Pool. Retrieved from <http://www.personal.psu.edu/cgi-bin/users/j/5/j5j/IPIP/ipipneo6.cgi>. Keirsey Temperament Sorter. (2008‚ September 20). About Four Temperaments. Retrieved from <http://www.keirsey.com/sorter/user.aspx>. Kinicki‚ A.‚ & Kreitner‚ R. (2008). Organizational Behavior. 8th ed. New York: McGraw-Hill/Irwin. Self-Monitoring. (2008‚ September 20). Self-Monitoring‚ Do You Sensor What You Say? Retrieved from <http://www.outofservice.com/self-monitor-censor-test/results>
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a. Why does Budget Director Paula Harper feel such disappointment in Water Department Chief Engineer Mason’s behavior - and vice versa? Budget Director Paula Harper felt disappointed in Water Chief Engineer Mason’s because in her point of view as a Budget Director‚ she had to make a cogent recommendation to the Manager about additional personnel request. To do that‚ she had to have all information that she asked to Mason and his staff. This information would be used to determine whether they need
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MOTIVATIONAL STRATEGIES AND THEIR IMPACT ON PRODUCTIVITY A CASE STUDY OF GHANA AIRPORTS COMPANY LIMITED by Aryeetey Loretta Naomi PG3042009 A Thesis submitted to the Institute Of Distance Learning ‚Kwame Nkrumah University of Science and Technology in partial fulfilment of the requirements for the degree of COMMONWEALTH EXECUTIVE MASTERS OF BUSINESS ADMINSTRATION JUNE‚ 2011 1 DECLARATION I hereby declare that this is my original work and that it has not been presented either in whole or in
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20 International Journal of Management Vol. 28 No. 1 Part 1 Mar 2011 Effects of Nationality on Job Satisfaction: Domestic versus Expatriate Bank Employees in the United Arab Emirates Abdallah M. Elamin King Fahd University of Petroleum & Minerals‚ Saudi Arabia This study examines the influence of nationality of managers (domestic or expatriate) on work satisfaction in the banking industry in the United Arab Emirates (UAE). The sample comprised a random sample of 82 bank employees‚ and that
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Simulation‚ 4th edition‚ Prentice Hall‚ Inc. Mark Jenkins‚ 2007‚ Advanced Strategic Management: A Multi-Perspective Approach‚ 2nd edition‚ Palgrave Macmillan Ltd. Ray‚ 2011‚ ‘Ryanair’s Value Chain Anaysis’‚ viewed 12 March 2014‚ Robert Kreitner‚ Angelo Kinicki‚ 2010‚ Organizational Behavior‚ 9th edition‚ McGraw-Hill/Irwin Taghi Abedian‚ 2014‚ ‘Analysis of Ryanair’s competitive advantages’‚ viewed 12 March 2014. Thomas Sorensen‚ 2010‚ ‘An analysis of Ryanair’‚ viewed 8 March 2014‚ 2013‚ ‘Ryanair
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oppose the merger. While there are multiple theories that could be used‚ I believe that the best is Vroom’s Expectancy theory. This theory “holds that people are motivated to behave in ways that produce desired combinations of expected outcomes.” (Kinicki & Robert‚ 2013) Vroom’s theory has three factors: Valence‚ Expectancy and Instrumentality. Valence‚ or rewards‚ refers to the directions which people embrace with respect to the outcomes. Expectancy (performance) is the different “expectations
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traits then should I be evaluating myself for these traits? If there are none‚ should I quit or look for further evidence that these traits can be learned? I decided to do a little of both. The text identifies several characteristics of leaders. (Kreitner) My own list of leadership qualities includes the following: strong morals‚ credibility‚ clear vision of goals‚ strong communication skills‚ high level of commitment and constancy of purpose. It appears that I’m leaving a plethora of traits out
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8 reasons why pay for performance only works in theory In this short paper I will explain why the statement “The introduction of individual pay for performance contributes to an improvement in a company’s (financial) performance” is to my opinion not valid. Before we can jump into a reflection on the statement‚ two questions arise that will be discussed as an introduction “What is pay for performance?” and “Why is pay for performance considered as a system that might contribute to a company’s
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purely nonverbal‚ but often works best when paired with verbal communication. Nonverbal communication is one of the most powerful tools that leaders can utilize in order to be successful in the workplace. According to research done by Cassidy‚ Kreitner and Kreitner (2010) some 93 percent of communication is relayed nonverbally. Studies have consistently shown that information is often processed not just through word of mouth‚ but also through the body. An early study done by Harris and Moron in 1991
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related not to financial fulfillment but to personal involvement. Since then‚ there were a lot of theorists that tried to explain what was that triggered and sustained human behaviour. As a result‚ the research of these “behavioural scientists” (kreitner 1999) became to what today is called the human relations movement. This study will be demonstrating the need for human relations movement and also if it has completely replaced classical and scientific management. (131) Before the human relations
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