Search results
Results from the WOW.Com Content Network
Avoiding problems or looking for "quick fixes" only makes things worse and causes employees to feel that there is no hope for resolution. If employees lose hope that the real problems will actually be addressed and resolved, it can lead to a host of problems for the organization and for the employee, one of which is continued employee silence. [8]
Organizational identification and workplace freedom of speech has an effect on an individual's choice of expressing dissent (Kassing, 2000). If an individual highly identifies himself or herself with the organization, they are more likely to use the dissent strategy that mirrors the organization's values. If the organization demonstrates it ...
Research has been conducted demonstrating that the perception of not being respected is one of the main causes for workplace deviance; workplace dissatisfaction is also a factor. According to Bolin and Heatherly, [ 5 ] "dissatisfaction results in a higher incidence of minor offenses, but does not necessarily lead to severe offense".
Organizational conflict, or workplace conflict, is a state of discord caused by the actual or perceived opposition of needs, values and interests between people working together. Conflict takes many forms in organizations. There is the inevitable clash between formal authority and power and those individuals and groups affected.
Counterproductive work behavior (CWB) is employee's behavior that goes against the legitimate interests of an organization. [1] This behavior can harm the organization, other people within it, and other people and organizations outside it, including employers, other employees, suppliers, clients, patients and citizens.
Motivators (e.g. challenging work, recognition for one's achievement, responsibility, opportunity to do something meaningful, involvement in decision making, sense of importance to an organization) that give positive satisfaction, arising from intrinsic conditions of the job itself, such as recognition, achievement, or personal growth. [4]
Research suggests that organizational justice plays a significant role in an employee’s intention to exit an organization. Perceptions of fairness are antecedents and determinants of turnover intention, especially in how employees are treated, outcomes are distributed fairly, and processes and procedures are consistently followed.
An alternative motivation theory to Maslow's hierarchy of needs is the motivator-hygiene (Herzberg's) theory. While Maslow's hierarchy implies the addition or removal of the same need stimuli will enhance or detract from the employee's satisfaction, Herzberg's findings indicate that factors garnering job satisfaction are separate from factors leading to poor job satisfaction and employee turnover.