A Meta-Analysis of the Relationships between Individual Job Satisfaction and Individual Performance Author(s): M. M. Petty‚ Gail W. McGee‚ Jerry W. Cavender Source: The Academy of Management Review‚ Vol. 9‚ No. 4 (Oct.‚ 1984)‚ pp. 712-721 Published by: Academy of Management Stable URL: http://www.jstor.org/stable/258493 Accessed: 20/10/2010 04:45 Your use of the JSTOR archive indicates your acceptance of JSTOR ’s Terms and Conditions of Use‚ available at http://www.jstor.org/page/info/about/policies/terms
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Leadership and Performance in the Workplace Woody’s Veneer Factory is experiencing decreased productivity‚ an increase in garbage removal costs‚ and a loss of revenue. The floor workers are grinding up good veneer‚ an activity that increases garbage fees and decreases productivity and money. There is loss of production because the workers are more concerned with their revenge on management than on being productive workers. They work together using hand signals and text messages to warn others that
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charismatic legitimacy is in many ways the very opposite of traditional legitimacy. When we use the word charisma in everyday conversation‚ we usually are describing someone who is good-looking or perhaps a witty conversationalist. But in politics‚ charisma means much more. Rather than relying on the weight of history and the continuity of certain roles or values‚ charismatic legitimacy is based on the power of ideas‚ or what is sometimes called "the gift of grace." Charisma is typically embodied
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focuses on high performance organizations (HPOs). Right at the intersection of those would be the “Ten Golden Rules of High Performance” listed below. What do you think should be added to the list? Is there anything on the list that you disagree with? Please support your opinion with evidence from our readings and also from your own work and life experience. Please also remember to respond to your classmates’ posts to stimulate further discussion. Ten Golden Rules of High Performance Organizational
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The Concept of Follower Readiness As It Relates To Situational Leadership Model Developed by Paul Hersey and Kenneth H. Blanchard‚ situational leadership is a contingency model that focuses on the followers. The model suggests that successful leadership is accomplished by selecting the right leadership style‚ based on the level of followers readiness. Emphasis on the followers in leadership effectiveness reflects the reality that it is the followers who accept or reject the leader. Regardless of
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High Performance Teams By: Charlene Denise Norwood Professor: Kate Spector MBA 6210 Building Relationships Abstract It’s essential for every organization to make sure that their goal is to motivate and help their employees demonstrate operating as a high performance team. Within every team‚ effective communication is extremely crucial between all members in order to see the success of the company. A divided team will not be able to stand against the fiery problems that arise within
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A STUDY ON THE DETERMINANTS OF SATISFACTION ON SMARTPHONES AMONG STUDENTS BY EMMANUEL PANPALAN RESEARCH PROJECT SUBMITTED IN FULFILMENT OF THE REQUIREMENT FOR THE DEGREE OF DEGREE OF BA (HONS) ACCOUNTING AND FINANCE LEVEL 6/ YEAR 3 IN TEESSIDE UNIVERSITY & SEGI UNIVERSITY MALAYSIA 14 DECEMBER 2012 TEESSIDE UNIVERSITY BUSINESS SCHOOL A STUDY ON THE DETERMINANTS OF SATISFACTION ON SMARTPHONES AMONG STUDENTS UNDERGRADUATE STUDIES PROJECT REPORT CERTIFICATION 1. I confirm
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International Journal of Business‚ Humanities and Technology Vol. 2 No. 5; August 2012 Impact of Leadership Development on Employees ’ Performance (Case Study: Employees of Customs Headquarters) Dr. Javad Mehrabi Department of Public Management‚ Qazvin Branch Islamic Azad University‚ Qazvin‚ Iran Dr. Mohammad Taheri Roozbehani Department of Management‚ Boroojerd Branch Islamic Azad University‚ Boroojerd ‚ Iran Shirin Naseri Department of Management‚ Boroojerd Branch Islamic Azad University‚ Boroojerd
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large influence on an individual’s behavior. Accurate prediction on job performance is critical to people in managerial positions‚ such as managers. Based on the theory of behavioral plasticity and self-monitoring‚ it is indicated that subordinates’ organization-based self-esteem‚ which reflects an employee’s self-perceived value as an organization member‚ moderates two important subordinate outcomes‚ namely task performance and innovative behavior (Rank‚ Nelson‚ Allen &Xu‚2009). Therefore‚ the question
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Charismatic Condition Mean 4.204081633 Standard Error 0.097501055 Median 4.2 Mode 4.8 Standard Deviation 0.682507382 Sample Variance 0.465816327 Kurtosis 5.335286065 Skewness -1.916441174 Range 3.5 Minimum 1.5 Maximum 5 Sum 206 Count 49 Confidence Level(95.0%) 0.196039006 In both the Charismatic and the punitive condition data sets there were 49 people surveyed. We know this because we were able to use descriptive statistics to show the count and that shows the number of people
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