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By measuring morale with employee surveys many business owners and managers have long been aware of a direct, causative connection between that morale, (which includes job satisfaction, opinions of their management and many other aspects of the workplace culture) and the performance of their organization. [2]
A performance appraisal, also referred to as a performance review, performance evaluation, [1] (career) development discussion, [2] or employee appraisal, sometimes shortened to "PA", [a] is a periodic and systematic process whereby the job performance of an employee is documented and evaluated. This is done after employees are trained about ...
Employee surveys are tools used by organizational leadership to gain feedback on and measure employee engagement, employee morale, and performance.Usually answered anonymously, surveys are also used to gain a holistic picture of employees' feelings on such areas as working conditions, supervisory impact, and motivation that regular channels of communication may not.
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]
Managers process administrative tasks and organize work environments. Although leaders may be required to undertake managerial duties as well, leaders typically focus on inspiring followers and creating a shared organizational culture and values. Managers deal with complexity, while leaders deal with initiating and adapting to change.
Managers can use managerial psychology to predict and prevent harmful psychological patterns within the workplace and to control psychological patterns to benefit the organisation long term. [ 1 ] Managerial psychologists help managers, through research in theory, practice, methods and tools, to achieve better decision-making , leadership ...
Leadership performance" may refer to the career success of the individual leader, performance of the group or organization, or even leader emergence. Each of these measures can be considered conceptually distinct. While they may be related, they are different outcomes and their inclusion should depend on the applied or research focus. [139 ...
The cover of The Peter Principle (1970 Pan Books edition). The Peter principle is a concept in management developed by Laurence J. Peter which observes that people in a hierarchy tend to rise to "a level of respective incompetence": employees are promoted based on their success in previous jobs until they reach a level at which they are no longer competent, as skills in one job do not ...