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Employee morale, work ethic, productivity, and motivation had been explored in a line dating back to the work of Mary Parker Follett in the early 1920s. Survey-based World War II studies on leadership and group morale sparked further confidence that such properties could be investigated and measured. [10]
Employees' collective appraisal of the organisational work environment takes into account many dimensions of the situation as well as the psychological impact of the environment. For instance, job-specific properties such as role clarity, workload and other aspects unique to a person's specific job have a psychological impact that can be agreed ...
Satisfaction with work: The emotional state of a worker while working is critical to job attitudes. Although a person may self-identify in terms of profession, for example as a doctor, lawyer or engineer, it is their well-being at work which is significant in characterizing job attitude.
An analysis of the capacities, the contract or agreement, and the relationship between collaborating stakeholders is conducted. Analysis of contracting-out and/or collaborations can ensure goals are met successfully prior to the beginning of a partnership, and correct inefficiencies throughout the time frame of the collaboration.
Job dedication; To garner information regarding an employee's contextual performance, researchers adapt items from the previous taxonomy. Items are measured by supervisors on a Likert scale, from one to five. A few sample items are: The employee voluntarily does more than the job requires to help others or contribute to organizational effectiveness
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]
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 ...
The Work Design Questionnaire (WDQ) [45] was developed by Morgeson and Humphrey in 2006 as a comprehensive and integrative work design measure which addresses the inadequacies of its predecessors. The WDQ focuses not only on the tasks that make up a person's job, but also the relations between workers and the broader environment. [46]