and job characteristics have a differential effect on employee engagement. Both job and organization resources (performance feedback, autonomy, development opportunities, task variety, welfare, and support from line manager, colleagues and senior management) are linked to positive employee engagement of all types, and might therefore be useful tools for enhancing engagement. Equally, a relatively high level of pressure to produce has a positive effect on employee behaviors. But while most
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would grow up and be an entirely different person. Your taste in food, music, dress, and all your aspects of culture would be entirely different from who you are today. If the two of you were to meet as adults, neither would recognize similar behavioral attributes in the other. Each of you would have entirely different personalities. Genetically, you may have the same physical attributes/propensities, but you would have developed them differently, dependent on the physical requirements of your
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In a organization psychological contract is a essential part of positive employee relationship. It requires interaction & communication between employer & employee. Basically psychological contract is the`mutual beliefs, perceptions and informal obligations between an employer and employee (D.Rousseau,1989). It can be distinguished from the legal employment contract. It is the perception of both employee and employer, of what are their mutual obligations towards each others. It can be more influential
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accomplished operation of these skills enable more refined and effective self development efforts allowing leaders to respond to changing work environments in a continuous and productive fashion. However, once learned and incorporated into ones behavioral repertoire, the operation of self development strategies would become self guiding. Given that self-development can be considered as metaskills- skills that allow for the development of other skills. It requires developing self awareness
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American Journal of Industrial and Business Management, 2013, 3, 229-236 http://dx.doi.org/10.4236/ajibm.2013.32028 Published Online April 2013 (http://www.scirp.org/journal/ajibm) 229 Organizational Structure: Influencing Factors and Impact on a Firm Quangyen Tran1,2, Yezhuang Tian1 School of Management, Harbin Institute of Technology, Harbin, China; 2National Economics University, Hanoi, Vietnam. Email: yentq@neu.edu.vn Received November 3rd, 2012; revised December 17th, 2012; accepted
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COGNITIVE ORIENTATION TO LEARNING Introduction Orientation to learning in the early years was stressed upon in debating which orientation to learning is best suited for a working environment, namely behavioural learning or cognitive learning. As years pass, learning is becoming a more active, constructive and goal oriented process (Shuell, 1986). Basically, learning is no longer based on studying or obtaining knowledge from a certain source alone but can be achieved through performing tasks or
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comparing the attitudes of students (n = 161) towards online retailing services with the attitudes of non-students (n = 252) towards such services. A structured questionnaire administered online was used to gather data on perceptions, satisfaction, and behavioral intentions with regard to online retailing services. The t-test results showed that, in general, students' attitude towards online retailing services is similar to that of non-students. Therefore, undergraduate students may be reasonable surrogates
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CHANGE MANAGEMENT (MGMT625) Table of Contents Lecture # 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24. 25. 26. 27. 28. 29. 30. 31. 32. 33. 34. 35. 36. 37. 38. 39. 40. 41. 42. 43. 44. 45. Topic Page # Course Orientation ................................................................................................. 1 Benefits and Significance of Change Management ............................................... 5 Kurt Lewin Model: Assumptions and Implications
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BONNY TERMINAL INTEGRATED PROJECT (BTIP) Dr. M.O. Agwu, MNIM, MNISP Department of Business Administration, Niger Delta University, Wilberforce Island, Bayelsa State ABSTRACT he paper focuses on the impact of employees’ safety culture on organizational performance (improved management/employees safety practices, enhanced productivity, increased profitability and reduced accident/ incident rate) in shell bonny terminal integrated project. It defines employees’ safety culture as a product of
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important,” (Robbins, 2005, p. 134). Because people act on their perceptions, each person’s perception is his or her reality. This explains how reality can be different for different people. Perception must be considered in organizational behavior. Perception effects management decisions, whether deciding to hire a new employee, giving a performance review, or making a major decision regarding the direction to take their business. Perception also determines an employee’s job satisfaction and
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