The document contains a list of 9 tables and charts related to classifying employees based on different factors such as age, gender, qualifications, work experience, satisfaction levels, interpersonal relationships, rewards, performance, and career opportunities. Each table is given a title and assigned a page number in the document.
Employee Englightnment Sulphey and BasheerM M Sulphey
an enlightened employee is capable of radiating a positive energy among his peers and colleagues. He creates not only a better surrounding by keeping his actions at par with his words, but also better humans of tomorrow not just limiting to commitment or engagement.
This document discusses organizational behavior and stress at work. It defines organizational behavior as the field studying how individuals, groups, and structure influence workplace behavior and effectiveness. It then examines stress at work, noting that the most common stressors are financial worries, work responsibilities, and health concerns according to a poll. The document outlines a model of stress and how stress levels and job performance relate, as well as cultural differences in workplace stressors. It also discusses the physiological, psychological, and behavioral consequences of stress at work. Finally, it provides recommendations for managing stress at both the individual level through time management and relaxation, and at the organizational level through job redesign, communication, and wellness programs.
This document discusses positive organizational behavior (POB) from a cross-cultural perspective. It begins by noting that POB principles have become more prevalent in workplaces as a way to enhance employee morale and competitiveness during difficult economic times. The document then reviews literature showing links between POB concepts like hope, resilience, and strengths-based approaches, and improved employee performance, effectiveness, and satisfaction. It argues that focusing on amplifying positive attributes in organizations, rather than just reducing negatives, can lead to better financial and other performance. The document also examines cross-cultural studies finding universal values of work and its relationship to life fulfillment and priorities, while also noting differences in work goals and orientations across countries. Overall, it
Foundations of individual decision making, groups, teamsPriyanshu Gandhi
This document discusses organizational behavior topics such as groups, group dynamics, roles, norms, status, cohesiveness, diversity, decision making, teams, and values. It defines groups and their types, and covers concepts like ingroups/outgroups, social identity threat, roles, norms, status, group size effects, cohesiveness, diversity, groupthink, and decision making techniques. Team types and characteristics of effective teams are contrasted. Biases in decision making are identified and ways to reduce biases are explained. Hofstede's and GLOBE's frameworks for assessing cultural values are overviewed.
1) The study examined job satisfaction and organizational commitment among 721 employees across 56 small businesses.
2) It found that older workers reported higher levels of overall job satisfaction, commitment to their organization, and satisfaction with management compared to younger workers.
3) Additionally, satisfaction with the work itself increased with age, but satisfaction with pay and promotions declined slightly for those aged 41-50 before rising again.
ble, accommodation of cultural differences personality, the
use of sound
This article discusses three major gaps be- in employee attitudes and job satisfaction selection
tween HR practice and scientific research on will help organizations enhance employee methods and a
employee attitudes and job satisfaction: (1) attitudes and performance. good match
the causes of employee attitudes, (2) the re- between
sults of positive or negative job satisfaction, Gap 2—The Results of Positive or employees and
and (3) how to measure and influence em- jobs will ensure
Negative Job Satisfaction people are
ployee attitudes. The causes of employee at- selected and
This document summarizes several studies on employee satisfaction and related concepts. It discusses factors that influence employee satisfaction such as job security, compensation, benefits, promotion opportunities, and work environment. It also examines the relationship between employee satisfaction and outcomes like motivation, performance and loyalty. Several models and frameworks for understanding job satisfaction are reviewed. Measures of job satisfaction, such as the Job Descriptive Index and Minnesota Satisfaction Questionnaire, are also summarized.
This study examines the relationships between organizational culture, leadership behaviors, organizational commitment, job satisfaction, and job performance in small and medium Taiwanese firms. Surveys were distributed to 1,451 employees across 84 firms, with 749 valid responses. Significant findings include: (1) transformational leadership was positively related to organizational commitment in innovative cultures, (2) organizational commitment mediated the relationship between transformational leadership and job satisfaction across all cultures, and (3) organizational commitment mediated the relationship between transformational leadership and job performance in supportive and bureaucratic cultures.
Employee Englightnment Sulphey and BasheerM M Sulphey
an enlightened employee is capable of radiating a positive energy among his peers and colleagues. He creates not only a better surrounding by keeping his actions at par with his words, but also better humans of tomorrow not just limiting to commitment or engagement.
This document discusses organizational behavior and stress at work. It defines organizational behavior as the field studying how individuals, groups, and structure influence workplace behavior and effectiveness. It then examines stress at work, noting that the most common stressors are financial worries, work responsibilities, and health concerns according to a poll. The document outlines a model of stress and how stress levels and job performance relate, as well as cultural differences in workplace stressors. It also discusses the physiological, psychological, and behavioral consequences of stress at work. Finally, it provides recommendations for managing stress at both the individual level through time management and relaxation, and at the organizational level through job redesign, communication, and wellness programs.
This document discusses positive organizational behavior (POB) from a cross-cultural perspective. It begins by noting that POB principles have become more prevalent in workplaces as a way to enhance employee morale and competitiveness during difficult economic times. The document then reviews literature showing links between POB concepts like hope, resilience, and strengths-based approaches, and improved employee performance, effectiveness, and satisfaction. It argues that focusing on amplifying positive attributes in organizations, rather than just reducing negatives, can lead to better financial and other performance. The document also examines cross-cultural studies finding universal values of work and its relationship to life fulfillment and priorities, while also noting differences in work goals and orientations across countries. Overall, it
Foundations of individual decision making, groups, teamsPriyanshu Gandhi
This document discusses organizational behavior topics such as groups, group dynamics, roles, norms, status, cohesiveness, diversity, decision making, teams, and values. It defines groups and their types, and covers concepts like ingroups/outgroups, social identity threat, roles, norms, status, group size effects, cohesiveness, diversity, groupthink, and decision making techniques. Team types and characteristics of effective teams are contrasted. Biases in decision making are identified and ways to reduce biases are explained. Hofstede's and GLOBE's frameworks for assessing cultural values are overviewed.
1) The study examined job satisfaction and organizational commitment among 721 employees across 56 small businesses.
2) It found that older workers reported higher levels of overall job satisfaction, commitment to their organization, and satisfaction with management compared to younger workers.
3) Additionally, satisfaction with the work itself increased with age, but satisfaction with pay and promotions declined slightly for those aged 41-50 before rising again.
ble, accommodation of cultural differences personality, the
use of sound
This article discusses three major gaps be- in employee attitudes and job satisfaction selection
tween HR practice and scientific research on will help organizations enhance employee methods and a
employee attitudes and job satisfaction: (1) attitudes and performance. good match
the causes of employee attitudes, (2) the re- between
sults of positive or negative job satisfaction, Gap 2—The Results of Positive or employees and
and (3) how to measure and influence em- jobs will ensure
Negative Job Satisfaction people are
ployee attitudes. The causes of employee at- selected and
This document summarizes several studies on employee satisfaction and related concepts. It discusses factors that influence employee satisfaction such as job security, compensation, benefits, promotion opportunities, and work environment. It also examines the relationship between employee satisfaction and outcomes like motivation, performance and loyalty. Several models and frameworks for understanding job satisfaction are reviewed. Measures of job satisfaction, such as the Job Descriptive Index and Minnesota Satisfaction Questionnaire, are also summarized.
This study examines the relationships between organizational culture, leadership behaviors, organizational commitment, job satisfaction, and job performance in small and medium Taiwanese firms. Surveys were distributed to 1,451 employees across 84 firms, with 749 valid responses. Significant findings include: (1) transformational leadership was positively related to organizational commitment in innovative cultures, (2) organizational commitment mediated the relationship between transformational leadership and job satisfaction across all cultures, and (3) organizational commitment mediated the relationship between transformational leadership and job performance in supportive and bureaucratic cultures.
This document discusses leadership styles, perceived organizational politics, and job satisfaction. It proposes that transformational leadership reduces perceptions of politics and increases job satisfaction, while transactional leadership increases perceptions of politics and decreases job satisfaction. The study aims to examine the mediating role of politics on the relationships between leadership styles and job satisfaction among employees in Pakistan. Understanding these links can help manage changing organizations and reduce the negative effects of politics.
This document discusses employee morale and methods to increase it. It defines morale as the overall attitude and willingness of employees towards their work. High morale is characterized by adaptability, togetherness, common goals, and loyalty to leadership and objectives. Low morale shows as absenteeism, tardiness, strikes, and waste. Methods to increase morale include two-way communication, proper incentives, human relations approach, welfare schemes, participation in management, improved training, job enrichment, job security, organizational structure, grievance redressal, employee counselling, and sound leadership. Morale differs based on individual, industry, education and other factors, but can be improved through these human resources practices.
Impact of JS on OC (correlational Study)misbah ullah
This document discusses the relationship between job satisfaction and organizational commitment. It provides definitions of both concepts and reviews relevant literature. The literature suggests there is a strong positive relationship between job satisfaction and organizational commitment. Employees with higher job satisfaction tend to have stronger commitment to their organization, resulting in lower absenteeism and turnover. The purpose of the study was to empirically examine this relationship between the two variables in Pakistan.
1) The study examines the roles of teachers' work motivation and job satisfaction in organizational commitment at an extraordinary school in Bantul, Yogyakarta, Indonesia.
2) It aims to empirically test the influence of work motivation and job satisfaction on teachers' organizational commitment.
3) The sample consisted of 30 teachers from the school, though one response was unusable, leaving 29 teachers in the analysis. Multiple linear regression was used to analyze the data and determine the influence of the variables.
Ethical leadership and reputation combined indirect effectsaman39650
This document summarizes a study that examines how ethical leadership can indirectly reduce organizational deviance (harmful or illegal behaviors) through increased employee affective commitment to the organization. The study hypothesizes and confirms through a sample of 224 employees that:
1) Ethical leadership increases employee affective commitment to the organization, which in turn decreases organizational deviance.
2) This relationship is stronger when the supervisor also has a high reputation for job performance, showing that ethics and effectiveness can be compatible.
3) Therefore, ethical leadership most effectively improves employee behaviors and reduces deviance when combined with a supervisor's reputation for competence.
The document presents three studies that examine affective commitment to different targets in the workplace: the organization, supervisor, and work group. Study 1 develops measures of commitment to these targets and finds they are distinct factors that relate differentially to hypothesized antecedents like perceived organizational support and leader-member exchange quality. Study 2 finds organizational commitment indirectly influences turnover intentions and mediates the effects of other commitments. Study 3 finds commitment to the supervisor directly impacts job performance, and organizational commitment has an indirect effect through supervisor commitment, while work group commitment does not affect performance. The studies provide validity for measures of multiple commitments and clarify their differential roles in outcomes.
This document describes a study that examines how different "regulatory focus characters" moderate the relationship between job satisfaction and organizational commitment. The study develops a conceptual framework based on regulatory focus theory that proposes four regulatory focus characters: Achiever, Conservative, Rationalist, and Indifferent. The study hypothesizes that these characters will differentially moderate the relationship between extrinsic job satisfaction and two types of organizational commitment (continuance commitment and normative commitment), and that this moderation will differ between the private and public sectors. Regression analyses will test whether the relationships between extrinsic satisfaction and commitment are stronger for Conservatives and Rationalists compared to the other characters. The findings could help organizations understand how personality impacts attitudes to better manage employee commitment
The document summarizes a study on the impact of leadership behavior on work climate and team effectiveness. The study observed 29 leaders and 405 followers through surveys and video coding of meetings. It found no significant relationship between positive leadership behaviors and work climate or team effectiveness. An almost significant relationship was found between contra productive leadership behaviors and negative work climate. The study had limitations such as a small sample size and being conducted at a single organization. Further longitudinal research is recommended to better understand the relationships between these variables.
This document discusses a study that examined the relationship between supervisors' levels of empathy and altruism, and their perceptions of subordinates' organizational citizenship behaviors (OCBs) as expected or unexpected. The study found that while there was little relationship between empathy and perceptions of OCBs, supervisors high in altruism viewed OCBs as expected behaviors. The document provides background on OCBs and discusses relevant theories like the norm of reciprocity. It is hypothesized that supervisors low in empathy will be more likely to view employee OCBs as expected, while supervisors high in altruism will view OCBs as expected.
This document discusses job satisfaction and morale. It defines job satisfaction as the positive feelings and attitudes employees have towards their jobs. It identifies several factors that influence job satisfaction, including organizational factors, work environment factors, the work itself, and personal factors. High job satisfaction leads to high morale among workers, while low job satisfaction results in low morale. Morale refers to an individual or group's overall attitude towards work. High morale is signified by signs like internal cohesiveness and pride in work, while low morale shows in increased absenteeism and turnover. Factors like communication, incentives, and training can help improve worker morale.
Methods of increasing industrial moraledeepaknajwani
This document discusses employee morale and its importance in organizations. It defines morale as the overall attitude and willingness of employees to work. High morale is characterized by adaptability, belongingness, and common goals, while low morale shows in absenteeism, tardiness, and lack of work pride. The document then lists 12 methods to improve morale, such as two-way communication, proper incentives, job security, and grievance resolution. It emphasizes that morale is influenced by many social and workplace factors and must be actively managed by organizations to maximize productivity and success.
The document discusses the Job Characteristics Model (JCM) and how it relates to an individual's past work experience at a retail clothing store.
The JCM proposes that five core job characteristics - skill variety, task identity, task significance, autonomy, and feedback - influence three psychological states of meaningfulness, responsibility, and knowledge of results, which in turn impact work motivation, satisfaction, and effectiveness. The document analyzes how the individual's jobs at two different stores aligned with or violated the JCM, affecting their motivation and attitudes. Through applying the JCM, the individual gained insight into what truly drives work satisfaction and how job design impacts employee outcomes.
This document discusses organizational behavior and its importance for managing adult learning centers. It introduces key concepts in organizational behavior including personality, motivation, job satisfaction, leadership, authority, power and politics. It emphasizes understanding individual and group dynamics in organizational settings. Specifically, it discusses measuring personality using inventories, projective tests and assessment centers to better understand employee behavior and assign roles. Overall, the document aims to equip adult educators with theoretical knowledge of organizational behavior principles for effective management of learning centers.
Ud44132 bhu52973 173174_essay on motivation and employee performance - aiu(fi...Donasian Mbonea
The majority of organizations are competing to survive in this volatile and fierce market environment. Motivation and performance of the employees are essential tools for the success of any organization in the long run. On the one hand, measuring performance is critical to organization’s management, as it highlights the evolution and achievement of the organization. On the other hand, there is a positive relationship between employee motivation and organizational effectiveness, reflected in numerous studies (Dobre, 2013).
All organizations want to be successful, even in current environment which is highly competitive. Therefore, companies irrespective of size and market strive to retain their best employees, acknowledging their important role and influence on organizational effectiveness. In order to overcome these challenges, companies should create a strong and positive relationship with its employees and direct them towards task fulfillment. Motivation is important in the organization to boost morale among employees in order to achieve their goals. Motivated employees help the organization to become more success because motivated employees are consistently looking forward to improve their work performance (Ali & Ahmed, 2009). The outcome from a motivated employee will produce high level of productivity since they are enjoying their work. Therefore, they feel satisfied in the workplace which resulted in lower absenteeism and reducing turnover rate. It is not an easy task especially for the managers to retain highly motivated employees within the organization as they are the valuable assets of the organization to achieve success in the future (Kreisman, 2002). Employees are the human capital to the organizations, and performance of them within an organization which can lead to organizational prosperity or failure (Salleh, 2011).Motivation is considered as a predictor of job performance. In other words, the determinants of employee job performance were motivation, aptitudes and skill. Thus, motivated employees with high levels of job involvement are considered as important elements to an organization. In this essay, it attempts to measure the effect of employee motivation towards job performance. Motivation is crucial for organizations to functions; without motivation employees will not put up their best and the company’s performance would be less efficient.
This document summarizes a study that examined the validity and reliability of an organizational commitment scale. The study measured aspects that can form organizational commitment, which includes affective commitment, continuance commitment, and normative commitment. Survey data from 60 employees at a company in Yogyakarta was analyzed. The results found that all aspects and indicators were valid and reliable in reflecting organizational commitment. Normative commitment had the strongest impact while continuance commitment had the weakest. The measurement model was deemed acceptable.
This document summarizes a study that investigated the influence of employee empowerment on the commitment and turnover intentions of employees who survived downsizing. The study found that dimensions of employee empowerment like competence had a positive relationship with commitment, while all dimensions of empowerment negatively influenced turnover intentions, with competence having the strongest effect. It is recommended that downsizing strategies focus on enhancing survivor empowerment and commitment to reduce turnover.
Organizational climate refers to the recurring patterns of behavior, attitudes, and feelings that characterize an organization. It is shaped by properties of the work environment perceived by employees, such as leadership, communication, and reward systems. Organizational climate influences employee satisfaction, stress levels, and health as well as organizational success through metrics like productivity, customer satisfaction, and profitability. While similar to organizational culture, climate is more surface-level and can be more easily assessed and changed.
This document discusses organizational climate and provides definitions from various scholars. It begins by defining organizational climate as the perceptions of characteristics of an organization that influence motivation and performance. Climate is influenced by leadership, decision-making processes, and recognition of employee efforts. Climate is less encompassing than culture but more readily measured through individual perceptions. The document then provides definitions of organizational climate from various scholars and discusses how climate can be assessed through quantitative surveys. It describes the relationship between climate and motivation, the role of communication in climate, and decision-making processes.
Organizational climate refers to employees' perceptions of the policies, practices and procedures in their workplace. It is shaped by both objective structural factors like rules and policies as well as subjective perceptual factors regarding how employees interpret and respond to their work environment. Organizational climate exists at multiple levels - the overall organization, individual work groups, and personal psychological experiences. It is measured through employee perceptions and influences important outcomes like job satisfaction, performance and retention. Managing organizational climate effectively requires understanding factors that create resistance to change as well as strategies to overcome resistance.
The relationship between organizational space of offices and corporate identi...ijsptm
Institutional space as the value system determines what methods work and what behaviors are approved.
This study aimed to identify the relationship between organizational space (organizational structure,
corporate responsibility, corporate support and productivity management) with senior administration
identity of corporate managers of West Azerbaijan. 150 standardized questionnaires were distributed
among population and 100 questionnaires were returned to test hypotheses. According to normal data, the
Pearson correlation coefficient used to determine the type and extent of the relationship between the
variables. The results show there is a direct relationship between corporate responsibility, productivity
management, organizational support and corporate identity. However, a significant relationship between
the dimensions of organizational structure and corporate identity does not exist. So we suggest that serious
efforts should be made in General Offices in West Azerbaijan by exercising efficiently management and
developing appropriate organizational space (with respect to the liability of agents, productivity
management and organizational support) in order to improve organizational identity administration.
This document discusses leadership styles, perceived organizational politics, and job satisfaction. It proposes that transformational leadership reduces perceptions of politics and increases job satisfaction, while transactional leadership increases perceptions of politics and decreases job satisfaction. The study aims to examine the mediating role of politics on the relationships between leadership styles and job satisfaction among employees in Pakistan. Understanding these links can help manage changing organizations and reduce the negative effects of politics.
This document discusses employee morale and methods to increase it. It defines morale as the overall attitude and willingness of employees towards their work. High morale is characterized by adaptability, togetherness, common goals, and loyalty to leadership and objectives. Low morale shows as absenteeism, tardiness, strikes, and waste. Methods to increase morale include two-way communication, proper incentives, human relations approach, welfare schemes, participation in management, improved training, job enrichment, job security, organizational structure, grievance redressal, employee counselling, and sound leadership. Morale differs based on individual, industry, education and other factors, but can be improved through these human resources practices.
Impact of JS on OC (correlational Study)misbah ullah
This document discusses the relationship between job satisfaction and organizational commitment. It provides definitions of both concepts and reviews relevant literature. The literature suggests there is a strong positive relationship between job satisfaction and organizational commitment. Employees with higher job satisfaction tend to have stronger commitment to their organization, resulting in lower absenteeism and turnover. The purpose of the study was to empirically examine this relationship between the two variables in Pakistan.
1) The study examines the roles of teachers' work motivation and job satisfaction in organizational commitment at an extraordinary school in Bantul, Yogyakarta, Indonesia.
2) It aims to empirically test the influence of work motivation and job satisfaction on teachers' organizational commitment.
3) The sample consisted of 30 teachers from the school, though one response was unusable, leaving 29 teachers in the analysis. Multiple linear regression was used to analyze the data and determine the influence of the variables.
Ethical leadership and reputation combined indirect effectsaman39650
This document summarizes a study that examines how ethical leadership can indirectly reduce organizational deviance (harmful or illegal behaviors) through increased employee affective commitment to the organization. The study hypothesizes and confirms through a sample of 224 employees that:
1) Ethical leadership increases employee affective commitment to the organization, which in turn decreases organizational deviance.
2) This relationship is stronger when the supervisor also has a high reputation for job performance, showing that ethics and effectiveness can be compatible.
3) Therefore, ethical leadership most effectively improves employee behaviors and reduces deviance when combined with a supervisor's reputation for competence.
The document presents three studies that examine affective commitment to different targets in the workplace: the organization, supervisor, and work group. Study 1 develops measures of commitment to these targets and finds they are distinct factors that relate differentially to hypothesized antecedents like perceived organizational support and leader-member exchange quality. Study 2 finds organizational commitment indirectly influences turnover intentions and mediates the effects of other commitments. Study 3 finds commitment to the supervisor directly impacts job performance, and organizational commitment has an indirect effect through supervisor commitment, while work group commitment does not affect performance. The studies provide validity for measures of multiple commitments and clarify their differential roles in outcomes.
This document describes a study that examines how different "regulatory focus characters" moderate the relationship between job satisfaction and organizational commitment. The study develops a conceptual framework based on regulatory focus theory that proposes four regulatory focus characters: Achiever, Conservative, Rationalist, and Indifferent. The study hypothesizes that these characters will differentially moderate the relationship between extrinsic job satisfaction and two types of organizational commitment (continuance commitment and normative commitment), and that this moderation will differ between the private and public sectors. Regression analyses will test whether the relationships between extrinsic satisfaction and commitment are stronger for Conservatives and Rationalists compared to the other characters. The findings could help organizations understand how personality impacts attitudes to better manage employee commitment
The document summarizes a study on the impact of leadership behavior on work climate and team effectiveness. The study observed 29 leaders and 405 followers through surveys and video coding of meetings. It found no significant relationship between positive leadership behaviors and work climate or team effectiveness. An almost significant relationship was found between contra productive leadership behaviors and negative work climate. The study had limitations such as a small sample size and being conducted at a single organization. Further longitudinal research is recommended to better understand the relationships between these variables.
This document discusses a study that examined the relationship between supervisors' levels of empathy and altruism, and their perceptions of subordinates' organizational citizenship behaviors (OCBs) as expected or unexpected. The study found that while there was little relationship between empathy and perceptions of OCBs, supervisors high in altruism viewed OCBs as expected behaviors. The document provides background on OCBs and discusses relevant theories like the norm of reciprocity. It is hypothesized that supervisors low in empathy will be more likely to view employee OCBs as expected, while supervisors high in altruism will view OCBs as expected.
This document discusses job satisfaction and morale. It defines job satisfaction as the positive feelings and attitudes employees have towards their jobs. It identifies several factors that influence job satisfaction, including organizational factors, work environment factors, the work itself, and personal factors. High job satisfaction leads to high morale among workers, while low job satisfaction results in low morale. Morale refers to an individual or group's overall attitude towards work. High morale is signified by signs like internal cohesiveness and pride in work, while low morale shows in increased absenteeism and turnover. Factors like communication, incentives, and training can help improve worker morale.
Methods of increasing industrial moraledeepaknajwani
This document discusses employee morale and its importance in organizations. It defines morale as the overall attitude and willingness of employees to work. High morale is characterized by adaptability, belongingness, and common goals, while low morale shows in absenteeism, tardiness, and lack of work pride. The document then lists 12 methods to improve morale, such as two-way communication, proper incentives, job security, and grievance resolution. It emphasizes that morale is influenced by many social and workplace factors and must be actively managed by organizations to maximize productivity and success.
The document discusses the Job Characteristics Model (JCM) and how it relates to an individual's past work experience at a retail clothing store.
The JCM proposes that five core job characteristics - skill variety, task identity, task significance, autonomy, and feedback - influence three psychological states of meaningfulness, responsibility, and knowledge of results, which in turn impact work motivation, satisfaction, and effectiveness. The document analyzes how the individual's jobs at two different stores aligned with or violated the JCM, affecting their motivation and attitudes. Through applying the JCM, the individual gained insight into what truly drives work satisfaction and how job design impacts employee outcomes.
This document discusses organizational behavior and its importance for managing adult learning centers. It introduces key concepts in organizational behavior including personality, motivation, job satisfaction, leadership, authority, power and politics. It emphasizes understanding individual and group dynamics in organizational settings. Specifically, it discusses measuring personality using inventories, projective tests and assessment centers to better understand employee behavior and assign roles. Overall, the document aims to equip adult educators with theoretical knowledge of organizational behavior principles for effective management of learning centers.
Ud44132 bhu52973 173174_essay on motivation and employee performance - aiu(fi...Donasian Mbonea
The majority of organizations are competing to survive in this volatile and fierce market environment. Motivation and performance of the employees are essential tools for the success of any organization in the long run. On the one hand, measuring performance is critical to organization’s management, as it highlights the evolution and achievement of the organization. On the other hand, there is a positive relationship between employee motivation and organizational effectiveness, reflected in numerous studies (Dobre, 2013).
All organizations want to be successful, even in current environment which is highly competitive. Therefore, companies irrespective of size and market strive to retain their best employees, acknowledging their important role and influence on organizational effectiveness. In order to overcome these challenges, companies should create a strong and positive relationship with its employees and direct them towards task fulfillment. Motivation is important in the organization to boost morale among employees in order to achieve their goals. Motivated employees help the organization to become more success because motivated employees are consistently looking forward to improve their work performance (Ali & Ahmed, 2009). The outcome from a motivated employee will produce high level of productivity since they are enjoying their work. Therefore, they feel satisfied in the workplace which resulted in lower absenteeism and reducing turnover rate. It is not an easy task especially for the managers to retain highly motivated employees within the organization as they are the valuable assets of the organization to achieve success in the future (Kreisman, 2002). Employees are the human capital to the organizations, and performance of them within an organization which can lead to organizational prosperity or failure (Salleh, 2011).Motivation is considered as a predictor of job performance. In other words, the determinants of employee job performance were motivation, aptitudes and skill. Thus, motivated employees with high levels of job involvement are considered as important elements to an organization. In this essay, it attempts to measure the effect of employee motivation towards job performance. Motivation is crucial for organizations to functions; without motivation employees will not put up their best and the company’s performance would be less efficient.
This document summarizes a study that examined the validity and reliability of an organizational commitment scale. The study measured aspects that can form organizational commitment, which includes affective commitment, continuance commitment, and normative commitment. Survey data from 60 employees at a company in Yogyakarta was analyzed. The results found that all aspects and indicators were valid and reliable in reflecting organizational commitment. Normative commitment had the strongest impact while continuance commitment had the weakest. The measurement model was deemed acceptable.
This document summarizes a study that investigated the influence of employee empowerment on the commitment and turnover intentions of employees who survived downsizing. The study found that dimensions of employee empowerment like competence had a positive relationship with commitment, while all dimensions of empowerment negatively influenced turnover intentions, with competence having the strongest effect. It is recommended that downsizing strategies focus on enhancing survivor empowerment and commitment to reduce turnover.
Organizational climate refers to the recurring patterns of behavior, attitudes, and feelings that characterize an organization. It is shaped by properties of the work environment perceived by employees, such as leadership, communication, and reward systems. Organizational climate influences employee satisfaction, stress levels, and health as well as organizational success through metrics like productivity, customer satisfaction, and profitability. While similar to organizational culture, climate is more surface-level and can be more easily assessed and changed.
This document discusses organizational climate and provides definitions from various scholars. It begins by defining organizational climate as the perceptions of characteristics of an organization that influence motivation and performance. Climate is influenced by leadership, decision-making processes, and recognition of employee efforts. Climate is less encompassing than culture but more readily measured through individual perceptions. The document then provides definitions of organizational climate from various scholars and discusses how climate can be assessed through quantitative surveys. It describes the relationship between climate and motivation, the role of communication in climate, and decision-making processes.
Organizational climate refers to employees' perceptions of the policies, practices and procedures in their workplace. It is shaped by both objective structural factors like rules and policies as well as subjective perceptual factors regarding how employees interpret and respond to their work environment. Organizational climate exists at multiple levels - the overall organization, individual work groups, and personal psychological experiences. It is measured through employee perceptions and influences important outcomes like job satisfaction, performance and retention. Managing organizational climate effectively requires understanding factors that create resistance to change as well as strategies to overcome resistance.
The relationship between organizational space of offices and corporate identi...ijsptm
Institutional space as the value system determines what methods work and what behaviors are approved.
This study aimed to identify the relationship between organizational space (organizational structure,
corporate responsibility, corporate support and productivity management) with senior administration
identity of corporate managers of West Azerbaijan. 150 standardized questionnaires were distributed
among population and 100 questionnaires were returned to test hypotheses. According to normal data, the
Pearson correlation coefficient used to determine the type and extent of the relationship between the
variables. The results show there is a direct relationship between corporate responsibility, productivity
management, organizational support and corporate identity. However, a significant relationship between
the dimensions of organizational structure and corporate identity does not exist. So we suggest that serious
efforts should be made in General Offices in West Azerbaijan by exercising efficiently management and
developing appropriate organizational space (with respect to the liability of agents, productivity
management and organizational support) in order to improve organizational identity administration.
A STUDY ON ORGANIZATION COMMITMENT AND JOB SATISFACTION IN SELECTED BUSINESS ...IAEME Publication
The purpose of this study is to analyze the relationship between job satisfaction and organizational commitment. Employees’ productivity is largely related to their level of job satisfaction and in fact, the turnover rate can be reduced with a higher level of organizational commitment. Therefore, it is important for an organization to study the relationships between these two variables. The database was collected from the organization through a well-structured questionnaire. The questionnaire consists of personal data, Questions related to the dimension organization commitment and job satisfaction in Selected BPOs in Tiruchirappalli. Hence the sample size for the study is 110 respondents by adopting Purposive sampling technique.
A study on organisational citizenship behaviour and organisational commitmenIAEME Publication
This study examined the relationship between organizational citizenship behavior (OCB) and organizational commitment among employees. It found a moderate level of citizenship behavior but a low level of organizational commitment. There was a significant positive relationship between OCB and organizational commitment, such that higher levels of commitment were associated with increased citizenship behaviors by employees that benefit the organization. The study utilized surveys to assess OCB and commitment among 120 employees of an Indian energy company.
Dimensions and Characteristics of Organizational Behavior Impact and Competit...ijtsrd
The study of organizational behavior gives insight into how staff members behave and perform in the work environment. It helps us develop an understanding of the facets that can motivate staff members, enhance their efficiency, and help organizations establish a solid and also trusting relationship with their staff members. Human actions are inherent in each person which indicates his features, his way of behaving as well as assuming are his very own attributes while business actions are a group or company society special of each very own felt and also done. The study of Organizational Behavior OB is really intriguing as well as challenging too. It is related to individuals, a team of individuals collaborating in teams. The research ends up being a lot more challenging when situational factors connect. The research of organizational behavior connects to the expected behavior of an individual in the organization. No two individuals are likely to behave in the same manner in a certain work circumstance. It is the predictability of a supervisor concerning the expected behavior of an individual. There are no absolutes in human behavior. It is the human variable that is contributing to the performance hence the study of human practices is very important. Great value consequently must be affixed to the study. Dr. J. Jose Prabhu "Dimensions and Characteristics of Organizational Behavior: Impact and Competitive Advantage" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-4 | Issue-3 , April 2020, URL: https://www.ijtsrd.com/papers/ijtsrd30632.pdf Paper Url :https://www.ijtsrd.com/management/organizational-behaviour/30632/dimensions-and-characteristics-of-organizational-behavior-impact-and-competitive-advantage/dr-j-jose-prabhu
Effects of Organizational Climate on Employee Motivation and Organizational C...Sameen Salman
Study on the effects of organizational climate on motivation and commitment of employees. this thesis study uses both primary research and secondary data to conclude the relationship between the variables.
Organizational climate refers to employees' shared perceptions and interpretations of the policies, practices, and procedures in their workplace environment. It is influenced by factors like involvement, support, autonomy, and pressure. A positive climate is characterized by clarity of expectations, attainable goals, employee authority, flexibility, and rewards for good performance. Conducting an organizational climate survey can assess company values, identify competency levels, set goals, track processes, address issues, and provide industry comparisons to help managers proactively improve the work environment and boost employee motivation.
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What to expect
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HCL Notes and Domino License Cost Reduction in the World of DLAUpanagenda
Webinar Recording: https://www.panagenda.com/webinars/hcl-notes-and-domino-license-cost-reduction-in-the-world-of-dlau/
The introduction of DLAU and the CCB & CCX licensing model caused quite a stir in the HCL community. As a Notes and Domino customer, you may have faced challenges with unexpected user counts and license costs. You probably have questions on how this new licensing approach works and how to benefit from it. Most importantly, you likely have budget constraints and want to save money where possible. Don’t worry, we can help with all of this!
We’ll show you how to fix common misconfigurations that cause higher-than-expected user counts, and how to identify accounts which you can deactivate to save money. There are also frequent patterns that can cause unnecessary cost, like using a person document instead of a mail-in for shared mailboxes. We’ll provide examples and solutions for those as well. And naturally we’ll explain the new licensing model.
Join HCL Ambassador Marc Thomas in this webinar with a special guest appearance from Franz Walder. It will give you the tools and know-how to stay on top of what is going on with Domino licensing. You will be able lower your cost through an optimized configuration and keep it low going forward.
These topics will be covered
- Reducing license cost by finding and fixing misconfigurations and superfluous accounts
- How do CCB and CCX licenses really work?
- Understanding the DLAU tool and how to best utilize it
- Tips for common problem areas, like team mailboxes, functional/test users, etc
- Practical examples and best practices to implement right away
HCL Notes and Domino License Cost Reduction in the World of DLAU
Maher prj
1. LIST OF TABLES & CHARTS
Table Page
Title
No. No.
CLASSIFICATION BASED ON AGE LEVEL
01
CLASSIFICATION BASED ON GENDER LEVEL
02
CLASSIFICATION BASED ON QUALIFICATION LEVEL
03
CLASSIFICATION BASED ON WORK EXPERIENCE
04 LEVEL
CLASSIFICATION BASED ON SATISFACTION LEVEL
ABOUT
05
THE WORKING ENVIRONMENT
CLASSIFICATION BASED ON EMPLOYEE’S
06 INTERPERSONAL
RELATIONSHIP LEVEL
07 CLASSIFICATION BASED ON REWARDS
CLASSIFICATION BASED ON PERFORMANCE
08 APPRECIATE LEVEL
CLASSIFICATION BASED ON CAREER
09 OPPORTUNITIES LEVEL
2. ABSTRACT
Climate for an organization is somewhat like the personality for a person. Just as every
individual has a personality that makes each person unique, each organization has an
organizational climate that clearly distinguishes its personality from other organization. Every
organization is different and has a unique feeling and character beyond its structural
characteristics. Thus every organization deals with its member in a distinct way through its
policies on allocations of resources, communication pattern, reward and penalty, leadership and
decision making style, etc. This study helps to find out the existing climate of the organization
and also it is used to find out the attitude of the employees towards the organization.
This study is conducted on entire organization with the sample size of 120 chosen by
stratified disproportionate convenient sampling technique. The detailed survey is conducted
through a structured questionnaire. The data collected through questionnaire are tabulated and
the information is interpreted in pie, bar and column charts. Statistical tools like Chi-square,
Interval Estimation, Percentage Analysis, Weighted Average and two ways ANOVA are also
applied to reveal the indirect information.
3. INTRODUCTION
The climate is a relatively enduring quality of the organization which is experienced by
its members; it has an effect on their behavior, and how the organization functions. We measured
the organizational climate using seven concepts: trust, morale, conflict, rewards equity, leader
credibility, and resistance to change.
Organizational climate is comprised of mixture of norms, values, expectations, policies
and procedures that influence work motivation, commitment and ultimately, individual and work
unit performance. Positive climate encourages, while negative climates inhibits discretionary
effort. „Organizational climate‟ refers to the quality of working environment. If people feel that
they are valued and respected within the organization, they are more likely to contribute
positively to the achievements of the business outcomes. Creating a healthy organizational
climate requires attention to the factors which influence employee‟s perceptions, including the
quality of leadership, the way in which decisions are made and whether the efforts of employees
are recognized. In fact “Climate may be thought of as the perceptions of the characteristics of an
organization”.
“Climate for an organization is somewhat like the personality for a person. Just as every
individual has a personality that makes each person unique, each organization has an
organizational climate that clearly distinguishes its personality from other organization. Every
organization is different and has a unique feeling and character beyond its structural
characteristics. Thus every organization deals with its member in a distinct way through its
policies on allocations of resources, communication pattern, reward and penalty, leadership and
decision making style, etc. The organizational policy and conviction with regard to all these and
a cluster of other related activities influence the feelings, attitudes and behavior of its members
and results in the creation of the unique organizational climate.
4. 1.1 NEED OF THE STUDY
Organizational climate has a major influence on human performance through its impact
on individual motivation and job satisfaction. The major necessity for this study is to
understand the working environment of this organization.
Organizational climate provides a type of work environment in which individuals feels
satisfied or dissatisfied. Since satisfaction of individual goes a long way in determining
his efficiency, organizational climate can be said to be directly related with his
performance in the organization. So this study is used to find out the performance level of
employees.
Employees expect certain rewards, penalties, satisfaction or frustrations based on the
organizational climate and their expectations tend to lead to motivation.
There is a contingency relationship between climate and the organization. So this study is
very important to understand the existing culture of the organization.
Organizational climate represents the entire social system of a work-group. So through this
study we can understand the behaviors of the employees in the organization.
5. 1.2 OBJECTIVE OF THE STUDY
Primary objective
To study the organizational climate prevailing in the Organization.
Secondary objective
To understand the working environment in GVN hospital
To study the autonomy of employees within the organization
To suggest measures to create better organizational climate than the existing.
6. 1.3 SCOPE OF THE STUDY
A high level of organizational climate is necessary for the development of organization.
Good climate attracts good and efficient to the organization, who contribute to the productivity
of the organization. Employees also play a vital role in the creation of good organizational
climate. So this study mainly focused on the factors like working environment, autonomy of the
employees within the organization, inter-personal relationship among the employees within the
organization, rewards and benefits provided by the organization, appreciation and recognition
within the organization.
7. 1.4 LIMITATIONS
Opinions of employees may be biased at time.
The sample size consists of 30 among 500 employees. Finding of the study has its own
limitations.
The results obtained from the responses fits to this unit alone and cannot be extended or
fit to the universe.
8. 2.0 REVIEW OF LITERATURE
RESEARCH STUDIES ON ORGANIZATONAL CLIMATE
Schneider and Bartlett (1968) had proposed four organizational climate dimensions,
1) Individual autonomy: based on the factors of the individual responsibility, agent
interdependence, rules orientation and opportunities for exercising individual initiative.
2) The degree of structure imposed upon the position: based on the factors of structure,
managerial structure and the closeness of supervision.
3) Reward orientation: based upon the factors of reward, general satisfaction,
promotional-achievement orientation, and being profit minded and sales oriented.
4) Consideration, warmth and support: based upon the factors of managerial support,
nurturing of subordinates and warmth and support.
James and Jones (1974) conducted a major review of the theory and research on
organizational climate ad identified climate in three separate ways that were not mutually
exclusive,
1. Multiple measurement – organizational attribute approach
2. Perceptual measurement – organizational attribute approach
3. The perceptual measurement – individual attribute approach
In the multiple measurement organizational approach james and jones cite forehand and
Gilmer as defining organizational climate as a defining organizational climate as a “set
of characteristics that describe an organization and that
distinguish the organization from other organizations
are relatively enduring over time and
influence the behavior of people in the organization.
In reviewing psychological climate as a set of perceptually based, psychological
attributes Jones and James (1979) noted that the process reflected the developments that
had occurred in the conceptualization of climate and the nature of its major influences.
They propose that psychological climate:
(a) refers to the individual‟s cognitively based description of the situation;
9. (b) involves a psychological processing of specific perceptions into more abstract depictions
of the psychologically meaningful influences in the situation;
(c) tends to be closely related to situational characteristics that have relatively direct and
immediate ties to the individual experience; and
(d) is multidimensional, with a central core of dimensions that apply across a variety of
situations(through additional dimensions might be need to better describe particular
situations.
Hansen and Wernerfelt (1989) found that organizational climate factors explain about
twice as much variance in profit rates as economic factors.
Denison (1990) found that an organizational climate that encourages employee
involvement and empowerment in decision-making predicts the financial success of the
organization.
Schneider (1996) found that service and performance climates predict customer
satisfaction.
Ekvall (1996) found a positive relationship between climates emphasizing creativity and
innovation and their profits.
Thompson (1996) found that companies utilizing progressive human resource practices
impacting climate such as customer commitment, communication, empowerment,
innovation, rewards and recognition, community involvement/environmental
responsibility, and teamwork outperformed organizations with less progressive practices.
Researchers Hart, Griffin, Wearing & Cooper (1996) have pursued the shared
perception model of Organizational Climate. Their model identifies the variables which
moderate an organization‟s ability to mobilize its workforce in order to achieve business
goals and maximize performance.
Potosky and Ramakrishna (2001) found that an emphasis on learning and skill
development was significantly related to organizational performance.
10. 3.0 RESEARCH METHODOLOGY
Research Definition:
Research is an organized, systematic database, critical, objective, scientific enquiry or
investigation into a specific problem, undertaken with the purpose of finding answers or
solutions to it. In essence, research provided the needed information that guides managers to
make informed decisions to successfully deal with problems
Research Methodology:
Research methodology is a way to systematically solve the research problem. It may be
understood as a science of studying how research is done scientifically.
The methodology followed was descriptive research which includes survey and fact
finding techniques the main purpose of description of state of affairs as it exists at present.
Research Design:
This requires proper planning; a research needs a plan before study to save time and
resources. A research design indicates a plan of action to be carried out in connection with the
proposed research work.
It provide a guidelines for the research to enable him to keep track of his action and to
know that he is moving in the right direction gives a specific presentation of various steps in the
process of research. Thus the research is formulated
Descriptive Research:
Descriptive research includes survey and fact finding enquires of different kinds.
The major purpose of descriptive research is the description of the state of affaires as it exists at
present. The main characteristic of this method is that the researcher has no control over the
variables he can only report what has happened or what is happening.
Descriptive research method will be applicable to existing method will be applicable
to existing problem. A survey research has been conducted where by the information has been
gathered from respondent by administering questionnaires through a direct interview, in this
project descriptive research was followed because the survey is based on present scenario.
Sampling:
In simple words, a process of selection of sample is called sampling
11. Sampling technique:-
The sample technique adopted for the study is Simple Random Samplingmethod,
because under this method of sampling, the researcher selects items for the sample randomly.
Sample size:-
A total of 100 employees were selected for the study.
Sources of Data
Both data are collected through a well designed structured questionnaire for the purpose
of the study.
Primary data:-
The primary data is collected through a well designed structured questionnaire
from the employees.
Secondary data:-
The secondary data are extracted from web site, books and records maintained the
organization.
Data Collection Method:
Researcher instruments is the tool by which the researcher can do research on specific
problems or objective. The most popular researcher instrument for collection of data is
“Questionnaire” for a particular investigation. It is simply a moiled set of questions presented to
respondents for their answers. Due to its flexibility, it is most common instrument used to collect
the primary data.
12. 4.1 PERCENTAGE ANALYSIS
CLASSIFICATION BASED ON GENDER LEVEL
TABLE NO: 4.1.1
GENDER LEVEL NO OF RESPONDENTS PERCENTAGE
Female 10 40
Male 15 60
TOTAL 25 100
INFERENCE:
The above table shows that 60% of the respondents are male and 40% of the
respondents are female.
CHART N.O: 4.1.1
GENDER
15
16
14
12 10
10
8 NO OF RESPONDENTS
6
4
2
0
Female Male
13. CLASSIFICATION BASED ON AGE LEVEL
TABLE NO: 4.1.2
AGE LEVEL N.O OF RESPONDENTS PERCENTAGE
Below 20 2 8
21-30 11 44
31-40 7 28
41-50 3 12
Above 50 2 8
TOTAL 25 100
INFERENCE:
The above table shows that 44% of the respondents are under the age group of 21-30, 8%
of the respondents are under the age group of below 20, 28% of the respondents are under the
age group of 31-40, 12% of the respondents are under the age group of 41-50, 8% of the
respondents are only under the age group of above 50.
CHART N.O: 4.1.2
AGE
12 11
10
8 7
6
N.O OF RESPONDENTS
4 3
2 2
2
0
Below 21-30 31-40 41-50 Above
20 50
14. CLASSIFICATION BASED ON QUALIFICATION LEVEL
TABLE NO: 4.1.3
QUALIFICATION NO OF RESPONDENTS PERCENTAGE
LEVEL
10th/12th Below 14 56
Diploma 7 28
UG 3 12
PG 1 4
TOTAL 25 100
INFERENCE:
The above table shows that 56% of the respondents are 10th / 12th & below, 28% of the
respondents are ITI / Diploma, 12% of the respondents are Under Graduate (UG) / Engineers and
3% of the respondents are only Post Graduate (PG).
CHART N.O: 4.1.3
QUALIFICATION LEVEL
14
14
12
10
8 7
6 NO OF RESPONDENTS
4 3
2 1
0
10th/12th Diploma UG PG
Below
15. CLASSIFICATION BASED ON WORK EXPERIENCE LEVEL
TABLE N.O: 4.1.4
WORK EXPERIENCE NO OF RESPONDENTS PERCENTAGE
LEVEL
Less than 2 years 9 36
2-4 Years 8 32
5-7 Years 4 16
8-10 Years 2 8
Above 10 Years 2 8
TOTAL 25 100
INFERENCE
The above table shows that 36% of the respondents are having 1ess tan 2 years of work
experience, 32% of the respondents are having 2-4 years, 16% of the respondents are having 5-7
years work of experience, 8% of the respondents are having 8-10 years of work experience, 8%
of the respondents are having 10 and above years of experience.
CHART N.O: 4.1.4
WORK EXPERIENCE LEVEL
9
9 8
8
7
6
5 4
4
NO OF RESPONDENTS
3 2 2
2
1
0
Less 2-4 5-7 8-10 Above
than 2 Years Years Years 10 Years
years
16. CLASSIFICATION BASED ON SATISFACTION LEVEL ABOUT
THE WORKING ENVIRONMENT
TABLE N.O: 4.1.5
SATIFACTION LEVEL NO OF RESPONDENTS PERCENTAGE
VERY GOOD 15 60
GOOD 6 24
NEUTRAL 2 8
BAD 1 4
VERY BAD 1 4
TOTAL 25 100
INFERENCE
The above table shows that 60% of the respondent‟s satisfaction level is very good in
working environment, 24% of the respondent‟s satisfaction level is good in working
environment, 8% of the respondent‟s satisfaction level is neutral in working environment, 4% of
the respondent‟s satisfaction level is bad and very bad in working environment,
CHART N.O: 4.1.5
SATIFACTION LEVEL
15
16
14
12
10
8 6
6 NO OF RESPONDENTS
4 2
1 1
2
0
17. CLASSIFICATION BASED ON EMPLOYEE’S INTERPERSONAL
RELATIONSHIP LEVEL
TABLE N.O: 4.1.6
OPINION NO OF PERCENTAGE
RESPONDENTS
HIGHLY SATISFIED 6 24
SATISFIED 13 52
NEUTRAL 4 16
DIS SATISFIED 2 8
HIGHLY DIS SATISFIED 0 0
TOTAL 30 100
INFERENCE
The above table shows that 52% of the respondents are satisfied, 24% of the respondents
are highly satisfied, 16% of the respondents are in neutral level, 8% of the respondents are
dissatisfied about their interpersonal relationship with other workers.
CHART N.O: 4.1.6
INTERPERSONAL
RELATIONSHIP
15 13
10
6
4
5 2
0
0 NO OF RESPONDENTS
18. CLASSIFICATION BASED ON REWARDS
TABLE N.O: 4.1.7
OPINION NO OF PERCENTAGE
RESPONDENTS
INCENTIVES 12 48
PROMOTIONS 8 32
GIFTS 4 16
OTHERS 1 4
TOTAL 25 100
INFERENCE:
The above table shows that 48% of the respondents are getting incentives, 32% of the
respondents are getting promotions, and 16% of the respondents are getting gifts as rewards
provided by organization
CHART N.O: 4.1.7
REWARDS
12
12
10
8
8
6
4
4 NO OF RESPONDENTS
2 1
0
19. CLASSIFICATION BASED ON PERFORMANCE APPRECIATE LEVEL
TABLE N.O: 4.1.8
OPINION NO OF PERCENTAGE
RESPONDENTS
CO-WORKERS 10 40
SUPERVISOR 5 20
MANAGER OR 3 12
HIGHER AUTHORITY
NO ONE 7 28
TOTAL 25 100
INFERENCE
The above table shows that 40% of the respondents saying that co-workers appreciating
their performance, 20% of them saying that supervisor appreciating, 12% of them saying that
manager or higher authority appreciating and the remaining 28% of them saying that no one
appreciating their performance.
CHART N.O: 4.1.8
PERFORMANCE APPRECIATE LEVEL
10
10
7
5
5 3
0 NO OF RESPONDENTS
20. CLASSIFICATION BASED ON CAREER OPPORTUNITIES LEVEL
TABLE N.O: 4.1.8
OPINION NO OF PERCENTAGE
RESPONDENTS
Yes 13 52
No 5 20
I don‟t aware of that 7 28
TOTAL 25 100
INFERENCE
The above table shows that 52% of the respondents saying that there are
appropriate career opportunities in the organization, 20% of them saying that there are no
appropriate career opportunities and the remaining 28% of them saying that they don‟t have
awareness about the career opportunities.
CHART N.O: 4.1.8
CAREER OPPORTUNITIES
13
14
12
10
7
8
5
6 NO OF RESPONDENTS
4
2
0
Yes No I don’t aware
of that
21. 5.0 FINDINGS
60% of the respondents are male
44% of the respondents are under the age group of 21-30
56% of the respondents are 10th / 12th & below
36% of the respondents are having 1ess tan 2 years of work experience,
60% of the respondent‟s satisfaction level is very good with working environment of the
organization
52% of the respondents are satisfied about their interpersonal relationship with other
workers
48% of the respondents are getting incentives as rewards provided by organization
40% of the respondents are replied that co-workers are appreciates their performance
52% of the respondents saying that there are appropriate career opportunities in the
organization
22. 6.0 SUGGESTIONS AND RECOMMENDATIONS
Only 60% of the respondents are satisfied with the current working environment of the
organization so the company must improve the quality of working environment.
The organization should increases the participation of employees in decision making
process.
The organization should increase the monetary rewards in order improve the performance
of the employees.
The majority of the respondents saying that their supervisors do not appreciate their
performance, so the supervisors should appreciate the performance of the employees.
Some of the respondents saying that they don‟t have any awareness about their career
opportunities within the organization, so the company creates awareness about the career
opportunities among the employees.
23. 7.0 CONCLUSION
Climate is the atmosphere of the organization, a “relatively enduring quality of the
internal environment of an organization, which is experienced by its members and influences
their behavior.” Organizational climate may affect quality of service and employee‟s
commitment and involvement towards the organization. Climate dimensions in one way or
other affect the level of organizational climate. It is need to be taken into account while
evaluating the organizational effectiveness. Climate surveys are studies of employees'
perceptions and perspectives of an organization. The surveys address attitudes and concerns
that help the organization work with employees to instill positive changes. In general, they
are aimed at all aspects of the employees' jobs. The study shows that that there is no
significant difference between culture dimensions and organizational climate.
24. A STUDY ON ORGANISATIONAL CLIMATE PREVAILING IN
Dr.G.VISWANATHAN HOSPITAL
QUESTIONNAIRE
1. Gender
Female male
2. Age
a) Below 20 b) 21 to 30 c) 31 to 40
d) 45 to 54 d) Above 55
3. Qualification
a) Below 10th /12th b) Diploma c) Under Graduate d) Post Graduate
4. Experience
a) Less than 2 years b) 2 – 4 years c) 5- 7 years
d) 7-9 years e) above 10 years
5. What is your satisfaction level about the working environment?
a) Highly satisfied b) Satisfied
c) Neutral d) Dissatisfied
e) Highly dissatisfied
6. Give your opinion about the following factors which provide a good working
environment in your organization
Factors Very good Good Neutral Bad Very bad
Ventilation (proper air circulation)
Noise control in the organization
Cleanliness in the workplace
Handling wastes in the organization
25. 7. Are you free to express your own ideas and suggestions in decision making process?
a) Yes b) No
8. Do you have friendly and informal group in your organization?
a) Yes b) No
9. What is your satisfaction level about the interpersonal relationship with other workers?
a) Highly Satisfied b) Satisfied c) Neutral
d) Dissatisfied e) Highly dissatisfied
10. Your nature of relationship with other workers
a) Friendly b) Benevolent
c) Formal d) Informal
e) Strict
11. Are you adequately compensated for your work?
a) Yes b) No
12. Specify the rewards provided by your organization?
a) Incentives b) Promotions
c) Gifts d) Others_____________
13. Who will appreciate your performance?
a) Co-workers b) Supervisor
c) Manager or higher authority d) No one
14. Are there appropriate career opportunities in your organization?
a) Yes b) No c) I don‟t aware of that
15. Suggestions if any ___________________________________________________
______________________________________________________________________
26. BIBLIOGRAPHY
BOOKS
Research methodology
Mr. C.R. Kothari, U.S. Johri for Wishwa
Prabahan. New Delhi
2nd edition
Research methods for business
Uma Sekaran
Widely India Pvt. Ltd. Daryaganj, New Delhi
4th edition
Human relations & organizational behavior
R.S. Dwivedi
5th edition
Human resource management
L.M. Prasad
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