Organizational Commitment and Job Satisfaction
Creating and sustaining organizational commitment in employees needs to get beyond the short-term strategies managers and leaders often rely on to temporarily increase job satisfaction. The core aspects of job satisfaction on the part of employees that lead to long-term organizational commitment are predicated on creating opportunities for growth, job enrichment, enlargement and potential for professional growth (Humborstad, Perry, 2011). The intent of this analysis is to evaluate how organizational commitment can strengthened over time by creating greater opportunity for personal and professional growth with employees, increasing their level and strength of organizational commitment in the process.

Job Satisfaction and Organizational Commitment

The consistency of job satisfaction strategies on the part of an organization and its managers have a direct effect on long-term organizational commitment of its employees (ubin, Brody, 2011). The greater the level of affective commitment, or the psychological attachment to an organization, and normative commitment,…...

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References

Sut I Wong Humborstad, & Chad Perry. (2011). Employee empowerment, job satisfaction and organizational commitment. Chinese Management Studies, 5(3), 325-344.

Rubin, B., & Brody, C.. (2011). Operationalizing Management Citizenship Behavior and Testing Its Impact on Employee Commitment, Satisfaction, and Mental Health. Work and Occupations, 38(4), 465.

Ruiz-Palomino, P., Ruiz-Amaya, C., & Knorr, H.. (2011). Employee Organizational Citizenship Behaviour: The Direct and Indirect Impact of Ethical Leadership. Canadian Journal of Administrative Sciences, 28(3), 244.

Sanjuan, P.. (2011). Affect Balance as Mediating Variable Between Effective Psychological Functioning and Satisfaction with Life. Journal of Happiness Studies, 12(3), 373-384.

Since the increased presence of a part-time workforce and the emergence of contingent workers are two of the most common, nonstandard work statuses evidenced in recent U.S. history, their development is worthy of considerable attention" (emphasis added) (p. 16).
White-collar contingent workers, and the human resource departments responsible for their administration, though, are both confronted with some motivational factors that may not be shared by their traditional counterparts, particularly those working in fields where seasonal employment may be the rule rather than the exception. For example, Toutkoushian and Bellas (2003) report that while contingent workers in educational settings are frequently used in ways that are beneficial both to institutions and to the individual faculty member, the increased use of these white-collar contingent workers is a dramatic departure from prevoius conceptions of higher education and in the conditions of employment for faculty. According to these authors, "While part-time faculty are often…...

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References

Allan, P. & Sienko, S. (1999). A comparison of contingent and core workers' perceptions of their jobs' characteristics and motivational properties. SAM Advanced Management Journal, 62(3), 4-5.

Allen, N.J. & Meyer, J.P. (1990). The measurement and antecedents of affective, continuance and normative commitment to the organization. Journal of Occupational Psychology, 63, 1-18 in Colbert & Kwon at 484.

Baker, K., and Christensen, K. (1998). Contingent Work: American employment relations in transition. Ithaca,: Cornell Press.

Brown, B.L. (2003). Effects of Globalization on Careers. Retrieved October 4, 2008, from ERIC. Educational Resource Information Center:

It's important for organizations to promote both of these aspects because it's possible to stimulate one without the other. For instance, employees are likely to express exceptional engagement to a company that provides a strong performance rewards system with no retirement plan. However, these employees are likely to commit to another company that offers the strong rewards system and a good retirement plan.
Consequently, managers need to design the organization's compensation plans through the strategic and careful consideration of employee commitment and engagement. hile compensation contains financial and non-financial elements, the most suitable compensation plan supports the organization's strategic objectives. This component also enhances an organization's competitive advantage by helping it to attract suitable job candidates, encouraging them for maximum performance, and promoting long-term maintenance of workers.

One of the most effective and suitable compensation strategies is incentive pay that is also known as pay-for-performance. It increases employees' commitment by enabling…...

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Works Cited:

Vance, Robert J. "Employee Engagement and Commitment: A Guide to Understanding,

Measuring and Increasing Engagement in Your Organization." SHRM Foundation's Effective Practice Guidelines. Society for Human Resource Management Foundation, 2006. Web. 17 Feb. 2012. .

Leadership Styles
As the behavior of the leader, so is the behavior of the follower." This colloquial proverb can be seen in families. Angry parents tend to raise angry children. Similarly patient, and understanding parents who also know how to set boundaries tend to raise balanced, patient children. This observation can also be applied to the business environment. This study is concerned with behavior of workers within an organization, or company, and the study includes comparative evaluations of leadership styles and corresponding commitment of the workers within the organization. Many academicians and practitioners view leadership as the most important topic within the realm of organizational behavior (Rahim, 1981. The success of an organization is more heavily dependent on the quality of its leaders than on any other single factor. These leaders play a major role in making decisions that determine organizational goals and how these goals can be accomplished and how…...

In light of the tug-of-war observed by riston, evidence is strong today that the administrative or organizational side is encroaching further and further upon the faculty battleground. An article by Benjamin (2010) details a critical element of the battle today, contextualized especially by the ever-shrinking size of the full professoriate. Benjamin reports that while it had always been common for administrations and universities to undermine tenure by creating non-tenure-track positions, the distribution of power has shifted in recent decades. Benjamin notes, referring to an article from 1940, that where it had once been appropriate to refer to this as a two-track system, a far more hierarchical reality has since emerged. According to Benjamin, "the two-track system developed on the basis of the emerging distinction between tenured and non? tenured appointments. From the beginning, the former were often more qualified and generally more privileged. The two-track system has become a two-tier…...

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Works Cited:

Benjamin, E. (2010). The Eroding Foundations of Academic Freedo0m and Professional Integrity: Implications of the Diminishing Proportion of Tenured Faculty for Organizational Effectiveness in Higher Education. AAUP Journal of Academic Freedom, 1.

English, B.; Morrison, D. & Chalon, C. (2009). Moderator Effects of Organizational Tenure on the Relationship Between Psychological Climate and Affective Commitment. Journal of Management Development, 29(4).

Wriston, H.M. (1940). Academic Tenure. The American Scholar, 9(3).

Work-Related Attitudes: Prejudice, Job Satisfaction, And Organizational Commitment
Area of the Study:

A worker's attitude heavily impacts his behavior and his performance in any organization. A positive attitude results in an increase in overall productivity for him and the organization because of the feeling of optimism, pride and job satisfaction. A negative attitude will result in negative behaviors which will then lead to job switching or lack of productivity. There are many places where attitude can influence work behavior which the research will illustrate on the importance of attitude in the performance of an individual.

"How work related attitudes impact job satisfaction, organizational commitment and prejudice?"

Research Questions:

What are the job related attitudes that organizational behavior deals with?

What are the results of positive and negative job attitudes?

How can job attitudes be measured?

How can employee attitude be influenced?

How is job attitude related to job satisfaction?

How is job attitude related to organizational commitment?

How is job attitude…...

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18. Bateman, T.S., & Organ, D.W. (1983). Job satisfaction and the good soldier: The relationship between affect and employee "citizenship." Academy of Management Journal (The study has described the relationship between the organizational citizenship and attitude)

19. Dalal, R.S. (2005). A meta-analysis of the relationship between organizational citizenship behavior and counterproductive work behavior. Journal of Applied Psychology (The study has described the relationship between the organizational commitment and productivity)

20. Williams, L.J., & Anderson, S.E. (1991). Job satisfaction and organizational commitment as predictors of organizational citizenship and in-role behaviors. Journal of Management (This study has a lot of information about the job satisfaction and the factors which determine satisfaction)

" (Simon, 188) the fundamental perspective here is that leadership and the ability to apply actions based on culturally driven decisions are central to helping members of the organization learn in a concrete manner how best to accord with the reigning culture.
In order for this to occur though, there must be a certain initial scrutiny and selectiveness where leadership and personnel are concerned, endorsing an organization-wide emphasis on the quality of personnel. This implicitly brings us to consideration of the application phase in terms of learning organizational culture, which is inevitably associated to all actionable aspects of an organization's structure and operations. The correlation between recruitment, personnel makeup and leadership personalities is perhaps threaded by the common string of day-to-day responsibility within an organizational culture. And quite certainly, we see the stamp of organizational culture on so many of the most important applicable indicators. Schein, to this end, points out…...

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References

Arnold, J., Cooper, C. & Robertson, I.T. (1995). Work psychology: Understanding human behavior in the workplace, Pitman Publishing, London.

Beer, M. & Walton, E. (1990). Developing the competitive organization: interventions and strategies. American Psychologists, 45(22), 154-161.

Bennis, W., & Nanus, B. (1985). Leaders: The strategies for taking charge. Harper and Row, New York.

Bowditch, J.L. & Buono, a.F. (1994). A primer on organizational behavior. John Wiley and Sons Inc. New York.

Organizational Personality
Citizen's Hospital is an organization where employees and the organization share common goals. The organization has a personality of confusion. The culture of the organization focused on patient satisfaction where the climate was democratic with an emphasis on interpersonal skills, democratic values and human motivation (Francis, 2012). The structure was hierarchal and operated by departments.

Shared common goals included enabling patients to gain adequate recovery in the fastest, most effective way with safe measures to prevent infection and other illness. The psychological part of the company displayed friendliness with the interview processes that included a peer interview with the department's employees to determine capability. Upon hiring, all new hires were required to go through a socialization process of employee orientation and mentor training. Once the new hired is trained, confusion sets in with unsafe practices.

The organization developed large amounts of back injuries from role stress and a lack of harmony.…...

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Works Cited

Francis, A. (2012, Mar 1). Neoclassical Theories of Organization. Retrieved from MBA Knowledge Base:  http://www.mbaknol.com/management-principles/neoclassical-theories-of-organization 

Landy, F.J. (2013). The Organization of Work Behavior. In F.J. Landy, Work in the 21st century: An Introduction to industrial and organizational psychology, 4th ed. Hoboken, NJ: John Wiley & Sons.

Organizational Behavior
An employee's behavior significantly impacts an organization's out put. It is therefore imperative that organizations deeply understand what productive and unproductive behaviors are. With this they can easily evaluate the relationship that exists between job behaviors and performance (Sacket, 2002).

Productive behaviors enhance productivity. Employee's who exhibit productive behavior boost an organization's productivity as they contribute positively to an organization's goals and objectives. Such behaviors include punctuality; handling an organization's customers professionally; ensuring that confidentiality is maintained by ensuring that no crucial information about an organization never leaks out; owning up when mistakes have been made; complying with health and safety standards; using an organizations' resources for the intended purposes and not for personal gains; productive employees would never sabotage an organization's merchandise or even misuse the expenses account. They will at all times ensure that qualities of their products are high. Such behaviors enhance productivity (Sacket, 2002).

Counterproductive behaviors to…...

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References

Hahn, M. (2010). Organizational commitment. Retrieved December 31, 2012 from:

 http://ezinearticles.com/?Organizational-Commitment&id=5348264 

Sacket, P.R. (2002). The Structure of Counterproductive Work Behaviors: Dimensionality and Relationships with Facets of Job Performance. International Journal of Selection and Assessment, 10(1/2), 5-12.

Therefore, there is a room for future research (Swaminathan & Jawahar, 2013). The results of this study indicated a possibility of other factors that influence job satisfaction. From this fact, it is important to recommend further research for the purpose of revealing the factors and improving job performance through the use of the results (Mohamed & Anisa, 2012). esearchers should perform the investigation by using many and few participants and compare the results in order to devise the best samples. This is because this research relied on a sample of 65 participants. if, a bigger number than the one stated on this research is used, there is a possibility of a considerable difference being evident (Mohamed & Anisa, 2012).
eferences

Swaminathan, S., & Jawahar, P. (2013). job satisfaction as a predictor of organizational citizenship behavior: an empirical study. Global Journal of Business esearch (GJB),

7(1), 71-80.

Mohamed, M., & Anisa, H.H. (2012). elationship…...

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References

Swaminathan, S., & Jawahar, P. (2013). job satisfaction as a predictor of organizational citizenship behavior: an empirical study. Global Journal of Business Research (GJBR),

7(1), 71-80.

Mohamed, M., & Anisa, H.H. (2012). Relationship Between Organizational Commitment and Organizational Citizenship Behavior. IUP Journal of Organizational Behavior, 11(3), 7-

22.

Organizational Behavior
Importance of organizational behavior knowledge

Having acquired essential skills in organizational behavior, I plan to use it in the management of my department at place of work to ensure it is a perfect example to the rest of the organization. I will use the skills acquired to study the behavior of employees and know the best way to treat each and every employee in their own skill capability and adjusting the management to a personalized management approach as is recommended by the organizational behavior study. I will also use the skills acquired to understand the organizational culture which can only be easy with the organizational behavior knowledge, and with the understanding of the organizational culture of the particular organization, I will be able to propel the people within my department towards achieving the vision of the organization. The communication skills that is achieved from the organizational behavior study will also…...

Organization Culture: An Analysis of Two Articles
Organizational Culture: An Analysis of Two articles

A collective organization approach is one that seeks to empower individual capacity to handle organizational issues at an individual level. In this case, the spirit of independence is vital since it responds to organizational challenges, and thus, maintaining spillovers cooperatively. Based on this approach, it is appropriate to assess the scholarly approach designated to empower organizational culture. Scholarly, such a culture ideally seeks to minimize derivative concerns that are resulted by an improperly dispensed leadership ideology. This analysis will seek to examine the validity of two articles and their interrelationship in terms of concepts. The analysis will prove that an appropriate organization culture is one that fosters a spirit of collectivism.

Summary of the two articles

Stohr et al. (2012) approach towards organizational culture is structurally developed towards affiliating all members in a given organization setting. As seen, it is…...

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References

Finkelstein, M.A. (2011). Intrinsic and extrinsic motivation and organizational citizenship behavior: A functional approach to organizational citizenship behavior. Journal of Psychological Issues in Organizational Culture, 2(1), 19-34.

Stohr, Mary K., Hemmens, Craig, Collins, Peter A., Inannacchinone, Brian, Hudson, Marianne, Johnson, Haily. (2012). Assessing the Organizational Culture in a Jail Setting. The Prison Journal, Vol. 92: pp. 358-387

The non-threatening approach of the study needs to be expanded upon with top-management visibility and support added to give it even more credibility and credence in the eyes of the workers being effected by the manufacturing operation closure. The support of top management in any change management initiative, including the closure of the plant and the urgent need to get an OD strategic plan created and implemented, is crucial (Hoff, 2008). The study being completed by Dr. Akin from the University of Virginia is just the start and while it shows excellent support for appreciate inquiry, it does not integrate OD and sense-making as well. While sense-making is done well on its own it needs to be part of the broader OD strategy. To accomplish this, I would bring together DuPont senior management for the plant and work to create a strategic plan that ties together all three concepts…...

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References

Asuman Akdogan, Ayse Cingoz. (2009). The Effects of Organizational Downsizing and Layoffs on Organizational Commitment: A Field Research. Journal of American Academy of Business, Cambridge, 14(2), 337-343. Retrieved January 27, 2009, from ABI/INFORM Global database. (Document ID: 1614428951).

Bennis, Warren, Mische, Michael. (1996, September). 21st century organization. Executive Excellence, 13(9), 7. Retrieved January 26, 2009, from ABI/INFORM Global database. (Document ID: 10220662)

Jimmy Brown (2006). Application of an OD Perspective to Develop a New Model of the Strategy Formulation Process. The Business Review, Cambridge, 6(2), 26-31. Retrieved January 27, 2009, from ABI/INFORM Global database. (Document ID: 1189522001).

Gervase R. Bushe, Aniq F. Kassam. (2005). When Is Appreciative Inquiry Transformational? A Meta-Case Analysis. The Journal of Applied Behavioral Science, 41(2), 161-181. Retrieved January 24, 2009, from ABI/INFORM Global database. (Document ID: 844409131).

ver the past decade, 'culture' has become a common term used when thinking about and describing an organization's internal world, a way of differentiating one organization's personality from another. In fact, many researchers contend that an organization's culture socializes people (Stein, 1985) and that leadership styles are an integral part of the culture of an organization. A culture-specific perspective reflects the view that the occurrence and the effectiveness of certain leadership behaviors (as well as constructs) is likely to be unique to a given culture.

In contrast, leaders in the culture-universal position contend that certain leadership constructs are comparable across cultures and that many universal leadership behaviors do exist. nly recently, based on the review by Bass (House, 1998), has the leadership research community begun to realize that universal and culture-specific leadership behaviors and constructs are not mutually exclusive categories, but can rather coexist in a single culture at the same…...

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On the other hand, transactional leaders work with the existing rules, norms and procedures of the organization's culture, and reward followers for positive work, and also work to maintain the existing culture (Bass, 1985). The transactional leaders base their decision-making and actions on existing norms, values, and procedures (Bass, 1985). Transactional leaders, on the other hand, can deter organizational success and leadership effectiveness (Bass, 1985).

Leadership style has received a great deal of attention from human resource development researchers (HRD) in the past years (Woodwall, 2000). Some studies will be focused on building a HRD knowledge base in countries where this is low or inexistent (Kuchinke, 1999), whereas others try to identify the compatibility between different leadership styles and the national cultural characteristics. Ardichvili and Kuchinke (2002) used Hofstede's cultural dimensions and the extensive theory developed by Bass and Avolio to determine the leadership styles that are more likely to be correlated to different cultural characteristics in former USSR countries, Germany and the United States.

The results suggested that leadership development based on national dimensions as described by Hofstede should be considered with caution because countries with similar cultural features and geographical proximity may display different leadership styles. Further

Organizational Innovation
ole Of Leadership And Employees In Organizational Innovation

Organizational success in the current global environment characterized with significant challenges is highly dependent on innovation and creativity. Innovation and creativity contribute to the success of organizational interventions, thereby, contributing to its competitiveness. The current global environment is characterized by rapid adoption of new technologies, reduction in the life cycle of products, and globalization. As such, it implies the need for the organizations to become creative and innovative to compete, survive, lead, and grow in the wake of these challenges. Similarly, significant evidence shows that leadership and the employees play an important role in driving innovation and creativity within the organization. For instance, studies have shown that leadership styles such as transformational and transactional leadership styles, influences innovation, and creativity within the organization positively. However, limited knowledge on the contextual factors under which the effect occurs exists.

Similarly, empirical evidence has that organizational…...

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References

Eisenbeiβ, S.A., & Boerner, S. (2010). Transformational Leadership and R&D Innovation: Taking a Curvilinear Approach. Creativity and Innovation Management, 19(4), 364-372.

Gumusluoglu, L., & Ilsev, A. (2009). Transformational Leadership, Creativity, And Organizational Innovation. Journal of Business Research, 62(4), 461-473.

Hu, H., Gu, Q., & Chen, J. (2013). How and when does transformational leadership affect organizational creativity and innovation?: Critical review and future directions. Nankai Business Review International, 4(2), 147-166.

Liao, S., & Wu, C. (2010). System perspective of knowledge management, organizational learning, and organizational innovation. Expert Systems with Applications, 37(2), 1096-1103.

Title: The Interplay between Transformational and Transactional Leadership Styles and Job Satisfaction: A Critical Exploration

Introductory Paragraph:

Leadership styles play a pivotal role in shaping the work environment and employee well-being. Transformational and transactional leadership represent two distinct approaches that can have contrasting effects on job satisfaction. This essay will present opposing viewpoints on the relationship between these leadership styles and job satisfaction, examining both sides of the argument and providing a comprehensive analysis of the evidence supporting each perspective.

Section 1: Transformational Leadership and Job Satisfaction

Proponents of Transformational Leadership: Argue that transformational leaders inspire, motivate, and empower their followers. They create....

1. The impact of transformational leadership on job satisfaction in a fast-paced work environment
2. Comparing the effects of transformational and transactional leadership on job satisfaction in the healthcare industry
3. The role of leadership style in promoting job satisfaction and employee retention in the tech industry
4. Exploring how the blend of transactional and transformational leadership styles can enhance job satisfaction in a diverse workplace
5. The influence of transactional leadership on job satisfaction in a highly competitive business environment
6. Analyzing the relationship between transformational leadership and job satisfaction among remote workers
7. Investigating how different leadership styles affect job satisfaction levels in non-profit....

Transformational and Transactional Leadership Styles and Job Satisfaction

1. The Impact of Transformational Leadership Style on Employee Job Satisfaction: A Comparative Study

This topic investigates the relationship between transformational leadership style and job satisfaction among employees. It examines the effects of transformational leaders' characteristics, such as charisma, inspiration, intellectual stimulation, and individualized consideration, on employee job satisfaction levels. The study compares the outcomes with those of employees under transactional leadership styles to determine the differential impact of each style.

2. The Moderating Role of Organizational Culture in the Relationship between Transactional Leadership and Job Satisfaction

This essay explores how organizational culture moderates the relationship....

Responsible Leadership Behavior: A Literature Review

Introduction

In today's complex and rapidly changing business environment, responsible leadership has emerged as a critical factor for organizational success. Responsible leaders are those who prioritize ethical decision-making, sustainability, and stakeholder well-being, while driving performance and innovation. This literature review explores the impact of responsible leadership behavior on organizations, drawing from academic research and case studies.

Impact on Organizational Performance

Numerous studies have established a positive correlation between responsible leadership and improved organizational performance. Responsible leaders foster a culture of trust, collaboration, and accountability, which enhances employee engagement and productivity. They also prioritize long-term sustainability, reducing risks and....