Case 1: Employee Loyalty
Submission date: 28 June 2013 (Friday)
Companies benefit through employee loyalty. Crude downsizing in organizations during the recession crushed the loyalty of millions. The economic benefits of loyalty embrace lower recruitment and training costs, higher productivity of workers, customer satisfaction, and the boost to morale of fresh recruits. In order that these benefits are not lost, some companies while downsizing try various gimmicks. Flex leave, for instance, is one. This helps employees receive 20% of their salary, plus employer provided benefits, while they take a 6 to 12 month sabbatical, with a call option on their services. Others try alternatives like more communication, hand holding, and the like.
What is the problem statement in the above situation?
(5 marks) ANS:
According to my own reading, I has been found one problem statement in the above situation , that is how to maintain employees’ loyalty while the company are facing crude downsizing . Meanwhile the whole world now are facing financial crisis since 2008 , and the mainly problem happened or happening during this period situation is the balance between crude downsizing and employees’ loyalty . Based on the problem above , the protruding issues is that as well .
Case 2: Job Performance
Job performance is the main variable of interest since the production manager is interested in increasing the output levels of employees. Job performance is, thus, the dependent variable. Job enrichment and rewards are the two independent variables which directly influence performance through the intervening variables of motivation and satisfaction. However, the valence of rewards to the recipient moderates the relationship among rewards, motivation, satisfaction and performance. When the jobs done by the workers are such that they are more challenging and utilize all the skills that the workers have, then the workers will be both satisfied that they are able to use the skills they possess, and be motivated to engage in work behavior. When employees are thus motivated and satisfied, their performance levels will be high. Also, motivation and satisfaction will mutually influence each other. That is, when satisfaction is high, motivation will be high, and the higher level of motivation will, in turn, increase satisfaction. Thus, the two will mutually influence each other, and both together will influence performance. If, on the other hand, the job is dull and repetitive, employees will not derive any satisfaction at the workplace since they will be bored, and their inclination to engage in work behaviors (motivation) will be low. When employee satisfaction and motivation are low, their levels of output (performance) will also be low. Increased rewards will also offer employees both satisfaction and motivation, because employees will know that the effort put in by them is recognized and rewarded. This increased satisfaction and motivation will spur them on to perform even better since they will now have more zeal and enthusiasm. However, the relationship between increased rewards and the intervening variables of motivation and satisfaction will hold good only for those who desire and value the rewards dispensed by the organization. Those recipients who do not find the rewards valuable or desirous will not be turned on by the rewards, and their levels of satisfaction, motivation, and performance will not be enhanced. The valence of rewards thus moderates the relationship between rewards and the intervening and dependent variables.
Define the problem statement.
The aim of the study was that the relationships of job satisfaction with the dimensions of employee motivation (energy and dynamism, synergy, intrinsic and extrinsic motives) and the domains of corporate culture (performance, human resources, decision-making and relationships) was investigated .
Develop a theoretical framework for above...
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