context, to discuss its potential and future development. Many specialists underlined the fact that human resource requires more attention and careful management then any other resource of an organization. The role of the HR manager must parallel the needs of the changing organization. Successful organizations are becoming more adaptable, resilient, quick to change directions, and customer -centered. Within this environment, the HR professional must learn how to manage effectively through planning
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job performances. The questions are what motivation is and why it is important to motivate employee in workplace? Over the last twenty decades, motivation is number one factor in increasing level of performance. It is operationally defined as inner force that drives individuals to accomplish personal and organizational goals. In other words, motivated employees are needed in our rapidly changing workplaces. This is because every individual or employee needs motivation and so do organization. Employee
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satisfaction level are both determined by the productivity and counterproductive behaviors in the workplace. In order to effectively change counterproductive behaviors or reinforce productive behaviors, leaders must be able to understand and deal with these types of conduct. “After identifying behaviors a company can then evaluate the relationship between job behaviors in relation to job performance”(2011). Defining Productive Behaviors According to "Productive And Counterproductive Behavior" (2011)
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Employees’ Training: A Way towards Organizational Commitment and High Performance An Argumentative Paper on the Bond between Training, Commitment and Performance Maryam Afzal maryam_afzal1@yahoo.com Abstract The main purpose of this paper is to discuss the importance of employees’ training for organizational commitment and organizational performance. An argumentative approach has been used to reveal the importance of employees’ training. By training the employees their skills and abilities
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Analysis of Productive and Counterproductive Behavior in Organizations Vernica Bolen PSY/428 July 12, 2011 Dr. Angela Heads Analysis of Productive and Counterproductive Behavior in Organizations According to the text, successful organizations impose structure on employee behavior through job descriptions, patterned behavior, and organizational policies. As new employees transition into their jobs, they find
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Organizational Behavior Article 1 Counterproductive Behavior and its Effects in the Workplace Grace Connell Carroll University Abstract This paper discusses the article, The Impact of Counterproductive Behavior in Organizations, and how it relates to the topics discussed in Carroll University’s course, BUS315: Organizational Behavior. Stan Mack (2015) suggests that the impact of counterproductive behavior in organizations are negative. The counterproductive behaviors discussed in the article include
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Assignment 1: Organizational Analysis BUS 310 – Human Resource Management Billy Okumu Stayer University November 4, 2012 Aetna insurance company was founded in 1953 in Hartford, Connecticut and is one of the nation’s leading diversified health care benefits companies serving approximately 37.2 million people (17.5 million medical members, 14.2 million dental members and 10.9 million pharmacy members, some of whom fall into more than one category (Aetna, 2012). Aetna provides benefits through
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a man with similar responsibilities. By enforcing pay equity laws, an employer will create a productive workforce among all employees. In the Canadian workplace employees can value equity in different ways. They can compare their job to similar jobs within the same department, or compare their job to different jobs within the same workplace. Therefore, the equity or pay they receive can make the employee satisfied or dissatisfied depending on their view of the job they perform. Also, employees
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a new job, but employees can lose their drive if managers fail in their role as a motivator. It can be a problem for even the most successful of organizations and the most admired of managers when experienced, valuable employees lose motivation and commitment they once felt, causing decline in their performance. One secret for success in an organization is motivated and engaged employees. Managers and Human Resource professionals can maintain their current workforce that has been recruited and developed
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Self-Efficacy Self-Efficacy and its Application in the Workplace Abstract The effectiveness of self-efficacy shows how powerful and dynamic the human mind can be. A person’s self-efficacy develops from four sources of life experience: performance accomplishments, vicariously watching others, verbal persuasion, and states of psychological arousal from which others judge that person’s coping abilities (Bandura, 1977). Self-efficacy can be separated into two schools of thought, motivational
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