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Work groups – Drawing on the sociotechnical theory and team effectiveness literature, some authors argue that key characteristics of work groups (i.e. composition, interdependence, autonomy, and leadership) can influence the work design of individual team members, although it is acknowledged that evidence on this particular topic is limited.
Work engagement is the "harnessing of organization member's selves to their work roles: in engagement, people employ and express themselves physically, cognitively, emotionally and mentally during role performances". [1]: 694 Three aspects of work motivation are cognitive, emotional and physical engagement. [2]
Psychological well-being (PWB) is defined as "the overall effectiveness of an individual's psychological functioning" as related to primary facets of one's life: work, family, community, etc. [56] There are three defining characteristics of PWB.
The track of scientific research around employee recognition and motivation was constructed on the foundation of early theories of behavioral science and psychology. [3] The earliest scientific papers on employee recognition have tended to draw upon a combination of needs-based motivation (for example, Hertzberg 1966; Maslow 1943) theories and reinforcement theory (Mainly Pavlov 1902; B.F ...
In particular, the term well-defined is used with respect to (binary) operations on cosets. In this case, one can view the operation as a function of two variables, and the property of being well-defined is the same as that for a function. For example, addition on the integers modulo some n can be defined naturally in terms of integer addition.
High morale will cause employees to put in extra effort, find ways to work more efficiently, and do higher quality work. [6] An employer with a well-known track record of high morale among employees is also much more likely to attract and retain high talent employees. High morale provides a competitive edge in good times and bad.
However, the measure used for work-domain self-efficacy in these studies was not derived from any specific theoretical work trying to understand and outline specific dimensions attending to the work context. Rather, these studies in each case chose items from Sherer et al.'s [1] general self-efficacy scale presumed to apply to work. In the Kirk ...
Despite a large body of positive psychological research into the relationship between happiness and productivity, [1] [2] [3] happiness at work has traditionally been seen as a potential by-product of positive outcomes at work, rather than a pathway to business success. Happiness in the workplace is usually dependent on the work environment.