1. The document proposes that problem-solving demand (PSD), which refers to the extent to which a job requires employees to actively solve problems, is an important job attribute for employees' creative performance.
2. It examines the relationship between PSD and employee creativity using data from 270 employees across three Chinese organizations. Regression results revealed that PSD was positively related to creativity, and this relationship was mediated by creative self-efficacy.
3. Additionally, intrinsic motivation moderated the relationship between PSD and creative self-efficacy such that the relationship was stronger for individuals with high intrinsic motivation rather than low intrinsic motivation.
Hello readers, hope this posting finds you well.
This presentation is the last project in my campus for Management subjects. This slides will explaining about Motivating Employee. Hopefully, this slides can be beneficial for my readers :)
Regards,
AmythaFP
A confirmatory factor analysis of the entrepreneurial dispositionsJohn Pisapia
1) The study developed and validated a new scale called the Entrepreneurial Dispositions Scale (EDS) to measure individual entrepreneurial orientations, as existing scales like the Entrepreneurial Orientation (EO) scale were designed for organizations.
2) An exploratory factor analysis resulted in an 8-item, 3-factor scale measuring risk-taking, innovativeness, and proactiveness. A confirmatory factor analysis provided further support for the scale's construct validity.
3) The EDS was found to have satisfactory reliability and validity for measuring entrepreneurial dispositions in individuals, allowing future research on relationships between dispositions, behaviors, and performance. However, autonomy did not emerge as
This document summarizes a study that examines intrinsic and extrinsic motivation in for-profit and non-profit organizations. The study hypothesized that employees in non-profits would be more intrinsically motivated, while employees in for-profits would be more extrinsically motivated. It also hypothesized that intrinsically motivated non-profit employees would display more work effort and satisfaction. The study used surveys to measure motivation, effort, and satisfaction in 201 employees from for-profits and non-profits. The surveys assessed intrinsic and extrinsic motivation, job satisfaction, performance, and workload based on self-determination theory. The results aimed to provide insights into how motivation, satisfaction and effort may differ between the two organizational contexts.
This document provides an overview of theories of motivation from a chapter in a management textbook. It summarizes Maslow's hierarchy of needs theory, Herzberg's two-factor theory, and McClelland's three needs theory. It also discusses goal-setting theory, reinforcement theory, job characteristics model, equity theory, and expectancy theory. The document includes learning outlines and exhibits to illustrate key concepts from each motivation theory.
This document discusses motivating employee performance. It covers goal setting theory, reinforcing good performance through rewards, performance-related beliefs like expectancy theory, and addressing individual needs through job design. Managers are encouraged to set meaningful and challenging goals, recognize accomplishments, understand what employees value as rewards, and create motivating jobs through techniques like job enrichment to maximize workforce satisfaction and motivation.
This document summarizes key theories and concepts related to motivating employees from a management textbook. It discusses early theories like Maslow's hierarchy of needs, McGregor's Theory X and Y, and Herzberg's two-factor theory. Contemporary theories covered include goal-setting theory, reinforcement theory, job design approaches like the job characteristics model, and equity theory. The document also outlines current issues in motivation like cross-cultural challenges and motivating unique worker groups.
This document discusses theories and strategies for motivating employees. It begins by defining motivation and describing early theories like Maslow's hierarchy of needs and McGregor's Theory X and Y. Contemporary theories covered include McClelland's three needs theory, goal-setting theory, reinforcement theory, equity theory, and expectancy theory. The document also discusses designing motivating jobs through job characteristics and enrichment. Current issues addressed are motivating a diverse workforce, pay-for-performance, and motivating different types of workers. The document concludes with integrating motivation theories and suggestions for applying motivation strategies in practice.
The document discusses theories and factors related to motivating employees. It covers early theories like Maslow's hierarchy of needs and Herzberg's motivation-hygiene theory. Contemporary theories discussed include goal-setting theory, reinforcement theory, job design models, equity theory and expectancy theory. Current issues around motivating diverse workforces and different types of employees are also examined. The document provides guidelines for applying motivation concepts in practice.
Hello readers, hope this posting finds you well.
This presentation is the last project in my campus for Management subjects. This slides will explaining about Motivating Employee. Hopefully, this slides can be beneficial for my readers :)
Regards,
AmythaFP
A confirmatory factor analysis of the entrepreneurial dispositionsJohn Pisapia
1) The study developed and validated a new scale called the Entrepreneurial Dispositions Scale (EDS) to measure individual entrepreneurial orientations, as existing scales like the Entrepreneurial Orientation (EO) scale were designed for organizations.
2) An exploratory factor analysis resulted in an 8-item, 3-factor scale measuring risk-taking, innovativeness, and proactiveness. A confirmatory factor analysis provided further support for the scale's construct validity.
3) The EDS was found to have satisfactory reliability and validity for measuring entrepreneurial dispositions in individuals, allowing future research on relationships between dispositions, behaviors, and performance. However, autonomy did not emerge as
This document summarizes a study that examines intrinsic and extrinsic motivation in for-profit and non-profit organizations. The study hypothesized that employees in non-profits would be more intrinsically motivated, while employees in for-profits would be more extrinsically motivated. It also hypothesized that intrinsically motivated non-profit employees would display more work effort and satisfaction. The study used surveys to measure motivation, effort, and satisfaction in 201 employees from for-profits and non-profits. The surveys assessed intrinsic and extrinsic motivation, job satisfaction, performance, and workload based on self-determination theory. The results aimed to provide insights into how motivation, satisfaction and effort may differ between the two organizational contexts.
This document provides an overview of theories of motivation from a chapter in a management textbook. It summarizes Maslow's hierarchy of needs theory, Herzberg's two-factor theory, and McClelland's three needs theory. It also discusses goal-setting theory, reinforcement theory, job characteristics model, equity theory, and expectancy theory. The document includes learning outlines and exhibits to illustrate key concepts from each motivation theory.
This document discusses motivating employee performance. It covers goal setting theory, reinforcing good performance through rewards, performance-related beliefs like expectancy theory, and addressing individual needs through job design. Managers are encouraged to set meaningful and challenging goals, recognize accomplishments, understand what employees value as rewards, and create motivating jobs through techniques like job enrichment to maximize workforce satisfaction and motivation.
This document summarizes key theories and concepts related to motivating employees from a management textbook. It discusses early theories like Maslow's hierarchy of needs, McGregor's Theory X and Y, and Herzberg's two-factor theory. Contemporary theories covered include goal-setting theory, reinforcement theory, job design approaches like the job characteristics model, and equity theory. The document also outlines current issues in motivation like cross-cultural challenges and motivating unique worker groups.
This document discusses theories and strategies for motivating employees. It begins by defining motivation and describing early theories like Maslow's hierarchy of needs and McGregor's Theory X and Y. Contemporary theories covered include McClelland's three needs theory, goal-setting theory, reinforcement theory, equity theory, and expectancy theory. The document also discusses designing motivating jobs through job characteristics and enrichment. Current issues addressed are motivating a diverse workforce, pay-for-performance, and motivating different types of workers. The document concludes with integrating motivation theories and suggestions for applying motivation strategies in practice.
The document discusses theories and factors related to motivating employees. It covers early theories like Maslow's hierarchy of needs and Herzberg's motivation-hygiene theory. Contemporary theories discussed include goal-setting theory, reinforcement theory, job design models, equity theory and expectancy theory. Current issues around motivating diverse workforces and different types of employees are also examined. The document provides guidelines for applying motivation concepts in practice.
A summary of theories about work motivation as they relate to behaviour in meetings. Part of a module on Workshop Facilitation on MSc Agile Software Projects
Antecedents and consequences of employee engagement a literature reviewIJLT EMAS
An organization always focuses on getting success day
by day. And employees are the major resources of it. Manpower
is now no longer taken as resources , but the capital or asset to
the company . Therefore it is only possible to gain success if it is
having its employees engaged to the company. This study focuses
on various aspects of employee engagement. A descriptive study
is carried on to find out the key drivers to engagement and also
some outcomes of the concept were found out and accordingly a
model is proposed. Results demonstrate that Reward System ,
Job enrichment , Effective leadership ,Scope of advancement &
self-development, Employment security, Self-managed team &
decision making authority are the primary factors that brings
commitment towards the organization. The consequences can be
briefed as increased productivity , profitability and improved
employee turnover. The company where employee are engaged
and satisfied, gains a good perception and attention in the
market.
The document discusses theories of motivation and individual needs. It covers early theories like Maslow's hierarchy of needs and Herzberg's motivation-hygiene theory. Contemporary theories discussed include McClelland's three needs theory, equity theory, and expectancy theory. Motivation results from an individual's need being met by exerting effort to achieve organizational goals. Theories emphasize matching individual and organizational needs to improve motivation.
This document provides an introduction and literature review on employee motivation and productivity in the banking sector of Ghana. It begins by defining motivation and its importance for organizational success. Productivity is discussed as being influenced by motivation. The research aims to analyze motivation tools at Trust Bank Ghana and their impact on productivity. It will survey employees at four branches to understand their views on motivation. The literature review covers definitions of motivation and debates around what motivation is and is not. It discusses how motivation influences employee involvement, satisfaction, and performance.
1. New Ways of Working (NWoW) aim to increase flexibility in the workplace through initiatives like flexible working hours and locations. This benefits companies by increasing employee motivation, productivity, and financial results.
2. Implementing NWoW has been shown to increase employee satisfaction by 10% and productivity by 10% based on case studies. Companies with highly engaged workforces also see greater returns for stockholders.
3. Flexibility is a key aspect of NWoW, allowing employees more control over when and where they work. Companies that have implemented flexible initiatives report benefits like improved recruitment and retention as well as work-life balance for employees.
This document discusses various theories of motivation. It defines motivation and outlines its key characteristics. It then classifies motivation theories into content theories, which examine what motivates people based on individual needs and goals, and process theories, which examine how motivation occurs. The document summarizes several prominent motivation theories, including Maslow's hierarchy of needs, Herzberg's two-factor theory, McClelland's needs theory, Skinner's reinforcement theory, Vroom's expectancy theory, and Locke's goal-setting theory.
This document discusses motivation strategies used by Tesco, a large British retailer. It began as a small market stall in 1919 and has since expanded internationally with over 2,200 stores. Tesco uses both financial and non-financial rewards to motivate its over 468,000 employees globally. Strategies discussed include competitive pay and benefits, training opportunities, recognition programs, flexible work schedules, and soliciting employee feedback to ensure a supportive work environment.
- The document outlines an impact assessment framework for evaluating projects that aim to improve livelihoods through market systems development.
- It describes the basic elements of a project including goals, outcomes, outputs, activities, and inputs. It emphasizes measuring impact at each level while acknowledging decreasing levels of attribution as one moves from outputs to goals.
- The framework uses market maps and a participatory market systems development approach to facilitate empowerment, interactions, and communication among market actors to transform market systems and improve livelihoods.
- Indicators, logical frameworks, and case studies are provided to illustrate how to design projects, activities, and monitoring in line with the framework.
The document is a research report that investigates strategies for increasing employee creativity in large organizations. It was submitted in partial fulfillment of a Masters degree and reviews literature published since 2006. The report identifies three main areas that can positively influence creativity: individual factors, social factors, and leadership/management styles and behaviors. It develops a framework combining these strategies and calls for further research to produce a simpler model for leaders to use.
The document discusses job satisfaction, including its definition, factors that influence it, and models for measuring it. Job satisfaction is defined as a positive feeling about one's job resulting from an evaluation of its characteristics. Two major theories discussed are Herzberg's two-factor theory, which identifies motivators and hygiene factors, and Hackman and Oldham's job characteristics model regarding core job dimensions. Common measurement methods include Likert scales and indices that assess satisfaction with factors like pay, supervision, and work itself.
1) Motivation is defined as the process by which a person's efforts are energized, directed, and sustained towards attaining a goal. It results from an interaction between the person and the situation and is not a personal trait.
2) Early theories of motivation included Maslow's hierarchy of needs, McGregor's Theory X and Y, Herzberg's two-factor theory, and McClelland's three needs theory.
3) Contemporary theories of motivation discussed include goal-setting theory, reinforcement theory, job design models like the job characteristics model, equity theory, and expectancy theory. These theories aim to explain what motivates employees and how motivation can be managed.
The document discusses Job Design Theory and the Job Characteristics Model. It describes the five core job dimensions identified by the model - skill variety, task identity, task significance, autonomy, and feedback. Jobs that score highly on these dimensions are likely to lead to increased motivation, performance, and job satisfaction for employees. The document also discusses how jobs can be redesigned through approaches like job rotation, enlargement, and enrichment in order to improve motivation.
The document discusses theories of motivation including Maslow's hierarchy of needs, McGregor's Theory X and Y, and Herzberg's motivation-hygiene theory. It also discusses contemporary theories such as goal-setting theory, reinforcement theory, equity theory, and expectancy theory. Key aspects of motivation discussed include needs, goals, behavior, perception, and designing motivating jobs and rewards programs. The document provides an overview of important concepts in understanding motivation.
My dissertation i good very good marks on it i want everyone to look and get the best idea how to get the work done, hope you are gonna love my job, please check chapter 2 and you will get to know how to work on that. I got very good feedback on that from my supervisor too...
The document discusses theories and approaches for motivating employees. It describes content theories that are based on employee needs, such as Maslow's hierarchy of needs and ERG theory. It also outlines process theories that explain how employees are motivated, including goal-setting theory, equity theory, and expectancy theory. The document also discusses job design, employee empowerment, and ways managers can create meaning and engagement in the workplace to improve motivation.
L E A R N I N G O U T C O M E S
After reading this chapter, we will be able to:
1.
Describe the difference between managers and
operative employees.
2.
Explain what is meant by the term management
3.
Differentiate between efficiency and
effectiveness.
4.
Describe the four primary processes of
management.
5.
Classify the three levels of managers and
identify the primary responsibility of each
group.
The document discusses various methods for motivating employees, including the job characteristics model, alternative work arrangements, employee involvement programs, and rewarding employees. The job characteristics model involves 5 key elements: skill variety, task identity, task significance, autonomy, and feedback. Alternative work arrangements discussed include flextime, job sharing, and telecommuting. Employee involvement programs engage workers in decisions affecting them to increase commitment, motivation, and productivity. Rewarding employees can include variable pay plans, piece-rate pay, merit-based pay, bonuses, profit-sharing, and employee stock ownership plans.
Akkermans & Tims (2017) - Crafting your Career: How Career Competencies Relat...Jos Akkermans
This study aimed to investigate whether career competencies could enhance an
employee's subjective career success in terms of perceived employability and
work–home balance via job crafting behaviors. Based on Job Demands-
Resources (JD-R) Theory, we examined a potential motivational process in
which career competencies, as a personal resource, would enhance career success
through expansive job crafting. The results showed that job crafting mediated
the positive relationship between career competencies and both internal
and external perceived employability. In addition, job crafting mediated the
positive relationship between career competencies and work–home enrichment.
We expected a negative association between job crafting and work–home interference,
yet our results indicated that career competencies are indirectly and
positively related to work–home interference via job crafting. With our findings,
we add to JD-R Theory by (1) showing that career competencies may be
considered a personal resource, (2) empirically examining the role of job crafting
in motivational processes, and (3) showing that enhanced subjective career
success can be an outcome of motivational processes. Organisations may use
these findings to implement developmental HR practices aimed at increasing
career competencies and job crafting.
This document appears to be the introduction chapter of a student's master's thesis on measuring job satisfaction among employees of Open Access Technology International, Inc. It provides background on job satisfaction, including its history and common models of job satisfaction like Locke's Range of Affect Theory, the Dispositional Theory, and Herzberg's Two-Factor Theory. It also outlines the structure of the rest of the thesis.
Inducements like benefits, pay, and career opportunities are meant to motivate employees and improve productivity. When employees feel trusted and supported by management through fair inducements, sales and customer service increase as employees perform at a higher level. Research has found a correlation between supportive human resources practices that develop feelings of organizational support and greater employee commitment, satisfaction, and performance, which can improve an organization's productivity. Proper inducements may reduce employee turnover as high performers feel sufficiently rewarded to stay.
1Running head INNOVATIVE LEADERSHIP2INNOVATIVE LEADERSHIP.docxdrennanmicah
1
Running head: INNOVATIVE LEADERSHIP
2
INNOVATIVE LEADERSHIP
Innovative Leadership
(Insert Student’s Name Here)
(Insert Instructor’s Name Here)
(Insert Course Title and Number Here)
(Insert date of Submission Here)
Abstract
Innovative leadership
For purposes of this research and the innovative proposal made thereof, the organization for which the problem is reframed is Cosentino S.A., the building material company based in Almeria, Spain. In this research exercise, the problem that will need reframing is identified. This is then followed by supporting rationale leading to the identified problem. Possible barriers to reframing the problem are identified and the strategies to implementing the proposed solution are developed. A critique of the leadership theories needed to support the innovation is given. This is then followed by the identification of the core values in support of this position. Last but not the least, an innovative framework for the reframed problem is developed. That said this research progresses as follows. Problem identification
Apparently, the problem with this organization was that of its inability to attract and retain talented employees. Obviously, this is a problem which could affect the competitive advantage of the organization while at the same time affecting its bottom line. It is this problem that will be reframed into an innovative opportunity as proposed in this research.
The primary reason for reframing a problem is to help identify an innovative opportunities while at the same time contemplating what is on offer. Apparently, there are several ways to reframe this issue so as to come up with an innovative solution for the company. The following techniques of reframing a problem are discussed as follows.
One of the techniques of reframing this company's problem of inability to attract and retain talented employees, is by rethinking the problem. The question here is how could the company attract talented employees while at the same time retain those that it already have? Well, answer lies with brainstorming. This is the so because "the answers are baked into the question at hand" (Dorst, 2015). During the brainstorming session, it is important to reframe the question so that it could be in line with the objective of the solutions to be found. In other words, it is important to refocus the question so that it help with changing the lens of those brainstorming.
The second technique of reframing this issue is to still to "brainstorm but brainstorm bad ideas" (Bolman, & Deal, 2013). This means that those brainstorming are pushed beyond coming up with obvious solutions, which may otherwise not produce the best solution to the issue at hand. In other words, brainstorming bad ideas gives the opportunity to identify how they can be turned into good ideas.
Another way to reframe an issue is to unpack the assumptions or perceived rules that are contributing to the issue at hand. After making a list of all the.
A summary of theories about work motivation as they relate to behaviour in meetings. Part of a module on Workshop Facilitation on MSc Agile Software Projects
Antecedents and consequences of employee engagement a literature reviewIJLT EMAS
An organization always focuses on getting success day
by day. And employees are the major resources of it. Manpower
is now no longer taken as resources , but the capital or asset to
the company . Therefore it is only possible to gain success if it is
having its employees engaged to the company. This study focuses
on various aspects of employee engagement. A descriptive study
is carried on to find out the key drivers to engagement and also
some outcomes of the concept were found out and accordingly a
model is proposed. Results demonstrate that Reward System ,
Job enrichment , Effective leadership ,Scope of advancement &
self-development, Employment security, Self-managed team &
decision making authority are the primary factors that brings
commitment towards the organization. The consequences can be
briefed as increased productivity , profitability and improved
employee turnover. The company where employee are engaged
and satisfied, gains a good perception and attention in the
market.
The document discusses theories of motivation and individual needs. It covers early theories like Maslow's hierarchy of needs and Herzberg's motivation-hygiene theory. Contemporary theories discussed include McClelland's three needs theory, equity theory, and expectancy theory. Motivation results from an individual's need being met by exerting effort to achieve organizational goals. Theories emphasize matching individual and organizational needs to improve motivation.
This document provides an introduction and literature review on employee motivation and productivity in the banking sector of Ghana. It begins by defining motivation and its importance for organizational success. Productivity is discussed as being influenced by motivation. The research aims to analyze motivation tools at Trust Bank Ghana and their impact on productivity. It will survey employees at four branches to understand their views on motivation. The literature review covers definitions of motivation and debates around what motivation is and is not. It discusses how motivation influences employee involvement, satisfaction, and performance.
1. New Ways of Working (NWoW) aim to increase flexibility in the workplace through initiatives like flexible working hours and locations. This benefits companies by increasing employee motivation, productivity, and financial results.
2. Implementing NWoW has been shown to increase employee satisfaction by 10% and productivity by 10% based on case studies. Companies with highly engaged workforces also see greater returns for stockholders.
3. Flexibility is a key aspect of NWoW, allowing employees more control over when and where they work. Companies that have implemented flexible initiatives report benefits like improved recruitment and retention as well as work-life balance for employees.
This document discusses various theories of motivation. It defines motivation and outlines its key characteristics. It then classifies motivation theories into content theories, which examine what motivates people based on individual needs and goals, and process theories, which examine how motivation occurs. The document summarizes several prominent motivation theories, including Maslow's hierarchy of needs, Herzberg's two-factor theory, McClelland's needs theory, Skinner's reinforcement theory, Vroom's expectancy theory, and Locke's goal-setting theory.
This document discusses motivation strategies used by Tesco, a large British retailer. It began as a small market stall in 1919 and has since expanded internationally with over 2,200 stores. Tesco uses both financial and non-financial rewards to motivate its over 468,000 employees globally. Strategies discussed include competitive pay and benefits, training opportunities, recognition programs, flexible work schedules, and soliciting employee feedback to ensure a supportive work environment.
- The document outlines an impact assessment framework for evaluating projects that aim to improve livelihoods through market systems development.
- It describes the basic elements of a project including goals, outcomes, outputs, activities, and inputs. It emphasizes measuring impact at each level while acknowledging decreasing levels of attribution as one moves from outputs to goals.
- The framework uses market maps and a participatory market systems development approach to facilitate empowerment, interactions, and communication among market actors to transform market systems and improve livelihoods.
- Indicators, logical frameworks, and case studies are provided to illustrate how to design projects, activities, and monitoring in line with the framework.
The document is a research report that investigates strategies for increasing employee creativity in large organizations. It was submitted in partial fulfillment of a Masters degree and reviews literature published since 2006. The report identifies three main areas that can positively influence creativity: individual factors, social factors, and leadership/management styles and behaviors. It develops a framework combining these strategies and calls for further research to produce a simpler model for leaders to use.
The document discusses job satisfaction, including its definition, factors that influence it, and models for measuring it. Job satisfaction is defined as a positive feeling about one's job resulting from an evaluation of its characteristics. Two major theories discussed are Herzberg's two-factor theory, which identifies motivators and hygiene factors, and Hackman and Oldham's job characteristics model regarding core job dimensions. Common measurement methods include Likert scales and indices that assess satisfaction with factors like pay, supervision, and work itself.
1) Motivation is defined as the process by which a person's efforts are energized, directed, and sustained towards attaining a goal. It results from an interaction between the person and the situation and is not a personal trait.
2) Early theories of motivation included Maslow's hierarchy of needs, McGregor's Theory X and Y, Herzberg's two-factor theory, and McClelland's three needs theory.
3) Contemporary theories of motivation discussed include goal-setting theory, reinforcement theory, job design models like the job characteristics model, equity theory, and expectancy theory. These theories aim to explain what motivates employees and how motivation can be managed.
The document discusses Job Design Theory and the Job Characteristics Model. It describes the five core job dimensions identified by the model - skill variety, task identity, task significance, autonomy, and feedback. Jobs that score highly on these dimensions are likely to lead to increased motivation, performance, and job satisfaction for employees. The document also discusses how jobs can be redesigned through approaches like job rotation, enlargement, and enrichment in order to improve motivation.
The document discusses theories of motivation including Maslow's hierarchy of needs, McGregor's Theory X and Y, and Herzberg's motivation-hygiene theory. It also discusses contemporary theories such as goal-setting theory, reinforcement theory, equity theory, and expectancy theory. Key aspects of motivation discussed include needs, goals, behavior, perception, and designing motivating jobs and rewards programs. The document provides an overview of important concepts in understanding motivation.
My dissertation i good very good marks on it i want everyone to look and get the best idea how to get the work done, hope you are gonna love my job, please check chapter 2 and you will get to know how to work on that. I got very good feedback on that from my supervisor too...
The document discusses theories and approaches for motivating employees. It describes content theories that are based on employee needs, such as Maslow's hierarchy of needs and ERG theory. It also outlines process theories that explain how employees are motivated, including goal-setting theory, equity theory, and expectancy theory. The document also discusses job design, employee empowerment, and ways managers can create meaning and engagement in the workplace to improve motivation.
L E A R N I N G O U T C O M E S
After reading this chapter, we will be able to:
1.
Describe the difference between managers and
operative employees.
2.
Explain what is meant by the term management
3.
Differentiate between efficiency and
effectiveness.
4.
Describe the four primary processes of
management.
5.
Classify the three levels of managers and
identify the primary responsibility of each
group.
The document discusses various methods for motivating employees, including the job characteristics model, alternative work arrangements, employee involvement programs, and rewarding employees. The job characteristics model involves 5 key elements: skill variety, task identity, task significance, autonomy, and feedback. Alternative work arrangements discussed include flextime, job sharing, and telecommuting. Employee involvement programs engage workers in decisions affecting them to increase commitment, motivation, and productivity. Rewarding employees can include variable pay plans, piece-rate pay, merit-based pay, bonuses, profit-sharing, and employee stock ownership plans.
Akkermans & Tims (2017) - Crafting your Career: How Career Competencies Relat...Jos Akkermans
This study aimed to investigate whether career competencies could enhance an
employee's subjective career success in terms of perceived employability and
work–home balance via job crafting behaviors. Based on Job Demands-
Resources (JD-R) Theory, we examined a potential motivational process in
which career competencies, as a personal resource, would enhance career success
through expansive job crafting. The results showed that job crafting mediated
the positive relationship between career competencies and both internal
and external perceived employability. In addition, job crafting mediated the
positive relationship between career competencies and work–home enrichment.
We expected a negative association between job crafting and work–home interference,
yet our results indicated that career competencies are indirectly and
positively related to work–home interference via job crafting. With our findings,
we add to JD-R Theory by (1) showing that career competencies may be
considered a personal resource, (2) empirically examining the role of job crafting
in motivational processes, and (3) showing that enhanced subjective career
success can be an outcome of motivational processes. Organisations may use
these findings to implement developmental HR practices aimed at increasing
career competencies and job crafting.
This document appears to be the introduction chapter of a student's master's thesis on measuring job satisfaction among employees of Open Access Technology International, Inc. It provides background on job satisfaction, including its history and common models of job satisfaction like Locke's Range of Affect Theory, the Dispositional Theory, and Herzberg's Two-Factor Theory. It also outlines the structure of the rest of the thesis.
Inducements like benefits, pay, and career opportunities are meant to motivate employees and improve productivity. When employees feel trusted and supported by management through fair inducements, sales and customer service increase as employees perform at a higher level. Research has found a correlation between supportive human resources practices that develop feelings of organizational support and greater employee commitment, satisfaction, and performance, which can improve an organization's productivity. Proper inducements may reduce employee turnover as high performers feel sufficiently rewarded to stay.
1Running head INNOVATIVE LEADERSHIP2INNOVATIVE LEADERSHIP.docxdrennanmicah
1
Running head: INNOVATIVE LEADERSHIP
2
INNOVATIVE LEADERSHIP
Innovative Leadership
(Insert Student’s Name Here)
(Insert Instructor’s Name Here)
(Insert Course Title and Number Here)
(Insert date of Submission Here)
Abstract
Innovative leadership
For purposes of this research and the innovative proposal made thereof, the organization for which the problem is reframed is Cosentino S.A., the building material company based in Almeria, Spain. In this research exercise, the problem that will need reframing is identified. This is then followed by supporting rationale leading to the identified problem. Possible barriers to reframing the problem are identified and the strategies to implementing the proposed solution are developed. A critique of the leadership theories needed to support the innovation is given. This is then followed by the identification of the core values in support of this position. Last but not the least, an innovative framework for the reframed problem is developed. That said this research progresses as follows. Problem identification
Apparently, the problem with this organization was that of its inability to attract and retain talented employees. Obviously, this is a problem which could affect the competitive advantage of the organization while at the same time affecting its bottom line. It is this problem that will be reframed into an innovative opportunity as proposed in this research.
The primary reason for reframing a problem is to help identify an innovative opportunities while at the same time contemplating what is on offer. Apparently, there are several ways to reframe this issue so as to come up with an innovative solution for the company. The following techniques of reframing a problem are discussed as follows.
One of the techniques of reframing this company's problem of inability to attract and retain talented employees, is by rethinking the problem. The question here is how could the company attract talented employees while at the same time retain those that it already have? Well, answer lies with brainstorming. This is the so because "the answers are baked into the question at hand" (Dorst, 2015). During the brainstorming session, it is important to reframe the question so that it could be in line with the objective of the solutions to be found. In other words, it is important to refocus the question so that it help with changing the lens of those brainstorming.
The second technique of reframing this issue is to still to "brainstorm but brainstorm bad ideas" (Bolman, & Deal, 2013). This means that those brainstorming are pushed beyond coming up with obvious solutions, which may otherwise not produce the best solution to the issue at hand. In other words, brainstorming bad ideas gives the opportunity to identify how they can be turned into good ideas.
Another way to reframe an issue is to unpack the assumptions or perceived rules that are contributing to the issue at hand. After making a list of all the.
Running head NEEDS ASSESSMENT1NEEDS ASSESSMENT.docxSUBHI7
Running head: NEEDS ASSESSMENT 1
NEEDS ASSESSMENT 5
Needs Assessment
Nicholas J Ceo
American Military University
14 December 2017
A needs assessment is a systematic process of exploring the way things are at the present and the way they should be ideally. These factors are usually crucial in the performance at an individual level to the organizational level (Rouda & Kusy, 1995). A needs assessment is a continuous process of evaluation, with the objective of connecting the performance problems experienced in an organization and performance opportunities to human performance efforts that are specific. It also involves the process of differentiating the specific performance problems which will be solved through additional training from those that need other management measures. The main aim of this paper is to develop a needs assessment for MTS Systems Corporation.
The management problem at MTS is a human resources management problem One of the biggest challenges is the retention of workers who are skilled and talented. There are also generational differences amongst the work force, bringing with it a challenge in that the different groups respond differently to different situations, hence need to be handled differently. The management also has to deal with communication at the workplace and keeping the employees motivated in order to enhance performance. The performance of the company is impressive, with strong growth and revenue of around seven hundred and eighty million dollars. The bottom line is also very encouraging. This performance, however, is way below the expected performance which was projected to be over a billion dollars in revenue and a quarter billion dollars in profits. This goal hasn’t been achieved yet but based on the strong performance of the organization, together with good management, the target may be achieved.
The mission of the organization is to be a leader in innovation in the manufacture of measurement and testing solutions so as to enable the success of their customers. The mission is related to the desired performance in that it the mission statement will provide a drive for the staff to be the best in what they do, and in this way improving the performance of the organization as a whole. The management problems are experienced within the whole company and aren’t just experienced within specific departments.
In conducting a needs assessment, several steps will be followed. One will be performing a GAP analysis. This step will seek at establishing the actual level of performance of the organization and the employees in comparison to the standards which have been set (Rouda & Kusy, 1995). In order to do this, the current situation will be determined first. The skills, knowledge and abilities that the current employees have. This analysis ought to take into consideration the goals of the organization, the business climate and constraints, both internal and external. The desired si ...
1. The document discusses several research papers on topics related to organizational culture such as how organizational culture impacts performance, why organizational culture matters, creating a positive work environment, employee engagement, defining business processes, and identifying and managing constraints.
2. Key points from the papers include that organizational culture is based on shared workplace norms and practices and is a crucial factor in organizational success. A positive culture attracts talent, increases employee engagement, and builds momentum for business success.
3. Clearly defining business processes and having process owners is important for efficiency, as is identifying and managing constraints that can limit productivity and workflow.
Running head INTERNSHIP AT SICL AMERICA AS A BUSINESS ANALYST1.docxcowinhelen
Running head: INTERNSHIP AT SICL AMERICA AS A BUSINESS ANALYST1
INTERNSHIP AT SICL AMERICA AS A BUSINESS ANALYST4
Internship at SICL America Company as a Business Analyst
Student’s Name: Sai Rohith Cherukumilli
Institution’s Name: Billy Machage
Date: 4/21/2017
Table of Contents
List of Figures4
Internship at SICL America Company as a Business Analyst5
Introduction5
Methodology8
Introduction8
Origin of Action Research8
Use of Action Research9
Appropriateness of this Approach10
Summary10
Literature Review11
The Need for Business Analysis12
Business Analyst Position Description12
Role Played By Business Analysts14
Proposal15
First Iteration: Orientation Process15
Second Iteration: Discuss with Business Analysts16
Third Iteration: Training Opportunities for Career Advancement16
Fourth Iteration: Developing a Career Portfolio16
Iteration 1: Orientation Process17
Planning Phase17
Action Phase18
Observation Phase20
Reflection Phase21
Second Iteration: Discuss with Business Analysts23
Plan23
Action25
Session one: Business Analyst26
Session two: Information Technology support professional27
Session three: Human Resource Manager28
The review and analysis28
Observation29
Reflection34
Third Iteration: Training Opportunities for Career Advancement37
Plan37
Action39
Observation41
Reflection44
Fourth Iteration: Developing a Career Portfolio47
Plan47
Action49
Session one: Senior Business Analyst, Mrs. Samantha Nevaeh50
Session two: Junior Business Analyst, Mr.Andrew Smiths50
Observation51
Reflection53
Reflective statement55
References57
List of Figures
Figure 1.Action research model.9
Figure 2.
Solution
Ownership and Contributor.13
Figure 3. Iterations Flow diagram. Source: Self15
Figure 4. Orientation Process.21
Figure 5: Business analysis process32
Figure 7: Sample of the career portfolio structure.52
Figure 6: Business analysis user guide based on roles43
Internship at SICL America Company as a Business AnalystIntroduction
Due to increased competition in the world today, business must find a way of surviving the competition or else they will become extinct. This businesses need to make sure that they keep on checking their operations and see whether they are moving in the right direction. Also, they need to look for any chance that is there in the market so that they can focus on that and in the process have a competitive edge. It is because of this that most businesses need to do business analysis. Elgendy (2014) define business analysis as a subject that recognizes the requirements of an organization and finding what can be used to eliminate challenges facing a company. Some of the methods that can be used to eliminate the problems are coming up with new policies, working on the current way of doing things and looking at how it can be made better and organizing tactically. Business analysis can also be described as given activities that are performed by different parties in a business so that they can comprehend the way a busine ...
GM 599_Unit 6_ Applied Research Project_JWilliamsonJim Williamson
This document presents an applied research project that will evaluate the problem of organizations not having a detailed employee development plan. The intended audience is upper management and human resources departments. Implementing an employee development plan provides significant value by reducing costs associated with turnover while improving employee engagement, productivity and the organization's bottom line. The project will use a meta-analysis methodology to synthesize data from multiple sources and identify the root causes and solutions to the problem.
The role of compensation in employee engagementWilliam Gould
This document discusses the role of compensation in employee engagement. It argues that traditional views of using compensation to directly drive performance are misguided based on behavioral research. Compensation alone does not motivate employees in complex work. Rather than trying to influence behaviors, compensation strategies should aim to maintain fairness and take pay "off the table" as a retention issue. True engagement depends more on factors like autonomy, learning opportunities, meaningful work, and quality leadership. The focus should be on organizational development rather than assuming money can change behaviors.
Art At Work Business Solutions Proposal9812rhondajoy2
The document proposes a pilot program to incorporate artistic expression in the workplace to enhance employee engagement. It suggests that creativity is increasingly important for business success and the arts can help develop creative skills. The program would offer voluntary art-based workshops on topics like team building, problem solving, and onboarding. Research shows art in the workplace can reduce stress, improve morale and creativity, and encourage discussion. If successful, the pilot program could be expanded to further engage employees through creative activities.
The document discusses theories of motivation and their application in international human resource management. It examines Maslow's hierarchy of needs theory, Herzberg's two-factor theory, and achievement motivation theory. It also discusses process theories like equity theory, goal-setting theory, and expectancy theory. Finally, it discusses how understanding job design, work centrality, and rewards can help motivate employees globally while considering cultural differences.
The effects of human development, motivation and excellence in emerging compa...imperial Inc
Human resource development is very important to every business; hence enhancing organisation performance and employees' productivity in an organisation.
This document discusses high performance work practices (HPWPs) that can improve organizational performance. It describes three distinct "bundles" of management practices: 1) high employee involvement, which encourages empowerment rather than top-down control; 2) suitable human resource practices for recruiting, selecting, and retaining key personnel; and 3) continuous improvement practices like quality circles. Implementing these bundles of practices can increase employee motivation, commitment, and productivity, leading to greater effectiveness and efficiency for the overall organization.
To complete your replies1. Read the below postings of your pe.docxedwardmarivel
To complete your replies:
1. Read the below postings of your peers and the articles which are referenced (This is why it is imperative that the articles be accessible via working URL links). Expect to spend some time each day reviewing all threads and replies, even those in which you are not involved.
2. Write at least 200 words to 3 or more classmates’ threads. You should expect to answer questions posed within each discussion thread. Student interaction is key to success in this course.
W.H.R
BUSI 340-B05
DB 1: Values
Definition: Organizational Behavior states, “Values are relatively stable, evaluative beliefs that guides our preferences for outcomes or courses of action in a variety of situations. Values help us know what is right or wrong, or good or bad, in the world” (McShane & Von Glinow, 2008, p. 15-16).
Summary: The article entitled “Business Values Lead to Profits? Let’s Prove It” written by Paul Spiegelman confronts the issue on a company’s values and overall purpose. Throughout this article Paul discusses the importance of forming clear-cut values and a foundational purpose in a business. He lists four monumental benefits a business could inherit through forming a business model based on values and purpose. Companies with a clear and concrete values model allow a business to, plot your team’s course, define decision-making, resolve conflicts and lead to increased profitability.
Discussion: I can’t begin to explain the monumental impact that values have on a business. The world operates on and by the decisions of others; every decision has an impact on someone’s life and even by not making a decision a decision is formed. “The stakeholder perspective states that to manage the interests of diverse stakeholders, leaders ultimately need to rely on their personal and organizational values for guidance” (McShane & Von Glinow, 2008, p. 15). In the Organizational Behavior text we read about values anchoring our thoughts and motivating our actions, not just as an individual but also as groups of people. Do any of you enjoy working on something that is meaningless? When I am apart of something that I hold dear to my heart and value, I enjoy it. Can you imagine what working at an office that shared common values to you would be like? I can imagine it would feel like you were never working. When companies post their values and purpose you get a glimpse into the little world they are trying to create. Think about it, no one creates a company just to create a company; there is always an initial purpose in creating something. As a future employee I want a company to value what I value in my life. Their can’t be anything worse in this world then doing something that you were not designed to do. First of all, you would be miserable and second of all, you would never get anything done. How many of you struggle with mathematics and then decide to change your major to mathematics? No one would ever do that, because people are passionate about ...
Running head DB FORUM 4 6.7Discussion Board F.docxsusanschei
Running head: DB FORUM 4 6.7
Discussion Board Forum 4 6.7
Liberty University
Amanda Williams
Suggest at least three different types of research that might be appropriate in this situation?
I will be examining different types of research to investigate customer complaints related to the housekeeping department which include the cleaning efforts and the staff attitudes. I will be discussing exploratory studies, longitudinal studies, and cross sectional studies. All of these options are viable options when it comes to what our company is looking for.
Exploratory Studies
The leadership group within the company is undecided when it comes to the bottom line of where the complaints are coming from. Cooper and Schindler inform us that the purpose of an exploratory study is to become more clear on a hypothesis so that a more formal study can be completed in the future (2014). Leadership within the company has been approached by the on-site manager, who has noticed increased tension between staff members which is unusual. An exploratory study allows research questions to be explored but no final answers to the research questions will be determined (research-methadology.net). The hotel can collect data in regards to the complaints against the housekeeping department and compare those complaints to years in the past. This data can be looked at and will help to determine future research. In addition to this data, the hotel should investigate employee satisfaction within the chain. This may also be helpful with current and future research studies.
Longitudinal Studies
Longitudinal studies look at data over time, often years or decades. They look at information obtained over a span of time versus a specific point in time. A longitudinal study would be helpful here in this situation because researchers could examine customer complaints with staff and location. Longitudinal studies are useful because they take a long period of time and examine different areas of that time period and compare and contrast different occurrences. By utilizing this research methods approach, we may be able to narrow down certain housekeeping staff with certain customer complaints. Longitudinal studies are also called prospective studies because they follow subjects over a length of time (Johnson, 2010).
Cross-sectional Studies
Cross-sectional studies are important because they provide snap shots of where longitudinal studies may be need to be done (Johnson, 2010). The use of a cross-sectional survey in this situation would be beneficial if utilizing customer satisfaction type questions. We utilize a cross -sectional type customer satisfaction survey in my job. This allows us to show customer satisfaction with a particular person/persons linked to a particular encounter. Surveys are very useful but can be very objective. Depending on the questions and responses received, answers can be interpreted in different ways. Remember that cross-sectional studies may hav ...
MGMT 6367Assignment Problems1. A manufacturer purchases 600.docxARIV4
MGMT 6367
Assignment Problems:
1. A manufacturer purchases 6000 cases of a certain component for $100 per case from two suppliers: Supplier A and Supplier B.
Supplier A is currently responsible for 1/2 of the total demand. The two suppliers currently pay $2 per case for transportation and achieve the same average delivery time of 10 days. However, for each day that a supplier can reduce in the average delivery time, the manufacturer is willing to shift 5% of its total purchase to the supplier offering the premium service. A supplier earns a margin of 25% of the selling price on each case before transportation cost kicks in.
a) How much profit does Supplier A make currently? Please provide at least one step of calculation and the correct answer for full credit. (4 points)
b) Suppose Supplier A is willing to reduce its average delivery time by 3 days and the transportation rate increases by $0.5 per case for each dayreduced in the average delivery time. How much profit can Supplier A make by offering the premium transportation service? Assume that Supplier B take no action. Please provide the new sales number, at least one step of calculation, and the correct answer for full credit. (6 points)
2. a) Please cite an example of a company that uses multiple distribution channels to distribute its products and use one or two sentences to support your choice. (4 points)
b) Please cite an example of a company that adopts corporate vertical marketing system in its distribution and use one or two sentences to support your choice. (4 points)
c) Please cite an example of a company that adopts administered vertical marketing system in its distribution and use one or two sentences to support your choice. (4 points)
3. The following table gives the map coordinates and the shipping loads for a set of cities that we wish to connect through a central hub.
City
Map coordinates (X, Y)
Shipping load (in tons)
A
(20, 10)
20
B
(10, 5)
5
C
(15, 15)
10
D
(20, 5)
10
Using the Centroid method, at what map coordinates should the central hub be located? Please provide at least one step of calculation for each of the two coordinates of the centroid for full credit. (8 points)
1
Running head: LITERATURE REVIEW RESOURCES 1
LITERATURE REVIEW RESOURCES 6
Literature Review Resources
D’Ainsley Smith
Grand Canyon University
January 28, 2018
Literature Review Resources
Number
Article Information
Added to RefWorks?
1.
Reference
Damodaran, A. (1996). Corporate finance. Theory and Practice. Wiley.
Y
Permalink
https://www.amazon.co.uk/corporate-finance
Annotation
The research provides an examination of teaching methods using theories and models that assist in analyzing, understanding, and problem solving. Financial discipline is a creative resource, because it is not associated with theory, but based on methods of actual (real), and practical (logical) concepts.
2.
Reference
David, K., Arthur, S. I., & Michael, M. H. (2001). Mul ...
Concordia University Human Resource Development Discussion.docxwrite4
This document discusses implementing cultural diversity and self-managed work teams in the workplace. It provides recommendations for overcoming resistance to cultural diversity programs, such as making participation optional and educational. It also outlines how a shoe manufacturing manager could design and implement self-managed work teams, including involving supervision, providing cross-training, and anticipating potential problems like communication issues.
Concordia University Human Resource Development Discussion.docxwrite22
This document discusses implementing cultural diversity and self-managed work teams in the workplace. It provides recommendations for overcoming resistance to cultural diversity programs, such as making participation optional and educational. It also outlines how a shoe manufacturing manager could design and implement self-managed work teams, including involving supervision, providing cross-training, and anticipating potential problems like communication issues.
Concordia University Human Resource Development Discussion.docxwrite22
This document discusses implementing cultural diversity and self-managed work teams in an organization. It provides recommendations for overcoming resistance to cultural diversity programs, such as making participation optional and educational. It also outlines how a manager could design and implement self-managed work teams in a shoe manufacturing plant, including involving supervision, providing necessary training, and anticipating potential problems like communication issues.
Post #1Employee empowerment has allowed organizations to have qu.docxharrisonhoward80223
Post #1
Employee empowerment has allowed organizations to have quicker response times to customers for resolutions, but my thoughts of this quick solution being beneficial shifted as I read Senge’s studies. “Today, many executives are articulating a new philosophy revolving around ‘empowering people.’ But few organizations are working hard to introduce tools and methods to actually help people to make more intelligent decisions, especially decisions that improve systemwide performance” (Senge, Kleiner, Roberts, Ross, & Smith, 1994, p. 40). It is important for organizations to consider the impact of the training systems, as well as how to evaluate their effectiveness. Without the proper ‘tools’ it is difficult for employees to make decisions that are best for both the business and the customer. This also makes it difficult for leaders to be confident in backing their employees decisions or in holding them accountable to the decisions made when effective learning systems were not developed prior to training. “Once we learn to distinguish our assumptions from the ‘data’ upon which those assumptions are based, we are forever more aware of our own thinking” (Senge, Kleiner, Roberts, Ross, & Smith, 1994, p. 43).
“Motivation also appears to be an important correlate of leadership” (Vidic, Burton, South, Pickering, & Start, 2016). By utilizing the teachings of each section and putting them into practice within real life situations I can support my learning while also utilizing success stories of the implementation of my practices of the materials to share with the class for discussions. Many of the teachings discussed in this week’s material would work for the current organization I work for. Senge mentions situations where employees are placed into quick training courses that only last a few days, but later the training is not reinforced or further developed upon. Organizations will then give up on the current training practices as they believe them not to be effective. In the organization I work for there is always change. Changes in culture, leadership, and even training styles. There is an opportunity to evaluate the importance of each change prior to implementation and utilize different metrics to evaluate success which could include quantity, but most importantly quality of the results with the success of the organization.
References
Senge, P., Kleiner, A., Roberts, C., Ross, R., & Smith, B. (1994). The fifth discipline fieldbook: strategies and tools for building a learning organization. New York: Doubleday.
Vidic, Z., Burton, D., South, G., Pickering, A. M., & Start, A. (2016). Emotional and Motivational Correlates of Leadership Styles: A Comprehensive Framework for Understanding Effective Leaders. Journal Of Leadership Studies, (3), 22. doi:10.1002/jls.21485
Post #2
I found it interesting how Kleiner, Roberts, Ross , Senge & Smith (1994) discussed team development as a learning organization. They note that team members “develop new skill.
This document discusses motivation and how it relates to creativity and innovation. It summarizes research showing that extrinsic motivators like incentives and bonuses do not encourage creativity or innovation when tasks require complex cognitive skills. Intrinsic motivators like autonomy, mastery, purpose and feedback better support creativity. The discussion relates these findings to AstraZeneca's culture change efforts, noting intrinsic motivation is key to sustainable cultural change and the company's "Learner Player" concept. Extrinsic motivators should not be relied on to change culture or drive innovation long-term.
Running head CLIENT PROBLEM 1CLIENT PROBLEM.docxsusanschei
This document discusses human resource challenges at MTS Systems Corporation. It identifies retention of skilled workers as a major challenge, as employees seek promotion and to meet changing expectations and motivations. Younger generations are less loyal and more driven by recognition, while older generations value financial rewards more. The company must evaluate workplace needs and focus on career growth, creativity, collaboration, and mission to engage employees. Effective communication between generations and a culture of respect are also important to address human resource issues and improve performance at MTS Systems Corporation.
1. PROBLEM SOLVING - DEMAND
HOME
AM GOV
ECONOMICS
AP GOV
AP ECON
SPECIAL EVENTS
ASSIGNMENT BOARD
Having studied the concepts behind demand, it’s time to apply them to real
decisions. With a small group, work through each of the following problem
solving activities - but, in all you do, make sure that the concepts are used
appropriately to arrive at your answers.
A. Demand at the Grocery Store
2. Use the Weis flyer (or other provided store flyer) to locate examples of each
of the following demand concepts. Cut out the portion of the flyer (picture
or actual ad) that provides the appropriate example, post it on the given
paper, and write a brief explanation on the paper of how it exemplifies the
concept. When each have been completed, staple the the posted examples
together as a packet. (15 points total - accurate examples & complete
explanations)
1. Change in price of a substitute
2. 2. Change in price of a complement
3. Diminishing marginal utility
4. Change in income (inferior vs. normal goods)
5. Greater concern for health
2. B. Sell More Tickets - For the Same Price
Your group has become the officers for the Econ Club. You are selling
tickets ($10) for an upcoming fundraising dance and sales are not what you
hoped. How can you sell more tickets without dropping the price of the
ticket? Create a plan that can be used to increase sales considering the
concepts of demand. Explain your plan in a paragraph as a group and be
able to share the idea.
We propose that problem-solving demand (PSD) is an important job attribute for employees'
creative performance. Applying job design theory, we examined the relationship between PSD
and employee creativity. The theorised model was tested with data obtained from a sample of
270 employees and their supervisors from three Chinese organisations. Regression results
revealed that PSD was positively related to creativity, and this relationship was mediated by
creative self-efficacy. Additionally, intrinsic motivation moderated the relationship between PSD
and creative self-efficacy such that the relationship was stronger for individuals with high rather
than low intrinsic motivation. We discuss our findings, implications for practice, and future
research.
We propose that problem-solving demand (PSD) is an important job attribute
for employees’ creative performance. Applying job design theory, we examined
the relationship between PSD and employee creativity. The theorised model
was tested with data obtained from a sample of 270 employees and their
supervisors from three Chinese organisations. Regression results revealed that
4. (Oldham & Cummings, 1996; Unsworth, Wall, & Carter, 2005). These
studies illustrate that the cognitive requirements of a job, in combination
with individual characteristics, predict creative performance.
Extending previous research, the present study seeks to understand how
and when a job’s problem-solving demands influence employee creativity.
Drawing upon job design theory (Hackman & Oldham, 1975) and research
(Dean & Snell, 1991; Wall, Corbett, Clegg, Jackson, & Martin, 1990), this
study introduces and applies the concept of problem-solving demand (PSD)
to examine its influence on employee creativity. PSD refers to the extent to
which a job requires employees to actively utilise their knowledge and skills
to “diagnose and solve problems” at work (Wall et al., 1990, p. 208),
thereby challenging employees to develop new solutions to problems
stretching their knowledge and skill bases. PSD is a specific aspect of job
complexity (Campbell, 1988; Dean & Snell, 1991). Job complexity refers to
the level of stimulating and challenging demands associated with a particular job (Valcour, 2007) and
encompasses many different facets. Complex
jobs may require individuals to juggle different tasks, learn a great deal of
procedural knowledge, as well as engage in challenging problem-solving to
provide solutions to applied problems. It is this latter aspect, involving fluid
cognitive functioning (Horn & Noll, 1997), that we are most interested in,
since it captures the extent to which the job requires the individual to
develop new and useful solutions to problems. In our view, PSD differs
from the extent to which employees are motivated to engage in creative
processes. Such “creative engagement” refers to an employee’s motivation
to develop creative problem solutions, while PSD pertains to the extent to
which the job design “stretches” the individual to develop skills and new
solutions to problems.
PSD provides employees with opportunities to apply their skills and
7. Gustafson, 1988).
According to Amabile (1996), when tasks are complex and intellectually
demanding, employees are likely to experience “interest, involvement, curiosity, satisfaction, or
positive challenge” (p. 115). This, in turn, leads to
creativity. The positive relationship between complex job demands, such as
job complexity, and creativity has received some empirical support in extant
literature (see Shalley et al., 2004, for a review). PSD (Jackson, Wall, Martin,
& Davids, 1993; Wall et al., 1990; Wall, Jackson, & Mullarkey, 1995) is
defined as the extent to which individuals perceive their work to be challenging, exposing them to
novel and unexpected events. PSD also relates to
whether the job requires the individual to apply job-specific accumulated
knowledge as well as adopting new approaches to develop solutions to problems. More importantly,
however, we propose that PSD stands out as a
particularly important job attribute for creativity within a work context where
creativity is not explicitly required. It is arguable that creativity is not a
natural option in such a context. Employees may prefer familiar and routine
options and forsake novel creative options (Ford, 1996). While we acknowledge employees’
motivation as important in influencing their response to
challenging situations, we expect that on average PSD will “jolt” employees
out of their routines and point them in new directions (Csikszentmihalyi,
1993). When PSD is high, employees have to deal with problems that they
have not encountered before. In order to diagnose and solve these new
problems, employees are prompted to seek new information, knowledge, and
skills. Thus, PSD provides opportunities for employees to be open to possibilities and to let go of
their usual ways of doing things. At the same time, the
Creativity
Problemsolving demand
Creative
self-efficacy
10. Theorists have suggested that self-efficacy constitutes an indispensable
dimension of the motivational process important for individual creativity
(Bandura, 1997; Ford, 1996). As Bandura stated, “Effective personal functioning is not simply a
matter of knowing what to do and be motivated to
do”. Rather, one needs to have efficacy beliefs which “activate cognitive,
motivational and affective processes that govern the translation of knowledge and abilities into
proficient action” (1997, pp. 36–37). Only when individuals are confident about their ability to be
creative will they engage in the
activities leading to creative performance (Bandura, 1997; Ford, 1996) .
Tierney and Farmer (2002) provide two reasons why creative self-efficacy
may be related to employee creativity. First, they argue that creative selfefficacy constitutes a
motivational mechanism important for creativity. Creative performance involves challenges, risks,
and potential failures. It is
important for one to be persistent in the face of difficulties (Amabile, 1983).
When individuals have high levels of creative self-efficacy, they hold a
strong belief in their ability to be successful in spite of difficulties. This
belief will help them to set creative goals, to be persistent, and to put in
more effort in their creative endeavors (Bandura, 1997). Second, creative
self-efficacy also serves as a cognitive mechanism important for creativity.
Creativity requires creativity relevant processes as well as domain-relevant
knowledge (Amabile, 1983, 1996). When individuals have high levels of
creative self-efficacy, they will sustain effort at seeking work-related information (Bandura, 1997),
leading to a better understanding of work-related
knowledge. Furthermore, individuals who hold a strong belief in their creativity abilities will not be
satisfied with ordinary and routine ideas or solutions (Ford, 1996). Rather, they will put in more
effort to use cognitive
resources (e.g. knowledge, memory, analytic skills) to come up with unique
ideas. This is consistent with the notions of “divergent thinking” and
breaking “mental set”, which are inherent in creativity relevant processes
(Amabile, 1983). Such notions are consistent with research evidence that
creative self-efficacy is positively related to creativity (Tierney & Farmer,
14. Association of Applied Psychology.Republic of China satisfied the preceding requirements and were
invited to
participate in this study. In meetings with Human Resources (HR) managers
of each of the companies, the first and second authors explained the aims of
the study and asked them to identify individual work units within the
company for possible participation in the research. We made it clear that we
were not focusing specifically on work units with high creative performance,
but instead examining job-related characteristics across all or most functional areas of the business.
Units were selected in order to be representative
of the organisation as a whole.
Employees in the identified units were informed of this survey through
the HR department of each company before the questionnaires were distributed. A survey
coordinator was assigned by each HR department to
help the first author distribute questionnaire packages to respondents.
Separate questionnaires were administered to subordinates and supervisors.
Subordinate questionnaires were distributed to 320 employees while
supervisor questionnaires were distributed to 60 immediate supervisors of
the subordinates. Employees completed a questionnaire that included
measures of PSD, creative self-efficacy, intrinsic motivation, and demographics variables. Separately,
each supervisor was asked to rate the creativity of an average of five subordinates. A cover letter
attached to each of
the questionnaires informed respondents of the purpose of the survey.
Respondents were assured of the confidentiality of their responses and their
personal ID (provided at the top right hand corner of the questionnaire)
would only be used to match their responses to the ratings provided by
their supervisors.
Completed and usable questionnaires from 270 supervisor–subordinate
dyads were received. This represented a response rate of 84 per cent for
subordinates and 90 per cent for supervisors. Of the 270 respondents, 66
17. Association of Applied Psychology.tively, i.e. intrinsic motivation to know (three items), to
accomplish things
(three items), and to experience stimulation (four items). The CFA results
confirmed that three first-order latent variables loaded onto one secondorder latent factor (c
2
= 97.39, df = 32, p < .001, CFI = .97, TLI = .96, RMSEA
= .08). Consequently, we combined the three subscales to create a composite
index for intrinsic motivation. The scale’s alpha reliability is .94.
Creativity. A 13-item scale developed by Zhou and George (2001) was
used to measure creativity. Supervisors rated the creative performance for
each of their subordinates who participated in the survey. A sample item is:
“This employee is a good source of creative ideas”. Response options ranged
from (1) “not at all” to (5) “to a great extent”. The scale’s alpha reliability is
.96. Since supervisors rated more than one employee, there was a risk that the
creativity rating scores received by individual employees were dependent on
rater identity. Following Dansereau and Yammarino (2000), we conducted
within and between analysis (WABA) (Dansereau, Alutto, & Yammarino,
1984) to test the assumption of independence of creativity ratings that each
supervisor provided for multiple subordinates. The E ratio (tests of practical
significance) for creativity was .96, less than 1.0, and therefore indicated that
the variation within groups was significantly greater than the variation
between groups. Furthermore, the corrected F-test (tests of statistical signifi-
cance) was statistically nonsignificant (1/F = .28). Together, these WABA
results supported the assumption of independence for creativity and the
appropriateness of conducting the analysis at the individual rather than the
group level.
Control Variables. We controlled for education level and job tenure,
because both reflect individual knowledge level (Tierney & Farmer, 2002),
19. acceptance (Bentler & Bonett, 1980), whereas for RMSEA, a value of .08 or
less is indicative of a good model fit (Browne & Cudeck, 1993).
To test for mediation (Hypothesis 2b), we followed procedures suggested
by Baron and Kenny (1986). According to Baron and Kenny (1986), the
following conditions must be met to demonstrate a mediating effect: (1)
independent variable (PSD) must be related to mediator (creative selfefficacy); (2) independent
variable (PSD) must be related to dependent variable (creativity); (3) mediator (creative self-efficacy)
must be related to
dependent variable (creativity); and (4) independent variable (PSD) must
have no effect on dependent variable (creativity) when mediator (creative
self-efficacy) is held constant (full mediation) or should become significantly
smaller (partial mediation).
Hypothesis 3b proposes moderated mediation. To test for this possible
relation, we followed the procedures described by Muller et al. (2005),
Edwards and Lambert (2007), and Preacher et al. (2007). Specifically, we
examined four conditions: (1) significant effect of PSD on creativity; (2)
significant interaction effect between PSD and intrinsic motivation in predicting creative self-efficacy
and creativity; (3) significant effect of creative
self-efficacy on creativity; and (4) indirect effect of PSD on creativity signifi-
cantly differs at high and low levels of intrinsic motivation.
RESULTS
We compared the fit of our hypothesised four-factor model to a number of
nested alternative models: (1) a three-factor model where two motivational
constructs, intrinsic motivation and creative self-efficacy were loaded on one
factor; (2) a two-factor model where all self-report variables, PSD, intrinsic
motivation, and creative self-efficacy were loaded on one factor; and (3) a
one-factor model where all variables loaded on one factor. The fit indices
indicate that our hypothesised four-factor model fit the data best (c
2