This document discusses the application of Maslow's hierarchy of needs theory to organizational culture, human resource management, and employee performance. It proposes that a well-articulated organizational culture that addresses employee needs at all levels of the hierarchy will result in positive human resource practices and high employee performance, while a poorly articulated culture that does not meet needs will lead to poor HR and low performance. The theory is relevant as it suggests how managers can motivate employees to become self-actualized by meeting their varying levels of needs. Addressing physiological and safety needs through culture and HR practices can improve performance, while helping employees attain esteem and self-actualization through development opportunities can also increase motivation and output.
Perception of civil servants on performance : An Emperical Analysis of Indone...inventionjournals
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.
Dr. Maurice Roussety is an Executive Consultant at DST Advisory and Lecturer in Small Business, Franchising and Entrepreneurship at Griffith University in Queensland, Australia
Writekraft Research and Publications LLP was initially formed, informally, in 2006 by a group of scholars to help fellow students. Gradually, with several dissertations, thesis and assignments receiving acclaim and a good grade, Writekraft was officially founded in 2011 Since its establishment, Writekraft Research & Publications LLP is Guiding and Mentoring PhD Scholars.
Our Mission:
To provide breakthrough research works to our clients through Perseverant efforts towards creativity and innovation”.
Vision:
Writekraft endeavours to be the leading global research and publications company that will fulfil all research needs of our clients. We will achieve this vision through:
Analyzing every customer's aims, objectives and purpose of research
Using advanced and latest tools and technique of research and analysis
Coordinating and including their own ideas and knowledge
Providing the desired inferences and results of the research
In the past decade, we have successfully assisted students from various universities in India and globally. We at Writekraft Research & Publications LLP head office in Kanpur, India are most trusted and professional Research, Writing, Guidance and Publication Service Provider for PhD. Our services meet all your PhD Admissions, Thesis Preparation and Research Paper Publication needs with highest regards for the quality you prefer.
Our Achievements:
NATIONAL AWARD FOR BEST RESEARCH PROJECT (By Hon. President APJ Abdul Kalam)
GOLD MEDAL FOR RESEARCH ON DISABILITY (By Disabled’s Club of India)
NOMINATED FOR BEST MSME AWARDS 2017
5 STAR RATING ON GOOGLE
We have PhD experts from reputed institutions/ organizations like Indian Institute of Technology (IIT), Indian Institute of Management (IIM) and many more apex education institutions in India. Our works are tailored and drafted as per your requirements and are totally unique.
From past years our core advisory members, research team assisted research scholars from various universities from all corners of world.
Subjects/Areas We Cover:
Management, Commerce, Finance, Marketing, Psychology, Education, Sociology, Mass communications, English Literature, English Language, Law, History, Computer Science & Engineering, Electronics & Communication Engineering, Mechanical Engineering, Civil Engineering, Electrical Engineering, Pharmacy & Healthcare.
This document provides an overview of organizational culture as a theoretical concept. It discusses the origins and definitions of organizational culture, presents Harrison's model of organizational culture with its four dimensions, and explores various typologies that have been used to describe organizational culture. The key aspects covered are the theoretical background of organizational culture, definitions of the concept, Harrison's model with its four dimensions (power, role, achievement and support), and different typologies proposed by various theorists to classify organizational culture.
A comparison and contrast on the classical and behavioural models of manageme...timothy katerere
Classical and behavioural management models are compared and contrasted. Classical management focuses on productivity and efficiency, treating workers as rational beings motivated by economic needs. Behavioural management emphasizes human emotions and relationships, recognizing social and psychological factors. Both influenced management approaches in Zimbabwean schools. Classical principles like planning and centralization were adopted, while behavioural concepts like motivation and morale building were also used. Overall, the models differ in perspective but share the goal of effective organizational management.
This study seeks to examine the impact of leadership traits on public organizational performance.
The views presented by scholars and practitioners in the social sciences argued that there is no relationship
between transformational leadership traits and organizational performance in the public sector organizations.
The study used correlation and regression analysis to identify the gap that exist within the variables under
investigation
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.
International Journal of Humanities and Social Science Invention (IJHSSI)inventionjournals
This document discusses a study that examined the relationship between strategic leadership actions and success among university deans in Malaysia and the United States. The study found:
1) A survey instrument called the Strategic Leadership Questionnaire (SLQ) was found to reliably measure four strategic leadership action sets (transformational, managerial, ethical, political) and leader success.
2) Successful leaders were found to use a wider variety of strategic leadership actions than less successful leaders.
3) There were significant differences between the strategic leadership actions used by successful vs less successful deans in both Malaysian and American universities.
Perception of civil servants on performance : An Emperical Analysis of Indone...inventionjournals
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.
Dr. Maurice Roussety is an Executive Consultant at DST Advisory and Lecturer in Small Business, Franchising and Entrepreneurship at Griffith University in Queensland, Australia
Writekraft Research and Publications LLP was initially formed, informally, in 2006 by a group of scholars to help fellow students. Gradually, with several dissertations, thesis and assignments receiving acclaim and a good grade, Writekraft was officially founded in 2011 Since its establishment, Writekraft Research & Publications LLP is Guiding and Mentoring PhD Scholars.
Our Mission:
To provide breakthrough research works to our clients through Perseverant efforts towards creativity and innovation”.
Vision:
Writekraft endeavours to be the leading global research and publications company that will fulfil all research needs of our clients. We will achieve this vision through:
Analyzing every customer's aims, objectives and purpose of research
Using advanced and latest tools and technique of research and analysis
Coordinating and including their own ideas and knowledge
Providing the desired inferences and results of the research
In the past decade, we have successfully assisted students from various universities in India and globally. We at Writekraft Research & Publications LLP head office in Kanpur, India are most trusted and professional Research, Writing, Guidance and Publication Service Provider for PhD. Our services meet all your PhD Admissions, Thesis Preparation and Research Paper Publication needs with highest regards for the quality you prefer.
Our Achievements:
NATIONAL AWARD FOR BEST RESEARCH PROJECT (By Hon. President APJ Abdul Kalam)
GOLD MEDAL FOR RESEARCH ON DISABILITY (By Disabled’s Club of India)
NOMINATED FOR BEST MSME AWARDS 2017
5 STAR RATING ON GOOGLE
We have PhD experts from reputed institutions/ organizations like Indian Institute of Technology (IIT), Indian Institute of Management (IIM) and many more apex education institutions in India. Our works are tailored and drafted as per your requirements and are totally unique.
From past years our core advisory members, research team assisted research scholars from various universities from all corners of world.
Subjects/Areas We Cover:
Management, Commerce, Finance, Marketing, Psychology, Education, Sociology, Mass communications, English Literature, English Language, Law, History, Computer Science & Engineering, Electronics & Communication Engineering, Mechanical Engineering, Civil Engineering, Electrical Engineering, Pharmacy & Healthcare.
This document provides an overview of organizational culture as a theoretical concept. It discusses the origins and definitions of organizational culture, presents Harrison's model of organizational culture with its four dimensions, and explores various typologies that have been used to describe organizational culture. The key aspects covered are the theoretical background of organizational culture, definitions of the concept, Harrison's model with its four dimensions (power, role, achievement and support), and different typologies proposed by various theorists to classify organizational culture.
A comparison and contrast on the classical and behavioural models of manageme...timothy katerere
Classical and behavioural management models are compared and contrasted. Classical management focuses on productivity and efficiency, treating workers as rational beings motivated by economic needs. Behavioural management emphasizes human emotions and relationships, recognizing social and psychological factors. Both influenced management approaches in Zimbabwean schools. Classical principles like planning and centralization were adopted, while behavioural concepts like motivation and morale building were also used. Overall, the models differ in perspective but share the goal of effective organizational management.
This study seeks to examine the impact of leadership traits on public organizational performance.
The views presented by scholars and practitioners in the social sciences argued that there is no relationship
between transformational leadership traits and organizational performance in the public sector organizations.
The study used correlation and regression analysis to identify the gap that exist within the variables under
investigation
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.
International Journal of Humanities and Social Science Invention (IJHSSI)inventionjournals
This document discusses a study that examined the relationship between strategic leadership actions and success among university deans in Malaysia and the United States. The study found:
1) A survey instrument called the Strategic Leadership Questionnaire (SLQ) was found to reliably measure four strategic leadership action sets (transformational, managerial, ethical, political) and leader success.
2) Successful leaders were found to use a wider variety of strategic leadership actions than less successful leaders.
3) There were significant differences between the strategic leadership actions used by successful vs less successful deans in both Malaysian and American universities.
The document discusses different leadership styles of faculty members - transformational, transactional, and laissez-faire - and examines how these styles impact student satisfaction in higher education institutions. It reviews literature on the full range leadership model and the characteristics of transformational, transactional, and passive/avoidant leadership styles. The study aims to determine the most effective leadership style of faculty for fostering student achievement and motivation.
This document provides an overview of various theories of organization and management. It begins with definitions of key terms like organization and organizational management. It then discusses the history and development of organizational theories from classical theories like scientific management and bureaucracy to modern theories like systems theory, contingency theory, and chaos theory. The document provides details on prominent theorists and their contributions to different theories. It aims to explain how theories have sought to conceptualize how organizations are designed, function, and are administered.
This document provides an overview of organizational behavior including its definition, origin, theoretical frameworks, and importance for managers. Organizational behavior is defined as the study of human behavior in organizational contexts with the goal of improving organizational effectiveness. The origins of OB began with the famous Hawthorne studies from the 1920s. There are three main theoretical frameworks in OB: the behaviorist framework, cognitive framework, and social learning framework. The behaviorist framework includes classical and operant conditioning. The cognitive framework focuses on human thought processes like expectations and intentions. And the social learning framework emphasizes reciprocal interactions among cognitive, behavioral, and environmental factors. Understanding OB provides managers with tools and theories to analyze and improve employee behavior for better organizational performance.
1) The document discusses a study examining the effect of organizational culture, leadership, and personal values on improving ihsan behavior at Masyithoh Hospital in Bangil, Indonesia.
2) The study found that organizational culture positively but not significantly affects ihsan behavior. Leadership was found to affect organizational culture but not ihsan behavior. Personal values were found to affect organizational culture.
3) The study aims to provide an integrated examination of how these factors affect ihsan behavior, which previous studies have not fully addressed. It combines Western and Islamic indicators to analyze their impact on ihsan behavior.
This document provides a synopsis of a PhD thesis submitted in 2008 that studied worker empowerment at Polyhydron Private Limited in Belgaum, India. The thesis had the following objectives: 1) Understand how an innovative company can create an empowering workplace culture, 2) Study the impact of such practices on empowerment and organizational performance, 3) Identify the systems, practices, policies, and leadership that contribute to empowerment. The study tested several hypotheses related to empowerment and organizational success. It aimed to provide insights into developing an empowering culture and high-performance workforce.
Leadership is one of the most discussed topics in management. Everyone has a couple of points to illustrate and a type to support. Here is a comparison between a few leadership models.
The document discusses human resources as a key resource for businesses and defines human resource management. It states that the six major resources for organizations are men, money, materials, machine, method, and management. It defines man as a resource because people find fulfillment and satisfaction through contributing to society and expressing individuality. The document then defines human resource management as the process of managing the human elements of a company, including skills, attitudes, and aspirations. Finally, it lists the objectives and functions of human resource management as planning, organizing, directing, and controlling the workforce.
This study examines the relationship between personality traits, organizational justice, and taking charge behavior within organizations. The researchers hypothesized that the personality trait of duty would be positively related to taking charge, whereas the trait of achievement striving would be negatively related. They also hypothesized that perceptions of both procedural and distributive justice at the organizational level would be positively related to taking charge. Across two samples, regression analyses generally supported these hypotheses, finding that duty increased taking charge whereas achievement striving decreased it, and that both forms of organizational justice increased taking charge. The study aims to provide an explanation for taking charge based on other-centered values rather than self-interest.
U 1.2 ob bba-ii contributing disciplines to the ob fieldRai University
Psychology, social psychology, sociology, anthropology, and political science all contribute to the field of organizational behavior. Psychology studies individual behavior and factors like fatigue, boredom, and work conditions. Social psychology looks at how people influence each other regarding change and reducing barriers. Sociology examines group behavior in organizations and aspects like culture, structure, and conflict. Anthropology helps understand differences in values and behavior between cultures and organizations. Political science provides insight into behavior within political environments at various levels from countries to organizations.
The Effect of Leadership, Organizational Culture, Work Motivation And Job Sat...inventionjournals
This document discusses a study on the effect of leadership, organizational culture, work motivation, and job satisfaction on teacher organizational commitment at senior high schools in Medan, Indonesia. The study measured the direct and indirect effects of these variables using a questionnaire completed by 330 teachers. The results showed that leadership, organizational culture, work motivation, and job satisfaction all significantly directly or indirectly impact teacher organizational commitment at the high schools in Medan.
This document provides an introduction to organizational behaviour. It defines organizational behaviour as the study of how individuals and groups act in organizations. It discusses the need, importance and scope of organizational behaviour, including its focus on individuals, groups and organizational structure. The nature of organizational behaviour is also examined, establishing it as an interdisciplinary field that applies various behavioural sciences to improve organizational effectiveness and human relations. Finally, the document presents an organizational behaviour model showing the behavioral sciences that contribute to the study of OB and their unit and output.
This document provides an overview of human behavior in organizations. It discusses three levels of analysis (individual, group, and organization). It also outlines the contributing disciplines to organizational behavior including psychology, sociology, social psychology, anthropology, and political science. The document then contrasts McGregor's Theory X and Theory Y approaches to management, with Theory X assuming employees dislike work and Theory Y assuming employees can exercise self-direction. The conclusion emphasizes aligning individual, group, and organizational behaviors to accomplish goals.
Influence of power bases on leadership strategies adopted byAlexander Decker
This document summarizes a study that examined the relationship between power bases and leadership strategies in information technology organizations. The study surveyed 515 employees from 87 IT companies to measure managers' power bases using French and Raven's taxonomy and leadership strategies using Cooke's instrument. The findings showed that managers in IT organizations most strongly utilize legitimate formal power, which influences prescriptive and restrictive leadership strategies. Personal power bases like referent and expert power were also highly used, while coercive formal power was the least utilized. The study provides insights into how power and leadership are enacted in the IT sector context.
This document summarizes several organizational theories and concepts. It discusses scientific management and human relations approaches from the early 20th century. It also outlines Max Weber's theory of bureaucracy and current trends incorporating new technologies. Key concepts on individual behavior, motivation theories, group dynamics, decision-making models, conflict management, and power/authority are defined. Theories from Maslow, Herzberg, McClelland, Vroom/Yetton, Simon/March/Cyert, and Kilmann on these topics are summarized.
Maslow's hierarchy of needs is a theory proposed by Abraham Maslow that identifies and prioritizes five basic human needs: physiological needs, safety needs, love and belonging needs, esteem needs, and self-actualization needs. Maslow proposed that people are motivated to fulfill basic needs first, and that until lower level needs are met, people are not motivated to fulfill higher level needs. Maslow's theory suggests that human motivation is based on people seeking fulfillment and growth as they progress through the hierarchy of needs.
Maslow's hierarchy of needs 2d powerpoint presentation templatesSlideTeam.net
Maslow's Hierarchy of Needs is represented as a pyramid with 5 levels. The bottom level represents basic physiological needs like food, water, shelter, etc. The next level up represents safety needs like security and stability. The following level represents social needs like friendship and intimacy. The next level is esteem needs such as achievement and respect. The top level is self-actualization needs such as personal growth and fulfillment. The pyramid shows that lower level needs must be met before progressing to meet higher level needs.
Maslow's hierarchy of needs theory proposes that people are motivated to fulfill basic needs before moving on to other needs. The hierarchy consists of 5 levels from basic physiological needs like food and shelter, to safety needs, social needs, esteem needs, and the highest level of self-actualization needs. The theory suggests that lower level needs must be satisfied before higher level needs can be fulfilled.
This document discusses Maslow's hierarchy of needs theory and how it can be applied in an educational classroom setting. Maslow's theory proposes that people are motivated to fulfill basic needs like physiological and safety needs before seeking higher level needs like belonging, esteem, and self-actualization. The document outlines Maslow's five levels of needs and provides classroom strategies for meeting each level, such as maintaining a safe environment for safety needs and inclusive activities for social belonging needs.
Maslow's theory of motivation proposes that there is a hierarchy of five basic human needs: physiological needs, safety needs, social needs, esteem needs, and self-actualization needs. Physiological needs are the most basic needs, including food, water, shelter, and sex. Once these are met, the next level of safety needs become salient, followed by social needs, esteem needs, and ultimately the need for self-actualization at the top level. The theory suggests that people are motivated to fulfill lower level basic needs before progressing on to meet higher level growth needs.
Maslow's hierarchy of needs 3d powerpoint ppt slides.SlideTeam.net
The document presents Maslow's Hierarchy of Needs as a 3D diagram. It depicts five levels of human needs arranged in a pyramid shape: physiological needs at the bottom, followed by safety needs, love and belongingness, esteem, and self-actualization at the top. The diagram can be edited in PowerPoint, including changing the color, size, and orientation of the icons.
The document discusses different leadership styles of faculty members - transformational, transactional, and laissez-faire - and examines how these styles impact student satisfaction in higher education institutions. It reviews literature on the full range leadership model and the characteristics of transformational, transactional, and passive/avoidant leadership styles. The study aims to determine the most effective leadership style of faculty for fostering student achievement and motivation.
This document provides an overview of various theories of organization and management. It begins with definitions of key terms like organization and organizational management. It then discusses the history and development of organizational theories from classical theories like scientific management and bureaucracy to modern theories like systems theory, contingency theory, and chaos theory. The document provides details on prominent theorists and their contributions to different theories. It aims to explain how theories have sought to conceptualize how organizations are designed, function, and are administered.
This document provides an overview of organizational behavior including its definition, origin, theoretical frameworks, and importance for managers. Organizational behavior is defined as the study of human behavior in organizational contexts with the goal of improving organizational effectiveness. The origins of OB began with the famous Hawthorne studies from the 1920s. There are three main theoretical frameworks in OB: the behaviorist framework, cognitive framework, and social learning framework. The behaviorist framework includes classical and operant conditioning. The cognitive framework focuses on human thought processes like expectations and intentions. And the social learning framework emphasizes reciprocal interactions among cognitive, behavioral, and environmental factors. Understanding OB provides managers with tools and theories to analyze and improve employee behavior for better organizational performance.
1) The document discusses a study examining the effect of organizational culture, leadership, and personal values on improving ihsan behavior at Masyithoh Hospital in Bangil, Indonesia.
2) The study found that organizational culture positively but not significantly affects ihsan behavior. Leadership was found to affect organizational culture but not ihsan behavior. Personal values were found to affect organizational culture.
3) The study aims to provide an integrated examination of how these factors affect ihsan behavior, which previous studies have not fully addressed. It combines Western and Islamic indicators to analyze their impact on ihsan behavior.
This document provides a synopsis of a PhD thesis submitted in 2008 that studied worker empowerment at Polyhydron Private Limited in Belgaum, India. The thesis had the following objectives: 1) Understand how an innovative company can create an empowering workplace culture, 2) Study the impact of such practices on empowerment and organizational performance, 3) Identify the systems, practices, policies, and leadership that contribute to empowerment. The study tested several hypotheses related to empowerment and organizational success. It aimed to provide insights into developing an empowering culture and high-performance workforce.
Leadership is one of the most discussed topics in management. Everyone has a couple of points to illustrate and a type to support. Here is a comparison between a few leadership models.
The document discusses human resources as a key resource for businesses and defines human resource management. It states that the six major resources for organizations are men, money, materials, machine, method, and management. It defines man as a resource because people find fulfillment and satisfaction through contributing to society and expressing individuality. The document then defines human resource management as the process of managing the human elements of a company, including skills, attitudes, and aspirations. Finally, it lists the objectives and functions of human resource management as planning, organizing, directing, and controlling the workforce.
This study examines the relationship between personality traits, organizational justice, and taking charge behavior within organizations. The researchers hypothesized that the personality trait of duty would be positively related to taking charge, whereas the trait of achievement striving would be negatively related. They also hypothesized that perceptions of both procedural and distributive justice at the organizational level would be positively related to taking charge. Across two samples, regression analyses generally supported these hypotheses, finding that duty increased taking charge whereas achievement striving decreased it, and that both forms of organizational justice increased taking charge. The study aims to provide an explanation for taking charge based on other-centered values rather than self-interest.
U 1.2 ob bba-ii contributing disciplines to the ob fieldRai University
Psychology, social psychology, sociology, anthropology, and political science all contribute to the field of organizational behavior. Psychology studies individual behavior and factors like fatigue, boredom, and work conditions. Social psychology looks at how people influence each other regarding change and reducing barriers. Sociology examines group behavior in organizations and aspects like culture, structure, and conflict. Anthropology helps understand differences in values and behavior between cultures and organizations. Political science provides insight into behavior within political environments at various levels from countries to organizations.
The Effect of Leadership, Organizational Culture, Work Motivation And Job Sat...inventionjournals
This document discusses a study on the effect of leadership, organizational culture, work motivation, and job satisfaction on teacher organizational commitment at senior high schools in Medan, Indonesia. The study measured the direct and indirect effects of these variables using a questionnaire completed by 330 teachers. The results showed that leadership, organizational culture, work motivation, and job satisfaction all significantly directly or indirectly impact teacher organizational commitment at the high schools in Medan.
This document provides an introduction to organizational behaviour. It defines organizational behaviour as the study of how individuals and groups act in organizations. It discusses the need, importance and scope of organizational behaviour, including its focus on individuals, groups and organizational structure. The nature of organizational behaviour is also examined, establishing it as an interdisciplinary field that applies various behavioural sciences to improve organizational effectiveness and human relations. Finally, the document presents an organizational behaviour model showing the behavioral sciences that contribute to the study of OB and their unit and output.
This document provides an overview of human behavior in organizations. It discusses three levels of analysis (individual, group, and organization). It also outlines the contributing disciplines to organizational behavior including psychology, sociology, social psychology, anthropology, and political science. The document then contrasts McGregor's Theory X and Theory Y approaches to management, with Theory X assuming employees dislike work and Theory Y assuming employees can exercise self-direction. The conclusion emphasizes aligning individual, group, and organizational behaviors to accomplish goals.
Influence of power bases on leadership strategies adopted byAlexander Decker
This document summarizes a study that examined the relationship between power bases and leadership strategies in information technology organizations. The study surveyed 515 employees from 87 IT companies to measure managers' power bases using French and Raven's taxonomy and leadership strategies using Cooke's instrument. The findings showed that managers in IT organizations most strongly utilize legitimate formal power, which influences prescriptive and restrictive leadership strategies. Personal power bases like referent and expert power were also highly used, while coercive formal power was the least utilized. The study provides insights into how power and leadership are enacted in the IT sector context.
This document summarizes several organizational theories and concepts. It discusses scientific management and human relations approaches from the early 20th century. It also outlines Max Weber's theory of bureaucracy and current trends incorporating new technologies. Key concepts on individual behavior, motivation theories, group dynamics, decision-making models, conflict management, and power/authority are defined. Theories from Maslow, Herzberg, McClelland, Vroom/Yetton, Simon/March/Cyert, and Kilmann on these topics are summarized.
Maslow's hierarchy of needs is a theory proposed by Abraham Maslow that identifies and prioritizes five basic human needs: physiological needs, safety needs, love and belonging needs, esteem needs, and self-actualization needs. Maslow proposed that people are motivated to fulfill basic needs first, and that until lower level needs are met, people are not motivated to fulfill higher level needs. Maslow's theory suggests that human motivation is based on people seeking fulfillment and growth as they progress through the hierarchy of needs.
Maslow's hierarchy of needs 2d powerpoint presentation templatesSlideTeam.net
Maslow's Hierarchy of Needs is represented as a pyramid with 5 levels. The bottom level represents basic physiological needs like food, water, shelter, etc. The next level up represents safety needs like security and stability. The following level represents social needs like friendship and intimacy. The next level is esteem needs such as achievement and respect. The top level is self-actualization needs such as personal growth and fulfillment. The pyramid shows that lower level needs must be met before progressing to meet higher level needs.
Maslow's hierarchy of needs theory proposes that people are motivated to fulfill basic needs before moving on to other needs. The hierarchy consists of 5 levels from basic physiological needs like food and shelter, to safety needs, social needs, esteem needs, and the highest level of self-actualization needs. The theory suggests that lower level needs must be satisfied before higher level needs can be fulfilled.
This document discusses Maslow's hierarchy of needs theory and how it can be applied in an educational classroom setting. Maslow's theory proposes that people are motivated to fulfill basic needs like physiological and safety needs before seeking higher level needs like belonging, esteem, and self-actualization. The document outlines Maslow's five levels of needs and provides classroom strategies for meeting each level, such as maintaining a safe environment for safety needs and inclusive activities for social belonging needs.
Maslow's theory of motivation proposes that there is a hierarchy of five basic human needs: physiological needs, safety needs, social needs, esteem needs, and self-actualization needs. Physiological needs are the most basic needs, including food, water, shelter, and sex. Once these are met, the next level of safety needs become salient, followed by social needs, esteem needs, and ultimately the need for self-actualization at the top level. The theory suggests that people are motivated to fulfill lower level basic needs before progressing on to meet higher level growth needs.
Maslow's hierarchy of needs 3d powerpoint ppt slides.SlideTeam.net
The document presents Maslow's Hierarchy of Needs as a 3D diagram. It depicts five levels of human needs arranged in a pyramid shape: physiological needs at the bottom, followed by safety needs, love and belongingness, esteem, and self-actualization at the top. The diagram can be edited in PowerPoint, including changing the color, size, and orientation of the icons.
Maslow and Herzberg_Motivational Theory_SumitMehtaSumit Mehta
This document summarizes theories of motivation by Abraham Maslow and Frederick Herzberg. It discusses Maslow's hierarchy of needs, which arranges human needs in a pyramid from basic physiological needs at the bottom to self-actualization at the top. It also explains Herzberg's two-factor theory, which distinguishes between hygiene factors like pay and supervision that cause dissatisfaction, and motivational factors like achievement and recognition that encourage job satisfaction. The document provides implications for management based on both theories to better understand and address employee motivation.
Maslow's hierarchy of needs is a theory proposing that human motivation is based on humans seeking fulfillment of basic needs in priority order. Physiological needs like food and shelter must be met before safety, love, esteem and self-actualization. Maslow studied exemplary people and proposed characteristics of self-actualized individuals able to fulfill their potential, like being problem-centered rather than self-centered. However, few fully achieve self-actualization.
The document summarizes Abraham Maslow's hierarchy of needs theory. It outlines the five levels of needs in Maslow's model from lowest to highest: physiological needs, safety needs, belongingness and love needs, esteem needs, and self-actualization needs. It then provides examples of what each level of needs entails and explains that lower level needs must be met before individuals can progress to meeting higher level needs.
Maslow's hierarchy of Needs theory & Behavioural approach.dhruvkd786
This document outlines Maslow's hierarchy of needs theory proposed by Abraham Maslow. It describes the five levels of needs that motivate human behavior: physiological needs, safety needs, social needs, esteem needs, and self-actualization. The hierarchy posits that lower level needs must be satisfied before higher level needs can motivate behavior. The document also discusses how understanding human behavior and motivation through theories like Maslow's can help managers satisfy employee needs and keep them productive.
Maslow's hierarchy of needs is a theory in psychology proposed by Abraham Maslow in his 1943 paper "A Theory of Human Motivation" in Psychological Review.Maslow subsequently extended the idea to include his observations of humans' innate curiosity. His theories parallel many other theories of human developmental psychology, some of which focus on describing the stages of growth in humans. Maslow used the terms "physiological", "safety", "belongingness" and "love", "esteem", "self-actualization", and "self-transcendence" to describe the pattern that human motivations generally move through.
Maslow studied what he called exemplary people such as Albert Einstein, Jane Addams, Eleanor Roosevelt, and Frederick Douglass rather than mentally ill or neurotic people, writing that "the study of crippled, stunted, immature, and unhealthy specimens can yield only a cripple psychology and a cripple philosophy. Maslow studied the healthiest 1% of the college student population.
Maslow's theory was fully expressed in his 1954 book Motivation and Personality.The hierarchy remains a very popular framework in sociology research, management training[6] and secondary and higher psychology instruction.
Frederick Herzberg proposed a two-factor theory of motivation in 1959, finding that certain job factors lead to satisfaction while separate factors prevent dissatisfaction. The theory is based on interviews with engineers and accountants about periods when they were happy or unhappy at work. Herzberg determined that motivational factors like achievement, recognition, and responsibility contribute to job satisfaction, while hygiene factors like company policies and pay only prevent dissatisfaction if absent. The two-factor theory suggests that satisfying higher-order needs through motivational job elements is important for motivation.
This document discusses Abraham Maslow's hierarchy of needs theory of motivation. It explains that Maslow proposed humans are motivated to fulfill basic needs like physiological and safety before pursuing higher level needs like belonging, esteem and self-actualization. The hierarchy includes five levels of needs: physiological, safety, social, esteem and self-actualization. It also discusses criticisms of Maslow's theory that question the hierarchical nature of needs and difficulty testing self-actualization.
The document discusses two types of motivation: intrinsic motivation which comes from within an individual, and extrinsic motivation which comes from outside sources. Intrinsic motivation is more beneficial as it involves engaging in an activity for its own sake rather than for external rewards or punishments. While extrinsic motivation can help develop learning motivation in students who lack it, the goal is for extrinsic factors to fade away as students become intrinsically motivated by developing a genuine love of learning.
Maslow's Hierarchy of Needs Theory outlines five levels of human needs: physical needs, safety needs, communal needs, esteem needs, and self-actualization. The first level, physical needs, includes air, water, food, rest, and exercise. The second level, safety needs, consists of safety, security, protection, and freedom from fear. The third level involves communal needs such as love, belongingness, and affection.
This document discusses how incentives can motivate employees. It defines incentives as additional remuneration or benefits given to employees for good work. Incentives can increase productivity, drive work performance, satisfy employees psychologically, and shape behavior. Management should offer both monetary incentives like rewards in money, as well as non-monetary incentives like job security, praise, opportunities for growth, and participative management to satisfy different employee needs. Positive incentives provide assurance for fulfilling needs, while negative incentives aim to correct mistakes through penalties or demotions.
Abraham Maslow was a psychologist born in 1908 in Brooklyn, New York to Jewish immigrant parents from Russia. He had a difficult childhood experiencing anti-Semitism and abuse from his parents. Maslow went on to earn his PhD from the University of Wisconsin and taught at several universities. He is best known for proposing the hierarchy of needs, which suggests humans must satisfy basic physiological and safety needs before pursuing higher needs for love, esteem, and self-actualization. Maslow studied exceptional individuals to develop his theories of human motivation and behavior. His hierarchy of needs theory remains influential in psychology and its applications in education aim to meet students' fundamental needs for learning.
Psychology: Motivation,Types of Motivation & Theories of MotivationPriyanka Nain
This presentation is basically about Motivation,categories & types of Motivation. It also consists of two theories of Motivation- McClelland's Theory of Needs and Maslow's Theory of Self Actualization.
Abraham Maslow's hierarchy of needs theory proposes that people are motivated to fulfill basic needs before moving on to other needs. The hierarchy consists of physiological needs, safety needs, love and belonging needs, esteem needs, and self-actualization needs. Physiological needs are basic survival needs like food and water. Safety needs include security and stability. Once these are met, people seek love, friendship, and sense of belonging. Esteem and self-respect needs then motivate people. Finally, self-actualization involves fulfilling one's full potential. The theory assumes lower needs must be met before progressing to higher needs, though some criticisms note the order may not always apply rigidly.
Running head ORGANIZATIONAL THEORY ANALYSIS REPORT1ORGANIZATIO.docxtoltonkendal
Running head: ORGANIZATIONAL THEORY ANALYSIS REPORT 1
ORGANIZATIONAL THEORY ANALYSIS REPORT 15M7 A2: LASA - Organizational Theory Analysis Report
B7438 Holistic Management in Organizations
Name
Argosy University, San Diego Campus
M7 A2: LASA - Organizational Theory Analysis Report
B7438 Holistic Management in Organizations
INTRODUCTION
The purpose of writing this assignment is to conduct a literature review of the Bolman and Deal model of four frameworks for leadership (1997) and also to analyze Celestial Corporation case. Organizations today are facing challenges and opportunities due to the constantly changing world of business (Padma & Nair, 2009). Meyer and Allen (1997) states that the biggest challenge for the researchers will be to determine how commitment is affected by the many changes such as increased global competition, re-engineering and downsizing that are occurring in the world of work. Bolman and Deal sifted through the complex theories and literature and combined with their own analyses, theories and experience devised a four-frame model as a way of understanding organizations and leadership within organizations (McCabe, 2003). The model’s design depends upon multi-frame thinking and application. Each frame is an important piece of an organization or organizational life. Bolman and Deal (2007) suggest that each individual has personal as well as preferred frames that they use for information gathering, making judgments and to explain behavior.
LITERATURE REVIEW
Four Frame Model
The Four Frames outlined by Bolman and Deal are: Structural, Human Resource, Political and Symbolic.
The Structural frame focuses on the architecture of the organization. The structural frame is a task-oriented frame, considered as more traditional approach to manage and design organizations. This approach is thought to be most useful when goals and information are clear, when cause-effect relations are well understood, when technologies are strong and there is little conflict, low ambiguity, low uncertainty, and a stable legitimate authority (Bolman & Deal, 2007).
The Human Resource (HR) frame is more about understanding people and their relationships. The HR frame examines the interplay between organizations and people (Zolner, 2010). This approach purports that organizations may be highly productive, creative and energizing places. The leader who operated from this perspective empowers people through participation and makes possible attempts to satisfy people’s need to do a job well.
The Political frame emphasizes power, competition, scarce resources; and sees organizations as jungles. The political leader should be able to deal with political reality of organizations.
The Symbolic frame assumes that humans will create and use symbols to make meaning out of chaos, clarity out of confusion and predictability out of mystery (Zolner, 2010). This frame focuses on meaning and faith. This context engages the heart and head of the members and it fo ...
This study examined managers and employees at a single organization to understand how gender impacts team outcomes. A survey of 100 managers found that female managers communicated more with employees but were also more influenced by groupthink. A separate survey of 200 employees found that female employees contributed more to team outcomes than male employees. The study aimed to provide insights for researchers, managers, and HR professionals on organizational behavior and team dynamics.
Organizational Behavior: A Study on Managers, Employees, and TeamsMuhammad Tawakal Shah
In recent decades, there has been a tremendous shift in the structure and operation of organizations.
Advancements in technology and skill diversity have fostered a modern workplace of skill and workflow
interdependencies. Hence, for success in today’s business world, it is imperative for organizations to
understand the forces that impact team outcomes. This study on 100 managers from the same organization
shows that female managers have higher communication skills when compared to male managers,
but are also more influenced by group think. A total of 200 employees from this organization were also
studied and the results show that female employees contribute to team outcomes more than male
employees. Implications for researchers, managers, and human resource professionals are considered.
Theoretically, it is important to understand how and why teamwork affects people’s success in the
workplace. Practically, it is important for managers to know whether teamwork affects performance
because it proxies cohesiveness and synergy. The study presented in this article clearly suggests that
teamwork affects people’s careers and workplace interactions and therefore is worthy of continued
scholarly investigation.
Running head ORGANIZATIONAL THEORY ANALYSIS REPORT1ORGANIZATIO.docxcharisellington63520
Running head: ORGANIZATIONAL THEORY ANALYSIS REPORT 1
ORGANIZATIONAL THEORY ANALYSIS REPORT 17M7 A2: LASA - Organizational Theory Analysis Report
B7438 Holistic Management in Organizations
Britiney Spann
Argosy University
M7 A2: LASA - Organizational Theory Analysis Report
B7438 Holistic Management in Organizations
INTRODUCTION
The purpose of writing this assignment is to conduct a literature review of the Bolman and Deal model of four frameworks for leadership (1997) and also to analyze Celestial Corporation case. Organizations today are facing challenges and opportunities due to the constantly changing world of business (Padma & Nair, 2009). Meyer and Allen (1997) states that the biggest challenge for the researchers will be to determine how commitment is affected by the many changes such as increased global competition, re-engineering and downsizing that are occurring in the world of work. Bolman and Deal sifted through the complex theories and literature and combined with their own analyses, theories and experience devised a four-frame model as a way of understanding organizations and leadership within organizations (McCabe, 2003). The model’s design depends upon multi-frame thinking and application. Each frame is an important piece of an organization or organizational life. Bolman and Deal (2007) suggest that each individual has personal as well as preferred frames that they use for information gathering, making judgments and to explain behavior.
LITERATURE REVIEW
Four Frame Model
The Four Frames outlined by Bolman and Deal are: Structural, Human Resource, Political and Symbolic.
The Structural frame focuses on the architecture of the organization. The structural frame is a task-oriented frame, considered as more traditional approach to manage and design organizations. This approach is thought to be most useful when goals and information are clear, when cause-effect relations are well understood, when technologies are strong and there is little conflict, low ambiguity, low uncertainty, and a stable legitimate authority (Bolman & Deal, 2007).
The Human Resource (HR) frame is more about understanding people and their relationships. The HR frame examines the interplay between organizations and people (Zolner, 2010). This approach purports that organizations may be highly productive, creative and energizing places. The leader who operated from this perspective empowers people through participation and makes possible attempts to satisfy people’s need to do a job well.
The Political frame emphasizes power, competition, scarce resources; and sees organizations as jungles. The political leader should be able to deal with political reality of organizations.
The Symbolic frame assumes that humans will create and use symbols to make meaning out of chaos, clarity out of confusion and predictability out of mystery (Zolner, 2010). This frame focuses on meaning and faith. This context engages the heart and head of the members and it focuses on.
This document provides an overview of perspectives in human resource management and the evolution of the field. It discusses three main management perspectives: 1) the scientific or closed system focused on control and efficiency; 2) the human relations or semi-open system incorporated some welfare practices but still emphasized top-down control; and 3) the open system views the organization as organic and emphasizes developing human resources as key to performance. The document then discusses personnel management and its replacement by the contemporary field of human resource management, which is oriented toward business strategy and competitive advantage. It proposes using models to analyze the impact of different "hard" and "soft" HRM approaches on organizational outcomes.
This document discusses the role of organizational culture on employee performance, using a case study of the Postal Corporation of Kenya (PCK). It first defines organizational culture and reviews relevant literature on the relationship between culture and performance. It then describes the research methodology, which used questionnaires and data analysis to examine how elements of culture like control systems, rituals, routines, symbols and myths influence employee performance at PCK. The study found that these cultural elements do play a role in impacting employee performance. It recommends that organizations appreciate and recognize how culture affects performance.
MGMT665, MBA CapstoneLive Chat #3 Focus on Organizatio.docxLaticiaGrissomzz
MGMT665, MBA Capstone
Live Chat #3: Focus on Organizational Behavior & HRM
Dr. Joe Cappa
CTU Library— Quick Review General TourIBISWorld
CTU Library DatabasesIBISWorld
General Management ResponsibilitiesPlanning
Organizing
Leading
ControllingManages, controls, evaluates resources (people, capital, raw materials) current and future.Organizes and manages projects.
Leads teams.
Motivates, evaluates, & coaches teams; maintains oversight of processes; assesses progress toward goals.
Planning Tools
Diagrams for Visualizing Data
Affinity
Tree
More Complex Visualizations
Interrelationship Diagram
Matrix Diagrams
https://asq.org/quality-resources/matrix-diagram
An
L-shaped matrix relates two groups of items to each other (or one group to itself).
A
T-shaped matrix relates three groups of items: groups B and C are each related to A; groups B and C are not related to each other.
A
Y-shaped matrix relates three groups of items: each group is related to the other two in a circular fashion.
A
C-shaped matrix relates three groups of items all together simultaneously, in 3D.
An
X-shaped matrix relates four groups of items: each group is related to two others in a circular fashion.
A
roof-shaped matrix relates one group of items to itself; it is usually used along with an L- or T-shaped matrix.
Prioritization Matrix
https://www.process.st/prioritization-matrix/
Model
Example
Process Design Program Chart (PDPC)
https://www.benchmarksixsigma.com/
Model
Example
2nd PDPC Example
https://asq.org/quality-resources/process-decision-program-chart
Network Diagram Example
https://miro.com/blog/network-diagram/
Organizing ToolsOperations ManagementSix Sigma or DMAICOrder processing, warehouse management, & demand forecastingProject ManagementPert & Gantt chartsCalendarsEstablished goalsBudgetingSpreadsheets
Team Leadership ToolsEmployee Personalities (examples below):PeacemakerOrganizerRevolutionarySteamrollerCommunications Clear messagesMatch assignments to typeFeedbackTeam-building modelsAssessmentReasonable expectations/goalsFair evaluationGiving credit/rewardsCoachingDevelopmentProfessional developmentGoal-settingPromotions
Controlling ToolsAccounting & Finance PoliciesOperational Management Control System TechniquesActivity-based costingBalanced scorecardBenchmarkingCapital budgetingJust-in-TimeKaizen (continuous improvement)TQMProject management processesHR PoliciesProcedures
Subject Review: People, people, people
Management
Components of Management RoleManagemen.
Writekraft Research and Publications LLP was initially formed, informally, in 2006 by a group of scholars to help fellow students. Gradually, with several dissertations, thesis and assignments receiving acclaim and a good grade, Writekraft was officially founded in 2011 Since its establishment, Writekraft Research & Publications LLP is Guiding and Mentoring PhD Scholars.
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Writekraft endeavours to be the leading global research and publications company that will fulfil all research needs of our clients. We will achieve this vision through:
Analyzing every customer's aims, objectives and purpose of research
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In the past decade, we have successfully assisted students from various universities in India and globally. We at Writekraft Research & Publications LLP head office in Kanpur, India are most trusted and professional Research, Writing, Guidance and Publication Service Provider for PhD. Our services meet all your PhD Admissions, Thesis Preparation and Research Paper Publication needs with highest regards for the quality you prefer.
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We have PhD experts from reputed institutions/ organizations like Indian Institute of Technology (IIT), Indian Institute of Management (IIM) and many more apex education institutions in India. Our works are tailored and drafted as per your requirements and are totally unique.
From past years our core advisory members, research team assisted research scholars from various universities from all corners of world.
Subjects/Areas We Cover:
Management, Commerce, Finance, Marketing, Psychology, Education, Sociology, Mass communications, English Literature, English Language, Law, History, Computer Science & Engineering, Electronics & Communication Engineering, Mechanical Engineering, Civil Engineering, Electrical Engineering, Pharmacy & Healthcare.
Writekraft Research and Publications LLP was initially formed, informally, in 2006 by a group of scholars to help fellow students. Gradually, with several dissertations, thesis and assignments receiving acclaim and a good grade, Writekraft was officially founded in 2011 Since its establishment, Writekraft Research & Publications LLP is Guiding and Mentoring PhD Scholars.
Our Mission:
To provide breakthrough research works to our clients through Perseverant efforts towards creativity and innovation”.
Vision:
Writekraft endeavours to be the leading global research and publications company that will fulfil all research needs of our clients. We will achieve this vision through:
Analyzing every customer's aims, objectives and purpose of research
Using advanced and latest tools and technique of research and analysis
Coordinating and including their own ideas and knowledge
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In the past decade, we have successfully assisted students from various universities in India and globally. We at Writekraft Research & Publications LLP head office in Kanpur, India are most trusted and professional Research, Writing, Guidance and Publication Service Provider for PhD. Our services meet all your PhD Admissions, Thesis Preparation and Research Paper Publication needs with highest regards for the quality you prefer.
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NATIONAL AWARD FOR BEST RESEARCH PROJECT (By Hon. President APJ Abdul Kalam)
GOLD MEDAL FOR RESEARCH ON DISABILITY (By Disabled’s Club of India)
NOMINATED FOR BEST MSME AWARDS 2017
5 STAR RATING ON GOOGLE
We have PhD experts from reputed institutions/ organizations like Indian Institute of Technology (IIT), Indian Institute of Management (IIM) and many more apex education institutions in India. Our works are tailored and drafted as per your requirements and are totally unique.
From past years our core advisory members, research team assisted research scholars from various universities from all corners of world.
Subjects/Areas We Cover:
Management, Commerce, Finance, Marketing, Psychology, Education, Sociology, Mass communications, English Literature, English Language, Law, History, Computer Science & Engineering, Electronics & Communication Engineering, Mechanical Engineering, Civil Engineering, Electrical Engineering, Pharmacy & Healthcare.
Writekraft Research and Publications LLP was initially formed, informally, in 2006 by a group of scholars to help fellow students. Gradually, with several dissertations, thesis and assignments receiving acclaim and a good grade, Writekraft was officially founded in 2011 Since its establishment, Writekraft Research & Publications LLP is Guiding and Mentoring PhD Scholars.
Our Mission:
To provide breakthrough research works to our clients through Perseverant efforts towards creativity and innovation”.
Vision:
Writekraft endeavours to be the leading global research and publications company that will fulfil all research needs of our clients. We will achieve this vision through:
Analyzing every customer's aims, objectives and purpose of research
Using advanced and latest tools and technique of research and analysis
Coordinating and including their own ideas and knowledge
Providing the desired inferences and results of the research
In the past decade, we have successfully assisted students from various universities in India and globally. We at Writekraft Research & Publications LLP head office in Kanpur, India are most trusted and professional Research, Writing, Guidance and Publication Service Provider for PhD. Our services meet all your PhD Admissions, Thesis Preparation and Research Paper Publication needs with highest regards for the quality you prefer.
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NATIONAL AWARD FOR BEST RESEARCH PROJECT (By Hon. President APJ Abdul Kalam)
GOLD MEDAL FOR RESEARCH ON DISABILITY (By Disabled’s Club of India)
NOMINATED FOR BEST MSME AWARDS 2017
5 STAR RATING ON GOOGLE
We have PhD experts from reputed institutions/ organizations like Indian Institute of Technology (IIT), Indian Institute of Management (IIM) and many more apex education institutions in India. Our works are tailored and drafted as per your requirements and are totally unique.
From past years our core advisory members, research team assisted research scholars from various universities from all corners of world.
Subjects/Areas We Cover:
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Writekraft Research and Publications LLP was initially formed, informally, in 2006 by a group of scholars to help fellow students. Gradually, with several dissertations, thesis and assignments receiving acclaim and a good grade, Writekraft was officially founded in 2011 Since its establishment, Writekraft Research & Publications LLP is Guiding and Mentoring PhD Scholars.
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Writekraft endeavours to be the leading global research and publications company that will fulfil all research needs of our clients. We will achieve this vision through:
Analyzing every customer's aims, objectives and purpose of research
Using advanced and latest tools and technique of research and analysis
Coordinating and including their own ideas and knowledge
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In the past decade, we have successfully assisted students from various universities in India and globally. We at Writekraft Research & Publications LLP head office in Kanpur, India are most trusted and professional Research, Writing, Guidance and Publication Service Provider for PhD. Our services meet all your PhD Admissions, Thesis Preparation and Research Paper Publication needs with highest regards for the quality you prefer.
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GOLD MEDAL FOR RESEARCH ON DISABILITY (By Disabled’s Club of India)
NOMINATED FOR BEST MSME AWARDS 2017
5 STAR RATING ON GOOGLE
We have PhD experts from reputed institutions/ organizations like Indian Institute of Technology (IIT), Indian Institute of Management (IIM) and many more apex education institutions in India. Our works are tailored and drafted as per your requirements and are totally unique.
From past years our core advisory members, research team assisted research scholars from various universities from all corners of world.
Subjects/Areas We Cover:
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Gadjah Mada International Journal of Business - September-DecDustiBuckner14
Gadjah Mada International Journal of Business - September-December, Vol. 22, No. 3, 2020
250
Gadjah Mada International Journal of Business
Vol. 22, No. 3 (September-December 2020): 250-275
*Corresponding author’s e-mail: [email protected]
ISSN: PRINT 1411-1128 | ONLINE 2338-7238
http://journal.ugm.ac.id/gamaijb
Leadership Styles and Organizational
Knowledge Management Activities:
A Systematic Review
Nabeel Al Amiri*a, Rabiah Eladwiah Abdul Rahima, Gouher Ahmedb
aUniversity Tenaga Nasional, Malaysia
bSkyline University College, United Arab Emirates
Abstract: Leaders play a critical role in the success or failure of their organizations. Leaders can
be effective in implementing changes, building their organization’s capabilities, and improving its
performance, or the opposite, they could be ineffective. In this systematic review, the authors aim
to summarize the findings of previous quantitative research, published between the period from
2000 to 2018, to identify the effect of various leadership styles on organizational Knowledge
management (KM) capabilities and activities. The authors reviewed 50 articles found in well-
known databases included Emerald, ScienceDirect, Taylor and Francis, Ebsco, Google Scholar,
and others, concerning the impact of leadership when implementing KM in business organiza-
tions. The review revealed that transformational, transactional, knowledge-oriented leadership,
top executives, and strategic leadership have evidence of their constant and positive effect on the
KM process. The authors encourage organizations to use a combination of those styles to max-
imize the effect of leadership on KM. The authors also recommend conducting further studies
on the effect of the remaining leadership styles, such as the ethical and servant leadership styles
on KM and the other specific KM activities.
Keywords: leadership, leadership styles, knowledge, knowledge management, organization
JEL Classification: M000, M100, M150
Al Amiri et al
251
Introduction
According to the literature, KM has
a significant impact on organizational per-
formance and innovation. Researchers have
found a strong link between KM and differ-
ent aspects of management innovation that
provide an organization with a competitive
advantage. KM’s implementation in business
organizations could be affected by sever-
al factors, such as the organization culture,
budget, infrastructure, technology, and lead-
ership.
The impact of leadership on business
and organizational management has been
recognized as a significant factor that could
make a difference in organizational perfor-
mance. The academic gurus proposed sev-
eral theories, such as the great man theory,
various behavioral theories, Lewin’s theory,
the contingency theory, the situational lead-
ership theory, the transformational theory,
the transactional theory (or managerial lead-
ership), and many others.
Based on the existing literature, the out ...
6.[61 68]impact of organizational culture on coworker supportAlexander Decker
This document analyzes the impact of organizational culture on coworker support. It develops a conceptual model showing that organizational culture is influenced by factors like trust, coordination among teams, knowledge sharing, and training. These factors significantly impact coworker support within an organizational culture. The document reviews literature on organizational culture and coworker support, and defines key aspects like trustworthiness, social exchange, and knowledge sharing culture that can shape organizational culture and coworker support.
6.[61 68]impact of organizational culture on coworker supportAlexander Decker
This document analyzes the impact of organizational culture on coworker support. It develops a conceptual model showing that organizational culture is influenced by factors like trust, coordination among teams, knowledge sharing, and training. These factors significantly impact coworker support within an organizational culture. The document reviews literature on organizational culture and coworker support, and defines key aspects like trustworthiness, social exchange, and knowledge sharing culture that can shape organizational culture and coworker support.
11.impact of organizational culture on coworker supportAlexander Decker
This document analyzes the impact of organizational culture on coworker support. It develops a conceptual model showing that organizational culture is influenced by several key factors, including trust, coordination among teams, knowledge sharing, and training. These factors are said to considerably control the level of coworker support within an organizational culture. The document reviews previous studies on organizational culture, coworker support, knowledge sharing, trust, and other related topics to justify and support the proposed conceptual model.
This document outlines the key topics covered in an organizational behavior course, including:
1. The meaning, models, and disciplines of organizational behavior.
2. Individual differences like personality, values, attitudes, and job satisfaction.
3. Group dynamics and team effectiveness.
4. Power, politics, and organizational conflict.
5. Sources of organizational change and methods of managing conflict.
6. Causes and management of workplace stress.
The document also provides an overview of theories of organizational behavior like scientific management, human relations, and bureaucracy theories. Contributing disciplines to OB include psychology, sociology, social psychology, anthropology, and political science.
This document discusses how innovative culture can affect the relationship between management style and professional skills. It proposes two hypotheses: 1) that a Western management style will have a positive relationship with professional skills, and 2) that an Asian management style will have a positive relationship with professional skills for professionals who rate highly on traditionality. The document provides background on Asian and Western management styles, professional skills, and innovative culture. It argues that an innovative culture can act as a reinforcement factor to motivate learning and skills improvement.
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.
A THEORETICAL FRAMEWORK ON ORGANIZATION CULTURE DIMENSIONSScott Faria
This document summarizes a research paper that explores the different dimensions of organizational culture. It identifies six main dimensions that researchers have used to analyze organizational culture: OCTAPACE, which includes openness, confrontation, trust, authenticity, proaction, autonomy, collaboration, and experimentation; and Hofstede's culture dimensions, which looks at culture on a national level. The document reviews studies that have analyzed these dimensions in various organizations. The purpose is to better understand organizational culture by examining its multidimensional nature and how different aspects of culture can impact an organization.
Management Styles and Employee Performance: A Study of a Public Sector Compan...Masroor Soomro
Abstract: This research investigated that do management styles have any significant effect over employee performance with HR being an intervening variable, a trend setter or culture molder in the organization and judging its impact over employee performance of Sui Southern Gas Company (SSGC) limited, which is an organization with diversified backgrounds and cultures of working people having different norms and values. Keeping the problem statement in the mind four hypotheses were proposed including autocratic and MBWA management styles. Culture has significant effect over employee performance with respect to autocratic and MBWA management styles. There is significant difference between employee perceived performance and HRIS employee performance record. The target population with sample size of 158 E-grade officer as respondents were provided questionnaire. Tests of Multiple Linear Regression (MLR) and Paired Sample T-test showed that two of proposed hypotheses were accepted and two were rejected. Hence, autocratic management styles do affect employee performance while management has to work hard to establish a good governing norms and values. This helpsto mold its new management styles and culture and set new image of the organization and generate productive results.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
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Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
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• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
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The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
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Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
Building Your Employer Brand with Social MediaLuanWise
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1. International Journal of Business and Management Invention
ISSN (Online): 2319 – 8028, ISSN (Print): 2319 – 801X
www.ijbmi.org Volume 2 Issue 3 ǁ March. 2013ǁ PP.39-45
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Application of the Maslow’s hierarchy of need theory; impacts
and implications on organizational culture, human resource and
employee’s performance
Dr. Nyameh Jerome
Department of Economics Taraba State University Jaling,. Nigeria.
ABSTRACT:Coherent group of tested general propositions, commonly regarded as correct, that can be used
as principles of explanation and prediction for a class of phenomena is refers to theory, it is extremely difficult
to empirically test Maslow's hierarchy needs in a way that causal relationships can be established Several
studies and books have argued that Personal opinion is always prone to bias, which reduces the validity of any
data obtained. Therefore Maslow's operational definition of hierarchy of needs must not be blindly accepted as
scientific fact because is mostly irrelevant in certain organizations and part of the world, may be simply because
of the difficulties in the application of the theory. Contrary to the above assertion, the review suggests and
recommends the relevancy of the hierarchy of needs theory in business organizations today, the review explores
the relevance of the theory on organizational culture, human resource management and employee’s
performance and its application towards achieving results in the attainment of organizational goals and
objectives.
Keywords: hierarchy of needs theory, organizational culture, HRM and Employee’s performance
I. INTRODUCTION
Maslow's hierarchy of needs is a theory in psychology anticipated by Abraham Maslow in his 1943
paper "A Theory of Human Motivation". Maslow consequently extended the idea to include his observations of
humans' innate curiosity, over the years researches and authors has tend to criticizes the theory as being
irrelevant in most part of the world for is western in nature
Contrary to such assertion, Maslow’s hierarchy of needs theory remains relevant in every sector of our business
today as its best analyzes below
Maslow’s hierarchy of needs where the lower order needs (physiological and safety needs) may be
linked to organizational culture. Every new organization passes through this lower order stage in which they
struggle with their basic survival needs.
At the third level of the Maslow’s hierarchy, social needs would correspond to the formation of
organized roles within the organization into distinct units, depicting the human resource management function
which resonates according to the tone set by organizational culture. The positive interaction of organizational
culture and human resource management would result in self-esteem and self-actualization. This is manifested
through the employees’ performance which showcases the strength and reliability of their organization in the
face of competitors. It also implies that the organization through its employees has excelled and met their
objectives, mission and vision statement, i.e. a stage that can be considered parallel to self-actualization.
1.1 ORGANIZATIONAL CULTURE
Organizational culture has proven to be very elusive because of the lack of a single definition that is
generally accepted by all organizational culture literatures. One of the issues involving culture is that it is
defined both in terms of its causes and effects (Shili, 2008).
Organizational culture is a complex network of values and norms that guides an individual’s behaviors.
It involves a set of beliefs, values, assumptions and experience that are acquired through learning, socializing
and sharing by members of social unit such as people in the organization (Rousseau, 1990)
Almost all the definitions of culture emphasizes the organizational assumptions developed, nurtured
and mentored consciously or unconsciously over organization’s life cycle;, these includes experiences, norms,
values, philosophy and rituals that hold the organization together; its portrait, self-image, inner workings,
interaction with the outside environment where some of the values are kept in written form while others are
unwritten but yet adhered to strictly (Schein, 1984).
The culture of an organization is sometimes dynamic in nature, particularly after doing effective
strength and weakness analysis, out of which can be eliminated and advantages retained and strengthened
(Shumen, 2009). A valid organizational culture is called corporate culture (Shumen, 2009). Schein (1984)
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argues that we can describe "how" a group constructs its environment and which behavior patterns are
discernible among the way it does its things. It is clear that organizational culture is a process that the
organizational founders, top management and employees learn, socialize and adopt over time (Schein, 1984). It
selects the best culture that suits the organization’s objectives and that can be easily be accepted by wider
environment (Robbins & Judge, 2009). Organizational culture is the normative glue that holds an organization
together (Tichy, Fombrun & Devanna, 1982). Support by Schein (1990), in a more comprehensive fashion,
argued that culture, as values and behaviors that are believed to lead to success and are thus taught to new
members. Forehand and Gilmer (1964) suggest that culture is the set of characteristics that describe an
organization and distinguish it from others.
Alvesson and Berg (1992) state that, organizational culture is a management tool that helps in work
rationalization and efficiency thinking: an attempt to develop control mechanisms that are not based on
compulsion or on direction. Parker (2000) argues that workers strive to get to command themselves or each
other. The manager’s task is considered to be the creation of a culture and its manipulation. The power of
cultural theories is seen particularly in fields in which direct control and guidance mechanisms are difficult or
impossible to maintain (Parker, 2000). Collins (1998) sums up the matter by stating that cultures are historically
developed, socially maintained and individually interpreted. Every culture, however, has an in-built propensity
to merge behavior, which happens by creating common norms and a shared social identity; such absolute
behavior within a given organization is called corporate culture (Collins, 1998).
1.2 Human Resource Management
Human resource management is a multidisciplinary organizational function that draws theories and
ideas from various fields such as management, psychology, sociology and economics (Storey, 1992). Aimed at
developing people through work (Bratton & Gold, 2001), human resource management includes administrative
activities that are associated with planning, recruitment, selection, orientation, training, appraisal motivation and
remuneration (Storey, 1992). Robbins and Judge (2009) sum up human resource management by five key
concepts: motivating, disciplining, managing conflict, staffing and training. Similarly, Storey (1992) describes
the five functional areas of human resource management as staffing, rewards, employee development, employee
maintenance and employee relations.
In addition, human resource management may be viewed as a distinctive approach to employment
management which seeks to achieve competitive advantage through strategy deployment of a highly committed
and capable workforce (Storey, 1992) using an integrated array of cultural, structural and personal techniques
(Senyucel, 2009). Likewise, Armstrong (1995) proposes human resource management as a strategic and rational
approach to managing of organization’s most valued assets, the employees who contribute to the achievement of
their goals and objectives. In summary, human resource management involves all management decisions that
influence the relationship between the organization and its employees (Gregory, Harris, Armenakis & Shook,
2009).
1.3 Employee’s Performance
Employee’s performance is an issue that has received wide attention in literature and research due to its
importance since every organization aims to achieve higher performance (Ojo, 2009). For clarity, the two
concepts, employees and performance, will be defined separately as follows to ensure common understanding.
(a) Employees are people who are hired, working on the basis of part time or full time under an employment
arrangement, whether it is in written or oral expression. It also includes agreement on the remuneration and the
kind of duties expected of the employee within a time frame (Shumen, 2009).
(b) Performance is the achievement of a set of assigned tasks that are anchored to time, with a result indicator
that will measure the accomplishment level of the task assigned, which can be measured only when a
performance standard has been put in place (Shumen, 2009). Performances are activities that ensure goals are
consistently being met in an effective and efficient manner (Cardy & Selvarajan, 2004; McNamara 2005).
Employee’s performance refers to the observable behaviors and actions which explain how a job is done, plus
the results that are expected for satisfactory job performance (McNamara, 2005). To achieve or encourage
higher performance from employees, the following criteria should be considered (Cardy & Selvarajan, 2004). .
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II. PROPOSED MODEL OF ORGANIZATIONAL CULTURE, HRM AND EMPLOYEE’S
PERFORMANCE
Figure1. Model of Organizational Culture, HRM and Employee’s Performance
Source: Summary of Author’s approach (2013)
Figure 1. is a model or organizational culture, HRM and employee’s performance, the model is a
researcher’s proposed model from the literature approach by scholars that well articulated culture will result to
good HRM practice and positive employee’s performance whereas poorly articulated culture will result to poor
HRM practice and poor employee’s performance (Schein, 1984; Storey, 1990; Ojo, 2009). These can translated
in relation to the hierarchy of needs theory where the stages in the pyramid of hierarchy when followed will
produces good results in the three important variables mention above (organizational culture, human resource
management and employee’s performance and where the contrary is done it will result to poorly outcomes.
2.1 THEORY OF THE HIERARCHY OF NEEDS
Abraham Harold Maslow proposed a theory that outlined five hierarchical needs which could also be
applied to an organization and its employees’ performance (Gordon, 1965). According to Maslow’s theory, one
does not feel the second need until the demands of the first have been satisfied or the third until the second has
been satisfied, and so on. Figure 2, illustrates Maslow's hierarchy of needs.
Figure 2. Hierarchy of needs
Source: Maslow (1954)
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The different levels of needs on Maslow’s hierarchy are discussed as follows:
(i) Physiological needs
These are biological needs which consist of the need for oxygen, food, water, and a relatively constant
body temperature. They are the strongest needs because if a person were deprived of all needs, it is these
physiological ones that would come first in the person's search for satisfaction.
(ii) Safety needs
When all physiological needs are met and are no longer controlling thoughts and behaviors, the needs
for security can become active. While adults have little awareness of their security needs except in times of
emergency or periods of disorganization in the social structure (such as widespread rioting), children often
display the signs of insecurity and the need to be safe.
(iii) Needs for love, affection and belongingness
When the needs for safety and for physiological well-being are satisfied, the next class of needs for
love, affection and belongingness can emerge. Maslow states that people seek to overcome feelings of loneliness
and alienation. This involves both giving and receiving love, affection and the sense of belonging.
(iv) Needs for esteem
When the first three classes of needs are satisfied, the needs for esteem can become dominant. These
involve needs for both self-esteem and for the esteem a person gets from others. Humans have a need for a
stable, firmly based, high level of self-respect, and respect from others. When these needs are satisfied, the
person feels self-confident and valuable as a person in the world. When these needs are frustrated, the person
feels inferior, weak, helpless and worthless.
(v) Needs for self-actualization
When all of the foregoing needs are satisfied, then and only then are the needs for self-actualization
activated. Maslow describes self-actualization as a person's need to be and do that which the person was "born
to do." "A musician must make music, an artist must paint, and a poet must write." These needs make
themselves felt in signs of restlessness. The person feels on edge, tense, lacking something, in short, restless. If a
person is hungry, unsafe, not loved or accepted, or lacking self-esteem, it is very easy to know what the person
is restless about. However, it is not always clear what a person wants when there is a need for self-actualization.
The aforementioned theory may be applied to the roles of organizational cultural and human resource
management in improving employee’s performance despite some criticism or limitations of the theory. While
some research has shown support for Maslow’s theory, others have not been able to substantiate the idea of a
needs hierarchy that is considered to be influenced by Western culture, and thus cannot apply to all scenarios
(Richard, 2000).
III. IMPACTS AND IMPLICATION OF HIERARCHY OF NEEDS THEORY ON
ORGANIZATIONAL CULTURE
The hierarchy of needs theory is relevant to this study as the theory is applicable to organizational
orientation and employee motivation (Greenberg & Baron, 2003). They further argue that the theory is able to
suggest how managers can lead their employees or subordinates to become self-actualized. The idea implies the
dual role of the theory first to organizations and second to employees on the basis that both the organization and
the employees must decide on the performance of their organization, and that when employees put in their best
in the service of the organization, the culture and human resource practice should also ensure that the
employees’ level of needs are reflected in the values the organization holds with high esteem (Greenberg &
Baron, 2003).
The cultural framework of the organization should reflect the fact that employees’ physiological and
security needs are paramount; therefore, when such needs became culturally focused, performance will be
improved tremendously in that organization (Maslow, 1954). This argument implies a reversed effect that if the
need is not culturally focused on, the performance standard will not be met.
As employees yearn for social needs, it is the role of organizational culture to create the values and
norms that human resource practice will focus on when planning for the smooth running of the organization,
with employee relationship being one of the key areas that human resource must strengthen (Storey, 1992).
Culture and human resource management practice should help employees attain their self-esteem and self-
actualization needs. When employees discover that their organization cares so much about their developmental
status, employees will offer their best to the service of the organization.
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3.1 IMPACTS AND IMPLICATION OF HIERARCHY OF NEEDS THEORY ON HUMAN
RESOURCE MANAGEMENT
Human resources management are considered to be very important in organizations, theories about how
to motivate people to perform more efficiently and effectively are discussed extensively in research areas. One
of the basic theories is Maslow’s Hierarchy of needs
Human resource management is a multidisciplinary organizational function that draws theories and
ideas from various fields such as management, psychology, sociology and economics (Storey, 1992). Aimed at
developing people through work (Bratton & Gold, 2001), human resource management includes administrative
activities that are associated with planning, recruitment, selection, orientation, training, appraisal motivation and
remuneration (Storey, 1992). Robbins and Judge (2009) sum up human resource management by five key
concepts: motivating, disciplining, managing conflict, staffing and training. Similarly, Storey (1992) describes
the five functional areas of human resource management as staffing, rewards, employee development, employee
maintenance and employee relations. With significant influences by Maslow’s hierarchy of needs, Malone and
Lepper (1987) have integrated a large amount of motivational research into a summary of several ways the
leadership of organizations can design environments that are self motivating. i. Motivation through Challenges
ii, Motivation through Curiosity iii. Motivation through Control iv, Motivation through Fantasy v, Motivation
through Competition vi, Motivation through Cooperation vii, Motivation through Recognition. Physiological
needs. Organizations should provide better staff meals with ample time and space. Organizations should pay
allowance on employees’ food and life essentials.
Safety needs. A safe working environment should be provided, for example, in dangerous industries
like construction industry, company should provide helmets to protect employees from potential dangers,
warning boards should be conspicuous at extremely dangerous sites. As financial security is also a kind of safety
needs, organizations should pay employees fairly and ensure them stable career.
Social needs. Create an environment of team spirits, generate a feeling of acceptance and belonging by
organizing company parties or company culture trainings. For those who are dispatched to other places, either
within national boundaries or abroad, offer them enough time to reunite with their families.
Esteem needs. Leaders should recognize employees’ achievement, either by financial means or spiritual
means. Organizations should set specific awards for achieving certain goals and tasks. The awards should not
only be financial motivations but also mental motivations like praises. Organizations should also make
promotions based on achievements rather than seniority and provide status to make employees feel valued and
appreciated.
Self-actualization needs. Leaders who can satisfy employees’ self-actualization needs are the most
effective leaders. This enables organizations to fully utilize employees’ ability and potentials, in which way
enhance the overall productivity and effectiveness of the business. Organizations can offer challenging and
meaningful assignments to encourage and explore employees’ creativity and innovation ability to maximum
extent.
Besides, Maslow (1970) added “needs to know and understand” to the existing five level of needs. The
implications for this are obvious; organization should offer both pre-work training and on-job training.
3.3 IMPACTS AND IMPLICATION OF HIERARCHY OF NEEDS THEORY ON EMPLOYEES
PERFORMANCE
Organization benefits can also play a large role in an employee's satisfaction and performance. Some
organizations offer bonuses or extra benefits to certain employees who make the effort to improve their
performance. This can include tuition performance or allocations to attend specialized conferences. These sorts
of ancillary benefits can stimulate an employee to take on new opportunities to improve themselves and, as a
result, improve his or her performance in their current position. It can also set his or her career path in a better
direction, for future growth and promotion (McNamara, 2005).
The method a organization chooses for performance reviews and evaluations can have the biggest effect on
employee performance. Organizations that fail to review their employee's performance or recognize a job well
done may soon find disgruntled employees. Furthermore, organizations that stringently monitor employee work
without providing employees the opportunity to provide feedback may also result in non-motivated employees
(Cardy & Selvarajan, 2004).
The performance reviews to keep employees motivated and performing well include periodic, regular,
honest and objective feedback to the employee (Collins 1998, and Cooper,1998). However, the organization
should also have some mechanisms in place for the employee to give feedback about ways the organization
could also improve itself and make itself a better place to work. Allowing open communication in both
directions will keep the employees more satisfied with their performance review and happier with their
compensation level in relation to their work.
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IV. RECOMMENDATIONS
Based on the review, the following are recommendations for the stakeholders of organizations concerned.
(a) Create a unique culture.
Each organization should work towards creating its own unique culture instead of copying another
organization’s culture through the right application of the hierarchy of needs theory as propounded by Maslow,
the right cultural elements must be selected, blended and fine-tuned over time to fulfill the unique requirements
of one’s organization this entails the first stage in the hierarchy pyramid .
(b) Link organizational culture to HRM practice
Some leaders extol a certain culture, but yet when it comes to incentives, employees who practice the
extolled culture are not recognized for their efforts, simply because the organization’s HRM function does not
have a system in place. Instead, organizations should consciously map key cultural elements to their HRM
function to motivate employees to partake in the culture that the management has endorsed. This may be
achieved by customizing an existing HR system in the market which depicts the social needs.
(c) Ensure that organizational culture aims to enhance employees’ performance.
It is pointless to practice a certain culture for the sake of an obsolete tradition that serves no benefit.
Whatever cultural element the management decides to introduce, it needs to keep this important aim in mind.
Sometimes though, cultural practices are not formally introduced by the management but instead, a certain
culture may have informally developed among the staff over time. Whatever its origin, any culture that is not
beneficial to employees’ performance should be promptly discouraged, with the management offering advice on
healthier suggestions or alternative which can leads to self esteem needs.
(d) Leaders must adequately mentor their staff on organizational culture.
For organizations that are already getting their managers or leaders to mentor subordinates, they should
also ensure that the managers or leaders deal specifically with organizational culture, and mentor their staff
according to the intentions of certain cultural practices especially those that the staff find hard to comprehend or
appreciate..
(e) Align reward and recognition consistently with individual contribution.
The management must clearly lay out a proper system of rewards, recognition and other benefits
coherently. Otherwise, the system might backfire – any perceived inconsistency of the system will de-motivate
the staff instead.
(f) Ensure equity in the distribution of rewards and that rewards meet the expectations of employees.
The management must have an efficient delivery system of rewards. Tracking the fulfillment of rewards is
important so as not to marginalize any employee.
V. CONCLUSION
Abraham Maslow’s hierarchy of needs theory is still important and relevant in today’s business
organizations, for every organization that seek to obtain success and excellence, any attempt to shy away from
practical application of the hierarchy of needs theory, will affect negatively the organizational culture, human
resource management and the employee’s performance, to achieve organizational excellence and create good
atmosphere, better work environment and achieve target at the right time then a drive and application of the
theory is paramount.
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