Realizing the three tenets of Strength Maintenance by focusing on two: The impact of recruiting practices and attrition management on long-term employee retention.
The Georgia Army National Guard has significantly improved its end-strength over the last eight years growing from 8700 to our current authorized strength of 11,100. This increase was the result of changes to our state's strength management philosophy, a transformation of the recruiting and retention force, and re-stationing of units to capitalize on demographics and spread capabilities across the state. The document that served as the catalyst for our strategic success can be found at the link to this message. The paper outlines the theory-research-application, and implication of focusing the Recruiting and Retention force on quality accessions and orienting them through the Recruit Sustainment Program while leaving retention duties on the chain of command. This model, to include the recruit sustainment program, was replicated nationally. The philosophy, coupled with the GA Recruiting and Retention Battalion 3-Year Strategic Transformation Plan, have been credited with significantly influencing the entire ARNG's direction and subsequent turn-around from end-strength decline to growth.
This document summarizes a research study that examined the impact of employee layoffs. The study investigated: 1) the effect of layoffs on employees' physical and psychological well-being, 2) the impact on employees' commitment to their former employer, 3) coping strategies used by laid-off employees, and 4) job search strategies. The study found that laid-off individuals experience more health problems the longer they are unemployed and have lower commitment to their previous employer. It also found that maintaining control-oriented coping strategies is more effective for job searching and coping with layoffs, and that coping strategies are positively related to the financial resources available.
This document is a special issue of the journal "management revue" focusing on recent developments and future prospects in sustainable human resource management. It contains an introduction by the editors and five research articles on topics related to flexible and sustainable HRM practices. The authors argue that discussions of flexible HRM have generally considered only the positive economic benefits or negative social impacts in isolation. They propose a framework using the concept of sustainable HRM to integrate these perspectives and discuss the paradoxes and tensions between the positive and negative effects of flexible HRM practices.
This document summarizes a study that investigated the causes and impacts of job stress in the banking sector of Pakistan. The study examined how job demands, work-life conflict, and job stress relate to employee job behaviors like job performance and satisfaction, as well as outcomes like turnover intention and burnout. A questionnaire was administered to evaluate these relationships, and statistical analyses like regression, correlation, and reliability tests were used. The results showed that while job demands, work-life conflict, and job stress positively correlated with each other, job demands did not significantly impact job performance. Job stress was found to negatively impact job satisfaction, which in turn increased turnover intention and burnout. Organizational commitment also positively correlated with job satisfaction. The study
1. Middle managers can both support and resist strategic change. They may resist due to factors like uncertainty about new roles and workflows, disruption of routines, or threats to status and career. They support changes when given training, involvement in decision-making, and assurances about job security.
2. The document discusses several case studies of change resistance and reviews theories like Lewin's force field analysis. It also outlines strategies to gain middle manager support like creating urgency, communicating benefits, and managing stress from increased responsibilities.
3. Overall, the document analyzes the reasons middle managers resist or support strategic change and identifies measures organizations can take to facilitate change adoption.
1) The document analyzes strategic changes at Rowling Energy between 2014-2016 using three frameworks: the Change Kaleidoscope, Cultural Web, and Kotter's 8 Step Change Model.
2) Under former CEO Samson Steele, Rowling Energy had an autocratic culture with top-down decision making. Steele favored former employees of Bantam Power. New CEO Jay Jameson implemented a collaborative leadership style and bottom-up structure to change the culture.
3) Using Kotter's model, Jameson created a sense of urgency, formed a guiding coalition, and created a vision of innovation and customer focus to transform Rowling Energy's culture.
Formation of organizational citizenship behaviors in students employed in uni...AlFajrQuraan
This document summarizes a study that examined how manager and coworker behaviors influence the development of organizational citizenship behaviors (OCBs) in student employees of university dining services. The study found that managers and coworkers demonstrating OCBs towards individuals was positively related to students also exhibiting individual-oriented OCBs. It also found that certain transformational leadership behaviors by managers indirectly led to students demonstrating organization-oriented OCBs. Additionally, there was a weak but significant negative relationship between students' OCBs and their intent to leave their job.
1. The study explored the influence of occupational stress and organizational climate on job satisfaction of managers and engineers at Indian Oil Corporation Limited in India.
2. The results found no significant difference in job satisfaction between managers and engineers, but found that managers perceived a more favorable organizational climate and lower occupational stress than engineers.
3. Higher-income managers reported greater job satisfaction than lower-income managers, but income had no influence on job satisfaction levels among engineers.
Advanced research methods research paperAlFajrQuraan
This document discusses a study examining the impact of negative workplace gossip by employees about their supervisor on the supervisor's perception of a psychological contract breach. It proposes that negative gossip threatens the supervisor's self-esteem, leading to perceived breach of the implicit obligations between employee and supervisor. The study will test whether self-affirmation by supervisors can reduce this effect by buffering threats to self-esteem. It outlines hypotheses, a research model, and methodology including field and experimental studies to collect data from supervisors and employees to test the relationships between negative gossip, self-esteem, perceived breach, and the moderating role of self-affirmation.
This document summarizes a research study that examined the impact of employee layoffs. The study investigated: 1) the effect of layoffs on employees' physical and psychological well-being, 2) the impact on employees' commitment to their former employer, 3) coping strategies used by laid-off employees, and 4) job search strategies. The study found that laid-off individuals experience more health problems the longer they are unemployed and have lower commitment to their previous employer. It also found that maintaining control-oriented coping strategies is more effective for job searching and coping with layoffs, and that coping strategies are positively related to the financial resources available.
This document is a special issue of the journal "management revue" focusing on recent developments and future prospects in sustainable human resource management. It contains an introduction by the editors and five research articles on topics related to flexible and sustainable HRM practices. The authors argue that discussions of flexible HRM have generally considered only the positive economic benefits or negative social impacts in isolation. They propose a framework using the concept of sustainable HRM to integrate these perspectives and discuss the paradoxes and tensions between the positive and negative effects of flexible HRM practices.
This document summarizes a study that investigated the causes and impacts of job stress in the banking sector of Pakistan. The study examined how job demands, work-life conflict, and job stress relate to employee job behaviors like job performance and satisfaction, as well as outcomes like turnover intention and burnout. A questionnaire was administered to evaluate these relationships, and statistical analyses like regression, correlation, and reliability tests were used. The results showed that while job demands, work-life conflict, and job stress positively correlated with each other, job demands did not significantly impact job performance. Job stress was found to negatively impact job satisfaction, which in turn increased turnover intention and burnout. Organizational commitment also positively correlated with job satisfaction. The study
1. Middle managers can both support and resist strategic change. They may resist due to factors like uncertainty about new roles and workflows, disruption of routines, or threats to status and career. They support changes when given training, involvement in decision-making, and assurances about job security.
2. The document discusses several case studies of change resistance and reviews theories like Lewin's force field analysis. It also outlines strategies to gain middle manager support like creating urgency, communicating benefits, and managing stress from increased responsibilities.
3. Overall, the document analyzes the reasons middle managers resist or support strategic change and identifies measures organizations can take to facilitate change adoption.
1) The document analyzes strategic changes at Rowling Energy between 2014-2016 using three frameworks: the Change Kaleidoscope, Cultural Web, and Kotter's 8 Step Change Model.
2) Under former CEO Samson Steele, Rowling Energy had an autocratic culture with top-down decision making. Steele favored former employees of Bantam Power. New CEO Jay Jameson implemented a collaborative leadership style and bottom-up structure to change the culture.
3) Using Kotter's model, Jameson created a sense of urgency, formed a guiding coalition, and created a vision of innovation and customer focus to transform Rowling Energy's culture.
Formation of organizational citizenship behaviors in students employed in uni...AlFajrQuraan
This document summarizes a study that examined how manager and coworker behaviors influence the development of organizational citizenship behaviors (OCBs) in student employees of university dining services. The study found that managers and coworkers demonstrating OCBs towards individuals was positively related to students also exhibiting individual-oriented OCBs. It also found that certain transformational leadership behaviors by managers indirectly led to students demonstrating organization-oriented OCBs. Additionally, there was a weak but significant negative relationship between students' OCBs and their intent to leave their job.
1. The study explored the influence of occupational stress and organizational climate on job satisfaction of managers and engineers at Indian Oil Corporation Limited in India.
2. The results found no significant difference in job satisfaction between managers and engineers, but found that managers perceived a more favorable organizational climate and lower occupational stress than engineers.
3. Higher-income managers reported greater job satisfaction than lower-income managers, but income had no influence on job satisfaction levels among engineers.
Advanced research methods research paperAlFajrQuraan
This document discusses a study examining the impact of negative workplace gossip by employees about their supervisor on the supervisor's perception of a psychological contract breach. It proposes that negative gossip threatens the supervisor's self-esteem, leading to perceived breach of the implicit obligations between employee and supervisor. The study will test whether self-affirmation by supervisors can reduce this effect by buffering threats to self-esteem. It outlines hypotheses, a research model, and methodology including field and experimental studies to collect data from supervisors and employees to test the relationships between negative gossip, self-esteem, perceived breach, and the moderating role of self-affirmation.
Does firm volatility affect managerial influenceAlexander Decker
This document discusses how firm volatility may affect managerial influence on firm performance. It develops a theoretical framework drawing from existing literature on group decision-making. The hypothesis is that the effect of managerial ability on firm value differs according to a firm's characteristics like risk and volatility. An empirical analysis tests this hypothesis using data on Korean firms from 1999-2008. Managerial ability is controlled by focusing on those who graduated from top universities. The analysis finds the influence of such managers on Tobin's Q (a measure of firm value) varies interactively with a firm's volatility, market risk, and return variability.
This document summarizes a critical review of the relationship between job satisfaction and organizational citizenship behavior (OCB). It finds that most research has shown a positive relationship between job satisfaction and OCB. Job satisfaction is influenced by both intrinsic and extrinsic factors. When employees are satisfied, they are more likely to display OCB through voluntary helpful behaviors towards colleagues and the organization. While a few studies found no relationship, the majority of evidence suggests higher job satisfaction translates to higher levels of OCB.
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.
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.
This document summarizes literature related to the relationship between human resources (HR) departments and line managers. It discusses 4 aspects presented in the literature: 1) causes of devolving HR responsibilities to line managers, 2) impact on HR and line managers, 3) problems created, and 4) remedies. Key points include that devolution creates both threats and opportunities for HR specialists, and tensions can exist between HR and line managers due to differing views of HR strategies and competencies. Developing high-quality relationships and improving manager competencies are important for addressing issues around devolution.
11.impact of implied organizational support on organizational commitmentAlexander Decker
This document summarizes a study on the relationship between implied organizational support (IOS), which includes job satisfaction, locus of control, and work autonomy, and organizational commitment. The study found that IOS is positively related to affective and normative commitment. Specifically, higher levels of job satisfaction, an internal locus of control, and work autonomy were linked to stronger affective and normative commitment. The document also reviews relevant literature supporting the relationships between these variables and implications for how organizations can enhance employee commitment through supporting IOS.
5.[41 45]impact of implied organizational support on organizational commitmentAlexander Decker
This document summarizes a study on the relationship between implied organizational support (IOS), which includes job satisfaction, locus of control, and work autonomy, and organizational commitment. The study found that IOS is positively related to affective and normative commitment. Specifically, higher levels of job satisfaction, an internal locus of control, and work autonomy can increase employees' affective and normative commitment to an organization. The document also reviews relevant literature supporting the relationships between these variables and discusses implications for managers to promote employee commitment through supporting autonomy, satisfaction, and internal locus of control.
This document summarizes a research study on how organizational dreaming by employees affects their job performance and commitment to the organization. The study analyzed survey responses from 184 IT employees in India. Key findings include: 1) Managing employees' organizational dreams positively impacts their job fit and commitment. 2) Employees' perceptions of organizational support are shaped by how their dreams align with the organization. 3) Interacting with employees' organizational dreams and adjusting the workplace enhances their job contributions. The study concludes interactive approaches are needed to align employee dreams with organizational goals to maximize human resource potential.
This document summarizes a research study on how organizational dreaming by employees affects their work performance and contributions to the organization. The study analyzed survey responses from 184 IT employees in India. Key findings include: 1) Managing employees' organizational dreams positively impacts their job fit and commitment; 2) Employees' perceptions of organizational support are shaped by how their dreams align with the organization; 3) Social relations and learning attitudes in the workplace are linked to how employees' dreams are addressed. The study concludes organizational dreaming is natural and employers should understand employees' impressions to maximize occupational contributions over the long run.
This document summarizes a research study on how organizational dreaming by employees affects their work performance and contributions to the organization. The study analyzed survey responses from 184 IT employees in India. Key findings include: 1) Managing employees' organizational dreams positively impacts their job fit and commitment; 2) Employees' perceptions of organizational support are shaped by how their dreams align with the organization; 3) Social relations and learning attitudes in the workplace are linked to how employees' dreams are addressed. The study concludes organizational dreaming is natural and employers should understand employees' impressions to maximize occupational contributions over the long run.
This study examined the mediating effect of role ambiguity on the relationship between job stress and employee commitment among staff at deposit money banks in Southwest Nigeria. A survey was conducted with 308 bank staff responding. Regression and Sobel tests were used to analyze the data. The results showed that both job stress and role ambiguity significantly affected employee commitment. The study concluded that role ambiguity and job stress statistically influence employee commitment at the deposit money banks in Southwest Nigeria.
Effect of occupational stress on executives leadership stylesAlexander Decker
This study examined the relationship between occupational stress and leadership styles among 388 executives at a public sector organization in Tamil Nadu, India. Two assessment tools were used to measure occupational stress levels and leadership styles. Correlation analysis found that higher levels of occupational stress were positively correlated with coercive and authoritative leadership styles, but negatively correlated with affiliative, democratic, pace-setting, and coaching styles. Chi-square tests also confirmed an association between stress levels and leadership styles. The results suggest that occupational stress influences leadership style, making executives more likely to adopt coercive or authoritative styles and less likely to adopt collaborative styles when under higher stress.
11.effect of occupational stress on executives leadership stylesAlexander Decker
This study examined the relationship between occupational stress and leadership styles among 388 executives at a public sector organization in Tamil Nadu, India. Two assessment tools were used to measure occupational stress levels and leadership styles. Correlation analysis found that higher levels of occupational stress were positively correlated with coercive and authoritative leadership styles, but negatively correlated with affiliative, democratic, pace-setting, and coaching styles. Chi-square tests also confirmed an association between stress levels and leadership styles. The results suggest that occupational stress influences leadership style, making executives more likely to adopt coercive or authoritative styles and less likely to adopt collaborative styles when under higher stress.
ble, accommodation of cultural differences personality, the
use of sound
This article discusses three major gaps be- in employee attitudes and job satisfaction selection
tween HR practice and scientific research on will help organizations enhance employee methods and a
employee attitudes and job satisfaction: (1) attitudes and performance. good match
the causes of employee attitudes, (2) the re- between
sults of positive or negative job satisfaction, Gap 2—The Results of Positive or employees and
and (3) how to measure and influence em- jobs will ensure
Negative Job Satisfaction people are
ployee attitudes. The causes of employee at- selected and
Measurement of tact necessary to prevent industrial disputes leading to loss ...IAEME Publication
This document summarizes an article from the International Journal of Management that examines measuring the level of tact necessary to prevent industrial disputes in South Bengal, India. The study collected data from five sample industries and analyzed it both manually and electronically. The hypothesis considers routes to resolution such as conciliation, mediation, arbitration, and intervention. The findings indicate management of tact has a functional relationship with factors like motivation/demotivation of employers, employees, and union leaders, as well as individual and organizational factors applicable to them.
Distortions in performance appraisals and employee perceptions of fairness in...Shantanu Basu
This document discusses distortions in performance appraisals and their impact on employee motivation. It puts forth 5 main propositions:
1) Intrinsic motivation is generally a stronger driver for public employees than extrinsic rewards.
2) For extrinsic motivators to be effective, there needs to be a transparent link between performance and outcomes.
3) Managerial biases like favoritism and personal factors can negatively impact performance evaluations.
4) Incentives are often used as organizational control mechanisms and exacerbate existing biases.
5) Perceptions of unfair treatment have a greater impact on motivation than distributive or procedural unfairness.
The document uses research data and examples to support each proposition
This document discusses factors that influence employee retention in organizations. It identifies the main determinants of employee retention as career development opportunities, supervisor support, work environment, rewards, and work-life policies. Career development helps both organizations and individuals by providing opportunities for growth. Supervisor support is also important for retention as employees are less likely to leave if they have a good relationship with their supervisor. The work environment, including physical and psychosocial factors, impacts employee satisfaction and commitment. Rewards such as pay and bonuses fulfill employee needs and motivate performance. Flexible work-life policies allow a better work-life balance and increase organizational commitment. The document examines each of these factors in more detail and how optimizing them can help organizations retain valuable
Sectoral Comparison of Factors Influencing Job Satisfaction for Telecom and F...Huseyin Kiran
The document analyzes factors influencing job satisfaction in the telecom and finance sectors in Turkey. It conducted surveys of employees in these sectors to assess job satisfaction levels and the importance of various motivators and fringe benefits. The key findings were:
- Employees in the telecom sector reported higher overall job satisfaction than the finance sector.
- Intrinsic factors like the work itself were more satisfying to telecom employees, while finance employees were equally satisfied by intrinsic and extrinsic factors.
- The top satisfying factors for each sector differed, such as coworker relationships for finance and autonomy for telecom.
- Fringe benefits were found to impact job satisfaction levels between the sectors.
This document discusses employee turnover and retention in the hospitality industry. It finds that turnover is influenced by both extrinsic factors like pay and career opportunities, and intrinsic factors like job satisfaction and commitment. A study of 110 hospitality employees in Calicut district, India found that retention positively influences turnover - higher retention predicts lower turnover. Specifically, the study found that retention predicts about 83% of turnover among these employees. Overall the document examines the costs of turnover for organizations and strategies for improving retention.
Does firm volatility affect managerial influenceAlexander Decker
This document discusses how firm volatility may affect managerial influence on firm performance. It develops a theoretical framework drawing from existing literature on group decision-making. The hypothesis is that the effect of managerial ability on firm value differs according to a firm's characteristics like risk and volatility. An empirical analysis tests this hypothesis using data on Korean firms from 1999-2008. Managerial ability is controlled by focusing on those who graduated from top universities. The analysis finds the influence of such managers on Tobin's Q (a measure of firm value) varies interactively with a firm's volatility, market risk, and return variability.
This document summarizes a critical review of the relationship between job satisfaction and organizational citizenship behavior (OCB). It finds that most research has shown a positive relationship between job satisfaction and OCB. Job satisfaction is influenced by both intrinsic and extrinsic factors. When employees are satisfied, they are more likely to display OCB through voluntary helpful behaviors towards colleagues and the organization. While a few studies found no relationship, the majority of evidence suggests higher job satisfaction translates to higher levels of OCB.
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.
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.
This document summarizes literature related to the relationship between human resources (HR) departments and line managers. It discusses 4 aspects presented in the literature: 1) causes of devolving HR responsibilities to line managers, 2) impact on HR and line managers, 3) problems created, and 4) remedies. Key points include that devolution creates both threats and opportunities for HR specialists, and tensions can exist between HR and line managers due to differing views of HR strategies and competencies. Developing high-quality relationships and improving manager competencies are important for addressing issues around devolution.
11.impact of implied organizational support on organizational commitmentAlexander Decker
This document summarizes a study on the relationship between implied organizational support (IOS), which includes job satisfaction, locus of control, and work autonomy, and organizational commitment. The study found that IOS is positively related to affective and normative commitment. Specifically, higher levels of job satisfaction, an internal locus of control, and work autonomy were linked to stronger affective and normative commitment. The document also reviews relevant literature supporting the relationships between these variables and implications for how organizations can enhance employee commitment through supporting IOS.
5.[41 45]impact of implied organizational support on organizational commitmentAlexander Decker
This document summarizes a study on the relationship between implied organizational support (IOS), which includes job satisfaction, locus of control, and work autonomy, and organizational commitment. The study found that IOS is positively related to affective and normative commitment. Specifically, higher levels of job satisfaction, an internal locus of control, and work autonomy can increase employees' affective and normative commitment to an organization. The document also reviews relevant literature supporting the relationships between these variables and discusses implications for managers to promote employee commitment through supporting autonomy, satisfaction, and internal locus of control.
This document summarizes a research study on how organizational dreaming by employees affects their job performance and commitment to the organization. The study analyzed survey responses from 184 IT employees in India. Key findings include: 1) Managing employees' organizational dreams positively impacts their job fit and commitment. 2) Employees' perceptions of organizational support are shaped by how their dreams align with the organization. 3) Interacting with employees' organizational dreams and adjusting the workplace enhances their job contributions. The study concludes interactive approaches are needed to align employee dreams with organizational goals to maximize human resource potential.
This document summarizes a research study on how organizational dreaming by employees affects their work performance and contributions to the organization. The study analyzed survey responses from 184 IT employees in India. Key findings include: 1) Managing employees' organizational dreams positively impacts their job fit and commitment; 2) Employees' perceptions of organizational support are shaped by how their dreams align with the organization; 3) Social relations and learning attitudes in the workplace are linked to how employees' dreams are addressed. The study concludes organizational dreaming is natural and employers should understand employees' impressions to maximize occupational contributions over the long run.
This document summarizes a research study on how organizational dreaming by employees affects their work performance and contributions to the organization. The study analyzed survey responses from 184 IT employees in India. Key findings include: 1) Managing employees' organizational dreams positively impacts their job fit and commitment; 2) Employees' perceptions of organizational support are shaped by how their dreams align with the organization; 3) Social relations and learning attitudes in the workplace are linked to how employees' dreams are addressed. The study concludes organizational dreaming is natural and employers should understand employees' impressions to maximize occupational contributions over the long run.
This study examined the mediating effect of role ambiguity on the relationship between job stress and employee commitment among staff at deposit money banks in Southwest Nigeria. A survey was conducted with 308 bank staff responding. Regression and Sobel tests were used to analyze the data. The results showed that both job stress and role ambiguity significantly affected employee commitment. The study concluded that role ambiguity and job stress statistically influence employee commitment at the deposit money banks in Southwest Nigeria.
Effect of occupational stress on executives leadership stylesAlexander Decker
This study examined the relationship between occupational stress and leadership styles among 388 executives at a public sector organization in Tamil Nadu, India. Two assessment tools were used to measure occupational stress levels and leadership styles. Correlation analysis found that higher levels of occupational stress were positively correlated with coercive and authoritative leadership styles, but negatively correlated with affiliative, democratic, pace-setting, and coaching styles. Chi-square tests also confirmed an association between stress levels and leadership styles. The results suggest that occupational stress influences leadership style, making executives more likely to adopt coercive or authoritative styles and less likely to adopt collaborative styles when under higher stress.
11.effect of occupational stress on executives leadership stylesAlexander Decker
This study examined the relationship between occupational stress and leadership styles among 388 executives at a public sector organization in Tamil Nadu, India. Two assessment tools were used to measure occupational stress levels and leadership styles. Correlation analysis found that higher levels of occupational stress were positively correlated with coercive and authoritative leadership styles, but negatively correlated with affiliative, democratic, pace-setting, and coaching styles. Chi-square tests also confirmed an association between stress levels and leadership styles. The results suggest that occupational stress influences leadership style, making executives more likely to adopt coercive or authoritative styles and less likely to adopt collaborative styles when under higher stress.
ble, accommodation of cultural differences personality, the
use of sound
This article discusses three major gaps be- in employee attitudes and job satisfaction selection
tween HR practice and scientific research on will help organizations enhance employee methods and a
employee attitudes and job satisfaction: (1) attitudes and performance. good match
the causes of employee attitudes, (2) the re- between
sults of positive or negative job satisfaction, Gap 2—The Results of Positive or employees and
and (3) how to measure and influence em- jobs will ensure
Negative Job Satisfaction people are
ployee attitudes. The causes of employee at- selected and
Measurement of tact necessary to prevent industrial disputes leading to loss ...IAEME Publication
This document summarizes an article from the International Journal of Management that examines measuring the level of tact necessary to prevent industrial disputes in South Bengal, India. The study collected data from five sample industries and analyzed it both manually and electronically. The hypothesis considers routes to resolution such as conciliation, mediation, arbitration, and intervention. The findings indicate management of tact has a functional relationship with factors like motivation/demotivation of employers, employees, and union leaders, as well as individual and organizational factors applicable to them.
Distortions in performance appraisals and employee perceptions of fairness in...Shantanu Basu
This document discusses distortions in performance appraisals and their impact on employee motivation. It puts forth 5 main propositions:
1) Intrinsic motivation is generally a stronger driver for public employees than extrinsic rewards.
2) For extrinsic motivators to be effective, there needs to be a transparent link between performance and outcomes.
3) Managerial biases like favoritism and personal factors can negatively impact performance evaluations.
4) Incentives are often used as organizational control mechanisms and exacerbate existing biases.
5) Perceptions of unfair treatment have a greater impact on motivation than distributive or procedural unfairness.
The document uses research data and examples to support each proposition
Distortions in performance appraisals and employee perceptions of fairness in...
Similar to Realizing the three tenets of Strength Maintenance by focusing on two: The impact of recruiting practices and attrition management on long-term employee retention.
This document discusses factors that influence employee retention in organizations. It identifies the main determinants of employee retention as career development opportunities, supervisor support, work environment, rewards, and work-life policies. Career development helps both organizations and individuals by providing opportunities for growth. Supervisor support is also important for retention as employees are less likely to leave if they have a good relationship with their supervisor. The work environment, including physical and psychosocial factors, impacts employee satisfaction and commitment. Rewards such as pay and bonuses fulfill employee needs and motivate performance. Flexible work-life policies allow a better work-life balance and increase organizational commitment. The document examines each of these factors in more detail and how optimizing them can help organizations retain valuable
Sectoral Comparison of Factors Influencing Job Satisfaction for Telecom and F...Huseyin Kiran
The document analyzes factors influencing job satisfaction in the telecom and finance sectors in Turkey. It conducted surveys of employees in these sectors to assess job satisfaction levels and the importance of various motivators and fringe benefits. The key findings were:
- Employees in the telecom sector reported higher overall job satisfaction than the finance sector.
- Intrinsic factors like the work itself were more satisfying to telecom employees, while finance employees were equally satisfied by intrinsic and extrinsic factors.
- The top satisfying factors for each sector differed, such as coworker relationships for finance and autonomy for telecom.
- Fringe benefits were found to impact job satisfaction levels between the sectors.
This document discusses employee turnover and retention in the hospitality industry. It finds that turnover is influenced by both extrinsic factors like pay and career opportunities, and intrinsic factors like job satisfaction and commitment. A study of 110 hospitality employees in Calicut district, India found that retention positively influences turnover - higher retention predicts lower turnover. Specifically, the study found that retention predicts about 83% of turnover among these employees. Overall the document examines the costs of turnover for organizations and strategies for improving retention.
Emotional Intelligence (EI) Quotient-based Psychological Contract Impact on E...IJAEMSJORNAL
Research relates to investigating association of emotional intelligence with employee’s satisfaction, whether it safeguard the relationship between employee and employer, whether it effects on employee’s satisfaction, fairness perception, promotion and privileges. In hypothesis 1, emotional intelligence effects on employee’s satisfaction based psychological contract. In hypothesis 2, emotional intelligence effects on fairness perception based psychological contract. In hypothesis 3, emotional intelligence effects on promotion and privileges based psychological contract. Quantitative method applied in this study and distributed questionnaires for data collecting in four different mobile companies, 100 from private sector and 100 from public sector.
This document summarizes research examining the relationships between job satisfaction, organizational commitment, and turnover intention. It reviews literature showing that job satisfaction is positively related to affective and normative commitment but negatively related to continuance commitment. Higher job satisfaction also leads to lower turnover intention. The document presents a conceptual model where job satisfaction influences the three dimensions of organizational commitment (affective, continuance, normative), which in turn impact turnover intention. A study was conducted to test this model among employees of a Turkish manufacturing company.
This document provides an introduction and background to a study on the relationship between flexible work arrangements, specifically telecommuting, and employee job involvement. It discusses previous research that identified individual and organizational determinants of job involvement. While some studies have looked at how factors like gender and tenure influence job involvement, little research has examined the impact of work arrangements. The objective of this study is to determine whether telecommuting affects employee job involvement levels and whether tenure, age or gender influence job involvement. It aims to address gaps in understanding how work arrangements may impact an important work attitude.
This document reviews literature on the topic of employee satisfaction. It discusses how employee satisfaction has been extensively researched and is important for employee well-being, productivity, retention, and organizational success. The literature shows job satisfaction is influenced by factors like pay, benefits, communication, motivation, and justice. Studies also link job satisfaction to productivity, absenteeism, turnover, and performance. However, few studies have examined job satisfaction specifically in Indian public sector organizations, particularly in the power transmission sector.
This document summarizes the findings of three surveys from 1997 to 2000 on work/life balance strategies in Australian organizations. The surveys found that the most common work/life balance strategies offered were part-time work, study leave, flexible hours, and working from home occasionally. However, employee usage of available strategies lagged behind implementation, with only 6% of organizations reporting over 80% employee usage. Major barriers to effective work/life balance included an organizational culture that rewards long hours over other commitments, unsupportive work environments for those with external commitments, and lack of management support. While some strategies have been adopted, substantial challenges remain in fully implementing and managing work/life balance.
This document summarizes several studies on employee satisfaction and related concepts. It discusses factors that influence employee satisfaction such as job security, compensation, benefits, promotion opportunities, and work environment. It also examines the relationship between employee satisfaction and outcomes like motivation, performance and loyalty. Several models and frameworks for understanding job satisfaction are reviewed. Measures of job satisfaction, such as the Job Descriptive Index and Minnesota Satisfaction Questionnaire, are also summarized.
A study on organisational citizenship behaviour and organisational commitmenIAEME Publication
This study examined the relationship between organizational citizenship behavior (OCB) and organizational commitment among employees. It found a moderate level of citizenship behavior but a low level of organizational commitment. There was a significant positive relationship between OCB and organizational commitment, such that higher levels of commitment were associated with increased citizenship behaviors by employees that benefit the organization. The study utilized surveys to assess OCB and commitment among 120 employees of an Indian energy company.
The document summarizes a study that examined job satisfaction and burnout among Greek bank employees. 230 bank employees completed questionnaires measuring their job satisfaction using the Employee Satisfaction Inventory (ESI) and job burnout using the Maslach Burnout Inventory (MBI). The results showed that Greek bank employees reported high levels of both job satisfaction and job burnout. A strong negative correlation was also found between job satisfaction and burnout. The study provides insight into how Greek bank employees experience their work, but further research is needed to better understand job satisfaction and burnout in the Greek population.
This document provides a theoretical analysis of work-life balance as a tool for employee satisfaction and retention. It establishes the concepts of retention and employee satisfaction, and links them through empirical research. It defines work-life balance and discusses its historical context. The document argues that organizations can increase employee life satisfaction through work-life balance programs, creating a positive spill-over effect on job satisfaction. This can help with retention by increasing productivity and job satisfaction while reducing turnover intentions. Challenges to implementing work-life balance are also discussed.
Factors affecting employee retention a comparative analysisAlexander Decker
1) The document analyzes factors affecting employee retention at two heavy engineering organizations in India.
2) It identifies three key factors for retention at each organization through a factor analysis of a questionnaire completed by 100 middle managers.
3) The factors influencing retention differed between the organizations, suggesting retention strategies must consider the unique context of each company.
11.factors affecting employee retention a comparative analysisAlexander Decker
1) The document discusses factors affecting employee retention in two heavy engineering organizations in India.
2) It identifies three key factors for retention in each organization based on surveys of 100 middle managers: competence/relationships, scholastic/future focus, and development/rewards for the first organization and relationship focus, competence/scholastic focus, and rewards for the second.
3) The results indicate these factors play an important role in retention strategies and what middle managers value, though the specific factors differ between similar organizations.
An empirical review of Motivation as a Constituent to Employees' Retentioninventy
This study investigated the link between motivation and retention and the effect of motivation on retention at different organisational levels. The research linked motivation and high job satisfaction to explore strategies that help in employees' retention and why public sector employees leave with particular reference to Federal Medical Centre (FMC) Owerri. This was achieved by collecting primary data from Federal Medical Centre (FMC) on non-clinical staff/employees (managers and non-managers and secondary data from published materials and the hospital's human resources (HR) data. The findings were tested using employee motivational attributes to prove that motivation plays a crucial role in enhancing employee retention. Motivation was found to be a core factor that determines the level of employee retention among managers and non-managers within the case study organisation. Specifically, it was found out that employees tend to be motivated if they are subjected to performance-based compensation, recognition for good work, and encouraged to pursue individually fulfilling tasks.
This article discusses three major gaps in practitioner knowledge regarding employee attitudes and job satisfaction: (1) the causes of employee attitudes including dispositional and cultural influences, (2) the results of positive or negative job satisfaction such as impacts on job performance and life satisfaction, and (3) how to measure and influence employee attitudes. The article reviews relevant research studies to examine each gap and provides recommendations to help practitioners better understand and address these issues.
Employee Englightnment Sulphey and BasheerM M Sulphey
an enlightened employee is capable of radiating a positive energy among his peers and colleagues. He creates not only a better surrounding by keeping his actions at par with his words, but also better humans of tomorrow not just limiting to commitment or engagement.
A STUDY OF EMPLOYEES JOB SATISFACTION AND ITS IMPACT ON THEIR PERFORMANCEJennifer Daniel
This document summarizes a study on the relationship between employee job satisfaction and performance. It first defines job satisfaction and outlines its importance for both employees and organizations. It then reviews literature on factors that influence job satisfaction, such as compensation, job security, working conditions, relationships with supervisors, promotion opportunities, and personal variables. The study aims to identify factors that affect job satisfaction and its impact on employee performance. Job satisfaction is found to positively correlate with productivity, customer satisfaction, and negatively correlate with absenteeism and turnover. The document concludes by providing recommendations for improving job satisfaction, such as clear communication, employee training, empowerment, fair compensation, and career development opportunities.
5.[41 45]impact of implied organizational support on organizational commitmentAlexander Decker
This document summarizes a study on the relationship between implied organizational support (IOS), which includes job satisfaction, locus of control, and work autonomy, and organizational commitment. The study found that IOS is positively related to affective and normative commitment. Specifically, higher levels of job satisfaction, an internal locus of control, and work autonomy can increase employees' affective and normative commitment to an organization. The document also reviews relevant literature and presents a conceptual framework of the relationships between IOS, organizational commitment, and organizational outcomes like efficiency and profitability.
DETERMINANTS OF STRESS AND WELL-BEING IN CALL CENTRE EMPLOYEESIAEME Publication
The objective of the present study was to review and identify the factors which
determine stress and well-being in call centre employees. The contemporary available
literature on stress and well-being of call centre employees was identified and
reviewed.
It was explored through review of the literature that there are various job
demands which affects the well-being of the call centre employees such as answering
a number of calls, the variability of customer demands, unusual shift of work hours,
display of unnatural emotions. However there are also some support factors available
in call centre setting such as supervisory and social support which moderates the
effects of work demands on well-being. Future research should investigate employee
wellbeing by taking individual psychological capital such as self-efficacy into
consideration which may affect employees work engagement behaviors.
Similar to Realizing the three tenets of Strength Maintenance by focusing on two: The impact of recruiting practices and attrition management on long-term employee retention. (20)
The DoD Role in Crisis Communication outlines the Georgia National Guard's crisis communication strategy in 5 phases:
1) Shape - Determine messaging goals and key audiences.
2) Anticipate - Prepare communications staff and deliver messaging.
3) Respond - Coordinate imagery and engage media through social media.
4) Operate - Analyze coverage and leverage messages.
5) Transition - Demonstrate transition and community support through imagery.
The strategy aims to align messages across channels and synchronize words, actions, and imagery to provide value to key audiences. Quality communication before a crisis is key to effective crisis communication.
66th Annual Conference of the National Guard Association of Georgia and Georgia Enlisted Association
June 6-8th, 2014
Mariott Evergreen Resort,
Stone Mountain, Ga.
To register visit www.ngaga.org
The Georgia Department of Defense provides military forces to support homeland defense and civil authorities. It has over 11,000 Army Guardsmen and 2,737 Air Guardsmen across 70 armories and regional facilities. The priorities are to defend the homeland, support warfighters, and continuously transform the force. Unique capabilities include the Youth Challenge Academy, Combat Readiness Training Center, Counterdrug Task Force, and 4th WMD Civil Support Team.
The Georgia Army National Guard (GAARNG) consists of over 11,000 soldiers training in more than 57 armories across the state. In 2013, the GAARNG exceeded all federal and state requirements, including deploying and redeploying over 1,400 soldiers to missions in multiple countries. The GAARNG is organized into six major commands and was selected as the 2013 Army Community of Excellence for its business process improvements and support to soldiers and families.
The Northwest Georgia Career Expo will be held on November 14th, 2013 from 9am to 12pm at the Forum in Downtown Rome. Companies can register by providing their company name, contact name, phone number, and email, as well as indicating if they will attend the post-expo Vendor Appreciation Luncheon. Registration information should be sent to Britt Madden Jr.
The document announces a job readiness event to be held on October 8th from 9:00 am to 2:00 pm at Houston County High School in Warner Robins, Georgia. The event will include workshops on marketing yourself using social media, how to succeed at a career expo/job fair, interviewing skills, creating a value-based resume, and job searching after 40. Attendees will learn effective social media usage, career fair preparation and follow up tips, interview best practices, resume optimization strategies, and how to market their extensive experience as mid-career job seekers. For more information, contact David Clay at david.clay@gdol.ga.gov or 478-988-7130.
The document announces a career expo to take place on October 17th from 11:00 am to 3:00 pm at CentralGeorgiaTech in Warner Robins, Georgia. The expo will connect job seekers with local employers to explore career options and achieve career goals. Attendees are encouraged to bring resumes, dress professionally, and be prepared for potential interviews.
The document announces a job readiness event on October 10th from 11am to 4pm at Savannah Tech in Eckburg Auditorium. The event will include workshops on marketing yourself using social media, how to succeed at a career expo/job fair, interviewing skills, creating a value-based resume, and job searching after 40. Attendees will learn skills to help them prepare for and find their dream job. For more information, contact Juanita Simmons at the phone number or email provided.
The document provides contact information for Juanita Simmons regarding a career expo to take place on October 17, 2013 from 1:00p.m. to 5:00 p.m. at the Eckburg Auditorium at SAVANNAH TECH located at 5717 White Bluff Road in Savannah, Georgia.
A career expo will be held on October 17, 2013 from 10:00 a.m. to 2:00 p.m. at the Cunningham Conference Center at Columbus State University in Columbus, Georgia. Attendees should bring resume copies and dress professionally to explore career options and connect with local employers, with the goals of furthering their career and achieving interviews. Anthony Walden can be contacted at 706-321-2609 or anthony.walden@gdol.ga.gov for questions.
The document announces a career expo to take place on October 17, 2013 from 9:00 a.m. to 1:00 p.m. at the U.S. Army Reserve building in Fort Gordon, Georgia. The expo will connect job seekers with local employers and allow attendees to explore career options and potentially achieve their career goals. Attendees are advised to bring resume copies and dress professionally.
This document announces a job readiness event being held at Chattahoochee Technical College on October 3rd from 10am to 2pm. The event will include workshops on marketing yourself using social media, how to succeed at a career expo/job fair, interviewing skills, creating a value-based resume, and job searching after 40. Attendees will learn effective social media usage, career fair best practices, interview preparation, resume optimization, and how to market their experience for positions later in life. The event is free and open to the public, with more information available from the contact provided.
The document announces a career expo to take place on October 17, 2013 from 9:00 a.m. to 1:00 p.m. at Chattahoochee Technical College in Acworth, Georgia. The expo will connect job seekers with local employers to explore career options and achieve career goals. Attendees are advised to bring resumes, dress professionally, and be prepared for potential interviews.
Salaried employees will receive pay for October 8th-15th on October 15th. Hourly employees will only be paid for hours worked September 16th-30th on October 15th. Any furlough hours for October 8th-15th will be deducted from salaried employees' October 31st paycheck. Hourly employees will only be paid for hours worked October 1st-15th on October 31st. Employees can adjust tax withholdings or decrease deferred compensation to lessen the impact of deductions. While on furlough, employees can apply for unemployment benefits but may have to repay if given the option to use paid leave later. The furlough will not affect health insurance coverage but
The 4th annual "Some Gave All" 5K road race will be held on May 11th in Lula, GA in memory of Major Kevin M. Jenrette, who was killed in action in Afghanistan in 2009. The event will include a 5K run, 1-mile Freedom Run, Tot Trot for children, and possibly a "Ranger Buddy Run" challenge run. Proceeds will benefit the Georgia National Guard Family Support Foundation in Major Jenrette's memory.
The Georgia Department of Defense provides military forces to support homeland defense and civil authorities with the governor's consent. Its vision is to be a strong, innovative, and interagency-focused organization that offers opportunities for members to realize their potential through service. Its priorities are defending the homeland, supporting war-fighters, and continuously transforming the force. Its goals are to care for members and families, maintain integrity and accountability, tell members' stories, enhance community partnerships, and continuously improve through preparation and shaping the future. Its focus is on ready units and families, competent leaders, seamless connectivity, balanced contributions, and a high quality of life.
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
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[To download this presentation, visit:
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This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
[To download this presentation, visit:
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This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
Starting a business is like embarking on an unpredictable adventure. It’s a journey filled with highs and lows, victories and defeats. But what if I told you that those setbacks and failures could be the very stepping stones that lead you to fortune? Let’s explore how resilience, adaptability, and strategic thinking can transform adversity into opportunity.
The Steadfast and Reliable Bull: Taurus Zodiac Signmy Pandit
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The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
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Top 10 Free Accounting and Bookkeeping Apps for Small BusinessesYourLegal Accounting
Maintaining a proper record of your money is important for any business whether it is small or large. It helps you stay one step ahead in the financial race and be aware of your earnings and any tax obligations.
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The Genesis of BriansClub.cm Famous Dark WEb Platform
Realizing the three tenets of Strength Maintenance by focusing on two: The impact of recruiting practices and attrition management on long-term employee retention.
1. Realizing the three tenets of Strength Maintenance by focusing on
two: The impact of recruiting practices and attrition management
on long-term employee retention.
by
LTC Peter C. VanAmburgh, EdD
In post-September 11th America, commonly referred to as the
post-911 period, tremendous organizational and personnel challenges
have emerged in the Reserve Components (RC) of the United States
Army. The Army National Guard (ARNG) is the largest RC of the Army
and has a long-standing history of service to the country during times of
peace and conflict. However, not since World War II have such
monumental requirements been levied onto our citizen soldiers as in the
Global War on Terrorism (GWOT). Mobilizations of ARNG soldiers for
Operations Enduring Freedom (OEF), Iraqi Freedom (OIF), and Noble
Eagle (ONE) have exceeded 200,000 guardsmen and women (Deblois,
2004). The GWOT is an enormous long-term commitment for the ARNG
and it is likely that activations will exceed the 350,000 Endstrength (ES)
by mobilizing members one, two or three times during a career. This
potential commitment far exceeds the pre-911 paradigm of ARNG part-
time service and turnover is feared to present a potentially
insurmountable challenge to future staffing of ARNG units.
2. The process of continuous ES management in ARNG organizations
is referred to as Strength Maintenance (SM). In the post-911 period, SM
has become a primary focus for leaders at all levels to ensure ARNG
units are assigned the personnel necessary to meet the nation’s security
needs at home and abroad (Shultz, 2004). The ARNG SM philosophy
involves three tenets: recruiting, attrition management, and retention.
Recruiting is the first element of staffing and involves the identification,
selection and accession of members into the organization. Attrition
management is the inculcation process into the ARNG and ensuring
members meet their first-term of service obligations. Retention involves
keeping qualified soldiers in the organization. In sum, one tenet of the
ARNG SM philosophy is focused on accession (recruiting) with the
remaining two focused on reducing turnover (attrition management and
retention) (NGR 601-1, 2003).
Recruiting and retention recently emerged as the number one
employment issue facing 52% of employers surveyed by RewardsPlus of
America (Langan, 2000). The primary agencies called to fill unit
personnel vacancies and retain members of ARNG units are the
Recruiting and Retention Battalions (RRB’s) of each state (NGR 601-1,
2003). Combining the notion of corporate recruiting and employee
retention is well documented (Brownson & Harriman, 2000; Flynn &
Gillian, 1994; Langan 2000; Kenkel, 1997; ). Clearly the concepts are not
limited to the ARNG, but in a resource constrained environment with the
2
3. GWOT at hand, what is the focus: recruiting or retention? Which tenet of
the SM philosophy is the priority for members of the state RRB’s? And,
what does the research infer about the concepts of recruiting and its
impact on retention of personnel? This research project will attempt to
ascertain the answers by exploring the themes found in the literature
regarding employee recruiting and retention. The study will also attempt
to recommend the best focus for RRB personnel to impact the SM
posture of their states.
Factors Influencing Turnover
In the ARNG, attrition management and retention are tenets
focused on reducing turnover. A common definition of turnover “is the
rotation of workers around the labor market; between firms, and
occupations; and between states of employment and unemployment”
(Burgess, 1998). While planned member turnover can be healthy for
organizations, voluntary employee departures are generally characterized
as undesirable, disruptive and costly to organizations (Buck & Watson,
2002).
In the last two decades talented workers have shown a willingness
to abandon their job when it is economically convenient (Abbasi &
Hollman, 2000). Several studies have suggested that high and low
performers are generally more likely to leave while average performers are
more likely to remain (Jackofsky, 1984; Trevor, Gerhart & Boudreau,
1997; Williams & Livingstone, 1994). One can generally conclude that
3
4. turnover can be either functional or dysfunctional from the perspective of
who is departing the organization (Boudreau, 1991; Boudreau & Berger,
1985; Hollenbeck & Williams, 1986; Trevor, 2001). While some losses
may be regarded as positive (functional) for an organization as in poor
performer departures, the loss of talented performers can be
characterized as negative (dysfunctional) turnover.
The loss of high performers is a particularly crucial matter for
organizations (Sturman, Trevor, Boudreau & Gerhart, 2003). Oftentimes
the most talented employees will voluntarily part the organization in
disproportionate numbers over other performance groups (Abbasi &
Hollman, 2000). Both technical and institutional knowledge can be lost
in dysfunctional turnover resulting in damage to organizational
effectiveness. Several studies have concluded that dysfunctional turnover
correlates with a decline in morale and productivity among employees
who remain (O’Reilly, Caldwell, & Barnett, 1989; Sheehan 1993).
Additionally, institutions are often forced to commit substantial
resources to replacement efforts (Buck & Watson, 2002). The challenge
for organizations is to manage turnover in a way that allows functional
losses but reduces dysfunctional departures.
Job Satisfaction
Why employees voluntarily part from organizations has been widely
studied in an effort to find opportunities for improved productivity and
organizational commitment, lower absenteeism and turnover, and
4
5. increase organizational effectiveness (Ellickson, 2002). Job satisfaction
has been a focal concept in the quest to understand employee
productivity and related concepts (Agho, Price & Mueller, 1992). Job
satisfaction can be summated as “the extent to which employees like
their work” (Agho, Price & Mueller, 1992). A body of research has
concluded that job satisfaction may assist in explaining identification
with organizations (commitment), unscheduled absences from work
(absenteeism), and membership fluctuations (turnover) (Brooke & Price,
1989; Micheals & Spector, 1982; Mobley, Horner & Hollingsworth, 1978;
Mowday, Porter & Steers, 1982; Mueller & Price, 1990). However, several
researchers have questioned the importance of job satisfaction to
productivity (Iaffaldano & Muchinsky, 1985) and its relationship with
absenteeism is not well-established (Nicholson, Brown & Chadwick-
Jones, 1976). Nevertheless, job satisfaction does appear to assist in
understanding the major themes associated with employee turnover.
Several authors have concluded that an employee’s autonomy to
make decisions related to the work has a positive impact on job
satisfaction, while routinization of tasks appears to negatively affect job
satisfaction (Agho, Price & Mueller, 1992). Work group cohesion, the
extent that close friendships exist in immediate work teams, also appears
to influence job satisfaction (Jones & James, 1979; James & Jones,
1992). While these studies looked at various aspects of the work and
5
6. environment, other research has been conducted concerning individual
personality variables to explain job satisfaction.
Attitudinal predisposition is a personality variable based on an
individuals general affect, or liking, of aspects of the work or
environment. Positive affectivity refers to a person’s predisposition to be
happy across time and situations while negative affectivity is a
predisposition to experience discomfort across time and situations
(Watson, Pennebaker & Folger, 1987). In essence, employees who are
predisposed to be happy over time and situations are more likely to have
higher job satisfaction that those who are predisposed to negative
affectivity. The ability to differentiate individual predisposition and job
satisfaction determinants has been a point of dissention among scholars.
However, Agho, Price & Mueller (1992) have found evidence that job
satisfaction and affectivity are separate variables easily discerned by
organizational members and therefore should be viewed as such. Agho,
Price & Mueller’s (1992) research suggests an individual’s affectivity
predisposition may help explain long-term job satisfaction ratings.
Organizational Commitment
Another part of the literature concerning employee retention
involves the concept of organizational commitment. Meyer & Allen (1997)
define organizational commitment as a “psychological state that (a)
characterizes the employees relationship with the organization, and (b)
has implications for the decision to continue membership in the
6
7. organization.” Organizational commitment is distinctly different from the
variable of job satisfaction in both affectivity and episode. Mowdays,
Steers & Porter (1979) describe the distinction:
As an attitude, commitment differs from the concept of job
satisfaction in several ways. To begin with, commitment as a construct is
more global, reflecting a general affective response to the organization as
a whole. Job satisfaction, on the other hand, reflects one’s response
either to one’s job or to certain aspects of one’s job. Hence, commitment
emphasizes attachment to the employing organization, including its goals
and values, while satisfaction emphasizes the specific task environment
where an employee performs his or her duties.
In addition, organizational commitment should be somewhat more
stable over time than job satisfaction. Although day-to-day events in the
work place may affect an employee’s level of job satisfaction, such
transitory events should not cause and employee to seriously reevaluate
his or her attachment to the organization. (p.226)
Three constructs are associated with the review of organizational
commitment: affective, continuance, and normative levels of
commitment. Affective commitment is an employee’s emotional
attachment to an organization. Continuance is derived from the
perceived cost of disassociation from an organization and normative
commitment refers to an individual’s feeling of obligation to remain with
an organization (Meyer & Allen, 1991).
Several researchers have indicated that a positive correlation exists
between an employee’s level of commitment to an organization and their
desire to stay (Mathieu & Zajac, 1990; Steers, 1977). Miller (1996)
suggested that an employee’s decision to remain with an organization is
largely based on their level of commitment. Additionally, organizational
commitment has been demonstrated to have a negative correlation with
7
8. employee turnover – as turnover increases, organizational commitment
decreases (Cotton & Tuttle, 1986). Organizational commitment also
appears to be an antecedent to an employee’s intent to leave the
workplace (Tett & Meyer, 1993).
Hiring Practices
Hiring practices emerge as an important part of the research
concerning recruiting and subsequent retention of employees. A
consistent theme in the literature is that organizations can reduce
turnover by utilizing appropriate selection processes (Buck & Watson,
2002). Inadequate hiring processes are both costly in actual accession
expenditures and follow-on turnover (Abbasi & Hollman, 2000).
The first element of the hiring process is identifying the
appropriate person for employment. Several authors have suggested that
the quality of applicant is an antecedent to potential turnover (Kenkel,
1997; ). For military employment, the classification of applicants for
service is scored using the Armed Services Vocational Aptitude Battery
(ASVAB). The ASVAB categorizes applicants into aptitude Categories
(CAT) I to IV. There is significant statistical evidence that a high
classification category (CAT I to IIIA) translates into high trainability.
There is additional evidence that high school diploma recipients are more
likely to successfully complete Initial Entry Training (IET) and their first
term of service. Therefore the quality of the applicant, CAT I to IIIA with a
high school diploma, benefits the service by their potential for completion
8
9. of training and reduced turnover (Knowles, Parlier, Hoscheit, Ayer,
Lyman, & Fancher, 2002).
Several studies have examined and found that “truth in recruiting”
appears to lower post-hire turnover (Premack & Wanous, 1985). Evidence
exists that realistic expectancies communicated during the recruiting
process may improve retention of employees (Wanous, 1989). The
examination of expectancies and their impact on employee motivation
and satisfaction can be found in the tenets of Expectancy theory.
Expectancy theory is based on the premise that an act will be
followed by an outcome (Vroom, 1964). Yeatts & Hyten (1998) identify the
three components of expectancy theory as:
1. Expectancy or degree of confidence a person has with
regard to his or her ability to successfully accomplish the
desired behavior.
2. Instrumentality or the degree of confidence a person has
that if the behavior is performed successfully he or she will
be rewarded appropriately.
3. Valence or the value a person places on the expected rewards.
(p. 63)
The model assumes that people will be motivated and exhibit
behaviors based on the expectancies of the outcome of their actions. The
strength of their motivation and the influence on their behavior is linked
to the value assigned or perceived of the outcome. The value, or valence,
is directly related to the preference or needs of the individual (Vroom,
1964; Campbell, Dunnette, Lawler & Wieck, 1970).
9
10. When expectancy theory is applied to the hiring process, an
applicant’s motivation for employment is likely based on the expectancies
formed through communication with the recruiter. The valence of
employment and the rewards (intrinsic and/or extrinsic) become the
impetus for the individual to join and become and organizational
member.
Expectancy theory can be related to both motivation and
satisfaction regarding work activities. A major tenet of expectancy theory
is that while satisfaction may not be derived from meeting expectations,
dissatisfaction is likely to occur if expectations are not met (Campbell
Dunnette, Lawler & Wieck, 1970). For example, an enlistee may contract
with an enlistment bonus to be paid upon the completion of IET. The
valence of the enlistment bonus influences the soldier to exhibit the
desired behavior and complete IET. The soldier completes IET and is paid
the bonus following completion of the requirement. Although the
expectancy of an act (completion of IET) was followed by an outcome (the
payment of the bonus), one cannot predict the soldier’s satisfaction with
the instrumentality. However, if the soldier exhibits behavior with the
expectancy of receiving the bonus immediately following the completion
of IET and the bonus is not forthcoming or paid at all, dissatisfaction
with the system is likely to occur. Expectancy theory is a strong
motivational and satisfaction model. For employers, ensuring realistic
expectations are set by recruiting personnel is likely to assist in reducing
10
11. dissatisfaction among employees and thereby impacting turnover of the
force (Wanous, Poland, Premack & Davis, 1992).
Summary
The literature associated with employee turnover has several
themes important to the discussion of recruiting and retention activities.
First, one must acknowledge that turnover may be considered functional
or dysfunctional depending on who is departing the organization
(Sturman, Trevor, Boudreau & Gerhart, 2003). The focus of retention
efforts should clearly be on top performers to reduce dysfunctional
turnover and the negative outcomes associated with these losses.
To retain employees, three major areas of research emerge that
address the retention phenomenon: job satisfaction, organizational
commitment, and hiring practices. Job satisfaction involves aspects of
the work environment, the work itself and attitudinal predisposition of
affectivity. Organizational commitment involves a more stable concept to
judge long-term retention along several constructs: normative,
continuance, and affective levels of commitment (Meyer & Allen, 1997).
Hiring practices are another area associated with employee retention and
involve specifically targeted applicants of a quality that will likely provide
long-term employment with organizations. Hiring practices also involve
the tenets of expectancy theory regarding the setting of realistic
expectancies of the work and the organization.
11
12. The general theme for employee retention, based on the literature,
can be divided into three interconnected processes. First, hiring practices
involving realistic work expectancies and focused on the accession of
high performance personnel with an attitudinal predisposition for
positive affectivity, will likely reduce dysfunctional turnover. Second, a
program that inculcates new employees using the three constructs of
organizational commitment for reinforcement (including aligning their
personal goals and vision with that of the organization), should improve
long-term employee retention. Finally, employers must be cognizant of
the concept of job satisfaction and strive to improve both the tasks being
performed and the work environment as these factors may assist in
improving long-term organizational commitment and retention of top
performers.
The Recruiting & Retention Battalion (RRB) and
the Recruit Sustainment Program (RSP)
RRB’s are tasked to recruit and retain members of the ARNG to
ensure ES meets or exceeds readiness objectives. The summary in the
previous section provides the major research themes associated with
turnover. When the RRB is viewed in the context of these themes a
question emerges: what influence does the RRB have in the areas of
hiring practices, organizational commitment, and job satisfaction?
As the sole accession authority in the ARNG, the RRB clearly has a
tremendous influence in the hiring methods and practices employed to
12
13. identify and recruit applicants. The research has provided strong
evidence that the quality of accessions is an important part of long-term
retention of employees (Knowles, Parlier, Hoscheit, Ayer, Lymam &
Fancher, 2002). Organizational commitment and job satisfaction, other
key concepts associated with retention, are not so easily influenced by
RRB’s. How can a RRB improve organizational commitment and job
satisfaction among members?
It would appear that major influences on the phenomena of
organizational commitment and job satisfaction generally lie with unit
leadership. Organizational leaders establish the command climate,
structure tasks and the operating environment, and build unit cohesion
(AR 20-1). So, how can the RRB reduce dysfunctional turnover when
arguably the largest element of long-term retention (organizational
commitment and job satisfaction) falls in the purview of organizational
leaders?
An area of emphasis in the literature suggests that organizational
commitment starts with the inculcation of new members into the
organization (Rynes, 1991; Wanous, 1989). New member orientation, or
sponsorship, appears important for meeting initial employment
expectations, socializing new members, and building both affective and
normative levels of commitment. The RRB’s have a key role in the
process of inculcating new members through the RSP.
13
14. The RSP is the first step in the organizational process of attrition
management. It is a model to provide initial employee sponsorship and
prepare Non-prior Service (NPS) recruits for the rigors of IET. The RSP is
designed with a mission to reduce dysfunctional turnover prior to and
during IET.
The RSP provides the RRB the link and ideal forum for beginning
the process of long-term commitment among new members of the
organization. The RRB provides a primary role in the hiring process by
the development of expectations and selection of quality applicants. The
RSP, under the command and control of the RRB, thereby becomes the
initial element of the organization to meet the expectations set in the
recruiting process. By meeting or exceeding enlistment expectations, and
structuring the work tasks and environment to make effective use of
available time and resources, the RSP has an opportunity to impact
initial job satisfaction with the organization. The unity of command (RRB
directing the RSP) provides both a mutually supportive environment and
congruence between what applicants are told and what they experience
as recruits.
The RSP’s unique responsibility to inculcate new members into the
organization is another important element in long-term retention of
soldiers. The period of initial entry into an organization is where early
expectations are met and long-term expectations are developed (Wanous,
Poland, Premack & Davis, 1992). The sponsorship process of the RSP
14
15. should be focused on welcoming new members and aligning their goals
and aspirations with the mission, goals, values and vision of the
organization.
When viewing the three constructs of organizational commitment
and the organization’s ability to influence commitment over a typical 6-
year enlistment, it is clear where the RRB and unit leadership have
ownership. Figure 1.0 is a graphic and prescriptive model displaying the
period of enlistment, ability to influence, and constructs of commitment
most important and prevalent for employee retention.
Figure 1.0 graphs the commitment influence ability of the RRB and
unit leadership. In the first year of enlistment, the RRB has the most
important role in influencing new employee commitment through the
hiring process and the RSP. The key constructs of commitment during
this phase of enlistment are affective and normative commitment. As the
enlistment progresses along the 6-year time horizon, the unit leadership
becomes the primary influence to those elements of commitment. Only in
the latter period does the RRB become involved during the process of
retention interviews. Coinciding with the RRB involvement is the
additional construct of continuance commitment and improving the
knowledge of benefits and other services potentially lost by a soldier who
elects to self select out of the organization (unwilling to extend or
reenlist).
15
16. Figure 1.0 Prescriptive Model of Retention Influence & Organizational
Commitment over a typical 6-year enlistment in the Georgia Army
National Guard
Greater
Commitment
Influence UNIT
Level LEADERSHIP
REC & RET
BATTALION
Lesser
Commitment Continuance
constructs and Normative
importance for
retention Affective
YEAR 1 YEAR 2 YEAR 3-4 YEAR 5-6
TIME
The model in Figure 1.0 is prescriptive in that it displays the most
prevalent commitment construct and the organizational element (RRB or
Unit Leadership) that should take the lead in improving member
commitment during specific periods of a 6-year enlistment. Process
ownership of commitment-focused activities during various portions of
an enlistment is potentially important for developing the three constructs
of commitment for the purpose of reducing dysfunctional employee
turnover.
16
17. The Georgia ARNG RRB Prototype
The RRB of the Georgia ARNG (GAARNG) has developed an action
research model focused on reducing long-term turnover in the force. The
model uses two tenets of SM, recruiting and attrition management, to
improve employee retention. Themes in the research were explored in the
context of ARNG recruiting and retention for application and implications
to reduce turnover. The intent of the prototype program is to apply the
prescriptive model and place ownership, accountability and unity of
command over the tenets of SM that the RRB can significantly influence,
and the same for areas unit commanders can influence.
Georgia’s RRB model is focused on two critical and interrelated
areas involving NPS recruits: hiring practices and organizational
commitment. Unit commanders are given the sole mission of retention of
first term (outside the RSP), obligor and careerist soldiers. RRB recruiting
is centered on improving hiring practices by ensuring the communication
of realistic work expectancies and the accession of high performance NPS
personnel (CAT I to IIIA), preferably with an attitudinal disposition for
positive affectivity. The focus on NPS accessions continues in the RSP,
under the command and control of the RRB.
The RSP is a regionally oriented (five sites, or detachments, in the
state) and standardized program for all NPS recruits enlisted into the
GAARNG. The RSP in Georgia is designed to meet four major objectives:
(1) inculcate, or sponsor, new employees into the Georgia ARNG; (2)
17
18. provide NPS recruits the confidence and capability to be successful
completing IET; (3) develop a base for long term organizational
commitment using the three constructs of commitment for
reinforcement; and (4) meet or exceed enlistment expectations regarding
work tasks and work environment (job satisfaction).
The RSP is commanded by a member of the RRB fulltime staff. The
RSP site NCOIC’s, both Active Guard/Reserve (AGR) and Active Duty
Special Work (ADSW), are physically assigned to each detachment
location to perform unit-level supervisory duties. Support for the RSP is
provided by the RRB staff and production personnel. Production Team
NCOIC’s and their personnel are aligned with particular detachments for
oversight and support. Upon accession in the GAARNG, all NPS recruits
are attached by orders to the closest regional site near their home of
record. NPS soldiers remain attached to their respective detachment until
they have graduated IET and a unit sponsor is available for an official
handover.
The unity of command and congruence between the RRB and RSP
is critical for reducing turnover. An institutionalized check and balance
is immediately available to the RRB commander. The quality and
expectations of the NPS recruit are visible in the RSP. Consequently, the
RSP must meet/or exceed the expectations of the NPS force attached,
prepare them for IET, and begin building long-term commitment.
Variations in recruit quality, ship rates, sponsorship, training, and job
18
19. satisfaction are discernable and correctable under the command and
control of the RRB through the production lines or RSP.
Ultimately the long-term retention of quality soldiers lies in their
individual commitment to the GAARNG. Unit commanders have the task
of reducing turnover in their organizations by building strong teams,
esprit de corps, organizational commitment and staying cognizant of the
work tasks and environment (job satisfaction). Retention is therefore best
left to the unit commanders. The RRB contributes to this tenet by
recruiting quality applicants with realistic expectations of their
assignment and inculcating and preparing them to meet their initial
employment expectations through the RSP.
The clear delineation of responsibility between unit commanders
and the RRB is important for focused effort by each entity. Specific
direction and appropriate standards of accountability should allow for
improved results in each of the three SM tenets: recruiting, attrition
management, and retention. As depicted in the prescriptive model found
in Figure 1.0, the unit command climate and the long-term
organizational commitment necessary for unit-level retention is best
influenced by unit leaders. However, the RRB can contribute to reducing
dysfunctional turnover during the first portion of an enlistment period.
The hiring processes, initial job satisfaction and the start point for
building of organizational commitment among NPS recruits are factors
best influenced by the RRB and RSP. In essence, by the RRB focusing on
19
20. the two tenets of recruiting and attrition management, results may be felt
on the third tenet of retention.
20
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