Job Satisfaction
There is a distinct difference between job satisfaction and organizational commitment. Job satisfaction relates specifically to the job. While this is influenced by organizational factors, the job itself can be satisfactory even when there is little commitment to the organization. Either one can be a source of motivation, but it is important for management of an organization to know which dynamic is at play, and which one might be more valuable as a motivating force.
Tella, Ayeni and Popoola (2007) studied the issue, and found that motivation was correlated with both job satisfaction and organizational commitment, but that the correlation with job satisfaction was strong and positive while the correlation with organizational commitment was weak and negative. This means that the job is more important to motivation than the organization. Intuitively, this makes sense. Motivation is related to the job, because that is what the person does on a daily basis. The organization might be a source of motivation, but if this commitment to the organization results in a person doing a job that he or she does not like, then the result is going to be a lower level of motivation. People are self-centered, so it comes as no surprise that motivation is more highly-correlated with the factor that most affects their daily lives.
From experience in my company, it is clear that these findings hold. There is a much higher level of commitment to the job than there is to the company. This reflects that...
Gender on Leadership Style and Employee Job Satisfaction "The glass ceiling" emerged as a widely employed metaphor in the nineties to account for inaccessibility of organizational leadership posts for females. Even today, females continue to encounter a number of challenges when aiming for leadership positions (Ayman & Korabik, 2010). Research scholars recognize the broad significance of culture and situational contingencies as contextual factors governing leadership, whilst also presenting leadership or governance
It is a broader notion or the next evolutionary stage of client relationship management approach. A customer-centric organization is defined as the one, offering long-term constant and consistent best quality experience to clients 'over all customer access points; across all marketing, sales, and service programs; throughout all parts of the organization.' As can be clearly inferred from this definition, the product will vary over time to satisfy evolving clients needs,
business setting increase team's motivation, satisfaction, performance. Address specific differences attitudes, emotions, personalities, values collaboration, difference influences behavior. Overall business interactions are becoming more global. Many large corporations are outsourcing manufacturing and service jobs overseas where labor is cheaper. Currently 54% of fortune 500 companies outsource at least one core business function ( "IT Outsourcing Market, 2010). With the advent of the internet, firms are drastically cutting travel expenses but
Adoption Of Order Fulfillment and Customer Service Satisfaction "Productivity trends in two retail trade industries, 1987-95." Contributors: Mark W. Dumas. Monthly Labor Review. Volume: 120. Issue: 7. 1997. Page Number: Order fulfillment and customer satisfaction depends on the productivity of workers in the retail industries. The retail sector of the economy was to be an important provider of jobs, accounting for 29% of employment in the private service-producing sector of the economy
According to Copland (2001), although the following job description is a parody, it is not too far from the truth concerning the current set of responsibilities that confront the nation's elementary school principals: Position Opening: Elementary School Principal, Anytown School District. Qualifications: Wisdom of a sage, vision of a CEO, intellect of a scholar, leadership of a point guard, compassion of a counselor, moral strength of a nun, courage of
motivation to an age diverse workplace. It creates the understanding of motivation in the context of a diverse work environment. The paper explains why it is important for managers of organizations to acquire skills and knowledge regarding diversity management. It presents various challenges that managers face when motivating a diverse workforce. The paper performs a description of the diverse skill set that benefit organizations which incorporate different generations of
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