This document provides an overview of employee commitment. It defines employee commitment as a sense of attachment and resulting loyalty to an organization. It identifies three types of commitment: affective, normative, and continuance. It also discusses ways to measure, maintain, and increase employee commitment through engagement, clear goals, development opportunities, and work-life balance. The document uses the example of the Macau casino industry to show how commitment relates to job satisfaction and turnover. Maintaining high employee commitment provides benefits like increased performance, satisfaction, and decreased turnover.
This document discusses building top performing teams. It begins with an outline of topics to be covered, including concepts of teams, challenges of teamwork, strategies for effective team leadership, characteristics of top performing teams, and the team development process. It then provides definitions of teams and discusses why teams are important. It explores team participation and emotional intelligence. Various models of team relationships and effectiveness are presented, emphasizing elements like commitment, trust, shared goals, and feedback.
The document discusses employee job satisfaction and factors that influence it. It defines job satisfaction as a positive emotional state resulting from one's job or job experience. Personal factors like age, education, and tenure influence satisfaction, as do job factors like the type of work, required skills, and status. Management-controlled factors like wages, working conditions, and promotion opportunities also impact satisfaction. A survey found that 80% of employees are dissatisfied with their jobs, and 75% feel new technology adds to dissatisfaction. Good relationships with coworkers is the top reason for satisfaction. The document outlines how employees may respond to dissatisfaction through exit, voice, neglect, or loyalty.
Zafar, the manager of a systems development department, saw many of his trained managers leave the company after obtaining advanced degrees through the company's educational reimbursement program. Ms. Sridhar, an electrical engineer, informed Zafar she was leaving for a competitor despite getting an MBA through the program, saying she saw no opportunities for advancement. Zafar was furious as this had happened several times, and wanted to meet with the VP of operations to complain about the policy and lack of planning for staff retention.
Gallup Q12's Employee Engagement FindingsPaul Sohn
The document discusses Gallup's research on employee engagement based on surveys of over 17 million employees. It finds that only 33% of US employees are engaged at work, while 49% are not engaged and 18% are actively disengaged. The 12 questions that most impact employee engagement and organizational performance are presented along with insights into how managers can improve scores on each question.
Employee Engagement Best Practices: Survey Process Tips to Improve Trust, Acc...Qualtrics
To view the on-demand webinar for this presentation see the below link: https://success.qualtrics.com/survey-process-tips-watch.html?utm_source=slideshare
Measuring employee engagement can drive positive organizational change and increase revenue, retention, and overall productivity. However, mismanaging your employee engagement program can actually decrease trust, accountability, and empowerment amongst employees.
Join Qualtrics and Sarah Marrs, Employee Engagement Specialist, as we discuss common pitfalls that undermine engagement programs along with some practical tips to ensure a successful experience.
Becoming a Best Place to Work: The Six Strategies That Every Great Employer F...Xenium HR
Looking to attract the top talent of your industry? Great! So does everyone else. It’s never been more important to develop a holistic HR strategy that will attract and retain great employees. Whether you need a total overhaul or you’re just missing a few key elements, this webinar will help you get started. Join us as we discuss the six critical elements of top-notch HR strategy.
Employee empowerment aims to give workers greater decision-making authority in work-related matters, ranging from offering suggestions to vetoing management decisions in areas like job performance, working conditions, and supervisor evaluations. Empowerment benefits include improved productivity, creativity, innovation, faster decision-making, and better utilization of human resources. Degrees of empowerment range from total management control to self-management where employees make most work-related decisions. For empowerment to be effective, managers must be committed to sharing control and information, while employees need training and skills to make decisions.
This document discusses employee motivation and techniques for motivating employees. It defines employee motivation as the internal drive that determines an employee's effort, direction, and persistence at work. Some motivation techniques discussed include job enlargement, job rotation, job enrichment, and job simplification. The document also discusses how employers can encourage motivation by providing a work environment that fulfills employee needs and expectations through communication, recognition, involvement, and attention to employee relations issues. Motivation is influenced by biological, intellectual, social and emotional factors and exists in every employee through their interests, people and goals.
This document discusses building top performing teams. It begins with an outline of topics to be covered, including concepts of teams, challenges of teamwork, strategies for effective team leadership, characteristics of top performing teams, and the team development process. It then provides definitions of teams and discusses why teams are important. It explores team participation and emotional intelligence. Various models of team relationships and effectiveness are presented, emphasizing elements like commitment, trust, shared goals, and feedback.
The document discusses employee job satisfaction and factors that influence it. It defines job satisfaction as a positive emotional state resulting from one's job or job experience. Personal factors like age, education, and tenure influence satisfaction, as do job factors like the type of work, required skills, and status. Management-controlled factors like wages, working conditions, and promotion opportunities also impact satisfaction. A survey found that 80% of employees are dissatisfied with their jobs, and 75% feel new technology adds to dissatisfaction. Good relationships with coworkers is the top reason for satisfaction. The document outlines how employees may respond to dissatisfaction through exit, voice, neglect, or loyalty.
Zafar, the manager of a systems development department, saw many of his trained managers leave the company after obtaining advanced degrees through the company's educational reimbursement program. Ms. Sridhar, an electrical engineer, informed Zafar she was leaving for a competitor despite getting an MBA through the program, saying she saw no opportunities for advancement. Zafar was furious as this had happened several times, and wanted to meet with the VP of operations to complain about the policy and lack of planning for staff retention.
Gallup Q12's Employee Engagement FindingsPaul Sohn
The document discusses Gallup's research on employee engagement based on surveys of over 17 million employees. It finds that only 33% of US employees are engaged at work, while 49% are not engaged and 18% are actively disengaged. The 12 questions that most impact employee engagement and organizational performance are presented along with insights into how managers can improve scores on each question.
Employee Engagement Best Practices: Survey Process Tips to Improve Trust, Acc...Qualtrics
To view the on-demand webinar for this presentation see the below link: https://success.qualtrics.com/survey-process-tips-watch.html?utm_source=slideshare
Measuring employee engagement can drive positive organizational change and increase revenue, retention, and overall productivity. However, mismanaging your employee engagement program can actually decrease trust, accountability, and empowerment amongst employees.
Join Qualtrics and Sarah Marrs, Employee Engagement Specialist, as we discuss common pitfalls that undermine engagement programs along with some practical tips to ensure a successful experience.
Becoming a Best Place to Work: The Six Strategies That Every Great Employer F...Xenium HR
Looking to attract the top talent of your industry? Great! So does everyone else. It’s never been more important to develop a holistic HR strategy that will attract and retain great employees. Whether you need a total overhaul or you’re just missing a few key elements, this webinar will help you get started. Join us as we discuss the six critical elements of top-notch HR strategy.
Employee empowerment aims to give workers greater decision-making authority in work-related matters, ranging from offering suggestions to vetoing management decisions in areas like job performance, working conditions, and supervisor evaluations. Empowerment benefits include improved productivity, creativity, innovation, faster decision-making, and better utilization of human resources. Degrees of empowerment range from total management control to self-management where employees make most work-related decisions. For empowerment to be effective, managers must be committed to sharing control and information, while employees need training and skills to make decisions.
This document discusses employee motivation and techniques for motivating employees. It defines employee motivation as the internal drive that determines an employee's effort, direction, and persistence at work. Some motivation techniques discussed include job enlargement, job rotation, job enrichment, and job simplification. The document also discusses how employers can encourage motivation by providing a work environment that fulfills employee needs and expectations through communication, recognition, involvement, and attention to employee relations issues. Motivation is influenced by biological, intellectual, social and emotional factors and exists in every employee through their interests, people and goals.
Very often we use the word team work in our organizational context without perhaps fully understanding what we mean by teamwork.
An effective team requires the participation of every member in order to be successful. When one person cannot accomplish a job alone and several individuals must cooperate to fulfill a mission, you need a team. The better the cooperation, communication and coordination among members, the more efficient the team.
Creating a Proactive Recruiting Strategy to Target Passive CandidatesCachinko
The talented candidate you’re seeking to fill an open position can often be a passive one -- someone not currently looking for new employment. Does your recruiting program have a strategy for identifying and targeting passive candidates?
This document discusses teams and teamwork. It defines a high-performance team as a small group that works together to achieve common goals and holds itself accountable. Team building involves planned activities to improve a team's effectiveness. Characteristics of high-performance teams include strong values and the right mix of skills. The document also discusses how to improve team processes through roles, norms, cohesiveness and leadership. It describes how different types of teams like self-managing teams contribute to workplace performance.
The document discusses various influencing skills and techniques. It covers topics like persuasion, compliance, propaganda, and resisting influence. Some key persuasion skills discussed include ingratiation, sequential requests like the door-in-the-face technique, rational persuasion using logical arguments, consultation to seek participation, inspirational appeals, coalition tactics, and exchange tactics. It also discusses establishing authority and pressure tactics for compliance, as well as resisting different influence approaches with counter-reasoning or defending your rights.
This document provides information on conflict resolution training. It defines workplace conflict and identifies common causes as differing perspectives, stress, and increased demands on teamwork. While conflict can be negative, it notes that constructive challenges to ideas can foster new solutions. The document outlines healthy versus damaging conflict and lists benefits of resolution such as improved morale and productivity. It provides dos and don'ts of the resolution process and describes a six step approach including clarifying issues, finding common goals, and agreeing on responsibilities. The summary is that conflicts should aim for the best solution, alternative resolutions can save costs and time, and unresolved conflicts should be avoided.
Team Building PowerPoint Slides include topics such as: why teams work, building a team, reasons to create teams, structuring your team, developing effective teams, five intrinsic elements of teams, four stages of team development, team behaviors, team roles, 18 group building behaviors, overcoming common obstacles, responsibilities for team leadership, evaluating team performance, viewing the top teams, how to's and more. Slides can easily be tailored to your specific needs (make handouts, create overheads and use them with an LCD projector) and are available for license. 100+ PowerPoint presentation content slides. Each slide includes slide transitions, clipart and animation. System & Software Requirements: IBM or MAC and PowerPoint 97 or higher. Royalty Free - Use Them Over and Over Again. Once purchased, download instructions will be sent to you via email. (PC and MAC Compatible).
This document discusses managing difficult employees and provides problems and solutions. It identifies four main problems managers face: difficult personalities, bad attitudes, poor performance, and communication problems. While difficult employees only make up 10% of staff, they take up 90% of manager's time. The document provides advice on how to address each problem, such as making employees aware of problematic behaviors, understanding the root causes of issues, and setting clear expectations and consequences. The overall message is that difficult employee issues require tactful and direct action from managers to improve productivity and workplace culture.
The document discusses developing executive presence and leadership essence through awareness, coaching skills, and agile navigation of multiple perspectives. It emphasizes authenticity, being present, inspiring others, and using common sense. Specific leadership actions are explored, including respecting different stakeholder views, challenging assumptions and routines, and constantly reviewing and adapting through prototyping. The goal is to engage stakeholders and build trust through leadership partnerships.
This document discusses employee commitment as a key factor for organizational excellence. It defines employee commitment as the psychological attachment employees feel towards their workplace. Highly committed employees are more satisfied, loyal and less likely to be absent. The document outlines factors that contribute to organizational excellence like customer focus, efficient operations and human resource management. It suggests that strong relationships between managers and subordinates, recognition of employees, clear communication of organizational goals, and succession planning can help build commitment and support the goals of an organization. When organizations care for their employees and foster an ethical culture, employees will be more loyal and committed in turn.
This is a training session/knowledge mashup that I put together after watching a stanford breakfast series video on persuasion. Also my first attempt of a slidecast.
The Hay Job Evaluation method is a common approach for grading and evaluating jobs based on three key dimensions: Know-How, Problem Solving, and Accountability. It evaluates the job, not the individual performing the job. The dimensions are broken down into factors that are measured on scales to determine an overall score for salary and benefits purposes. The method provides benefits like standardized job descriptions and improved succession planning.
Job satisfaction refers to an employee's overall positive or negative attitude towards their job. It is influenced by organizational factors like pay and promotion opportunities, personal factors like age and education, and work environment factors like supervision and working conditions. Herzberg's theory states that motivator factors like achievement and responsibility can lead to satisfaction, while hygiene factors like salary and job security can lead to dissatisfaction if absent. Satisfied employees are slightly more likely to perform well and less likely to be absent than dissatisfied employees. The EVLN model describes how dissatisfaction can be expressed through exit, voice, loyalty, or neglect.
The BCS Personal Development Plan is a fully portable solution that enables you to record your Development Goals and the Activities you complete to reach those Development Goals.
The document discusses team building and leadership. It defines a team as a group of people working together to accomplish a common goal. Effective team building requires clear communication, cooperation, and coordination among members. It also requires forming the team, defining roles and tasks, and progressing through stages of developing trust, performing roles, overcoming difficulties, and accepting one another. Strong leadership is important for team success and involves listening, encouraging risk-taking, making fact-based decisions, demanding accountability, and praising publicly. Teamwork allows for agreed upon goals and collaboration, while individual work focuses on individual tasks and networking.
Self-leadership refers to the ability to influence oneself in order to achieve goals and objectives. It involves developing self-awareness of one's strengths and abilities, having a vision for where one wants to go, and influencing one's own behaviors, communication, and emotions to progress along the path. Self-leadership is important as it allows one to organize and coordinate activities, provide guidance, inspire motivation, build morale, facilitate change, and achieve what one wants. Trait theories view certain personality, social, physical, or intellectual traits as distinguishing leaders from non-leaders.
For years, manufacturing companies have been striving towards enterprise excellence throughout their organizations utilizing the philosophy, thinking and tools of lean. There are two basic pillars of lean including continuous improvement tools, and respect for people. There has been a very strong focus on the continuous improvement tools (kaizens, value stream mapping, A3 problem solving, 5S, cells/flow, setup reduction, etc.) with very little emphasis on respect for people. Businesses struggle with understanding the skills and abilities of leadership at every level of the organization required to inspirationally lead towards excellence.
As a result of the combination of the process initiatives over the past 100 years, seven out of eight people report leaving their jobs each day feeling that they work for a company that does not care about them. People are disengaged and unenthusiastic about their work resulting in huge losses of productivity to the entire organization.
Recently, the Association for Manufacturing Excellence (AME), the premier not-for-profit organization dedicated to the journey of continuous improvement and enterprise excellence, invited Barry-Wehmiller to partner with them in addressing the challenges facing manufacturing today. Together they hope to lead the way in transforming manufacturing companies through adoption of people-centric leadership practices. Their vision is to ignite a manufacturing renaissance driven by people-centric leadership coupled with enterprise excellence.
For more information about this topic at the AME Boston 2017 Conference, visit http://bit.ly/2oHMiTh
The document discusses the topic of job satisfaction. It defines job satisfaction as a pleasurable emotional state resulting from one's job or job experiences. It identifies six main determinants of job satisfaction: the work itself, pay, growth and upward mobility, supervision, co-workers, and attitudes toward work. The document outlines several theories of job satisfaction, including the facet model, Herzberg's motivator-hygiene theory, the discrepancy model, and the steady-state theory. It discusses potential consequences of job satisfaction such as performance, absenteeism, turnover, organizational citizenship behavior, and worker well-being. The document provides advice for managers on understanding and improving job satisfaction.
The document discusses the qualities of an ideal team player based on Patrick Lencioni's book "The Ideal Team Player". It describes the three virtues of an ideal team player as being humble, hungry, and smart. It then examines different combinations of these virtues and how they manifest, with the ideal combination being humble, hungry, and smart. The document also provides suggestions for developing each of the three virtues.
Make your recruitment process transparent using Recruitment Strategy Presentation PowerPoint Presentation Slides. Let the selection process be hassle free and without any nuisance. Identify the job vacancies and their specifications, experience and the skills required for the job with the help of recruitment strategy PPT PowerPoint show. Select, screen and interview the resources from a pool of qualified candidates using recruitment process template. Analyse how many candidates walked in for the interview, their applications, eligibility, qualification, experience, and more with the help of a recruitment tracker PPT slide. Set a budget for a selection and hiring process by adding the salary budget, number of employees to be hired, total recruitment expenses, and more by incorporating the ready-to-use talent acquisition PPT deck. HR managers and recruitment specialists can get access to this content- ready recruitment strategy presentation PowerPoint Presentation slide. Download this professionally designed PPT deck and fill vacancies with qualified candidates. Advise folks to avoid creating clusters with our Recruitment Strategy Presentation Powerpoint Presentation Slides. It helps discourage groupism. https://bit.ly/3fUzAO6
by Debra Watkinson, Maple Leaf Sports Entertainment Geoff Ramey, CHRP, SHRP Vice President, Human Resources, St Andrew Goldfields Ltd.
HR departments spend a great deal of time, effort and money orienting and integrating new hires into the business. But before new employees even sign on board, recruiters having the daunting task of attracting the top and most sought after candidates under increasingly competitive conditions to commit to a new employment relationship. There is a huge opportunity for recruiters to engage candidates early, get them to yes, and begin the employment relationship long before the first day of work. In this session, the presenters will focus on:
- Creating and selling a compelling employer value proposition (EVP)
- The role of the recruiter: not just getting to “yes”
- The power of Choice Architecture and how it relates to getting a “yes”
- The fine art of building trust and relationship-based interviewing
- Ensuring offer acceptance, a great First Day and engagement beyond the Honeymoon
HR departments spend a great deal of time, effort and money orienting and integrating new hires into the business. But before new employees even sign on board, recruiters having the daunting task of attracting the top and most sought after candidates under increasingly competitive conditions to commit to a new employment relationship. There is a huge opportunity for recruiters to engage candidates early, get them to yes, and begin the employment relationship long before the first day of work. In this session, the presenters will focus on:
- Creating and selling a compelling employer value proposition (EVP)
- The role of the recruiter: not just getting to “yes”
- The power of Choice Architecture and how it relates to getting a “yes”
- The fine art of building trust and relationship-based interviewing
- Ensuring offer acceptance, a great First Day and engagement beyond the Honeymoon
Very often we use the word team work in our organizational context without perhaps fully understanding what we mean by teamwork.
An effective team requires the participation of every member in order to be successful. When one person cannot accomplish a job alone and several individuals must cooperate to fulfill a mission, you need a team. The better the cooperation, communication and coordination among members, the more efficient the team.
Creating a Proactive Recruiting Strategy to Target Passive CandidatesCachinko
The talented candidate you’re seeking to fill an open position can often be a passive one -- someone not currently looking for new employment. Does your recruiting program have a strategy for identifying and targeting passive candidates?
This document discusses teams and teamwork. It defines a high-performance team as a small group that works together to achieve common goals and holds itself accountable. Team building involves planned activities to improve a team's effectiveness. Characteristics of high-performance teams include strong values and the right mix of skills. The document also discusses how to improve team processes through roles, norms, cohesiveness and leadership. It describes how different types of teams like self-managing teams contribute to workplace performance.
The document discusses various influencing skills and techniques. It covers topics like persuasion, compliance, propaganda, and resisting influence. Some key persuasion skills discussed include ingratiation, sequential requests like the door-in-the-face technique, rational persuasion using logical arguments, consultation to seek participation, inspirational appeals, coalition tactics, and exchange tactics. It also discusses establishing authority and pressure tactics for compliance, as well as resisting different influence approaches with counter-reasoning or defending your rights.
This document provides information on conflict resolution training. It defines workplace conflict and identifies common causes as differing perspectives, stress, and increased demands on teamwork. While conflict can be negative, it notes that constructive challenges to ideas can foster new solutions. The document outlines healthy versus damaging conflict and lists benefits of resolution such as improved morale and productivity. It provides dos and don'ts of the resolution process and describes a six step approach including clarifying issues, finding common goals, and agreeing on responsibilities. The summary is that conflicts should aim for the best solution, alternative resolutions can save costs and time, and unresolved conflicts should be avoided.
Team Building PowerPoint Slides include topics such as: why teams work, building a team, reasons to create teams, structuring your team, developing effective teams, five intrinsic elements of teams, four stages of team development, team behaviors, team roles, 18 group building behaviors, overcoming common obstacles, responsibilities for team leadership, evaluating team performance, viewing the top teams, how to's and more. Slides can easily be tailored to your specific needs (make handouts, create overheads and use them with an LCD projector) and are available for license. 100+ PowerPoint presentation content slides. Each slide includes slide transitions, clipart and animation. System & Software Requirements: IBM or MAC and PowerPoint 97 or higher. Royalty Free - Use Them Over and Over Again. Once purchased, download instructions will be sent to you via email. (PC and MAC Compatible).
This document discusses managing difficult employees and provides problems and solutions. It identifies four main problems managers face: difficult personalities, bad attitudes, poor performance, and communication problems. While difficult employees only make up 10% of staff, they take up 90% of manager's time. The document provides advice on how to address each problem, such as making employees aware of problematic behaviors, understanding the root causes of issues, and setting clear expectations and consequences. The overall message is that difficult employee issues require tactful and direct action from managers to improve productivity and workplace culture.
The document discusses developing executive presence and leadership essence through awareness, coaching skills, and agile navigation of multiple perspectives. It emphasizes authenticity, being present, inspiring others, and using common sense. Specific leadership actions are explored, including respecting different stakeholder views, challenging assumptions and routines, and constantly reviewing and adapting through prototyping. The goal is to engage stakeholders and build trust through leadership partnerships.
This document discusses employee commitment as a key factor for organizational excellence. It defines employee commitment as the psychological attachment employees feel towards their workplace. Highly committed employees are more satisfied, loyal and less likely to be absent. The document outlines factors that contribute to organizational excellence like customer focus, efficient operations and human resource management. It suggests that strong relationships between managers and subordinates, recognition of employees, clear communication of organizational goals, and succession planning can help build commitment and support the goals of an organization. When organizations care for their employees and foster an ethical culture, employees will be more loyal and committed in turn.
This is a training session/knowledge mashup that I put together after watching a stanford breakfast series video on persuasion. Also my first attempt of a slidecast.
The Hay Job Evaluation method is a common approach for grading and evaluating jobs based on three key dimensions: Know-How, Problem Solving, and Accountability. It evaluates the job, not the individual performing the job. The dimensions are broken down into factors that are measured on scales to determine an overall score for salary and benefits purposes. The method provides benefits like standardized job descriptions and improved succession planning.
Job satisfaction refers to an employee's overall positive or negative attitude towards their job. It is influenced by organizational factors like pay and promotion opportunities, personal factors like age and education, and work environment factors like supervision and working conditions. Herzberg's theory states that motivator factors like achievement and responsibility can lead to satisfaction, while hygiene factors like salary and job security can lead to dissatisfaction if absent. Satisfied employees are slightly more likely to perform well and less likely to be absent than dissatisfied employees. The EVLN model describes how dissatisfaction can be expressed through exit, voice, loyalty, or neglect.
The BCS Personal Development Plan is a fully portable solution that enables you to record your Development Goals and the Activities you complete to reach those Development Goals.
The document discusses team building and leadership. It defines a team as a group of people working together to accomplish a common goal. Effective team building requires clear communication, cooperation, and coordination among members. It also requires forming the team, defining roles and tasks, and progressing through stages of developing trust, performing roles, overcoming difficulties, and accepting one another. Strong leadership is important for team success and involves listening, encouraging risk-taking, making fact-based decisions, demanding accountability, and praising publicly. Teamwork allows for agreed upon goals and collaboration, while individual work focuses on individual tasks and networking.
Self-leadership refers to the ability to influence oneself in order to achieve goals and objectives. It involves developing self-awareness of one's strengths and abilities, having a vision for where one wants to go, and influencing one's own behaviors, communication, and emotions to progress along the path. Self-leadership is important as it allows one to organize and coordinate activities, provide guidance, inspire motivation, build morale, facilitate change, and achieve what one wants. Trait theories view certain personality, social, physical, or intellectual traits as distinguishing leaders from non-leaders.
For years, manufacturing companies have been striving towards enterprise excellence throughout their organizations utilizing the philosophy, thinking and tools of lean. There are two basic pillars of lean including continuous improvement tools, and respect for people. There has been a very strong focus on the continuous improvement tools (kaizens, value stream mapping, A3 problem solving, 5S, cells/flow, setup reduction, etc.) with very little emphasis on respect for people. Businesses struggle with understanding the skills and abilities of leadership at every level of the organization required to inspirationally lead towards excellence.
As a result of the combination of the process initiatives over the past 100 years, seven out of eight people report leaving their jobs each day feeling that they work for a company that does not care about them. People are disengaged and unenthusiastic about their work resulting in huge losses of productivity to the entire organization.
Recently, the Association for Manufacturing Excellence (AME), the premier not-for-profit organization dedicated to the journey of continuous improvement and enterprise excellence, invited Barry-Wehmiller to partner with them in addressing the challenges facing manufacturing today. Together they hope to lead the way in transforming manufacturing companies through adoption of people-centric leadership practices. Their vision is to ignite a manufacturing renaissance driven by people-centric leadership coupled with enterprise excellence.
For more information about this topic at the AME Boston 2017 Conference, visit http://bit.ly/2oHMiTh
The document discusses the topic of job satisfaction. It defines job satisfaction as a pleasurable emotional state resulting from one's job or job experiences. It identifies six main determinants of job satisfaction: the work itself, pay, growth and upward mobility, supervision, co-workers, and attitudes toward work. The document outlines several theories of job satisfaction, including the facet model, Herzberg's motivator-hygiene theory, the discrepancy model, and the steady-state theory. It discusses potential consequences of job satisfaction such as performance, absenteeism, turnover, organizational citizenship behavior, and worker well-being. The document provides advice for managers on understanding and improving job satisfaction.
The document discusses the qualities of an ideal team player based on Patrick Lencioni's book "The Ideal Team Player". It describes the three virtues of an ideal team player as being humble, hungry, and smart. It then examines different combinations of these virtues and how they manifest, with the ideal combination being humble, hungry, and smart. The document also provides suggestions for developing each of the three virtues.
Make your recruitment process transparent using Recruitment Strategy Presentation PowerPoint Presentation Slides. Let the selection process be hassle free and without any nuisance. Identify the job vacancies and their specifications, experience and the skills required for the job with the help of recruitment strategy PPT PowerPoint show. Select, screen and interview the resources from a pool of qualified candidates using recruitment process template. Analyse how many candidates walked in for the interview, their applications, eligibility, qualification, experience, and more with the help of a recruitment tracker PPT slide. Set a budget for a selection and hiring process by adding the salary budget, number of employees to be hired, total recruitment expenses, and more by incorporating the ready-to-use talent acquisition PPT deck. HR managers and recruitment specialists can get access to this content- ready recruitment strategy presentation PowerPoint Presentation slide. Download this professionally designed PPT deck and fill vacancies with qualified candidates. Advise folks to avoid creating clusters with our Recruitment Strategy Presentation Powerpoint Presentation Slides. It helps discourage groupism. https://bit.ly/3fUzAO6
by Debra Watkinson, Maple Leaf Sports Entertainment Geoff Ramey, CHRP, SHRP Vice President, Human Resources, St Andrew Goldfields Ltd.
HR departments spend a great deal of time, effort and money orienting and integrating new hires into the business. But before new employees even sign on board, recruiters having the daunting task of attracting the top and most sought after candidates under increasingly competitive conditions to commit to a new employment relationship. There is a huge opportunity for recruiters to engage candidates early, get them to yes, and begin the employment relationship long before the first day of work. In this session, the presenters will focus on:
- Creating and selling a compelling employer value proposition (EVP)
- The role of the recruiter: not just getting to “yes”
- The power of Choice Architecture and how it relates to getting a “yes”
- The fine art of building trust and relationship-based interviewing
- Ensuring offer acceptance, a great First Day and engagement beyond the Honeymoon
HR departments spend a great deal of time, effort and money orienting and integrating new hires into the business. But before new employees even sign on board, recruiters having the daunting task of attracting the top and most sought after candidates under increasingly competitive conditions to commit to a new employment relationship. There is a huge opportunity for recruiters to engage candidates early, get them to yes, and begin the employment relationship long before the first day of work. In this session, the presenters will focus on:
- Creating and selling a compelling employer value proposition (EVP)
- The role of the recruiter: not just getting to “yes”
- The power of Choice Architecture and how it relates to getting a “yes”
- The fine art of building trust and relationship-based interviewing
- Ensuring offer acceptance, a great First Day and engagement beyond the Honeymoon
5 Ways to Give Feedback that Elicits Real ChangeBambooHR
Employees want to receive feedback, but the way that managers interpret this widely varies. This slideshare helps define a feedback process that drives organizational success and allows for real change.
Frequent, sincere feedback is key to driving organizational success according to the document. The document discusses how annual performance reviews are ineffective and demotivating for employees. Instead, companies should implement frequent feedback through regular check-ins and one-on-one meetings to foster employee engagement and improvement. Proper feedback helps build a culture where employees feel heard and are motivated to develop their skills.
This presentation was presented by Rami Barqouni on how to manage and develop your field service techs into talents benefitting your business and organizational strategy
360-degree feedback involves employees receiving anonymous feedback from subordinates, peers, supervisors, and a self-evaluation. It provides a unique perspective beyond what managers can assess. Structured questionnaires gather opinions on competencies and allow open-ended feedback. 360 feedback is used for employee development, helping them improve weaknesses, and for performance appraisal, though it is better suited to development. It originated in the military and was popularized by companies like GE in the 1980s. Proper implementation requires addressing paradoxes like maintaining peer relationships while providing judgment and avoiding group risks when focusing on individuals. Organizations must consider cultural readiness and communication before starting a 360 program.
The document discusses employee retention in the private sector. It outlines several key factors that are important for retaining employees, including compensation and benefits, a supportive work environment, opportunities for growth and career development, and maintaining good relationships. Retaining talented employees is beneficial for companies as it reduces costs associated with turnover.
Organizational commitment refers to an employee's identification with and involvement in an organization. There are three main types of organizational commitment: affective, continuance, and normative. A survey of IT employees found moderate levels of organizational commitment, with higher variability in affective commitment. Job satisfaction was also moderate, with the lowest satisfaction regarding working hours, supervision, appreciation, and salary. Higher job satisfaction correlated with increased affective and normative commitment.
Engaging for succes - a story about employee engagementSD Worx Belgium
This document discusses employee engagement and why it is important. It defines engagement as motivating employees intrinsically to strengthen the organization. Highly engaged employees are loyal, productive, innovative and help improve the company's reputation. The document outlines six benefits of engagement: 1) stronger customer relations, 2) loyal future employees, 3) higher productivity, 4) lower costs, 5) optimization and innovation, and 6) improved image and reputation. It provides tips for creating engagement such as addressing satisfaction drivers, culture, leadership, communication, career development and performance management.
Keeping Employees Engaged In The WorkplaceJumpstart:HR
Jumpstart:HR is your trusted HR Outsourcing and Strategic Counseling partner. We work with your organization as a virtual and on-site service provider to solve your HR challenges, alleviate your burdens and free up your time.
Visit us at http://www.jumpstart-hr.com to learn more about how we can save your organization time and bring about a greater ROI on your Human Capital Management strategy.
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This document discusses leveraging an organization's Employee Value Proposition (EVP) to attract and retain top talent. It covers:
1. Why EVP is important for financial results, talent pools, and satisfaction. Disconnects can exist between what candidates and employers value.
2. Research on motivators for Indian MSME employees found adequate salary, job security, promotion opportunities, and interesting work as top drivers.
3. Fifteen questions are provided to help organizations assess and enhance their EVP, including defining it, researching it, marketing it, ensuring alignment of strategies and processes, and delivering on promises.
4. Innovative EVP examples include flexible hours, additional leave options, child
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4. •A sense of attachment (Employee Psychology)
•Resulting loyalty to an organization ( Employee
Behaviour)
Definition
(Source: http://www.mbabrief.com/what_is_employee_commitment.asp)
6. Precondition – Employee Engagement
•Engagement Definition: high
affective commitment; Be willing to
work go beyond the duty.
•Engagement drives commitment
•Watch Video
(Source:http://www.mnestudies.com/human-resource/employee-engagement-
commitment)
8. Three Component Model of Commitment
Affective Commitment
Normative Commitment
Continuance
Commitment
(source:John Meyer and Natalie Allen, Three component model of commitment)
9. Affective commitment
Affective commitment relates to how much employees want to stay at their
organisation. (Identify with the organisational goals, fit into the organisation,
satisfied with job.)
It means an affective emotional attachment towards an organisation.
(Source:https://www.effectory.com/knowledge/themes/employee-commitment-survey/)
10. Normative commitment
Normative commitment relates to how much employees feel they should stay at
their organisation. ( Disastrous Consequences )
A moral obligation to remain with an organisation. (guilt )
(Source:https://www.mindtools.com/pages/article/three-component-model-
commitment.htm)
11. Continuance commitment
•Fear of Loss
•Weigh up the pros and cons of leaving your organization.
•It relates to how much Employees feel the need to stay at their organisation
•The recognition of costs associated with leaving an organisation.
(Source:https://www.mindtools.com/pages/article/three-component-model-
commitment.htm)
13. Employee Commitment Survey
•How the employees committed to the company
•What way they are committed ( Affective? Normative? )
Limitation:
•Hard to develop an effective questionnaire
•Employee may not be honest or cheat in the survey
•Not accurate and reliable result
(Source:https://www.effectory.com/knowledge/themes/employee-commitment-survey/ )
14. Observation:360 Review
•Observation: Direct and Effective
•Attachment to Company: Can be perceived
360 Review:
•Feedback opportunity
•A group of coworkers to provide feedback
(Source:https://www.effectory.com/knowledge/themes/employee-commitment-survey/)
18. Clear Company Objective
•Help employees make better decisions at work
•Adapt their contribution to the collective goal
Involve Employee in Company-wide Decision
•Clarify employees thoughts and feelings
•Make employees feel valued and involved
•Help to ensure their support of the execution of decisions
Fitting in
(Source:https://www.effectory.com/knowledge/themes/how-to-increase-employee-
commitment/https://c.edu.au/how-to-increase-your-employee-commitment-and-loyalty/ )
19. Encourage Team Bonding
•Encourage the development of a
more positive work environment and
productivity
•Enhance the overall well-being
Fitting in
(Source:https://www.effectory.com/knowledge/themes/how-to-increase-employee-
commitment/https://c.edu.au/how-to-increase-your-employee-commitment-and-loyalty/ )
20. Development
Map up Career Plan
•Employee: See the prospective
=>More likely to stay longer with the
company and devote themselves
•Employer: Match employees’ role with
their future prospects
Create Learning Opportunity
•Employee who interested in advancement
=> Want to learn new things and create value in
their position
•Employer: Provide education opportunity
=>Make their employees’ professional
development a part of their personal goals and
objectives
source:https://www.capital.org/s/content/a0Y410000058FBdEAM/blog10-key-strategies-
to-increase-employee-commitment-and-retention )
21. Communication
Communication
•Minimize misunderstanding
•Help to ensure the employees
are happy to work
Manager/Supervisor:
•Receive appropriate training in
management and people skill
(Source:https://www.capital.org/s/content/a0Y410000058FBdEAM/blog10-key-strategies-
to-increase-employee-commitment-and-retention )
23. Salary and Benefit
Fair and Competitive Salary
Stay informed on what other companies are paying
for similar work
Benefit
Offer benefit to employees when the company has
business growth
Recognition:
Take extra time and resource to recognize
employee publicly
A small recognition can go a long way to
retain an employee
24. Work-life Enrichment
Work-Life conflict
•Multiple roles in their works and life
•If their work impose too many
demands and requirements, they may
not be capable with the roles in their
life.
Work- life enrichment
•Reasonable workload
•Leaves employee energized instead of
exhaustion
•Enhances their personal identity rather
than diminishes it
•Helps them not only to survive but
thrive in their life
(source:https://www.linkedin.com/pulse/employee-resource-groups-work-life-enrichment-sabatini-
fraone?trk=pulse-det-nav_art https://www.linkedin.com/pulse/employee-resource-groups-work-life-enrichment-
sabatini-fraone?trk=pulse-det-nav_art」)
27. Employee Commitment in
Macau Casino Industry
•The Gaming Industry amounted about 25% of Macau workforce -- (Chi &
Zheng, 2009)
•The Causal Order explains that employee commitment is interrelated with job
satisfaction & affect directly on turnover rate.
•Research indicates casino workers in Macau has higher commitment than other
industries.
2016 2017
Workforce in Gaming Industry 55,794 55,726
Total Resident Workforce 284,400 288,800
Percentage 19.61% 19.30%
Source: DSEC
(http://www.emeraldinsight.com/doi/full/10.1108/09596110910967809
28. The Causal Order of
Satisfaction and Commitment
Currivan, D. B. (2000). The causal order of job satisfaction and organizational
commitment in models of employee turnover. Human Resource Management Review,
9(4), 495-524. http://dx.doi.org/10.1016/S1053-4822(99)00031-5
29. High Job Satisfaction
= High Commitment
•Most of casino workers has high job satisfaction due to positive working
environment & satisfied salary.
•Research shows positive job satisfaction leads to positive commitment.
•Survey indicated half of casino workers are <5 years working experience; another
half are >5 years.
(Source: Relationships among Job Satisfaction, Organizational Commitment, and
Turnover Intention: Evidence from the Gambling Industry in Macau Jen Hung Wang1 ,
Kuan Chen Tsai2 , Luo Jia Ru Lei1 , Im Fan Chio1 , Sut Kam Lai1)
30. High Commitment
= Low Turnover Tendency
•As casino workers are committed to the company, they have lower turnover tendency.
•Findings shows that employee >5 years working experience with current company has
much higher commitment and low tendency of leaving; <5 years working experience
has lower commitment and higher tendency of leaving.
•Background research shows that most of casino workers’ highest education level is
high-school graduates. Therefore indicating casino workers most likely will stay within
gambling industry instead of looking for job opportunities of other nature. This may
explain higher job commitment among casino workers.
(Source: Relationships among Job Satisfaction, Organizational Commitment, and
Turnover Intention: Evidence from the Gambling Industry in Macau Jen Hung Wang1 ,
Kuan Chen Tsai2 , Luo Jia Ru Lei1 , Im Fan Chio1 , Sut Kam Lai1)
31. High Job Satisfaction
= High Turnover Tendency
•Research shows higher job satisfaction but is also proportional to high turnover
tendency, which is not consistent with the Causal Order.
•This may explain by abundant of job opportunities in Macau casino, higher pay
offered by other company attracts workers to leave their current job despite they are
satisfied and committed.—( Carsteon and Spector ,1987)
•Low promotion rate among casino workers is a contributing factor to high turnover
rate.
(Source: Relationships among Job Satisfaction, Organizational Commitment, and
Turnover Intention: Evidence from the Gambling Industry in Macau Jen Hung Wang1 ,
Kuan Chen Tsai2 , Luo Jia Ru Lei1 , Im Fan Chio1 , Sut Kam Lai1)
32. The Derivative of Macau Casino Workers
in Job Satisfaction, Commitment,
Turnover
High Job Satisfaction = High Commitment
High Commitment = Low Turnover
High Job Satisfaction = High Turnover
(Source: Relationships among Job Satisfaction, Organizational Commitment, and
Turnover Intention: Evidence from the Gambling Industry in Macau Jen Hung Wang1 ,
Kuan Chen Tsai2 , Luo Jia Ru Lei1 , Im Fan Chio1 , Sut Kam Lai1)
37. Conclusion
◆Identify 3 types of employee commitment
◆Mention the survey and 360 review to measure employee commitment
◆Indicate to 5 ways to maintain high employee commitment
◆Share the short case about employee commitment of Macau casino industry
Employee commitment effects on employee performance, turnover and absence, and via
its influence on customer attitudes
Affective commitment - the most potential benefit for an organization
Commitment is a two way process – organization & employee
38. Encountered challenges
•Limited Resources for the measurement of employee commitment.
•Spent long time to find the short case related to employee commitment
•Distinguish three types of employee commitment.
•Limited research within Casino industry on employee commitment.
•Difficulty of gathering for discussion among project members.
•Project members has different style of presentation & opinion.
•Blurred motion between employee commitment & engagement.
41. Reference
Nik Penhale Smith (2016) “ How to Increase Employee commitment”
https://www.effectory.com/knowledge/themes/how-to-increase-employee-commitment/
Helen Sabell (2016) “How to Increase Employee Commitment and Loyalty”
https://collegeforadultlearning.edu.au/how-to-increase-your-employee-commitment-and-
loyalty/
Capital (2017) “10 Key Strategies to Increase Employee Commitment and Retention”
https://www.capital.org/s/content/a0Y410000058FBdEAM/blog10-key-strategies-to-
increase-employee-commitment-and-retention
Jennifer Fraone (2016)” Employee Resource Groups and Work-Life Enrichment”
https://www.linkedin.com/pulse/employee-resource-groups-work-life-enrichment-sabatini-
fraone?trk=pulse-det-nav_art」
42. Reference
Meyer, J. P. (n.d.). Employee commitment: an introduction and roadmap. Handbook of
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http://www.mnestudies.com/human-resource/employee-engagement-commitment
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23, 2017
https://explorance.com/2013/05/6-ways-you-can-benefit-from-employee-engagement-2/
Employee Commitment and Participation. (2015, March 30). Retrieved October 30, 2017
http://www.gpmfirst.com/books/project-success/employee-commitment-and-participation/
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Relationships among Job Satisfaction, Organizational Commitment, and Turnover
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