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Workplace creativity is defined as new, useful, and valuable services, ideas, processes, or products that were created by individuals in the workplace. [40] Creativity in the workplace has been linked to increased positive affect in employees. [41] Tavares found that creative workplaces lead to employees feeling that their work was meaningful.
Objectives and key results (OKR, alternatively OKRs) is a goal-setting framework used by individuals, teams, and organizations to define measurable goals and track their outcomes. The development of OKR is generally attributed to Andrew Grove who introduced the approach to Intel in the 1970s [ 1 ] and documented the framework in his 1983 book ...
Basically, to be brought into line with agreed targets, the individual goals of employees with corporate goals, thereby increasing efficiency of the company takes place. Agreements on objectives can orient themselves to the performance of the individual employee or a group (individual objective) and the success of the company (corporate goals).
Affective Commitment is defined as the employee's positive emotional attachment to the organization. Meyer and Allen pegged AC as the "desire" component of organizational commitment. An employee who is affectively committed strongly identifies with the goals of the organization and desires to remain a part of the organization.
The three aspects of work engagement (vigor, dedication and absorption) are assessed by the Utrecht Work Engagement Scale (UWES), [6] which is currently available in 20 languages and can be used freely for non-commercial purposes. In addition a short form [24] and a student version [25] are available. The reliability and validity of the UWES is ...
Management by objectives (MBO), also known as management by planning (MBP), was first popularized by Peter Drucker in his 1954 book The Practice of Management. [1] Management by objectives is the process of defining specific objectives within an organization that management can convey to organization members, then deciding how to achieve each objective in sequence.
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The goals that are reinforced through incentive pay should be carefully considered to make sure they are in alignment with the organizational objectives. If there are multiple rewards programs, it is important to consider if there might be any conflicting goals. For example, individual and team-based rewards can sometime work at cross-purposes.