Organizational Commitment: Job Satisfaction, Stress, Motivation
Organizational Commitment:
Job Satisfaction, Stress, Motivation
Udaya Kiran Kadali
January 23, 2011
Abstract
Today’s organization because of global competition and cost cutting had lead to great changes in the organizations leading to greater effect of organizational behaviors. Some organizations are losing employees to other organizations and some employees are losing their efficiency due to the lack of job satisfaction, or due to stress and/or due to lack of motivation, or combination of many factors. Colquitt et al has described various factor effecting employees and its organizations in organizational behaviors, 2nd edition. Controlling stress and self motivating is very important to achieve goals, and when goals are met moral is elevated. Job satisfaction leads to organizational commitment and job performance.
Almost every organization faces some kind of brain drain when an employee leaves the organization. Human resource management and managers have developed many strategies to understand employees and their problems, to improve organizational behaviors by providing trainings to employees related to organizational commitment and engagement, as organizational commitment leads to better job performance and job satisfaction, which leads to better quality of product or service, which leads to more customers and growth in revenue. For an employee, job satisfaction may mean many things like good pay, frequent promotions, enjoyable coworkers, work, authority/status, moral cause, environment, etc (Colquitt et al., 2010). An employee with high job satisfaction will have high positive feeling for the work and organization, and will have high motivation also. When an employee is motivated, attains job satisfaction consecutively performs better. Work related and non-work related stresses have an effect on organizational behavior. An employee has to control stress and reduce the strains caused by stress to take a better judgment and decisions.
Every
Job Satisfaction, Stress, Motivation
Udaya Kiran Kadali
January 23, 2011
Abstract
Today’s organization because of global competition and cost cutting had lead to great changes in the organizations leading to greater effect of organizational behaviors. Some organizations are losing employees to other organizations and some employees are losing their efficiency due to the lack of job satisfaction, or due to stress and/or due to lack of motivation, or combination of many factors. Colquitt et al has described various factor effecting employees and its organizations in organizational behaviors, 2nd edition. Controlling stress and self motivating is very important to achieve goals, and when goals are met moral is elevated. Job satisfaction leads to organizational commitment and job performance.
Almost every organization faces some kind of brain drain when an employee leaves the organization. Human resource management and managers have developed many strategies to understand employees and their problems, to improve organizational behaviors by providing trainings to employees related to organizational commitment and engagement, as organizational commitment leads to better job performance and job satisfaction, which leads to better quality of product or service, which leads to more customers and growth in revenue. For an employee, job satisfaction may mean many things like good pay, frequent promotions, enjoyable coworkers, work, authority/status, moral cause, environment, etc (Colquitt et al., 2010). An employee with high job satisfaction will have high positive feeling for the work and organization, and will have high motivation also. When an employee is motivated, attains job satisfaction consecutively performs better. Work related and non-work related stresses have an effect on organizational behavior. An employee has to control stress and reduce the strains caused by stress to take a better judgment and decisions.
Every
References: Colquitt, J.A., Lepine, J.A., & Wesson, M.J. (2009). Organizational behavior: Improving performance and commitment in the workplace (2nd ed.). New York, NY: McGraw-Hill/Irwin Singh P. & Loncar N. (2010). Pay Satisfaction, Job Satisfaction and Turnover Intent. Department of Relations Industries. 65(3). 20. Retrieved from Business Source Database