This chapter reviews literature on factors that affect the performance of nursing staff. It discusses individual factors like motivation, perceptions and work experience. Organizational factors include management support, communication, and working conditions. Social factors involve community expectations and cultural values. Theoretical frameworks identify these factors and their influence on performance. The review forms a performance model to guide the study in developing strategies to enhance nursing staff performance.
Effect of Workplace Civility, Structural and Psychological Empowerment on New...iosrjce
IOSR Journal of Nursing and health Science is ambitious to disseminate information and experience in education, practice and investigation between medicine, nursing and all the sciences involved in health care.
Nursing & Health Sciences focuses on the international exchange of knowledge in nursing and health sciences. The journal publishes peer-reviewed papers on original research, education and clinical practice.
By encouraging scholars from around the world to share their knowledge and expertise, the journal aims to provide the reader with a deeper understanding of the lived experience of nursing and health sciences and the opportunity to enrich their own area of practice
The Effect of Job Satisfaction on Organizational Commitment of Healthcare Per...IOSRJBM
The purpose of this study is to assess the effect of the job satisfaction of health care personnel on organizational commitment’s components. The data of the research were collected by way of a survey that was conducted on 501 health care workers who work in a public university hospital in Turkey. Structural equation modeling (path analysis) was conducted to test the hypotheses. From the results of the analyses, there was no statistically significant influence of intrinsic satisfaction on organizational commitment was found. Only extrintic satisfaction was determined significantly negative effect on continuance commitment and positive effect on normative commitment. In other words, an increase in the level of extrinsic satisfaction causes a decrease in continuance commitment and an increase in normative commitment.
Merging paramedic performance and service quality. An empirical test of an in...inventionjournals
ABSTRACT: This article aims to explain a conceptual framework of causality between the variables of job stress, competence, motivation, paramedic performance and health service quality. It represents some concepts and theories of organizational behavior, marketing management, motivation and health services quality, and so this article is expected to contribute to science development, especially in the field of health services .
Effect of Workplace Civility, Structural and Psychological Empowerment on New...iosrjce
IOSR Journal of Nursing and health Science is ambitious to disseminate information and experience in education, practice and investigation between medicine, nursing and all the sciences involved in health care.
Nursing & Health Sciences focuses on the international exchange of knowledge in nursing and health sciences. The journal publishes peer-reviewed papers on original research, education and clinical practice.
By encouraging scholars from around the world to share their knowledge and expertise, the journal aims to provide the reader with a deeper understanding of the lived experience of nursing and health sciences and the opportunity to enrich their own area of practice
The Effect of Job Satisfaction on Organizational Commitment of Healthcare Per...IOSRJBM
The purpose of this study is to assess the effect of the job satisfaction of health care personnel on organizational commitment’s components. The data of the research were collected by way of a survey that was conducted on 501 health care workers who work in a public university hospital in Turkey. Structural equation modeling (path analysis) was conducted to test the hypotheses. From the results of the analyses, there was no statistically significant influence of intrinsic satisfaction on organizational commitment was found. Only extrintic satisfaction was determined significantly negative effect on continuance commitment and positive effect on normative commitment. In other words, an increase in the level of extrinsic satisfaction causes a decrease in continuance commitment and an increase in normative commitment.
Merging paramedic performance and service quality. An empirical test of an in...inventionjournals
ABSTRACT: This article aims to explain a conceptual framework of causality between the variables of job stress, competence, motivation, paramedic performance and health service quality. It represents some concepts and theories of organizational behavior, marketing management, motivation and health services quality, and so this article is expected to contribute to science development, especially in the field of health services .
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
Linking leadership style, organizational culture, motivation and competence o...inventionjournals
This research aims to analyze empirically the influence of leadership style, organizational culture, motivation, and competencies on civil servants performance in mediation is job satisfaction. The design of this research using survey method with the collection of the data in cross-section through the questionnaire. Determination of a sample using simple random sampling with the total number of respondents as much as 265 employees. Methods of analysis of data used in hypothesis testing are the analysis moments of structures. This research provide evidence that leadership style, organizational culture and competence of a positive and significant effect on the job satisfaction, while the negative effect of motivation but Significantly to job satisfaction. Then the leadership style and organizational culture is positive but not significant effect on civil servants performance and motivation as well as competence and job satisfaction the positive and significant effect on the civil servants performance. Job satisfaction is not as mediating variable in explaining the effect of leadership styles and organizational culture on the civil servants performance, while on the other mediation of job satisfaction testing proved to be a full mediation in analyzing the effect of motivation and competencies on the civil servants performance.
Organizational Justice and Job Satisfaction of Health Workers in Example of P...inventionjournals
The purpose of this study is to determine the levels of organizational justice perceptions and job satisfaction of health workers, and to show the relationship between organizational justice and job satisfaction. Within the study, organizational justice and job satisfaction scales were administered by 377 personnel in a public hospital in Turkey. According to the findings of the research, it has been found that there is a moderately significant relationship between three dimensions of organizational justice and job satisfaction. In particular, interaction justice and procedural justice have been found to affect employees' job satisfaction levels more particularly.
This is a research project I did in an Independent Study course at Missouri State University. The research focuses on the relationship of social media and student retention.
Macro Environment and Organisational Structure A Reviewijtsrd
This piece of work theoretically or descriptively considered the impact of the external environment on the structure of organizations. The key variables being organizational structure the dependent variable and the external environment of the organization as the independent variable . Dimensions of organizational structure adopted were centralization, formalization, standardization, specialization and configuration while the measures of external environment applied were level of uncertainty or changeability, intolerance or xenophobia and complexity. The theoretical foundation was hinged on social identity theory and contingency theory. Meaning, types and factors affecting organizational structure were considered alongside environmental factors. It was observed that the external environment has great impact on the organization and is largely responsible for the dynamic nature of the business world. It was therefore recommended that an adequate environmental scanning be carried out to ascertain the stability or otherwise of the environment to be able to know which structural type to adopt at every point in time. Hannah Chika, Anyanwu | Dr. Justin Mgbechi. O. Gabriel "Macro Environment and Organisational Structure: A Review" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-1 , December 2020, URL: https://www.ijtsrd.com/papers/ijtsrd35834.pdf Paper URL : https://www.ijtsrd.com/management/organizational-behaviour/35834/macro-environment-and-organisational-structure-a-review/hannah-chika-anyanwu
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
Linking leadership style, organizational culture, motivation and competence o...inventionjournals
This research aims to analyze empirically the influence of leadership style, organizational culture, motivation, and competencies on civil servants performance in mediation is job satisfaction. The design of this research using survey method with the collection of the data in cross-section through the questionnaire. Determination of a sample using simple random sampling with the total number of respondents as much as 265 employees. Methods of analysis of data used in hypothesis testing are the analysis moments of structures. This research provide evidence that leadership style, organizational culture and competence of a positive and significant effect on the job satisfaction, while the negative effect of motivation but Significantly to job satisfaction. Then the leadership style and organizational culture is positive but not significant effect on civil servants performance and motivation as well as competence and job satisfaction the positive and significant effect on the civil servants performance. Job satisfaction is not as mediating variable in explaining the effect of leadership styles and organizational culture on the civil servants performance, while on the other mediation of job satisfaction testing proved to be a full mediation in analyzing the effect of motivation and competencies on the civil servants performance.
Organizational Justice and Job Satisfaction of Health Workers in Example of P...inventionjournals
The purpose of this study is to determine the levels of organizational justice perceptions and job satisfaction of health workers, and to show the relationship between organizational justice and job satisfaction. Within the study, organizational justice and job satisfaction scales were administered by 377 personnel in a public hospital in Turkey. According to the findings of the research, it has been found that there is a moderately significant relationship between three dimensions of organizational justice and job satisfaction. In particular, interaction justice and procedural justice have been found to affect employees' job satisfaction levels more particularly.
This is a research project I did in an Independent Study course at Missouri State University. The research focuses on the relationship of social media and student retention.
Macro Environment and Organisational Structure A Reviewijtsrd
This piece of work theoretically or descriptively considered the impact of the external environment on the structure of organizations. The key variables being organizational structure the dependent variable and the external environment of the organization as the independent variable . Dimensions of organizational structure adopted were centralization, formalization, standardization, specialization and configuration while the measures of external environment applied were level of uncertainty or changeability, intolerance or xenophobia and complexity. The theoretical foundation was hinged on social identity theory and contingency theory. Meaning, types and factors affecting organizational structure were considered alongside environmental factors. It was observed that the external environment has great impact on the organization and is largely responsible for the dynamic nature of the business world. It was therefore recommended that an adequate environmental scanning be carried out to ascertain the stability or otherwise of the environment to be able to know which structural type to adopt at every point in time. Hannah Chika, Anyanwu | Dr. Justin Mgbechi. O. Gabriel "Macro Environment and Organisational Structure: A Review" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-1 , December 2020, URL: https://www.ijtsrd.com/papers/ijtsrd35834.pdf Paper URL : https://www.ijtsrd.com/management/organizational-behaviour/35834/macro-environment-and-organisational-structure-a-review/hannah-chika-anyanwu
Running head DUPLANTIERMDHA7008-2 1DUPLA.docxjeanettehully
Running head: DUPLANTIERMDHA7008-2
1
DUPLANTIERMDHA7008-2
2
Annotated Bibliography
Research Theory, Design, and Methods
10/20/19
COMMENTS: Good job, Maria. You selected some sound and credible articles for possible use in your Capstone Project down the road. You’ll find a few notable issues – some of which have been identified in your previous assignments – that you [still] need to address in all future writings (e.g., text needs to be LEFT-JUSTIFIED, not block-text; need to credit outside sources of information with in-text citations and references; APA style, etc.). Please see my detailed feedback below. Remember … when you open this document, make sure you go to the toolbar at the top of your screen and click the ‘Review’ link. From there, go to the right, click the dropdown, then click ‘All Markup’ to view all of my feedback (including any Track Changes, highlighted in-text comments, and ‘Comments’ bubbles located in the right-hand margin of the document).
Annotated Bibliography
Excellent and effective leadership is essential for the success of any organization. In the same case, the healthcare industry requires effective leadership that can ensure quality service delivery. Healthcare facilities have the unique priority of providing patient care. Therefore, there is a need for good leadership to ensure that professionals and other staff are well-directed on what they ought to do to achieve the set organizational goal. Besides, guidance helps in giving the facility a direction to ensure coordination and a high level of cooperation among the employees. Healthcare organizations have different departments. Therefore, it is essential to ensure that the facility has quality leadership that can help them work together for the overall good of the facility and patients.
Research on leadership in healthcare can significantly contribute to the improvement and efficiency of healthcare facilities. The study will provide insight into the most effective leadership strategies and styles that leaders can adopt to deal with varying challenges in the healthcare context. Additionally, it will contribute to determining the effectiveness of various strategies that are critical in healthcare, as well as the role of a leader to ensure the success of an entity. Leadership is crucial in ensuring cooperation and teamwork between interprofessional personnel. In this case, the study will be useful in promoting the effectiveness of healthcare organizations through quality leadership.
Key Terms
Leadership- the action of leading and directing a group of people towards a particular goal. Healthcare- in the study, healthcare refers to the large organizations with the responsibility of providing care for treating physical and mental illness in people.
Databases
1. Google Scholar
2. Science Direct
3. HealthData.gov
Chang, A. M., Cohen, D. J., Lin, A., Augustine, J., Handel, D. A., Howell, E., & Sun, B. C. (2018). Hospital strategies for reducing emerg ...
Managerial psychology is a sub-discipline of industrial and organizational psychology, which focuses on the efficacy of individuals, groups and organizations in the workplace. It's purpose is to specifically aid managers in gaining a better understanding of the psychological patterns common among individuals and groups within any given organisation. Managerial psychology can be used to predict and prevent harmful psychological patterns within the workplace and can also be implemented to control psychological patterns among individuals and groups in a way that will benefit the organisation long term.
HEALTH CARE PROFESSIONAL PERCEPTION TOWARDS ENGAGEMENT FACTORS WITH REFERENCE...indexPub
This study aimed to investigate the health care professional perception towards their job engagement with special reference to multispecialty hospital in Chennai. Job engagement factors such as meaningful work, intrinsic rewards, extrinsic rewards, and self-efficacy, departmental support, supervisor support, co-worker support, job autonomy and job security are considered for this study.
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.
Running Head IndustrialOrganizational Psychology .docxinfantkimber
Running Head: Industrial/Organizational Psychology 1
Industrial/Organizational Psychology 7
Industrial/Organizational Psychology
Christina Washek
Dr. Michelle Vallie
PSYC 495
4 April 2020
Introduction
Organizational psychology is the usage of a person’s psychological knowledge to explain their work. The aim is to improve job satisfaction among the workers and to increase their productivity while ensuring that any issues in the organization are solved by promoting a healthy working environment. The issues in the organization are addressed using facts to ensure that the decisions made are beneficial to the involved parties.
Many aspects are considered in one’s working relationship that is from the employer’s point of view, the employee, and any external factors that enable work to be done in the organization. Therefore, psychology is a crucial subject as it benefits both the organization and individuals in the environment, ensuring that there is an optimal surrounding. The environment should be clear that productivity, efficiency, and the wellbeing of the employees are supported.
Organizational psychology covers a wide spectrum, which is from the time a person starts to work in the organization up to when they retire. The purpose of this essay is to analyze organizational psychology, the history, theories, and the relationship it has with other areas, among other considerations. Also, a study is done on how human resource management is incorporated into the organizational setup.
History of Organizational psychology
It is an academic discipline, and the area of practice has become more and more useful in the working life of individuals in organizations and creating a proper work environment. This is a field that involves the identification of issues in an organization, obtaining the effects, and finding solutions for the problems using data obtained for research. The main focus is on the attitude and behavior of individuals in the workplace. Some important outcomes that are required out of an employee from psychology are; understanding the attitude of the employee and controlling their behavior.
Organizational psychology is made up of two pillars. One of the pillars is fitting a man to the job, and the other is fitting the job to a man. The first pillar implies that an individual needs to attain the skills and knowledge required for the task in the organization while the second pillar implies that the job is designed in a way that the individual assigned the task can manage it without difficulties. The job can have tolls and equipment necessary to handle the task that cannot be handled by the use of hands.
Industrial and organizational psychology comes in from the fact that there was a need to understand individu ...
Burnout, Employee Engagement, and Coping in High-Risk Occupa.docxcurwenmichaela
Burnout, Employee Engagement,
and Coping in High-Risk Occupations
L
Jennifer Falkoski, PsyD
This study assessed whether there were any significant relationships among burnout,
type of coping, and employee engagement in a population of employees actively working
in the medical and mental health fields. It also evaluated preferred workplace motivators
across two overarching job categories: medical and mental health caregivers and admin
istrative and supporting roles. The results showed that as employee burnout increased,
so did the use of more harmful coping mechanisms. The study also found an inverse
relationship between emotional exhaustion and employee engagement. Additionally,
employee engagement and personal accomplishment were positively related. Employee
preferred workplace motivators across two job-overarching job categories were also
assessed. The highest-ranking employee-preferred workplace motivators identified in the
participant sample were nature of the work itself, responsibility, salary, relationship with
peers, and professional growth.
Burnout
Burnout is a phenomenon that has been
studied in organizations for more than 20
years. The applied research on burnout was
initially examined within industries that
had a high rate of interpersonal interaction
(Maslach & Leiter, 1997, 2008). More spe
cifically, these industries included human
services, health care, and education. Over
the last two decades, research in this area
has expanded to all industries, including
international companies.
One downside to the extensive research
in this area is that the term "burnout" has
lost its meaning in the workplace (Maslach
& Leiter, 1997). People have become inured
to this term and expect burnout with
any type of job. Burnout's perception
as an inevitable state has made it increa
singly more difficult to manage in the
workplace.
It is imperative that organizations con
tinuously find ways to enhance protective
factors against burnout in the workforce,
especially because most companies are
dynamic in nature. Maslach and Leiter
(1997) cite several contemporary factors
that affect burnout in the workplace. These
factors include less intrinsic work, global
economics, increase in the use of technol
ogy to run business operations, redistri
bution of power, and failing corporate
citizenship. Employees who are experienc
ing burnout also report feeling overloaded
at work, a lack of control over their own
work, unrewarded by their work, a lack of
community within the organization, unfair
/011mal of Psyc/10/ogical lssues in Orga11izatio11al Culture, Volume 2. Number,!, 2012 02012 Bridgepoint Education. lnc. and \VilL')' PL·rindicals, Inc
Pub!ishl'd onlinl' in \VilL')' Onlinl' Library (wikyunlindibr.iry.com), DOI: 10.1002/jpuc.20085 49
treatment, and conflicting personal values with
company values (Maslach & Leiter, 1997).
Burnout is a powerful .
Burnout, Employee Engagement, and Coping in High-Risk Occupa.docxjasoninnes20
Burnout, Employee Engagement,
and Coping in High-Risk Occupations
L
Jennifer Falkoski, PsyD
This study assessed whether there were any significant relationships among burnout,
type of coping, and employee engagement in a population of employees actively working
in the medical and mental health fields. It also evaluated preferred workplace motivators
across two overarching job categories: medical and mental health caregivers and admin
istrative and supporting roles. The results showed that as employee burnout increased,
so did the use of more harmful coping mechanisms. The study also found an inverse
relationship between emotional exhaustion and employee engagement. Additionally,
employee engagement and personal accomplishment were positively related. Employee
preferred workplace motivators across two job-overarching job categories were also
assessed. The highest-ranking employee-preferred workplace motivators identified in the
participant sample were nature of the work itself, responsibility, salary, relationship with
peers, and professional growth.
Burnout
Burnout is a phenomenon that has been
studied in organizations for more than 20
years. The applied research on burnout was
initially examined within industries that
had a high rate of interpersonal interaction
(Maslach & Leiter, 1997, 2008). More spe
cifically, these industries included human
services, health care, and education. Over
the last two decades, research in this area
has expanded to all industries, including
international companies.
One downside to the extensive research
in this area is that the term "burnout" has
lost its meaning in the workplace (Maslach
& Leiter, 1997). People have become inured
to this term and expect burnout with
any type of job. Burnout's perception
as an inevitable state has made it increa
singly more difficult to manage in the
workplace.
It is imperative that organizations con
tinuously find ways to enhance protective
factors against burnout in the workforce,
especially because most companies are
dynamic in nature. Maslach and Leiter
(1997) cite several contemporary factors
that affect burnout in the workplace. These
factors include less intrinsic work, global
economics, increase in the use of technol
ogy to run business operations, redistri
bution of power, and failing corporate
citizenship. Employees who are experienc
ing burnout also report feeling overloaded
at work, a lack of control over their own
work, unrewarded by their work, a lack of
community within the organization, unfair
/011mal of Psyc/10/ogical lssues in Orga11izatio11al Culture, Volume 2. Number,!, 2012 02012 Bridgepoint Education. lnc. and \VilL')' PL·rindicals, Inc
Pub!ishl'd onlinl' in \VilL')' Onlinl' Library (wikyunlindibr.iry.com), DOI: 10.1002/jpuc.20085 49
treatment, and conflicting personal values with
company values (Maslach & Leiter, 1997).
Burnout is a powerful ...
Integrative Approach to Work Psychology and The Integration of Multi Criteria...H.Tezcan Uysal
Abstract
The purpose of this study is analysing the work psychology through a holistic view, so
determining the right choice to designate a strategic management move through multi criteria
decision making method, by performing positive and negative work psychology analysis. In the
study, 221 the positive and negative work psychologies perception oriented to employees were
determined through survey method. The data were processed through correlation and regression
methods and a new set of information was obtained for ELECTRE analysis, a multi criteria
decision making method. Thus, the cycle of ELECTRE analysis was provided by using positive
work psychology outputs as alternative, and negative psychology outputs as criteria. In the result
of the analyses related to the work psychologies of employees, a reasonably significant relation
was determined between the outputs of positive and negative work psychologies. However, this
could not set forth which was the action plan to be implemented by managers. This problem was
solved through ELECTRE analysis. In the result of the ELECTRE analysis performed, it was
determined that, among the outputs of positive work psychology, “job satisfaction” was the most
dominant output to enhance the work psychology.
Guidance During Week Five, you will be responsible for rea.docxwhittemorelucilla
Guidance
During Week Five, you will be responsible for reading Chapters 8 and 9 of the required
textbook by Frates (2014). Chapter 8: Communication in Health Organizations addresses
the vital role of communication, with a brief discussion of conceptual foundations a nd a
pragmatic recognition of supportive communication and coaching and counseling skills for
the healthcare manager. Unique aspects of communication in healthcare organizations
conclude the chapter.
Chapter 9: Values, Vision, Culture and Ethics discusses the role of vision and values in
health care organizations which are primarily (or should be) mission driven and patient
centered, and how leaders at every level of the organization express their commitment to
both by their behavior – or fail to. Culture is addressed from two perspectives, considering
both corporate culture and a health care organization’s cultural proficiency to serve an
increasingly diverse patient population with nontraditional needs and service preferences.
This week, Discussion 1:
asks students to discuss effective listening. From a theoretical perspective, the role of
communication highly depends on the prevailing environment, organization’s culture,
structure, and leadership (Robbins & Judge, 2015). The size and type of organization,
organization’s culture, and leadership style de termine what approaches of communication
should be adopted (Adelman & Stokes, 2012; Frates, 2014). Conflicts occur because
thoughts and feelings have not been communicated well enough to others or have been
misinterpreted. Misunderstandings often happen but can be corrected or avoided. To have
effective communications, leaders need to establish feedback mechanisms to check for
understanding (Adelman & Stokes, 2012; Robbins & Judge, 2015). There are some ways
leaders can do such as paraphrasing, asking que stions for clarification, and asking other
people’s point of view or suggestions.
Discussion 2:
covers values, vision, and culture. Johnson (2009) argued that organizational culture is
made up of “values, norms, language (i.e., acronyms), beliefs, symbols, and assumptions
that develop over time and begin with the founder of the organization” (p. 114).
Organizational culture and organizational leadership are mutually connected. The
leadership affects organizational culture and organizational performance , while the
organizational culture will also affect leaders' leadership styles and organizational
effectiveness (Frates, 2014; Johnson, 2009). Leadership’s responsibility includes
strategically addressing the organization’s culture, planning the provision of services,
acquiring and allocating resources, and setting priori¬ties for improvement (Eriutlu, 2011).
Patient safety should be the number one concern of any division of the health care industry
(Popescu, 2013). Healthcare leaders need to assess their organizational culture as a part of
the strategic pl ...
Study on the Impact of Organizational Culture on Employee Motivation in a Ste...anoop_g
In this competitive world, every organization is striving hard for survival. In order to withstand the competition, an organization needs to have a strong organizational culture and motivational programmes. These factors directly reflect on the success, growth and performance level of the organization. This study conducted at Steel and Industrial Forgings Company Limited, a Public Sector Enterprise, is aimed at understanding the impact of organizational culture on employee motivation. Though several researches have been conducted in this field, this study envisages to further discover the impact of various variables on organizational culture and employee motivation. For data collection of the study, a detailed questionnaire was prepared which covered various aspects of organization culture, motivation, interpersonal relationship, leadership, promotion and incentive practices, and communication. The questionnaire was distributed randomly among employees. The findings were systematically analyzed and conclusion was arrived at and based on the finding’s suggestions were also made.
Study on the Impact of Organizational Culture on Employee Motivation in a Ste...anoop_g
In this competitive world, every organization is striving hard for survival. In order to withstand the competition, an organization needs to have a strong organizational culture and motivational programmes. These factors directly reflect on the success, growth and performance level of the organization. This study conducted at Steel and Industrial Forgings Company Limited, a Public Sector Enterprise, is aimed at understanding the impact of organizational culture on employee motivation. Though several researches have been conducted in this field, this study envisages to further discover the impact of various variables on organizational culture and employee motivation. For data collection of the study, a detailed questionnaire was prepared which covered various aspects of organization culture, motivation, interpersonal relationship, leadership, promotion and incentive practices, and communication. The questionnaire was distributed randomly among employees. The findings were systematically analyzed and conclusion was arrived at and based on the finding’s suggestions were also made.
Goodbye Windows 11: Make Way for Nitrux Linux 3.5.0!SOFTTECHHUB
As the digital landscape continually evolves, operating systems play a critical role in shaping user experiences and productivity. The launch of Nitrux Linux 3.5.0 marks a significant milestone, offering a robust alternative to traditional systems such as Windows 11. This article delves into the essence of Nitrux Linux 3.5.0, exploring its unique features, advantages, and how it stands as a compelling choice for both casual users and tech enthusiasts.
Communications Mining Series - Zero to Hero - Session 1DianaGray10
This session provides introduction to UiPath Communication Mining, importance and platform overview. You will acquire a good understand of the phases in Communication Mining as we go over the platform with you. Topics covered:
• Communication Mining Overview
• Why is it important?
• How can it help today’s business and the benefits
• Phases in Communication Mining
• Demo on Platform overview
• Q/A
Maruthi Prithivirajan, Head of ASEAN & IN Solution Architecture, Neo4j
Get an inside look at the latest Neo4j innovations that enable relationship-driven intelligence at scale. Learn more about the newest cloud integrations and product enhancements that make Neo4j an essential choice for developers building apps with interconnected data and generative AI.
Threats to mobile devices are more prevalent and increasing in scope and complexity. Users of mobile devices desire to take full advantage of the features
available on those devices, but many of the features provide convenience and capability but sacrifice security. This best practices guide outlines steps the users can take to better protect personal devices and information.
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
In the rapidly evolving landscape of technologies, XML continues to play a vital role in structuring, storing, and transporting data across diverse systems. The recent advancements in artificial intelligence (AI) present new methodologies for enhancing XML development workflows, introducing efficiency, automation, and intelligent capabilities. This presentation will outline the scope and perspective of utilizing AI in XML development. The potential benefits and the possible pitfalls will be highlighted, providing a balanced view of the subject.
We will explore the capabilities of AI in understanding XML markup languages and autonomously creating structured XML content. Additionally, we will examine the capacity of AI to enrich plain text with appropriate XML markup. Practical examples and methodological guidelines will be provided to elucidate how AI can be effectively prompted to interpret and generate accurate XML markup.
Further emphasis will be placed on the role of AI in developing XSLT, or schemas such as XSD and Schematron. We will address the techniques and strategies adopted to create prompts for generating code, explaining code, or refactoring the code, and the results achieved.
The discussion will extend to how AI can be used to transform XML content. In particular, the focus will be on the use of AI XPath extension functions in XSLT, Schematron, Schematron Quick Fixes, or for XML content refactoring.
The presentation aims to deliver a comprehensive overview of AI usage in XML development, providing attendees with the necessary knowledge to make informed decisions. Whether you’re at the early stages of adopting AI or considering integrating it in advanced XML development, this presentation will cover all levels of expertise.
By highlighting the potential advantages and challenges of integrating AI with XML development tools and languages, the presentation seeks to inspire thoughtful conversation around the future of XML development. We’ll not only delve into the technical aspects of AI-powered XML development but also discuss practical implications and possible future directions.
Generative AI Deep Dive: Advancing from Proof of Concept to ProductionAggregage
Join Maher Hanafi, VP of Engineering at Betterworks, in this new session where he'll share a practical framework to transform Gen AI prototypes into impactful products! He'll delve into the complexities of data collection and management, model selection and optimization, and ensuring security, scalability, and responsible use.
UiPath Test Automation using UiPath Test Suite series, part 6DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 6. In this session, we will cover Test Automation with generative AI and Open AI.
UiPath Test Automation with generative AI and Open AI webinar offers an in-depth exploration of leveraging cutting-edge technologies for test automation within the UiPath platform. Attendees will delve into the integration of generative AI, a test automation solution, with Open AI advanced natural language processing capabilities.
Throughout the session, participants will discover how this synergy empowers testers to automate repetitive tasks, enhance testing accuracy, and expedite the software testing life cycle. Topics covered include the seamless integration process, practical use cases, and the benefits of harnessing AI-driven automation for UiPath testing initiatives. By attending this webinar, testers, and automation professionals can gain valuable insights into harnessing the power of AI to optimize their test automation workflows within the UiPath ecosystem, ultimately driving efficiency and quality in software development processes.
What will you get from this session?
1. Insights into integrating generative AI.
2. Understanding how this integration enhances test automation within the UiPath platform
3. Practical demonstrations
4. Exploration of real-world use cases illustrating the benefits of AI-driven test automation for UiPath
Topics covered:
What is generative AI
Test Automation with generative AI and Open AI.
UiPath integration with generative AI
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
UiPath Test Automation using UiPath Test Suite series, part 5DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 5. In this session, we will cover CI/CD with devops.
Topics covered:
CI/CD with in UiPath
End-to-end overview of CI/CD pipeline with Azure devops
Speaker:
Lyndsey Byblow, Test Suite Sales Engineer @ UiPath, Inc.
The Art of the Pitch: WordPress Relationships and SalesLaura Byrne
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The framework is mostly written in Java, with a Python binding so that Python developers can access PowSyBl functionalities as well.
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LF Energy Webinar: Electrical Grid Modelling and Simulation Through PowSyBl -...
Man research chpater ii
1. Chpater II
Review of Related Literature
This chapter consists consists of literature review discussing various factors
related to the issues presented in this study. The review aimed at identifying, clarifying
and establishing factors and related issues that may affect positively or negatively the
performance of nursing staff in an organizations.
Health-care delivery is highly labour-intensive. The quality, efficiency and equity
of services are dependent on the availability of skilled and competent health
professionals when and where they are needed. It is essential that health workers be
approprieately trained to deliver the required services according to set standards. Due
to critical shortages of certain key health workers, the challenge to health authorities is
to ensure that the available health workers are appropriately skilled and motivated to
provide effective health-care services to populations living in a vast geographical area. It
is important now, more than ever, to assess the factors that positively and negatively
affect the performance of health workers to ensure that they are optimally utilised.
Theoretical Framework
Burns and Grove (2003:155) define a theory as “…an integrated set of defined
concepts and statements that present a view of phenomenon and can be used to do
one or more of the following: describe, explain, predict, or control the phenomenon”.
Conceptual models are similar to, but more abstract than theories; each model
2. “…broadly explains phenomena of interest, expressess assumptions, and reflects a
philosophical stance”.
The Bennett and Franco’s model on work motivation
Bennett and Franco (1999:4) proposed a conceptual framework of factors that
influence work motivation; the factors are identified as individual, organizational,
broader social and cultural factors. This model, as illustrated in Figure 1.1, focuses on
motivation as the main factors that influences the level of performance of health
workers.
Individual or internal motivation process
The individual or internal level is described as a process in which various
determinants such as the workers’ need, self-concept, expectation and perceptions
about own work capability may lead to performance outcome. The organiztion, on the
other hand, should provide the necessary inputs such as supplies and logistics, as well
as an efficient supportive system and environment for the worker to influence motivation
that will trigger good performance (Bennett and Franco 1999:4). The outcomes of
motivation are mainly affective, cognitive and behavioural (Bennett and Franco 1999).
Social and cultural factors
The Bennett and Franco framework emphasises the fact that apart from internal
factors, there are a number of other complex factors that significantly influence
motivation. These are social and cultural factors and include issues such as community
expectations, peer pressure or social values of health workers and health managers
3. which may also contribute to an individual’s motivation to work. The reason is that
individuals are part of a larger community and may reflect the cultural beliefs of that
particular community which may conflict with those of the organization; individuals’
values are assumptios of their community in the workplace. Wider cultural values may
translate into specific types of work behaviour that clash with certain organizational
policies. Individual workers whose values do not correspond to those of the organization
may be less willing to personally commit to the organization (Bennett and Franco 1999)
Organizational factors
Organizational factors that are liked to the day-to-day environment in which
health workers carry out their duties and which may affect the level of performance
include aspects on internal organizatinal structure such as clearly-articulated goals, the
human resources management style, information with regard to norms and standards,
and support to the employee. Issures such as delegation of authority, autonomy in
undertaking tasks, supervission, systems of feedback, and availability of resources also
affect staff motivation (Bennett and Franco 1999).
The interconnection between the social, individual and organizational factors has
been recognised as a dimension of motivation that can eventually affect performance.
According to Bennett and Franco, the role of the organization is to communicate its
goals, the processes and resources for achieving these goals; additional goals are to
establish a system of feedback and to develop staff knowledge and skills.
Zurn, Dolea and Stlwell (2004), supports the notion of Bennett and Franco that
motivation at work is generally believed to be a key factor in individual performance.
4. They acknowledge that evidence supports the connection between job dissatisfaction,
lack of motivation and intention to quit. They also stressed that since health care
delivery is highly labour-intensive, health sevice quality as well as efficient an equitable
distribution therefore will depend on health workers’ willingness and ability to commit
themselves to their task. Zurn et al (2004) believed that capability of staf to attend to
their jobs (Knowledge, skills and experience), motivation of staff to put effor into their
work and organizational support and opportunities, including a physical and social
environment conducive to work plays a key role in performance of health workers.
Sharpley’s model on perception, motivation and performance
Sharpley (2002) proposed a model, as depicted in Figure 1.2, that centered
around three individual factors as the most important affecting the interventions of
health workers. These differences are perceptions – self-belief, anticipation of success
and critical thinking; experience of work – personal impact, meaningful work, feedback,
and discretion; and work outcomes – job satisfaction, work stress, empowerment and
motivation. These factors are seen as the differences in individuals that affects their
experience ate work.
Organizational factors are equally important and support the interventions of
individuals. The Sharpley model also considers organizational factors such as
managerial support; colleagure and supervisor support as well as organizational culture
associated with high performnance.
Sharpley sees individual perceptions, individual experience of work and work
outcomes or achievements as improtant for work motivation and positive performance.
5. According to him, differences in individuals affects their perceptions and are significantly
linked to work demand. The manner in which individuals react differently to work
demand, setbacks or disappointments is important and should be considered in order to
get insight into issues that affect motivation and performance (Sharpley 2002).
According to Sharpley (2002), the most imprtant aspect of high performance is
the appreciation of one’s role, i.e. understanding and knowledge of the different
processes of individual or manager roles.
The Performance Model
For the purpose of this study, a combination of conceptuial framework of Bennett
and Franco (1999) and the model of Sharpley (2002) will be used as the theoretical
base. It will be called the performance model, as illustrated in Figure 1.3, and will
consider the following dependent factors: social factors which include expectation from
the community, peer pressure, culture beliefs and social values; individual factors that
include issues of individual perception, expereince of work and individual work
outcomes; and organizational factors that include issues of managers’ support and
performance management, organizational culture, norms and standards used at work,
communucation, supervisor and colleague support. All of these factors affect the
capability of health workers to perform a certain task positively or negatively.
Nickols (2003) and Fort and Voltero (2004) identify similar factors that are closely
related and affect provider performance in the workplace as indicated by the
performance model. They include clear goals and job-expectations, suitable repertoire,
immediate feedback, skills to perform, knowledge of organizational structure, functionial
6. feedback system, sound mental models, sufficient motivation through self-satisfaction
and incentives, supportive or conducive environment, and manageable tasks.
The performance model will guide the study and the development of strategies
and a framework for enhancing the performance of health workers. According to this
model, the variables and processes affecting performance of health workers would
include job expectations or design; goals and objectives; organizational culture and
support; management style, feedback and communication; and the physical
environment. Intrinsic factors, such as motivation, self-perception, values and beliefs,
incentives, rewards and employee benefits, knowledge and skills, are also important.
According to Price (2000), in order for an organization to operate effectively, a
harmony between strong, goal-oriented leadership; high levels of employee motivation
and skills; holistic approach to management and organizational change; and perception
that employees are regarded as valuable human capital must exist.
Rafferty, Maben, West and Robinson (2005) and Mutizwa-Mangiza (1998)
emphasise that environmental and organizational factors may negatively or positively
affect performance of health workers. Environmental or external factors include political
pressure and health-care reforms, financial pressure, decentralisation of health care
systems, client pressure, and quality assurance and changes in health professional
education. Organizational or internal factors include human resources management
systems (effective planning, policy, skill mix, industrial relations, and skill retention),
focused team work, organizational structure, mangament skills, performance standards,
norms and values. Other internal factors incldue performance appraisal systems, input
7. by all stakeholders in regulatory and policy procedure development, mutual supportive
relationship salary and incentive structure, sufficient staff and equipment, personnel and
career development.
The theoretical frameworksand performance model distinguish various individual,
organizational and social factors that may various ways affects the performance of
health workers. It can be assumed that the critical functions of an organization are
identifying the factors that impact on performance and seeking sp;utions and innovative
initiatives that empower staff and boost performance. Nogueira and de Santana (2003)
emphasise that it is important for an organizations to put in place sound human
resources management systems, provide necessary policy and regulatory frameworks
and ensure conducive working environments for workers.
Human Resources Management
Human resources management deals with the aspect of managing peole in
strategic, coherent and integrated way. According to Swansburg (1999), management
“…means accomplishing the goals of group through effective use of resources”, and
“…managing is the art of doing” while “…management is the body of organized
knowledge underlying the art”.
Human resources or people are the most valuable assets of an organization.
They are the ones that make things happen, and they influence all inputs in an
organization, whether they are managerial or operational (Hendry 1995).
Human resources management includes all processes that affect the relationship
between an organization and its employees and is geared towrds achieving the
8. organization’s objectives (Price 2005). Human resource mangaement is also seen as a
political regulatory function that mediates between a bureaucracy and the ethical and
political goals embedded within an organization;s mission (Nogueira and de Santana,
2003).
In the public sector, human resources management workds closely with the
government civil or public services to ensure that policies, regulations and conditions of
services are implemented and adhered to (WHO 2005). In view of the aforementioned,
it can be concluded that the function of human resources management broadly
constitues all organizational policies and strategies concerning human resources
management. These includes the formulation of human resources policies within the
overall health policy; developing of macro-plans and micro-plans for development of
human resources for health; education, training, skills and competency development;
human resources management; regulation of health professions; and research.
Planning and Policies
Formulating human resources policy is an expression of commitment to guide
health personnel towards achievement of the goal (WHO 2003). Human resources
planning, on the other hand is the process of anticipating future staffing needs and
human resource-related actions to ensure that a sufficient pool of skilled and motivated
people with the right skills mix and experience will be available to meew the
organizational need in the long term (O’Brien-Pallas, Birch, Baumann and Murphy
2003). Health services and human resources policies and plans are key instruments for
9. implementing decisions affecting the type of human resources for delivery of health
care.
Human resources policy formulation and plan development are important factors
in the human resources management process (WHO 1998). However, in many cases,
there is a mismatch between human resources management policies and their
implementation (Bach 2001); in many countries these plans are not approved and
costed (WHO 2003).
Staff utilisation and retention
Deployment, equitable distribution and utilisation of appropriate staff to match the
organization’s strategies remain important aspects of human resources management.
These aspects are important because they guide the effective distribution, deployment
and utilisation of appropriate staff by placing them in the right jobs and retaining them
where the are most needed (Price 2000).
Working conditions and work environment
According to Bezuidenhout (1994), working coditions refers to “…the interaction
of an employee with the physical work environment”. Working conditions include
physical conditions such as working tools, equipments, materials, and schedules.
Psychological conditions include work pressure and stress, and physical layout refers to
a clean and comfortable environment.
Working conditions have been singled out, along with remuneration, as
one of the major demotivators and are often the reason why professional nurses leaves
10. the profession (Awases et al 2004). This view was verified by a report made by
Canadian Student Health Research Forum (2001) which identified work pressures and
safety as some of the issues affecting nursing work environment. The report stresses
that nurses’ work demands put extreme pressure on them and do not correlate with
their skills and knowledge. At the same time, the continuous understaffing results in
overburdening available staff with heavy workloads. Regarding workplace safety, the
report shows a relationship between staff shortage, heavy workload, stress and injuries
such as musculoskeletal injuries, low-back pain and injuries from sharp objects.
Motivation
According to Swansburg (1999), “…motivation is a concept used to describe both
the extrinsic conditions that stimulate certain behaviour and the intrinsic responses that
demonstrates that behaviour in human beings”. Motivation is seen as the most crucial
worker’s attribute for improving performance and includes a mix of complex factors such
as personal values, professional ethics, incentives, workspace and environment )Joint
Learning Initiative 2004).
Two types of theories of motivation have been identified and concern content and
process. Content theories focus on individual needs that strengthen, prolong and lead
behaviour. Aspects that motivate nurses may include issues of psychological need for
safety, respect and status that may lead to self-respect and self-fulfillment. Other
individual cognitive needs include need for knowledge and understanding, feeling of
belonging, and issues of job security, fair working conditions and interpersonal relations.
11. Maslow’s need hierarchy and Herzberg’s motivation-hygiene theory are some theories
that relates to the content theory (Swansburg 1999).
The process theory of motivation is also called behavior modification. It is based
on the notion that learning occurs because of behaviour; it advocates for reinforement of
good behaviour through reward, praise and recognition. Reinforcement motivates and
improves the strength of a response, and undesirable behaviour should be modified and
not punished (Swansburg 1999).
Sirota (2002) identifies three promary goals that motivate people at work: equity,
achievement and camaraderie. These also support the content and process theories.
He called this the “Three-Factor theory of human motivation in the workplace’ and it
includes:
Equity: employees would like to be treated justly in relation to the basic
conditions of employment. These basic conditions include physiologic needs, that
is, safe working conditions, reaseonable workload and comfort; economic needs
of job security, satisfactory remuneration and benefits; and psychological needs
of respect, good interpersonal relations and credible management.
Achievement: employees want to take pride in their accomplishments by doing a
job that matters to them; to receive recognition for their accomplishments and
take pride in the organization’s acheivements.
Camaraderie: employees wish to have warm, interesting, and cooperative
relations with others in the workplace.
Remuneration and incentives
12. Hicks and Adams (2003) defines remuneration as “…the total income of an
individual and may comprise a range of separate payments determined according to
different rules”. The WHO (2000) defines incentives as “…all rewards and payments
that providers face as a consequence of the organizations in which they work, the
institutions unde which they operate and specific interventions they provide”.
Financial incentives consist of pay, other direct financial benefits (such as
pensions, health insurance, dependent allowance, clothing/housing allowances,
hazzard payments) and indirect financial incentives include flexible working hours,
sabbaticals, study leave, planned career breaks, occupational health and counseling,
acess to support for training and education (Hicks and Adams 2003).
Payment and incentives are seen as having a profound effect on performance.
According to the WHO (2003), raising wages in developing countries where workers are
paid less than in developed countries will increase productivity; however, it may be less
successful in countries where salaries are already high. Nonetheless, increaseing
wages and other non-financial benefits such as accomodation, transport, on-the-job
training and opportunities for promotion and rotation has been shown to increase
productivity.
According to the Canadian Student Health Research Forum (2001), there is a
relation between nurses’ satisfaction with their salaries and their job satisfaction;
however, the salary becomes an issue of concern usually in the absence of other
factors of satisfaction such as recognition, opportunities for personal development and
growth. The current situation the Philippine region portrays a picture of poor
13. remuneration packages and low wages in quite a number of countries. There exist
major differences in salaries between countries. For instance, it was found that a
general practitioner is paid 150 to 200 US$ per month compared to US$700 in another
country (WHO 2003).
Human resources development models
Price identifies two models that are influential to the development of human
resources management. The Harvard model emphasises the soft approach and
provides a strategic map which guides manager-employee relationships. This approach
includes characteristics such as motivating people through their involvement in
decision-making, creating an organizational culture based on trust and teamwork,
supporting the notion that people can influence the outcome or achievements of an
organization. According to Hendry (1995), the Harvard model of human resources
management includes an integrated framework of personnel mangament. This is
indicated in the fact that both forms of management recognise the tense relationship
between corporate needs for contril and individual needs for personal achievement.
On the other hand, the Michigan model focuses more on the harder resources.
This approach advocates that people should be treated like all other resources in an
organization: they should be obtained cheaply, used scarecely, developed and
exploited. This approach develops human resources policies and strategies that
combine the available human resources with the organization’s goals. The matching of
available human resources to achievements is done through regular restructuring,
performance-related pay and downsizing (Price 2000).
14. A paper by Bucham (2004) aimed at looking at how human resources
management has been defined and evaluated in non-health sectors compared to the
health sector in the United Kingdom stresses the uniqueness and complexity of human
resources management in the health sector which somehow supports the Michigan
Model. For example, the organizational context is different from other sectors.
Performance is mainly assessed with health sector-specific indicators such as clinical
activities, workload, measure of outputs, patients treated, or mortality rate. An important
aspect of human resources for health systems management is the need to match
interventions with context, characteristics and the priorities of the organization (Bucham
2004).
According to the Canadian Student Health Research Forum (2001), the
challenge of human resource management policies is to create a conducive working
environment or healthy workplace that will enhance the work of the nursing workforce. A
key strategy to enhance the work of staff in an organization is performance
management.
Performance Management
Performance management is one of the most important and critical functions of
human resource management. It is seen as a way of establishing mechanisms for
reviewing the performance of staff, and helping them to effectively contribute towards
the achienvement of organizational objectives (Price 2000)
Katz and Green (1997) define performance management as “…a system
composed of an orderly series of programmes designed to define, measure, and
15. improve organizational performance”. The Public Service and Merit Protection
Commission (2000) defines performance management as “…helping people to work
more effectively by improving individual and team performance, increasing the overall
productivity of an agency” in the context of the staff management. The Institute of
Personal Management as quoted by Martinez (2003) defines performance management
as “…a strategy which relates the evey activity of the organization set in the context of
its human resources policies, culture, style and communications systems. The nature of
strategy depends on the organizational context and can vary from organization to
organization”.
Performance management is a shared process between managers, the individual
and the teams they are supervising; it is designed to improve the performance of an
organization and the people working within it (Armstrong 1994; Torrington and Hall
1998). Performance management is based on agreed objectives, competencies
required to undertake the work and development plans for achieving the objectives.
Performance management focuses on strategically incressing the effectiveness of an
organization through improving the productivity of its people.
According to Price (2000), Armstrong (1994), Amaratunga and Baldry (2002),
Van der Bij Vissers (1999) and De Bruijn (2002), performance management systems
incorporate performance assessment or appraisal systems which are specifically
developed to appraise the performance of individuals or teams. Such appraisal requires
the following: clearly defined organizational goals, individual or team objectives or
management targets, properly defined standards of performance and the skills and
16. competence required to meet them, regular formal review progress and systems of
feedback and proposals for improvement.
Armstrong (1994) says that the aims of performance management and human
resources management are similar, namely, to achieve sustained improved
performance of organizations and employees to ensure that people develop and
achieve their fullest capacity and potential for their own benefit and that of the
organization. Furthermore, performance management aims at creating an environment
which values people, empowering people in a way that latent potential can be realised,
and to strengthen or change positively the organization’s culture.