Motivation What is motivation? Motivation is difficult to explain and even harder to "turn on" in people. Webster defines motivation as "an act or process of motivating; the condition of being motivated; a force‚ stimulus‚ or influence: incentive or drive" ("Motivation"). It is most often the job of the manager to use motivation to drive its employees to accomplish acts which they normally would not have done. The study of motivation helps managers understand what prompts people to initiate
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Employee voice enables workers to effectively communicate their views to management and be actively involved in decision making. Voice arrangements allow employees to express their ideas‚ raise concerns and help solve problems by influencing workplace decisions and choices. (Gollan‚ 2006:349; Pymen et al‚ 2006:543). The various forms of voice available today in the current industrial relations system include both direct and indirect mechanisms. Indirect mechanisms include
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Articles About Motivation Articles on motivation and on how to get motivated. Motivation is the power that activates the engine of success‚ and moves you to act and do things. Articles on Motivation Motivation and How to Get Motivated How many times have you started enthusiastically a weight loss program‚ began a bodybuilding or aerobics training program‚ or started learning a foreign language‚ only to stop after a short while?... Spurts of Enthusiasm and Lack of Interest Do you sometimes
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Employee Engagement A positive attitude held by the employee towards the organisation and its values. An engaged employee works with colleagues to improve performance within the job for the benefit of the organisation. The organisation must work to develop and nurture engagement‚ which requires a two-way relationship between employer and employee. Employee engagement is a partnership between a company and its employees Most organizations today realize that a satisfied employee is not necessarily
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Bibliography: 1. Ashwathappa. K. “Human Resource and Personal Management.” Fourth Edition by the McGraw-Hill Company New Delhi. Page Number- 345-356 2. Cooper‚ Donald R.‚ Schindler‚ Pamela S. “Business Research Methods” by the McGraw-Hill Company New Delhi. Page Number-282-296 3. Mamoria‚ Dr. C.B.‚ “Dynamics of Industrial Relations” by Himalaya Publishing House Bangalore. Page Number-165-176 4. Rao‚ P. Subba. “Essentials of Human Resource Management and
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Employee Training and Career Development Paper HRM/300 January 25‚ 2015 Dwight Walker Employee Training and Career Development Paper All organizations human resource department seem to have to the same concept of hiring. Yet when it comes to employee training and career development it turns out to be a whole different perception. The role of training in an organizations development must be viewed from a different perspective. The first is the internal view which is vital to the efficiency of the
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Motivation 1. How does Herzberg’s Two-Factor Theory explain how companies are attracting and retaining Gen Y employees? Herzberg’s two-factor theory identifies job context as the source of job dissatisfaction and job content as the source of job satisfaction. Hygiene factor in the job context are sources of job dissatisfaction. Motivator factors in the job content are sources of job satisfaction. In this theory‚ job satisfaction and job dissatisfaction are separate dimensions in the two-factor
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Priyanka Shah Writ 1301 Katherine Lee December 3rd 2013 Research Paper Rough Draft: We live in a day and age where we are told that to be successful you must go to school‚ get a job‚ and work your whole life away in a cubicle. Society discards the possibility of you being a Steve Jobs‚ Bill Gates‚ and other extremely intellectual individuals. We are told that college is a necessity to go anywhere in life. That to make a living‚ we must follow the formula that is life. However‚ there is no formula
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RESOURCE MANAGEMENT PRACTICES ON TURNOVER‚ PRODUCTIVITY‚ AND CORPORATE FINANCIAL PERFORMANCE MARK A. HUSELID Rutgers University This study comprehensively evaluated the links between systems of High Performance Work Practices and firm performance. Results based on a national sample of nearly one thousand firms indicate that these practices have an economically and statistically significant impact on both intermediate employee outcomes (turnover and productivity) and short- and long-term measures of
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connection between employee engagement and business results; a meta-analysis conducted by Harter et al (2002:272) confirms this connection. They concluded that‚ “…employee satisfaction and engagement are related to meaningful business outcomes at a magnitude that is important to many organisations”. However‚ engagement is an individual-level construct and if it does lead to business results‚ it must first impact individual-level outcomes. Therefore‚ there is reason to 7 expect employee engagement
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