staying at home ? What are the factors that influence compensation ? How to motivate staffs or employees ?
- 3. Question 1: What are the company’s expectation of employees?
- 4. Comfortable confidence Self-reliance Willingness to learn and listen Teamwork Honesty Flexibility and adapability Depenability
- 5. Question 2: What are employees’ expectations of the company
- 7. Question 3 Why do staffs go to work instead of staying at home?
- 8. social ability training on jobs qualified life grow you up true value of money life goal
- 9. Question 4: What are factors that influence compensation?
- 10. ability to pay employee job requirement job evaluation organisation’s strategy laws and regulation labor marketeconomyinflationtechnological changes academic institutions INTERNAL FACTORS EXTERNAL FACTORS
- 13. SUMMARY SUMMARY