This academic research paper served as a final evaluation for the senior-level course "Research Methods in Psychology".
The objectives of this project were:
- to conduct an in-depth literature review on a topic of interest in psychology, and
- to design an experimental research study based on this review.
(Data were provided by the instructor and did not reflect measurements obtained in real life).
The document discusses a study examining the influence of corporate culture dimensions on organizational commitment among employees in the Malaysian semiconductor industry. It presents four hypotheses: that communication, training and development, reward and recognition, and teamwork will each positively influence organizational commitment. The study involved a survey of 377 employees across six major semiconductor firms in Malaysia. The results provide empirical evidence on the relationship between aspects of corporate culture and organizational commitment in this context.
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 impact of job characteristics on key attitudesAlexander Decker
This document discusses a study on the impact of job characteristics on the attitudes of faculty members at professional educational institutes. The study examined how factors like promotional opportunities, task variety, pay satisfaction, and professional development related to faculty commitment levels and job satisfaction. A survey of 251 faculty members found that promotional opportunities, task variety, pay, and participation in decision making were positively associated with higher job satisfaction and affective commitment, while participation related to increased normative commitment. The document provides context on factors that influence organizational commitment and job satisfaction, and their relationship to job characteristics.
1. A study was conducted to identify factors that cause staff to feel drained at an educational institution. A survey was administered to staff at Smt Sulochanadevi Singhania School to rate 14 potential factors.
2. The top priorities identified were lack of freedom, confusion at higher levels, repetitive work, and rigid rules/conditions. Other factors included lack of trust, direction, and recognition.
3. When surveyed again after 3 months, some priorities shifted slightly, but the top concerns remained the same. This provided insight into which issues required more attention from leadership.
This document summarizes a research study that examined the influence of person-organization fit and transformational leadership on self-awareness, resilience, and organizational citizenship behavior among lecturers in South Sulawesi, Indonesia. The study found that:
1. Person-organization fit positively influences self-awareness, resilience, and organizational citizenship behavior of lecturers.
2. Transformational leadership positively influences resilience and organizational citizenship behavior of lecturers, but does not influence their self-awareness.
3. Self-awareness positively influences resilience and organizational citizenship behavior of lecturers.
4. Resilience positively influences organizational citizenship behavior of lecturers.
The study recommends that higher education institutions
My dissertation i good very good marks on it i want everyone to look and get the best idea how to get the work done, hope you are gonna love my job, please check chapter 2 and you will get to know how to work on that. I got very good feedback on that from my supervisor too...
- The document discusses a study on the impact of training on worker motivation and job involvement in banks in Pakistan. It analyzes data collected through questionnaires from bank employees in Multan.
- Statistical analysis found a positive relationship between training and both motivation and job involvement. Training explained 28.4% of the variation in motivation and 6.7% of the variation in job involvement.
- The study concludes that training programs help inspire workers and improve their ability to achieve goals in the banking sector. Regular training is important for both employees and organizational performance.
The document discusses a study examining the influence of corporate culture dimensions on organizational commitment among employees in the Malaysian semiconductor industry. It presents four hypotheses: that communication, training and development, reward and recognition, and teamwork will each positively influence organizational commitment. The study involved a survey of 377 employees across six major semiconductor firms in Malaysia. The results provide empirical evidence on the relationship between aspects of corporate culture and organizational commitment in this context.
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 impact of job characteristics on key attitudesAlexander Decker
This document discusses a study on the impact of job characteristics on the attitudes of faculty members at professional educational institutes. The study examined how factors like promotional opportunities, task variety, pay satisfaction, and professional development related to faculty commitment levels and job satisfaction. A survey of 251 faculty members found that promotional opportunities, task variety, pay, and participation in decision making were positively associated with higher job satisfaction and affective commitment, while participation related to increased normative commitment. The document provides context on factors that influence organizational commitment and job satisfaction, and their relationship to job characteristics.
1. A study was conducted to identify factors that cause staff to feel drained at an educational institution. A survey was administered to staff at Smt Sulochanadevi Singhania School to rate 14 potential factors.
2. The top priorities identified were lack of freedom, confusion at higher levels, repetitive work, and rigid rules/conditions. Other factors included lack of trust, direction, and recognition.
3. When surveyed again after 3 months, some priorities shifted slightly, but the top concerns remained the same. This provided insight into which issues required more attention from leadership.
This document summarizes a research study that examined the influence of person-organization fit and transformational leadership on self-awareness, resilience, and organizational citizenship behavior among lecturers in South Sulawesi, Indonesia. The study found that:
1. Person-organization fit positively influences self-awareness, resilience, and organizational citizenship behavior of lecturers.
2. Transformational leadership positively influences resilience and organizational citizenship behavior of lecturers, but does not influence their self-awareness.
3. Self-awareness positively influences resilience and organizational citizenship behavior of lecturers.
4. Resilience positively influences organizational citizenship behavior of lecturers.
The study recommends that higher education institutions
My dissertation i good very good marks on it i want everyone to look and get the best idea how to get the work done, hope you are gonna love my job, please check chapter 2 and you will get to know how to work on that. I got very good feedback on that from my supervisor too...
- The document discusses a study on the impact of training on worker motivation and job involvement in banks in Pakistan. It analyzes data collected through questionnaires from bank employees in Multan.
- Statistical analysis found a positive relationship between training and both motivation and job involvement. Training explained 28.4% of the variation in motivation and 6.7% of the variation in job involvement.
- The study concludes that training programs help inspire workers and improve their ability to achieve goals in the banking sector. Regular training is important for both employees and organizational performance.
The document discusses self-determination theory and related topics covered in a student newsletter. It begins by outlining the learning objectives of the newsletter, which include describing the association between the Job Demand-Resources model and Self-Determination Theory, discussing potential selection issues in the workforce, analyzing research on high quality leader-member exchanges, explaining the concept of internalization through SDT, and providing ways to enhance intrinsic motivation. The document is then divided into sections contributed by different students, each analyzing a topic in more depth and relating it back to concepts from self-determination theory and cited sources. The sections cover the Job Demand-Resources model and motivation, personnel selection issues and social media, and research on leader-member
The Impact Of Compansation Systemand Career Planning On Organizational Commit...inventionjournals
The purpose of the study is to analyse the impact of compensation and career plannng on organzational commitment. This study uses survey method to 113 lecturers as respondents. The data is then processed by multiple regression.The results showed that the Compensation, Career Planning, on Organizational Commitment. It can be concluded to encourage lecturers to do research publication it is necessary to apply the system of compensation based on the performance appraisal system elements of research faculty and careers to include research as compulsory elements that must be met lecturers to improve his career. With the compensation system and a good career planning can ultimately increase organizational commitment.The conclusion of this study is compensated significantly influential on organizational commitment at the 90% confidence level
International Journal of Business and Management Invention (IJBMI)inventionjournals
This study analyzed the effects of organizational culture, job satisfaction, and organizational commitment on lecturer performance at merged private universities in East Java, Indonesia. Data was collected through questionnaires from 325 lecturers and analyzed using Partial Least Square. The findings showed that a strong organizational culture and high job satisfaction did not directly improve performance. However, organizational culture increased organizational commitment, which directly and indirectly improved lecturer performance. Specifically, 3 of the 6 proposed hypotheses were accepted: that strong organizational culture increases organizational commitment; and that high organizational commitment and job satisfaction improve lecturer performance.
Antecedents and consequences of employee engagement a literature reviewIJLT EMAS
An organization always focuses on getting success day
by day. And employees are the major resources of it. Manpower
is now no longer taken as resources , but the capital or asset to
the company . Therefore it is only possible to gain success if it is
having its employees engaged to the company. This study focuses
on various aspects of employee engagement. A descriptive study
is carried on to find out the key drivers to engagement and also
some outcomes of the concept were found out and accordingly a
model is proposed. Results demonstrate that Reward System ,
Job enrichment , Effective leadership ,Scope of advancement &
self-development, Employment security, Self-managed team &
decision making authority are the primary factors that brings
commitment towards the organization. The consequences can be
briefed as increased productivity , profitability and improved
employee turnover. The company where employee are engaged
and satisfied, gains a good perception and attention in the
market.
Effects of Employee Commitment on Academic Performance of Secondary Schools i...paperpublications3
Abstract: Employee commitment always plays a very key role in improving the academic performance. Distinguished performing companies perceive that employee commitment is a premier contributing factor toward maintaining continual success and composing value. A committed employee is participative and energized about their work and performs in an aspect that will progress the organization’s interest. The purpose of this study was to determine the effects of employee commitment on academic performance of secondary schools in Elgeyo- Marakwet County. The objectives of the study were: to determine the effect of emotional commitment of the headteacher on school’s academic performance, to establish the effect of normative commitment of the headteacher on school’s academic performance, to examine the effect of continual commitment of the headteacher on school’s academic performance. The study adopted a census case design that entailed having all the headteachers of all the secondary schools in Elgeyo-Marakwet County as the respondents. The three constructs of employee commitment i.e. the normative, emotional and continuous commitment were treated as the independent variable while academic performance was the dependent variable. Data was analyzed using SPSS and both descriptive and inferential statistics was used. Regression was used to construct models that were used to determine the nature of the relationships between the variables of interest. All the hypothesized relationships developed were found to be statistically significant at level p < 0.05 i.e. emotional commitment (r = 0.401, p < 0.000), continual commitment (r = 0.410, p < 0.000), normative commitment (r = 0.273, p < 0.000) were correlated to academic performance significantly and positively. all the organizational commitment constructs of emotional commitment, continual commitment, and normative commitment have significant positive relationship with academic performance (emotional commitment: β=.258, p-value= 0.000; continual commitment: β= .137, p-value= 0.020; normative commitment: β= .056, p-value= 0.044). The results of this study will form the framework for policy making on the issue of organizational commitment and academic performance.
This document summarizes a study that examined the validity and reliability of an organizational commitment scale. The study measured aspects that can form organizational commitment, which includes affective commitment, continuance commitment, and normative commitment. Survey data from 60 employees at a company in Yogyakarta was analyzed. The results found that all aspects and indicators were valid and reliable in reflecting organizational commitment. Normative commitment had the strongest impact while continuance commitment had the weakest. The measurement model was deemed acceptable.
The primary purpose of this study is to provide a conceptual framework for „student satisfaction‟ in
order to understand and conceptualise the key aspects of the term.
Writekraft Research and Publications LLP was initially formed, informally, in 2006 by a group of scholars to help fellow students. Gradually, with several dissertations, thesis and assignments receiving acclaim and a good grade, Writekraft was officially founded in 2011 Since its establishment, Writekraft Research & Publications LLP is Guiding and Mentoring PhD Scholars.
Our Mission:
To provide breakthrough research works to our clients through Perseverant efforts towards creativity and innovation”.
Vision:
Writekraft endeavours to be the leading global research and publications company that will fulfil all research needs of our clients. We will achieve this vision through:
Analyzing every customer's aims, objectives and purpose of research
Using advanced and latest tools and technique of research and analysis
Coordinating and including their own ideas and knowledge
Providing the desired inferences and results of the research
In the past decade, we have successfully assisted students from various universities in India and globally. We at Writekraft Research & Publications LLP head office in Kanpur, India are most trusted and professional Research, Writing, Guidance and Publication Service Provider for PhD. Our services meet all your PhD Admissions, Thesis Preparation and Research Paper Publication needs with highest regards for the quality you prefer.
Our Achievements:
NATIONAL AWARD FOR BEST RESEARCH PROJECT (By Hon. President APJ Abdul Kalam)
GOLD MEDAL FOR RESEARCH ON DISABILITY (By Disabled’s Club of India)
NOMINATED FOR BEST MSME AWARDS 2017
5 STAR RATING ON GOOGLE
We have PhD experts from reputed institutions/ organizations like Indian Institute of Technology (IIT), Indian Institute of Management (IIM) and many more apex education institutions in India. Our works are tailored and drafted as per your requirements and are totally unique.
From past years our core advisory members, research team assisted research scholars from various universities from all corners of world.
Subjects/Areas We Cover:
Management, Commerce, Finance, Marketing, Psychology, Education, Sociology, Mass communications, English Literature, English Language, Law, History, Computer Science & Engineering, Electronics & Communication Engineering, Mechanical Engineering, Civil Engineering, Electrical Engineering, Pharmacy & Healthcare.
mm bagali...... mba...... research......management......hrm......hrd........dr m m bagali, phd in hr
This document describes the research methodology for a study on employee empowerment. The study was conducted at Polyhydron Private Limited, an engineering company in India. The study used an exploratory and descriptive research design to understand innovative strategies that make top companies different, such as empowering employees. The study tested hypotheses about how empowerment improves organizational achievement, shapes positive attitudes, and is related to access to information. The scope was to understand what policy, people or workplace practices create an empowered organization and workforce. Data was collected through questionnaires and interviews of employees, including the CEO, at Polyhydron Private Limited.
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.
Strong work ethics have the capacity to influence workforce commitment thereby ensuring
organizational competitiveness and high organizational performance. Unfortunately, many core work values
and guidelines are in most cases ignored and they go unmonitored in many organizations. As a result, this
affects the morale, performance and level of commitment of individual employees in organizations
Effect of compensation strategy on corporat performance evidence from nigeria...Alexander Decker
This document summarizes a research journal article about the effect of compensation strategy on corporate performance in Nigerian firms. The article reviews literature on the relationship between compensation and performance. While compensation is intended to motivate employees and improve productivity, some research has found only a weak link between pay and individual performance. Most organizations rely on promotion-based incentives rather than direct financial bonuses tied to performance. The article also discusses different types of compensation strategies like profit sharing and gain sharing. The purpose of the study was to empirically examine the impact of compensation strategy on performance in selected Nigerian companies.
A STUDY ON ORGANIZATION COMMITMENT AND JOB SATISFACTION IN SELECTED BUSINESS ...IAEME Publication
The purpose of this study is to analyze the relationship between job satisfaction and organizational commitment. Employees’ productivity is largely related to their level of job satisfaction and in fact, the turnover rate can be reduced with a higher level of organizational commitment. Therefore, it is important for an organization to study the relationships between these two variables. The database was collected from the organization through a well-structured questionnaire. The questionnaire consists of personal data, Questions related to the dimension organization commitment and job satisfaction in Selected BPOs in Tiruchirappalli. Hence the sample size for the study is 110 respondents by adopting Purposive sampling technique.
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
Rm ppt on A STUDY OF WORK LIFE BALANCE OF GENERATION Y AT THYSSENKRUPP, PUNE.AMIT ZAWARE
This document summarizes a study conducted on work-life balance of Generation Y (born 1977-1987) employees in middle management at ThyssenKrupp, Pune. It includes an abstract, introduction, literature review, objectives, methodology and data analysis sections. A questionnaire was administered to 105 Generation Y employees to understand factors affecting their work-life balance. Key findings were that most worked overtime due to high workload, felt stressed or depressed, but were aware of and satisfied with the company's work-life balance policies like flexible hours and activities. The majority felt better work-life balance increased work effectiveness.
The document discusses the role and duties of a presenting officer in disciplinary proceedings. It states that the presenting officer must logically present evidence to support the charges against an employee in order to prove the charges. The duties include preparing the case, submitting documents and witness lists, examining witnesses, cross-examining witnesses, and making additional evidence requests. The presenting officer must follow proper procedures and remain unbiased in presenting the management's perspective in the fact-finding inquiry.
Helping employees to become effective in their jobs is one of the fundamentally HR management that any organization has to undertake. This slide explains the Training Methods Technique and Aids, bought to you by Welingkar’s Distance learning Division.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/effectivehrtrainingslides
Join us on Facebook: http://www.facebook.com/welearnindia
Read our latest blog at: http://welearnindia.wordpress.com
Subscribe to our Slideshare Channel: http://www.slideshare.net/welingkarDLP
- Employee training and development is essential for organizational success as it enables employees to develop necessary skills. The first step is to identify training needs based on strategic objectives.
- Training involves improving employee knowledge and skills through instruction and activities to improve performance. It is needed due to changing technology, quality standards, productivity needs, and safety. Training objectives include increasing job satisfaction, motivation, and adapting to new methods.
- The presentation covers the need for training, types of training like induction, job, and refresher training, and methods like on-the-job coaching and special projects. It also discusses management development as a continuous behavioral change process.
The document discusses different methods of training and development, including traditional and modern approaches. It describes cognitive methods that focus on changing knowledge and attitudes through lectures, demonstrations, discussions, and computer-based training. Behavioral methods allow trainees to learn skills through simulations, games, role plays, case studies, and equipment simulators. Development methods include on-the-job training techniques like coaching, mentoring, and job rotation, as well as off-the-job training like sensitivity training and transactional analysis.
The document discusses training and development in organizations. It covers the differences between training and development, the importance of training, common types of training including skills training, retraining, and diversity training. It also outlines the typical training process model including needs assessment, developing training, and evaluating training. Finally, it discusses various training methods such as classroom instruction, computer-assisted instruction, and on-the-job training, as well as their pros and cons. Performance management and addressing problems in performance appraisals are also briefly covered.
The document discusses self-determination theory and related topics covered in a student newsletter. It begins by outlining the learning objectives of the newsletter, which include describing the association between the Job Demand-Resources model and Self-Determination Theory, discussing potential selection issues in the workforce, analyzing research on high quality leader-member exchanges, explaining the concept of internalization through SDT, and providing ways to enhance intrinsic motivation. The document is then divided into sections contributed by different students, each analyzing a topic in more depth and relating it back to concepts from self-determination theory and cited sources. The sections cover the Job Demand-Resources model and motivation, personnel selection issues and social media, and research on leader-member
The Impact Of Compansation Systemand Career Planning On Organizational Commit...inventionjournals
The purpose of the study is to analyse the impact of compensation and career plannng on organzational commitment. This study uses survey method to 113 lecturers as respondents. The data is then processed by multiple regression.The results showed that the Compensation, Career Planning, on Organizational Commitment. It can be concluded to encourage lecturers to do research publication it is necessary to apply the system of compensation based on the performance appraisal system elements of research faculty and careers to include research as compulsory elements that must be met lecturers to improve his career. With the compensation system and a good career planning can ultimately increase organizational commitment.The conclusion of this study is compensated significantly influential on organizational commitment at the 90% confidence level
International Journal of Business and Management Invention (IJBMI)inventionjournals
This study analyzed the effects of organizational culture, job satisfaction, and organizational commitment on lecturer performance at merged private universities in East Java, Indonesia. Data was collected through questionnaires from 325 lecturers and analyzed using Partial Least Square. The findings showed that a strong organizational culture and high job satisfaction did not directly improve performance. However, organizational culture increased organizational commitment, which directly and indirectly improved lecturer performance. Specifically, 3 of the 6 proposed hypotheses were accepted: that strong organizational culture increases organizational commitment; and that high organizational commitment and job satisfaction improve lecturer performance.
Antecedents and consequences of employee engagement a literature reviewIJLT EMAS
An organization always focuses on getting success day
by day. And employees are the major resources of it. Manpower
is now no longer taken as resources , but the capital or asset to
the company . Therefore it is only possible to gain success if it is
having its employees engaged to the company. This study focuses
on various aspects of employee engagement. A descriptive study
is carried on to find out the key drivers to engagement and also
some outcomes of the concept were found out and accordingly a
model is proposed. Results demonstrate that Reward System ,
Job enrichment , Effective leadership ,Scope of advancement &
self-development, Employment security, Self-managed team &
decision making authority are the primary factors that brings
commitment towards the organization. The consequences can be
briefed as increased productivity , profitability and improved
employee turnover. The company where employee are engaged
and satisfied, gains a good perception and attention in the
market.
Effects of Employee Commitment on Academic Performance of Secondary Schools i...paperpublications3
Abstract: Employee commitment always plays a very key role in improving the academic performance. Distinguished performing companies perceive that employee commitment is a premier contributing factor toward maintaining continual success and composing value. A committed employee is participative and energized about their work and performs in an aspect that will progress the organization’s interest. The purpose of this study was to determine the effects of employee commitment on academic performance of secondary schools in Elgeyo- Marakwet County. The objectives of the study were: to determine the effect of emotional commitment of the headteacher on school’s academic performance, to establish the effect of normative commitment of the headteacher on school’s academic performance, to examine the effect of continual commitment of the headteacher on school’s academic performance. The study adopted a census case design that entailed having all the headteachers of all the secondary schools in Elgeyo-Marakwet County as the respondents. The three constructs of employee commitment i.e. the normative, emotional and continuous commitment were treated as the independent variable while academic performance was the dependent variable. Data was analyzed using SPSS and both descriptive and inferential statistics was used. Regression was used to construct models that were used to determine the nature of the relationships between the variables of interest. All the hypothesized relationships developed were found to be statistically significant at level p < 0.05 i.e. emotional commitment (r = 0.401, p < 0.000), continual commitment (r = 0.410, p < 0.000), normative commitment (r = 0.273, p < 0.000) were correlated to academic performance significantly and positively. all the organizational commitment constructs of emotional commitment, continual commitment, and normative commitment have significant positive relationship with academic performance (emotional commitment: β=.258, p-value= 0.000; continual commitment: β= .137, p-value= 0.020; normative commitment: β= .056, p-value= 0.044). The results of this study will form the framework for policy making on the issue of organizational commitment and academic performance.
This document summarizes a study that examined the validity and reliability of an organizational commitment scale. The study measured aspects that can form organizational commitment, which includes affective commitment, continuance commitment, and normative commitment. Survey data from 60 employees at a company in Yogyakarta was analyzed. The results found that all aspects and indicators were valid and reliable in reflecting organizational commitment. Normative commitment had the strongest impact while continuance commitment had the weakest. The measurement model was deemed acceptable.
The primary purpose of this study is to provide a conceptual framework for „student satisfaction‟ in
order to understand and conceptualise the key aspects of the term.
Writekraft Research and Publications LLP was initially formed, informally, in 2006 by a group of scholars to help fellow students. Gradually, with several dissertations, thesis and assignments receiving acclaim and a good grade, Writekraft was officially founded in 2011 Since its establishment, Writekraft Research & Publications LLP is Guiding and Mentoring PhD Scholars.
Our Mission:
To provide breakthrough research works to our clients through Perseverant efforts towards creativity and innovation”.
Vision:
Writekraft endeavours to be the leading global research and publications company that will fulfil all research needs of our clients. We will achieve this vision through:
Analyzing every customer's aims, objectives and purpose of research
Using advanced and latest tools and technique of research and analysis
Coordinating and including their own ideas and knowledge
Providing the desired inferences and results of the research
In the past decade, we have successfully assisted students from various universities in India and globally. We at Writekraft Research & Publications LLP head office in Kanpur, India are most trusted and professional Research, Writing, Guidance and Publication Service Provider for PhD. Our services meet all your PhD Admissions, Thesis Preparation and Research Paper Publication needs with highest regards for the quality you prefer.
Our Achievements:
NATIONAL AWARD FOR BEST RESEARCH PROJECT (By Hon. President APJ Abdul Kalam)
GOLD MEDAL FOR RESEARCH ON DISABILITY (By Disabled’s Club of India)
NOMINATED FOR BEST MSME AWARDS 2017
5 STAR RATING ON GOOGLE
We have PhD experts from reputed institutions/ organizations like Indian Institute of Technology (IIT), Indian Institute of Management (IIM) and many more apex education institutions in India. Our works are tailored and drafted as per your requirements and are totally unique.
From past years our core advisory members, research team assisted research scholars from various universities from all corners of world.
Subjects/Areas We Cover:
Management, Commerce, Finance, Marketing, Psychology, Education, Sociology, Mass communications, English Literature, English Language, Law, History, Computer Science & Engineering, Electronics & Communication Engineering, Mechanical Engineering, Civil Engineering, Electrical Engineering, Pharmacy & Healthcare.
mm bagali...... mba...... research......management......hrm......hrd........dr m m bagali, phd in hr
This document describes the research methodology for a study on employee empowerment. The study was conducted at Polyhydron Private Limited, an engineering company in India. The study used an exploratory and descriptive research design to understand innovative strategies that make top companies different, such as empowering employees. The study tested hypotheses about how empowerment improves organizational achievement, shapes positive attitudes, and is related to access to information. The scope was to understand what policy, people or workplace practices create an empowered organization and workforce. Data was collected through questionnaires and interviews of employees, including the CEO, at Polyhydron Private Limited.
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.
Strong work ethics have the capacity to influence workforce commitment thereby ensuring
organizational competitiveness and high organizational performance. Unfortunately, many core work values
and guidelines are in most cases ignored and they go unmonitored in many organizations. As a result, this
affects the morale, performance and level of commitment of individual employees in organizations
Effect of compensation strategy on corporat performance evidence from nigeria...Alexander Decker
This document summarizes a research journal article about the effect of compensation strategy on corporate performance in Nigerian firms. The article reviews literature on the relationship between compensation and performance. While compensation is intended to motivate employees and improve productivity, some research has found only a weak link between pay and individual performance. Most organizations rely on promotion-based incentives rather than direct financial bonuses tied to performance. The article also discusses different types of compensation strategies like profit sharing and gain sharing. The purpose of the study was to empirically examine the impact of compensation strategy on performance in selected Nigerian companies.
A STUDY ON ORGANIZATION COMMITMENT AND JOB SATISFACTION IN SELECTED BUSINESS ...IAEME Publication
The purpose of this study is to analyze the relationship between job satisfaction and organizational commitment. Employees’ productivity is largely related to their level of job satisfaction and in fact, the turnover rate can be reduced with a higher level of organizational commitment. Therefore, it is important for an organization to study the relationships between these two variables. The database was collected from the organization through a well-structured questionnaire. The questionnaire consists of personal data, Questions related to the dimension organization commitment and job satisfaction in Selected BPOs in Tiruchirappalli. Hence the sample size for the study is 110 respondents by adopting Purposive sampling technique.
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
Rm ppt on A STUDY OF WORK LIFE BALANCE OF GENERATION Y AT THYSSENKRUPP, PUNE.AMIT ZAWARE
This document summarizes a study conducted on work-life balance of Generation Y (born 1977-1987) employees in middle management at ThyssenKrupp, Pune. It includes an abstract, introduction, literature review, objectives, methodology and data analysis sections. A questionnaire was administered to 105 Generation Y employees to understand factors affecting their work-life balance. Key findings were that most worked overtime due to high workload, felt stressed or depressed, but were aware of and satisfied with the company's work-life balance policies like flexible hours and activities. The majority felt better work-life balance increased work effectiveness.
The document discusses the role and duties of a presenting officer in disciplinary proceedings. It states that the presenting officer must logically present evidence to support the charges against an employee in order to prove the charges. The duties include preparing the case, submitting documents and witness lists, examining witnesses, cross-examining witnesses, and making additional evidence requests. The presenting officer must follow proper procedures and remain unbiased in presenting the management's perspective in the fact-finding inquiry.
Helping employees to become effective in their jobs is one of the fundamentally HR management that any organization has to undertake. This slide explains the Training Methods Technique and Aids, bought to you by Welingkar’s Distance learning Division.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/effectivehrtrainingslides
Join us on Facebook: http://www.facebook.com/welearnindia
Read our latest blog at: http://welearnindia.wordpress.com
Subscribe to our Slideshare Channel: http://www.slideshare.net/welingkarDLP
- Employee training and development is essential for organizational success as it enables employees to develop necessary skills. The first step is to identify training needs based on strategic objectives.
- Training involves improving employee knowledge and skills through instruction and activities to improve performance. It is needed due to changing technology, quality standards, productivity needs, and safety. Training objectives include increasing job satisfaction, motivation, and adapting to new methods.
- The presentation covers the need for training, types of training like induction, job, and refresher training, and methods like on-the-job coaching and special projects. It also discusses management development as a continuous behavioral change process.
The document discusses different methods of training and development, including traditional and modern approaches. It describes cognitive methods that focus on changing knowledge and attitudes through lectures, demonstrations, discussions, and computer-based training. Behavioral methods allow trainees to learn skills through simulations, games, role plays, case studies, and equipment simulators. Development methods include on-the-job training techniques like coaching, mentoring, and job rotation, as well as off-the-job training like sensitivity training and transactional analysis.
The document discusses training and development in organizations. It covers the differences between training and development, the importance of training, common types of training including skills training, retraining, and diversity training. It also outlines the typical training process model including needs assessment, developing training, and evaluating training. Finally, it discusses various training methods such as classroom instruction, computer-assisted instruction, and on-the-job training, as well as their pros and cons. Performance management and addressing problems in performance appraisals are also briefly covered.
The document discusses various training methods used to equip employees with necessary skills and knowledge. It describes on-the-job training methods like coaching and mentoring which involve learning on the job from managers. Off-the-job methods like vestibule training, role playing and lectures are conducted away from the workplace to allow full concentration on learning. Both approaches have advantages like cost-effectiveness and allowing specialized training, and disadvantages such as disruption to work or requiring skilled trainers. The goal of training is to increase productivity, safety, and employee satisfaction through continual skills development.
A study on impact of job characteristics on key attitudesAlexander Decker
The document discusses a study that examines the impact of job characteristics like promotional opportunities, task variety, pay satisfaction, and professional development on the job satisfaction and organizational commitment of faculty members at professional educational institutes. It reviews literature on job characteristics, organizational commitment, job satisfaction, and the relationship between these factors. The study aims to understand how job characteristics influence the job attitudes of faculty members.
Human Resource Practices and their Impact on Employee Commitment in the Catho...ijtsrd
This paper examines the impact of Human Resource Practices on Employee Commitment among teachers of the Catholic Education agency in the Diocese of Buea. Among the human resource practices considered were compensation, recognition, training, and working conditions. With a total of 1000 employees, 278 employees participated in the research. Questionnaires were used to collect the data based on convenience sampling. A survey research design was utilized in the research. The findings revealed that there was a positive relationship between the aforementioned practices and employee commitment. Conclusions, recommendations and indications for future research are discussed in the paper. Kengnjoh Michael Mbuwir "Human Resource Practices and their Impact on Employee Commitment in the Catholic Education Agency, Diocese of Buea, SWR Cameroon" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-7 | Issue-3 , June 2023, URL: https://www.ijtsrd.com.com/papers/ijtsrd57515.pdf Paper URL: https://www.ijtsrd.com.com/humanities-and-the-arts/education/57515/human-resource-practices-and-their-impact-on-employee-commitment-in-the-catholic-education-agency-diocese-of-buea-swr-cameroon/kengnjoh-michael-mbuwir
This summary examines the role of human resource development (HRD) practices in fostering organizational citizenship behavior, with affective organizational commitment serving as a mediator. The study utilized surveys from employees at two public universities in Saudi Arabia. Results from structural equation modeling found significant relationships between HRD practices and affective commitment, HRD practices and citizenship behavior, and affective commitment and citizenship behavior. The findings suggest HRD practices are important for enhancing affective commitment and citizenship behavior among employees, and higher commitment also leads to greater citizenship. Affective commitment was found to partially mediate the relationship between HRD practices and organizational citizenship behavior.
This is a structure of a typical research proposalContents paGrazynaBroyles24
This is a structure of a typical research proposal:
Contents page
Introduction
Literature review
Methodology
Reflections and Resources
Bibliography
Appendices
There is no research question or aims and objectives. Critical evaluation.
Introduction
The success of an organization or corporation is contingent upon the level of employee motivation. Motivation is critical to the accomplishment of the organization's goals and objectives. It is critical for firms with varied cross-cultural teams to guarantee that their employees are highly engaged. The management is responsible for ensuring that workplace goals and objectives are consistent with the company culture (Vlaev et al., 2019). Setting workplace goals is critical for establishing and monitoring the organization's level of employee motivation (Pang & Lu, 2018). Employee commitment, engagement, and motivation are critical components of an organization's success. Financial remuneration practices play a significant role in motivating employees.
According to many surveys, if an organization does not try to motivate its employees through monetary incentives, the organization is likely to have low performance (Vlaev et al., 2019). Organizations in the United States work diligently to increase employee engagement through monetary and financial pay and awards. Financial and monetary incentives have a stronger effect on employee motivation, according to studies (Pang & Lu, 2018). The United States government has implemented policies aimed at increasing compensation and incentive programs throughout all sectors of the labor market (Vlaev et al., 2019). As with any other firm, the government is attempting to improve employee performance through a variety of financial incentives.
The Federal Reserve System is the United States of America's central bank. It is in responsible of issuing currency to all financial institutions and exercising influence over the economy via monetary policy (Coccia & Igor, 2018). The Federal Reserve System has a number of financial incentives in place to motivate its personnel. Several of these tools include the following:
· This assists in meeting rental obligations.
· Gratuities are paid to all contract employees. This is a component of their terminal benefits and a token of appreciation for their long-term contribution to the business.
· Employees are eligible for personal loans and medical insurance coverage if they have worked for the bank for an extended length of time.
Problem Statement
Numerous researchers have sought to determine the effect of motivation on working institutions. According to research, motivating employees increases their performance and morale by making them feel wanted in the workplace (Coccia & Igor, 2018). However, there is a dearth of research on the effect of financial incentives on employee motivation. The purpose of this study is to close this gap by determining the relationship between financial incentives and employee motivation. Th ...
This study investigated the impact of job satisfaction and demographic factors on organizational commitment among teachers at Girls' College in Pune, India. A survey was conducted of 52 teaching staff. The study revealed:
1) There was a significant positive relationship between job satisfaction and organizational commitment. Teachers who were more satisfied in their jobs showed higher levels of commitment to the organization.
2) There was a significant positive relationship between age and organizational commitment. Older teachers tended to be more committed to the organization.
3) There was a significant negative relationship between education level and organizational commitment. Teachers with higher levels of education tended to be less committed to the organization.
The study recommends improving teachers' salaries and working conditions to increase job
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The document discusses a study on the factors affecting employee satisfaction in the banking sector of Pakistan. It examines six hypothesized antecedents of employee satisfaction: autonomy, challenge, performance measures, feedback, instrumentality, and stability/security. Data was collected through questionnaires from 180 employees of top banks in Pakistan. The results of the study found that all six factors had a positive and significant correlation with employee satisfaction. Autonomy had the strongest effect, followed by instrumentality, performance measures, challenge, feedback, and stability/security. The study provides evidence that enhancing these workplace factors can increase levels of employee satisfaction in the banking industry.
This document examines the effects of employee empowerment, teamwork, and employee training on organizational commitment in Malaysian higher education. It reviews literature on organizational commitment and identifies it as an important factor for organizational effectiveness. Committed employees can lead to beneficial outcomes for organizations. The study aims to address gaps in limited existing data on organizational commitment in the education sector. It analyzes data collected from an online survey of 242 employees at public universities in northern Malaysia. The findings indicate that employee empowerment and teamwork have significant positive effects on organizational commitment. Employee training is also found to significantly positively impact organizational commitment. These findings can provide suggestions for improving commitment among employees in higher education through empowerment, training, and teamwork.
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.
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This study examined the relationship between organizational commitment and learning organizations. It surveyed businesses registered with the Aegean Region Chamber of Industry in Turkey. The results found that organizational commitment positively impacts a learning organization. Specifically, emotional commitment and continuance commitment were found to positively influence learning organization, while normative commitment had no influence. Cultural and psychological factors may explain why these results differed from prior literature finding normative commitment more influential. The study concludes that for organizations to become learning organizations in the information age, they need to attract employees with high organizational commitment and take steps to increase commitment levels.
Factors Influencing Employee Retention at Meru University of Science and Tech...iosrjce
IOSR Journal of Business and Management (IOSR-JBM) is a double blind peer reviewed International Journal that provides rapid publication (within a month) of articles in all areas of business and managemant and its applications. The journal welcomes publications of high quality papers on theoretical developments and practical applications inbusiness and management. Original research papers, state-of-the-art reviews, and high quality technical notes are invited for publications
Banking and Government Sectors in North Nigeria: A Comparative Study on Work ...inventionjournals
Introduction and Purpose: The research at hand explores employee motivation in Nigerian context with banking and government sectors as the backdrop. Contemporary organizations have put much emphasis to understand the dynamics of job performance, the impact of intrinsic rewards and training on employees and the intertwined relationship they have with motivation, which the present study tries to explain. This is specially so because a happy and motivated worker is an efficient performer. Methodology: Set in North Eastern part of Nigeria a sample size of 146 employees which included 88 from government organizations and 58 from private banking sector were taken up for the study through nonprobability convenience sampling method. The data collection instrument gathered the demographic profile of the respondents while information for other above mentioned variables was drawn together through different Likert type scales employed in earlier researches. Cronbach’s Alpha values were put to confirm the validity of the instrument, moreover Pearson Correlations, Pearson Chi Square Test, One Way Analysis of Variance (ANOVA), Levene Statistics, Games-Howell Test, Simple Means, Standard Deviation and Percentages were additional data analysis tools. Findings: The comparative analysis of bank and government employees vis-à-vis variables tested gave out findings which were similar as well as different for these two sectors. Government employees were found to be more motivated, having positive views on intrinsic rewards and training that they received, which was in sharp contrast to banking professionals. Despite being less motivated bankers nonetheless were better performing job wise than their government sector counterparts. Age and income also had affect on the above mentioned independent variables for the employees surveyed. Originality, Limitation and Implication: The novelty aspect of the study is sustained right from the initial research on the topic, continuing with theory level/conceptual framework, literature review to findings. Despite the research having resource crunch is unique in the manner that no such work in has been carried out in North Eastern part of Nigeria, the area which is vastly uncharted. The study is likely to fuel academic and scholarly pursuits in future studies which are similar in nature, it can be a guiding light to human resource practitioners in the corporate world as well as researchers in the field of management. Keywords: Work Motivation, Job Performance, Intrinsic Rewards, Training, Nigeria, Government and Banking Sectors
Asif razzaq final Business Research Methods on Employees satisfactionAsif Razzaq
Workplace spirituality may positively impact organizational commitment and job satisfaction. The study examined these relationships among employees of Toyota dealerships in Islamabad and Rawalpindi, Pakistan. A survey was administered to 111 employees. Results showed workplace spirituality significantly influences both organizational commitment and job satisfaction. Prior research also linked these concepts, with spiritual workplaces enhancing motivation, commitment, and adaptability among employees. The study aimed to analyze these effects at Toyota and investigate how job satisfaction relates to organizational commitment.
EMPLOYEE LOYALTY AND ORGANIZATION’S ROLE: A CASE STUDY BASED ON EXPORT ORIENT...ectijjournal
The employee loyalty causes for the productivity of a company, minimize employee turnover, improves the corporation’s image, reduce the cost of new recruitments and less absenteeism. The objectives of this study were to identify the relationship between the employee loyalty with financial and non-financial benefits, empowerment, organization’s commitment on employee and managers’ attitudes and its influence that make on the employee loyalty. According to the results of ordinal logistic regression model, even though the variables are positively engage with the employee loyalty the organization’s commitment on employee (0.721) and managers’ attitudes (0.883) are significantly engaged rather than financial and non-financial benefits (0.221) and empowerment (0.462). The Cronbach’s alpha coefficient is 0.87. A progress in the attachment of the employee union and high labour turnover identified as challenges. Hence the management should introduce the proper evaluation methods and treat the employees based on the results of employees’ attitude surveys as recommendations.
Employee Retention - Prespective of Employeesdeshwal852
Employee retention is a process in which the employees are encouraged to remain with the organization for life time or maximum period of time. It is a strategic tool for the success of the firm. Employee retention is a technique adopted by businesses to maintain an effective workforce and at the same time meet operational requirements. Employees are the greatest asset for an organization. Therefore, every
organization must treat their employees as ends and not means to ends because they add value to the organization. The objective of the study was to measure the perception of employees for employee retention. For this purpose the investigator selected 70 employees working in government and private sector from Delhi region. Employee retention scale given by Walker (2001) was used. The collected data
were processed by applying‘t’ test. The result of the study reveals that there was no significant difference among male and female employees for employee retention also there was no significant difference between the perception of government and private sector employees.
This document provides an introduction, literature review, and methodology section for research on how training, continuing education, and professional development practices influence employee satisfaction and retention rates. The introduction discusses how assessing these variables can help determine which are more significantly correlated to improving satisfaction and retention. The literature review covers topics like understanding employee needs, the importance of training effectiveness, and how career development impacts satisfaction. The methodology section outlines the purpose, research questions, sample, design, and IRB proposal for the study.
HR Research paper Employee Morale finalGwen Knight
Close relationships between supervisors and employees have the greatest impact on improving employee morale. Developing these relationships requires supervisors to frequently interact with employees face-to-face, remove barriers between management and workers, share strategies and plans, and be trained in building human relationships. While incentives are sometimes used to boost morale, research finds they do not create lasting commitment and can damage workplace relationships. Instead, supervisors building strong relationships through open communication and respect has been shown to most effectively increase employee engagement and morale.
Employee training and empowerment a conceptual model for achieving high job p...Alexander Decker
The document presents a conceptual model proposing that employee training and empowerment lead to high job performance. It begins with an introduction on the importance of training and empowerment for achieving organizational goals.
The literature review finds that training is positively related to job performance when done effectively. Frequent and relevant training can reduce mistakes and increase productivity. However, training alone may not solve performance issues from lack of motivation. Employee empowerment through participation, delegation, access to information and job enrichment is also linked to higher performance and satisfaction.
The conceptual model hypothesizes that the presence of both employee training and empowerment will result in high job performance. Further research is recommended to test this model.
Antecedents And Consequences Of Employee Engagement A Literature ReviewBrittany Allen
This document summarizes a literature review on the antecedents (drivers) and consequences of employee engagement. It finds that key drivers of engagement include reward systems, job enrichment, effective leadership, opportunities for advancement and self-development, employment security, and employee involvement in decision-making. Consequences of engagement include increased productivity, profitability, customer satisfaction, and decreased employee turnover. The literature review examines various studies on the factors that influence engagement and the organizational benefits of engaged employees.
This document summarizes a research study that investigated organizational commitment and job performance among academic and administrative personnel at a university. The study used Allen and Meyer's Three-Component Model to measure three types of organizational commitment: affective, normative, and continuance. It found that both academic and administrative personnel have strong affective and normative commitment to the university. Administrative personnel had stronger continuance commitment than academic personnel. The study also found that academic personnel had stronger affective and normative commitment, while administrative personnel had stronger continuance commitment. Both groups performed well in their jobs.
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The Effects of Employee Training on Organizational Commitment in Millennials - Research Methods Final Paper
1. Running head: TRAINING AND ORGANIZATIONAL COMMITMENT 1
The Effects of Training on Organizational Commitment in Millennials
Joaquin Van Thienen
Florida International University
2. TRAINING AND ORGANIZATIONAL COMMITMENT 2
Abstract
Millennials have been labeled as uncommitted and entitled employees. Past research has
reviewed the ways in which these new young professionals have changed previously established
organizations. The purpose of this study was to test how different types and quality of
organizational training could affect the sense of Organizational Commitment in millennial
employees. Two-hundred and thirty-two currently unemployed millennials were randomly
selected to participate in two different types of inductive training at the same organization. At the
end of this 15-days training, each individual in both groups completed the questionnaire for the
Allen & Meyer scale for Organizational Commitment. This study found that Millennial
participants had statistically significant lower Organizational Commitment levels (M = 61.71, SD
= 4.21) at the end of a basic training program vs. after a coaching based training program
(M=84.99 ± SD=4.61), t (230) = -40.159, P < 0.001. The results of the present study are
particularly relevant in today’s economy, which is marked by a recovery from the recession and
the immersion of Millennials in the workforce.
Keywords: Organizational Training, Organizational Commitment, Millennials, Human
Resources, Rotation
3. TRAINING AND ORGANIZATIONAL COMMITMENT 3
The Effects of Training on Organizational Commitment in Millennials
The field of Human Resources is challenged every time a new generation of workers
emerges. Managers are faced with the need to adapt to the different behavioral and cognitive
traits brought by the new hires, which often means re-strategizing current models of recruitment,
development, and retention of talent. Because of the recent economic recession, and the
emergence of the Millennial generation in the global workforce, rethinking recruitment and
retention strategies has been particularly relevant in the past decade. Most studies define
Millennials (often referred to as “Generation Y”) as those who were born between 1978 and
1995 (Kultalahti, & Viitala, 2015). They have entered the workforce in 2004, and will continue
to do so until 2022, (Hershatter & Epstein, 2010). Within the next decade, more than half of the
U.S workforce will be comprised by Millennials (Thompson & Gregory 2012).
When it comes to the process of hiring them, both businesses and academic researchers,
are concerned with the influence that these young professionals may have over other employees
from different generations and the overall established culture of a company (Myers &
Sadaghiani, 2010). In their analysis of this generation’s traits, Thompson and Gregory (2012)
identified common stereotypes associated with Millennials at work, and noted that they were
perceived as disloyal, needy, entitled, and casual. Other studies labeled them with a lack of
loyalty and work ethics, mainly presenting self-confident and self-absorbed behaviors (Myers &
Sadaghiani, 2010).
However, beyond this impatience, self-importance, and disloyalty, they have been known
to be more accepting of diversity, more capable with advanced tools of communication, and
more predisposed to work in teams than previous generations (Myers & Sadaghiani, 2010).
These are workers who expect to find a work-life balance, where their jobs have meaning and
4. TRAINING AND ORGANIZATIONAL COMMITMENT 4
purpose, and where clear opportunities to advance their careers through training and
development are available (Kultalahti, & Viitala, 2015). Because they had mostly good
experiences in their educational institutions, and were raised in a technological era, they are
coming into the workforce with high demands, which presents a challenge and an opportunity to
managers who want to hire, motivate, and retain them (Hershatter & Epstein, 2010).
Past research has focused on organizational culture and communication (Myers &
Sadaghiani, 2010), in order to get a better understanding of how to balance Human Resources
structures with the needs and expectations of these Millennials. One of the most important
factors to keep in mind is the perceived relationship between the employee and the employer.
Kultalahti and Viitala (2015), explain this relationship within the “psychological contract”, that
is, the employee’s perception of how well the employer fulfills its promises. When this contract
is perceived as “relational” is because there is a focus on long-term relationships, and in this
case, if the employee senses that the employer is not complying with their part, then they will
experience a decrease in commitment and loyalty. The opposite end of the spectrum presents a
situation where the employee senses a great deal of organizational citizenship and trust,
(Kultalahti, & Viitala, 2015). Developing trust and supportiveness with Millennials, enhances
their sense of involvement and commitment, which leads them to perform better in the
organization, (Myers & Sadaghiani, 2010). Furthermore, because this generation places great
value in learning and development, managers who wish to keep them motivated and engaged
should approach a coaching style leadership, which aims to maximize potential through positive
development, (Thompson & Gregory 2012).
These aforementioned studies agree on the fact that to retain talent and accelerate
productivity, companies should focus on developing a strong sense of commitment among their
5. TRAINING AND ORGANIZATIONAL COMMITMENT 5
employees. When both parties are loyal to each other, employers gain passionate and enthusiastic
workers who push the company forward, and employees gain opportunities to grow personally
and professionally through training and personalized coaching offered by the organization,
(Hershatter & Epstein, 2010). The type of commitment that should be fostered by employers
upon employees, is called Organizational Commitment, which Bulut and Culha (2010) define as
“the relative emotional strength of employees’ identification with and involvement in a particular
organization.” Here, identification and involvement refer to the employee’s adoption of the
organization’s mission and values as their own, and the level of psychological immersion in their
work role. The concept also encompasses a sense of loyalty, which is attributed to the affective
and emotional attachment to the organization, (Bulut & Culha, 2010).
In his revision of the term Organizational Commitment, Cohen (2007) tied the origin of
the term to research done by Becker (1960), and Porter, Steers, Mowday, & Boulian (1974). At
first it seems as if the term had been around for quiet a while, but in reality, Cohen explains, all
the latest publications on this topic have extended from research done by Meyer and Allen
(1984;1997), which, as recent as it is, stands as the dominant approach. A revision of the
multiple approaches to Organizational Commitment and how to measure it was done by Tayyab
in 2007. In 2011, Owoyemi, Oyelere, Elegbede, and Gbajumo-Sheriff, argued that not having
committed employees can hurt the company’s creative potential because it makes it harder to get
employees to bring new ideas and implement them. Developing a strong commitment strategy
can impact every major area related to human resources, from recruitment to performance
evaluation, but most importantly, it can enhance employees’ productivity and keep the company
competing through innovation.
6. TRAINING AND ORGANIZATIONAL COMMITMENT 6
Research by Boon and Arumugam (2006), and Owens (2006), has shown that one of the
variables that impacts the strength of Organizational Commitment, is Organizational Training.
However, it is not entirely clear weather it is the quality, the quantity, or a combination of the
two, that has the most direct effect on commitment. The first experiment, conducted by Boon and
Aranguren (2006) targeted six major organizations from the semiconductor contract
manufacturing industry in Malaysia. They measured the independent variable “corporate
culture”, which included the factor “training and development”, against the dependent variable
“Organizational Commitment”. Their results, obtained through factor analysis and hierarchical
regression, revealed that employees’ perception of corporate culture does affect their
Organizational Commitment. The authors argue that when preparing employees’ well for their
tasks from the beginning, they are able to perform better and feel more efficient, thus increasing
their sense of commitment to the task and ultimately the organization.
As mentioned above, another experiment that measured the relationship between
commitment and training was the one conducted by Owens (2006), where 218 employees from a
local state subdivision in southeastern United States were studied. In this case, the independent
variable “training” was tested against the dependent variable “Organizational Commitment” with
the assessment of seven-point Likert questionnaires during personal meetings. The results,
obtained through independent t-tests, showed that employees who received training reported
higher means for Organizational Commitment. These findings are key evidence which supports
the positive relationship between training and commitment in organizations.
There is a high demand for research in this field. Companies over the world are in need of
information related to commitment and job satisfaction, and even though research has been done,
the field is still relatively new and some of the studies conducted were not able to use valid and
7. TRAINING AND ORGANIZATIONAL COMMITMENT 7
reliable scales to measure their findings. When it comes to Millennials and their relationship to
the workplace, much of the research is qualitative. These studies have created a clear framework,
which presents us with the opportunity to start developing more experimental studies.
The findings of this literature review revealed that, beyond the common stereotypes,
Millennials can be passionate and committed employees if they find a working environment
where their job has a purpose and if management focuses on developing supportive relationships
(Hershatter et al. 2010; Kultalahti et al. 2015; Myers et al. 2010; Thompson et al. 2012). Other
studies have shown that organizational training has a positive impact on Organizational
Commitment (Boon et al. 2006; Owens, 2006; Owoyemi et al. 2011), and that this training
should be imparted through coaching and a leadership style that values long term relationships.
Companies who want to keep their Millennial employees, and keep them happy, should focus on
making training available through coaching style leadership. Based on this literature review, the
present study aims to test if Millennials who perceive more access to training and development
through coaching, will show higher levels of Organizational Commitment. In order to test this,
current students who belong to the category of Millennials, should be presented with two
different types of training and then measure their Organizational Commitment to see how the
training affected their perception of commitment.
Methods
Participants
The sample of 232 participants was 50% male (N = 116) and 50% female (N = 116),
where 20.7% self-identified as White American (N=48), 20% as Black/African American
(N=46), 20% as Native American (N=46), 20% as Asian American (N=46), and 20% as Native
Hawaiian (N=46). Participants’ ages ranged from 19 to 29 (M = 24, SD = 3.50).
8. TRAINING AND ORGANIZATIONAL COMMITMENT 8
Materials
The independent variable in this study was the type of training, more specifically “Basic”
and “Coaching-based” training. Basic training refers to imparting the minimum set of
instructions needed to succeed in performing the tasks for a specific position. For example, if the
targeted position were to be “coffee barista”, individuals who receive this type of training would
only be provided with the recipes for the different preparations of coffee beverages. On the other
hand, Coaching-based training is a personalized type of instruction, which adds to the set of
basic instructions the component of one-on-one sessions with a supervisor, who in turn also
teaches the trainee about the values, mission, and vision of the organization.
The present study was interested in organization commitment as the dependent variable,
which was measured using Allen & Meyer’s Commitment Scale. This scale presented a
questionnaire composed of 18 items divided into three sections: Affective Commitment,
Continuance Commitment, and Normative Commitment. In the first section participants were
asked questions such as “I would be very happy to spend the rest of my career with this
organization,” and they responded on a scale from 1 (completely disagree) to 5 (completely
agree). This Likert-type answer was also used in the remaining two sections. Questions to
measure Continuance Commitment included: “It would be very hard for me to leave my
organization right now, even if I wanted to,” and “It wouldn’t be too costly for me to leave my
organization now.” Lastly, an example from the scale of a question to measure Normative
Commitment would be: “I do not believe that a person must always be loyal to his or her
organization.”
Procedure
9. TRAINING AND ORGANIZATIONAL COMMITMENT 9
Participants where recruited from the Florida International University pool of students.
Those who fit the criteria after completing a demographic questionnaire, were invited to
participate in the study. Two-hundred and thirty-two currently unemployed millennials were
randomly selected to participate in two different types of inductive training at the same
organization. Participants where told they were going to go through two weeks of training at an
an academically related organization and then they would be able to decide whether they wanted
to stay and work for the organization or not. The organization presented was the “Honors
College” at FIU, which for the sake of this study, pretended to be hiring for the following
positions: Front Desk, Office Clerk, Admissions Intern, Scholarships Intern, Student Programs
Intern, Honors Research Program Intern, and Communications Intern.
One group of 116 participants was assigned to receive basic training, and the remaining
116 were assigned to receive coaching-based training. Both training programs lasted two weeks.
At the end of this 15-days training, each individual in both groups completed the questionnaire
for the Allen & Meyer scale for Organizational Commitment.
Results
The appropriate statistic to analyze the data was an independent t-test. This analysis was
appropriate for this data because there was one categorical independent variable with two
independent levels and the dependent variable was measured on a continuous scale. For all
comparisons, an alpha level of 0.05 was adopted as the criterion for establishing statistical
significance.
This study found that Millennial participants had statistically significant lower
Organizational Commitment levels (M = 61.71, SD = 4.21) at the end of a basic training program
vs. after a coaching based training program (M=84.99 ± SD=4.61), t (230) = -40.159, P < 0.001.
10. TRAINING AND ORGANIZATIONAL COMMITMENT 10
Discussion
The present study confirmed our initial hypothesis, which stated that Millennials who
perceive more access to training and development through coaching, would show higher levels
of Organizational Commitment. These findings fall in accordance with those by Boon and
Arumugam (2006), and Owens (2006), which showed that Organizational Training affected the
strength of Organizational Commitment. The results of the present study are particularly relevant
in today’s economy, which is marked by a recovery from the recession and the immersion of
Millennials in the workforce. Understanding how these new professionals behave, react, and
modify existing cultures in both big and small organizations, is crucial to those in the field of
Human Resources and Industrial Psychology. Even though Millennials have been stereotyped
with negative labels (Thompson and Gregory, 2012) that present them as lazy and uncommitted
(Myers & Sadaghiani, 2010), this study shows that with the correct training, Millennials can
experience high levels of commitment to the organizations to which they belong. Developing this
commitment in employees is key because, as stated by Myers and Sadaghiani in 2010, it
translates into more productivity for the organization as a whole.
As mentioned in the literary review, some of the limitations to this field of research
include a lack of quantitative data (most of the previously done studies are descriptive and
present only qualitative data). As a clearer framework is developed by current research, the
opportunity to conduct more experimental studies is presented.
Even though we were able to recruit a very diverse sample for this study, we recommend
researchers around the world to replicate this experiment in order to test its validity across
different cultures. Since these findings revealed a possible solution to retaining talent in modern
11. TRAINING AND ORGANIZATIONAL COMMITMENT 11
organizations, more research in this field is highly encouraged in order to rethink previously
stablished strategies in Human Capital Management.
12. TRAINING AND ORGANIZATIONAL COMMITMENT 12
References
Boon. Ooi Keng and Arumugam. Veeri (2006). The influence of corporate culture on
Organizational Commitment: case study of semiconductor organizations in Malaysia.
Sunway Academic Journal, 3, 99-115.
http://sunway.edu.my/university/sites/default/files/webmaster/sunway_academic_journal/
volume%203/25178361-The-Influence-of-Corporate-Culture-on-Organizational-
Commitment-Case-Study-of-Semiconductor-Organizations-in-Malaysia.pdf
Bulut, C., & Culha, O. (2010). The effects of organizational training on Organizational
Commitment. International Journal of Training and Development, 14 (4), 309-322.
http://dx.doi.org/10.1111/j.1468-2419.2010.00360.x
Cohen, A. (2007). Commitment before and after: an evaluation and reconceptualization of
Organizational Commitment. Human Resources Management Review, 17, 336–54.
Hershatter, A., & Epstein, M. (2010). Millennials and the world of work: An organization and
management perspective. Journal of Business and Psychology, 25(2), 211-223.
http://dx.doi.org/10.1007/s10869-010-9160-y
Kultalahti, S., & Viitala, R. (2015). Generation Y—Challenging clients for HRM? Journal of
Managerial Psychology, 30(1), 101-114. http://dx.doi.org/10.1108/JMP-08-2014-0230
Myers, K. K., & Sadaghiani, K. (2010). Millennials in the workplace: A communication
perspective on millennials' organizational relationships and performance. Journal of
Business and Psychology, 25(2), 225-238. http://dx.doi.org/10.1007/s10869-010-9172-7
Owens, P. L. (2006). One more reason not to cut your training budget: The relationship between
training and organizational outcomes. Public Personnel Management, 35(2), 163-172.
13. TRAINING AND ORGANIZATIONAL COMMITMENT 13
Owoyemi, O. A., Oyelere, M., Elegbede, T., & Gbajumo-Sheriff, M. (2011). Enhancing
employees’ commitment to organization through training. IJBM International Journal of
Business and Management, 6(7).
http://www.ccsenet.org/journal/index.php/ijbm/article/viewFile/11204/7976
Tayyab, S. (2007). An empirical assessment of Organizational Commitment measures. Pakistan
Journal of Psychological Research, 22(1-2), 1-21.
http://ezproxy.fiu.edu/login?url=http://search.proquest.com/docview/621881274?accounti
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Thompson, C., & Gregory, J. B. (2012). Managing millennials: A framework for improving
attraction, motivation, and retention. The Psychologist-Manager Journal, 15(4), 237-246.
http://dx.doi.org/10.1080/10887156.2012.730444
14. TRAINING AND ORGANIZATIONAL COMMITMENT 14
Appendix A
Demographic Questionnaire:
1. Age
i. _____
2. Gender
i. MALE – FEMALE – OTHER
3. Ethnicity
i. White American | Black/African American | Native American | Asian
American | Native Hawaiian | Hispanic
4. Zip Code
i. _____
5. Level of education (degree)
i. High School | Associate’s | Bachelor’s | Master’s | PhD | Other
6. Year of graduation (or expected)
i. _____
7. Are you currently a student at Florida International University?
i. YES - NO
8. What is your major or double major?
i. _____ _____
9. Are you complimenting it with a minor?
i. YES – NO
10. If yes, what is your minor in?
i. _____
15. TRAINING AND ORGANIZATIONAL COMMITMENT 15
11. What year are you on?
i. Freshman | Sophomore | Junior | Senior
12. How many classes are you currently taking?
i. _____
13. Are you looking for a job?
i. YES - NO
14. If yes, why?
i. _____
15. Are you planning on going to grad school immediately after graduation from your
Bachelor’s Degree?
i. YES – NO
16. Are you planning on going to grad school eventually after you receive your
Bachelor’s Degree?
i. YES – NO
17. Have you had a paying job in the past?
i. YES – NO
1. Briefly describe your role:
2. Reason for leaving:
18. Have you had any type of unpaid jobs in the past?
i. YES – NO
1. Briefly describe your role:
2. Reason for leaving:
16. TRAINING AND ORGANIZATIONAL COMMITMENT 16
19. Would you be willing to engage in a two-week inductive training at the Honors
College at FIU?
i. YES – NO
20. Are you interested in training for any of the following positions?
i. Front Desk | Office Clerk | Admissions Intern | Scholarships Intern | Student
Programs Intern | Honors Research Program Intern | Communications Intern