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Organizational behavior in the global marketplace
Literature review on employee engagement
Literature review on employee engagement
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Recommended: Organizational behavior in the global marketplace
Adelman, K. (2012). Promoting employee voice and upward communication in healthcare: The CEO influence. Journal of Healthcare Management, 57(2), 133-
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Ahmed, T., Mouratidis, H., & Preston, D. (2009). Website design guidelines: High power distance and high-context culture. International Journal of Cyber Society and Education, 2(1), 47-60.
Albrecht, S.L. (Ed.) (2010), Handbook of Employee Engagement: Perspectives, Issues, Research and Practice, Edward Elgar Publishers, Cheltenham
Appelbaum, E. 2002. The impact of new forms of work organization on workers. In:
Murray, G. (Eds.)Work and employment relations in the high-performance workplace. London: Continuum, 120–149.
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and Batt, R. L. 1994. The new American workplace: transforming work systems in the United States. ILR Press, New York.
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Avey, J. B., Luthan, F, and Mhatre, K.H 2008. A call for Longitudinal research in positive organizational behavior. Journal of Organizational Behavior, 29(5) 705-711.
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Babbie, E. (2009). The practice of social research. Belmont, CA. Wadsworth/Thomson.
Bakker, A.B. (2010). Engagement and “job crafting”: Engaged employees create their own great place to work. In S.L. Albrecht (Ed.), Handbook of employee engagement: Perspectives, issues, research and practice. Glos, UK: Edward Elgar.
Bakker, A. B., Demerouti, E. and Euwema, M. C. 2005. Job resources buffer the impact of job demands on burnout. Journal of Occupational
Workers feeling, which includes competitive compensation and reward strategies, professional growth and development, career paths and succession plans and the organizations leadership and culture are contributing factors of employee engagement
Boston, MA: Pearson Sivarethinamohan, R. R., & Aranganathan, P. P. (2011). Determinants of employee engagement
What drives motivation? How far will one go to achieve their goal? Does it mean compromising their ethical beliefs or will they succeed following their ethical compass? For many, they will do just about anything, include being unethical. No boundary, no barrier, no obstacle will stop them. A great example is Margaret Tate, an Executive Editor in Chief of a book publishing firm from the movie “The Proposal”. The movie depicts various management and observation behavior concepts covered in Organizational Behavior such as communication process model, power and counter power, the MARS Model, and values and ethics.
Stephen Robbins and A.J.B UBRIN think organisational behavior (OB) includes three interrelated influence and contact area of research: the behavior of the individual level, the group level and the organisational level behavior.
The study of employee engagement has been a steady increase over the last ten years, due to the fact that employee engagement has a significant factor in an organization 's success and competitive advantages (Saks & Gurman, 2014). Employee engagement is defined as employees who are engaged “for the best interest of the organization, and it is associated with meaningfulness, safety, and ability” (Abu-Shamaa, Al-Rabayah & Khasawneh 2015). This results in employees being dedicated, focus and willing to do what it takes to get the tasks done. Similarly, having the effectiveness of value and pride towards their work. In contrast, employee burnout is the opposite of employee engagement. Burnout is a “syndrome of weariness with work
Luthans, F. and Youssef, C.M. ‘Emerging Positive Organizational Behavior’, Journal of management, vol.5 no.3 June 2007 pp. 321-49.
Definition. Schaufeli’s (as cited in Truss, Delbridge, Alfes, Shantz, & Soane, 2014, p. 26) ideas on employee engagement can be explained by using the Job Demands-Resources (JD-R) model. Job demands and availability or lack of resources, both job and personal, either contribute to or deter employee engagement, this is illustrated by the JD-R (Truss et al., 2014). On the positive side, according to Truss et al. (2014) job and personal resources “foster engagement in terms of vigor (energy), dedication (persistence) and absorption (focus)” (p. 26). An employee who has the resources needed to do their job is better equipped to do the job and thereby better able to perform their job (Truss et al., 2014). Employees who are better able to meet job
Employee engagement, a term devised by Gallup research group, is viewed as an important management tool for any company who wants to be an effective and productive organization. Researches have shown that employee can contribute positively to the organization vision and goal when a company engage them effectively. The employee will also feel more passionate about their work and have a sense of belonging.
First, this essay explores several components consisting of lessons learned in relation to individual behavior, organizational behavior, and organization structure. Personality insights provide self-awareness and predict how one’s personality traits influence individual behavior. It is also helpful in predicting how an individual manages interpersonal skills to effectively work with others. Next, organizations differ in structure, personnel, and other factors, which impact workplace behavior and interpersonal interactions. Therefore, this essay demonstrates how a comprehensive understanding of one’s behavior and the organizational behavior will lead to better relations among employees, co-workers, and mangers. Finally, a biblical analysis
After About four weeks of taking Organizational behaviour, we have covered a broad spectrum of subject from motivation to personality and behaviour theories has well has the process of individual learning, and how they are met in everyday business life. This essay simply summarise my understanding of the course with my personal experiences has a way in which I relate a few of the theories and topics learned in the span of these few weeks.
Employee is the fundamental to any organisation, in particular today where organisations are facing the increasingly fierce competition. To improve productivity, individual and organisational performance, and so as to gain or retain organisational competitive advantages, organisations are paying more attention to find the way which can gain, enhance and retain employee engagement. Many of research has approved that a high level of employee engagement has series of positive impacts on organisations and individuals. According to a research report written by CIPD (2010), a high level of employee engagement can be conducive to enhance organisational and individual innovation, behaviour and performance. Recently, the substantial research have generalised series of drivers involving physical, psychological, and emotional elements to engaging employees. According to Penna’s research report (Cited in Markos and Sridevi, 2010), researcher stated that the most significant drivers influencing the levels of employee engagement is having a meaningful job, namely meaning at work is essential to affect the levels of engagement. Besides, there are other various drivers, such as leadership, engaging managers, employee voice, integrity, decision making authority, and so forth.
Organizational behavior is the study of the many factors that have an impact on how people and groups act, think, feel, and respond to work and organizations and how organizations respond to their environments. (George & Jones, 2005) Organizational behavior is particularly important to managers, who are responsible for supervising the activities of one of more employees.
Miller (2014), Employee engagement remains a major challenge for companies and organizations worldwide and an often elusive outcome even for those organizations who are already committed to achieving a high level of employee engagement and who already have employee engagement programs in place. One proven strategy that can provide a clear path to enhancing the level of employee engagement in any company or organization is to benchmark against the current “best practices” in employee engagement worldwide.
Here are some figures that display how Employee engagement practices have bolstered up the efficiency and productivity of the employees and in return have augmented the profits of the companies. According to a new meta-analysis that was conducted by the Gallup organisation amongst 1.4 million employees, the organisations that focus on employee engagement practices to a large extent have reported 22% increase in productivity. These practices even impr...
Engagement is the situation of emotional and intellectual satisfaction to an organisation or team producing behaviour that will help fulfil an organisation’s promises...