Earlier research by Bhattacharya and Sen (2004) showed that informing stakeholders is the only way to positively influence the attitude and behaviour of stakeholders regarding the organization and its CSR policies and/or business activities. Positively influence of the attitude and behaviour of stakeholders is also important organisations want to attract highly skilled and qualified workers. This is important because “the success of a business ultimately relies on the type of employees who work there (Blackman, 2006, p. 367)”. Person-Organization fit theories play an important role when organizations want to attract new employees. Person-Organization fit, abbreviated as P-O fit, is a popular theory, however its origin is unclear. “Models of P–O fit have grown increasingly popular as explanations of organization attraction and choice during the last decade (Kristof, 1996, as cited in Roberson, Collins & Oreg, 2005, p. 324)”. The P-O fit is defined as “the compatibility between people and organizations that occurs when a) at least one entity provides what the other needs, or b) they share similar fundamental characteristics or c) both (Kristof, 1996, as cited in Ambrose et al., 2007, p. 324)”. The organization provides job possibilities and that is exactly what prospective employees need. Besides that, the characteristics of an organization can help attract prospective employees, when the characteristics of the organization are in line with the characteristics of the prospective employee. The core of P-O fit, is the ‘right’ fit between the values of individuals and values of organizations. Prospective employees will prefer to work in organizations where the organizational values are in line with their own values (Cable & Judge... ... middle of paper ... ...n within Organizations. Journal of American Academy of Business, 5, 52-63. Roberson, Q. M., Collins, C. J. & Oreg, S. (2005). The effects of recruitment message specificity on applicant attraction to organizations. Journal of Business and Psychology, 19 (3), 319-339). Roobeek, A. (2010) Over de creatieve generatie en werk. Dit is het leven van Des’ree, zij gaat de wereld veranderen. De Delta Loyd Groep, Q2, 4, 40-43. (Doi number is not known). Rupp, D. E., Ganapathi, J., Aguilera, R. V., & Williams, C. A. (2006). Employee reaction to corporate social responsibility: an organizational justice framework. Journal of Organizational Behaviour, 27, 537-543. doi: 10.1002/job.380. Steers, T. M., Mowday, R. T., & Shapiro, D. L. (2004). Introduction to Special Topic Forum: The Future of Work Motivation Theory. The Academy of Management Review, 29 (3), 379-387.
Many organizations have developed written statements known as Mission and vision statements, which support employee performance and motivation strengthening the organizations culture and helping reach goals. Some organizations promote high performance restructuring by dedicating the introduction of a team approach to work structuring, and high skill variety and feedback on performance, which results in job characteristics and improved satisfaction. Organizations nowadays are forced to pay extra attention to their employees’ needs and customers’ needs by means of employee recognition, goal alignment and work force engagement. For teams to be engaged and effective, members must feel appreciated, and believe in their leaders (Dixion & Hart, 2010). Organizational culture obtained with Path-goal theory is equivalently important because appropriate culture is required to sustain or facilitate established high performance efforts. With high employee performance and goal alignment organizations use management by objective (MBO) an integrative approach for management that supports the attainment of customer satisfaction through wide variety of tools and procedures that the end result will be higher quality of goods and services achieving business excellence (Evans J
(2014) is “the way in which leaders interact, make decisions, and influence others in the organization” (p 237). The culture needs to foster cooperation from all areas of an organization, while providing the ability for adaptation and growth. Not all organizations culture will be the same, there is not a correct one that can blanket all organizations to cozy success. (3) Talent Systems. Human capital drives all organizations, the right people need to be in the right jobs with the correct opportunities for growth and advancement. There must be a constant search for strategic thinkers and leaders able to step up with called upon. The authors mention “Talent Sustainability” (p. 248), there must be enough qualified employees ready to move up so the organization will not stall while searching for others to replace others due to attrition, or other opportunists. (4) Organizational Design, must take a number of variables into account while providing structure to an organization. Hughes et al. (2014) state “the design of the organization is a trade-off between options, each with advantages and disadvantages” (p 253). The correct design can help clear the hierarchy of an organization and the proper channels for
Organizational behavior blends contributions from the fields of psychology, social psychology, sociology, and anthropology (Robbins & Judge, 2009). A healthy organization has mutual care, mutual affirmation, and mutual accountability (Fischer, 2009). In utilizing the personality test, I have learned a lot about organizational behavior that will assist me in becoming a better employee, co-worker, and manager. Most importantly, I have learned how the 16 different personality types view the world and interact in the workplace.
To gloss over how individual people, influence organizational behavior would lead to a shallow understanding of how organizations work and behave (Fischer, 2006). This is another thing that I learned and that is how I motivate a person will determine the behavior of the people in my organization. To do these things effectively requires good work relations, teamwork, and employees who are motivated and cooperative (Kroeger, Thuesen, & Rutledge, 2002, p. 7). People have to be able to work together and motivate each other to complete the task that is given. We have hopefully made the case to you that you cannot fully understand organizational behavior until you understand the behaviors of individuals, and that to understand individual behavior you need to understand the role that personality traits play in individual behavior (Fischer, 2006). On a personal level I learned that I can grow in regards to in my listen skills (Pearson Education, 2015). As an ENFP, I am as to do well in executive roles. At their best they bring refreshing alternative style to top management and decision making (Kroeger, Thuesen, & Rutledge, 2002, p. 364). In particular, I have learned that the test will better help me be better employee or manger because I know what I need to work on to make myself better in leadership and
Waldman, D., Kenett, R. S. and Zilberg, T. 2010. Corporate Social Responsibility: What it really is, Why it’s so important, and How it should be managed. School of Global Management and Leadership, Arizona State University.
The organizational culture of the automotive industry is one that underwent a drastic decline between 2008 and 2009 (Goolsbee & Krueger 2015). However, within a few years the Chrysler organization made enhancing adjustments for the better. The catalyst for the transformation from negative to positive within Chrysler organization was Sergio Marchionne, who took radical measures to realign the organizational culture (Kreitner & Kinicki 2013). Through carefully adjusting the espoused value of the company and guaranteeing that they matched the enacted values he was able to generate a high Person-environment fit (PE fit) that guided the company out of bankruptcy. By using attentive deliberation of the Chrysler culture we can learn about the
For a company, cultural fit is important because the company doesn’t want a potential employee to clash with current employees and the company’s values. This tension will eventually cause the employee to be fired, which will result in increased costs for the company. The job seeker should also consider cultural fit because many people need to believe in the core values of their company in order to be fully satisfied with their job. Even though cultural fit can be used for a good purpose, it may act as a disguise to keep the workplace free from diversity. A company is free to make its definition of cultural fit as vague as it would like, and the interviewer can create various judgments of a person based on intangible qualities. Also, a person that doesn’t initially exemplify the values of the company, but has many tangible skills required for the job may appreciate a company’s values with time. Another factor to consider is whether a company’s hiring for cultural fit actually follows the values it advocates for employees. It would be unfair for an employer to exclude potential candidates when the company itself doesn’t prioritize or understand its own cultural
An organization’s Corporate Social Responsibility (CSR) drives them to look out for the different interests of society. Most business corporations undertake responsibility for the impact of their organizational pursuits and various activities on their customers, employees, shareholders, communities and the environment. With the high volume of general competition between different companies and organizations in varied fields, CSR has become a morally imperative commitment, more than one enforced by the law. Most organizations in the modern world willingly try to improve the general well-being of not only their employees, but also their families and the society as a whole.
Steers, Richard M., Richard T. Mowday, and Debra L. Shapiro. "Introduction to Special Topic Forum: The Future of Work Motivation Theory." The Academy of Management Review 29.3 (2004): 379. Print.
Organizational behavior looks at employees’ personality and various traits in regards to an organization to determine what makes individuals who belong to organizations successful. The word organization is broad, and covers a spectrum of workplaces and community groups made up of individuals with likeminded and specific goals or ideals. It is a necessity to study behavior and the interaction between these individuals to better understand organizations in hopes gathering viable information to create a cohesive and successful organization that is progressive and can stand the test of time. The first step of this process is to understand the type of personalities employed by your organization, and then compare basic personality traits of leaders and employees or group members so that they can work together to achieve the common goal.
Business organizations regularly run into demands from various stakeholders groups when conducting day-to-day business. These demands are generated from employees, customers, suppliers, community groups, governments, and shareholders. Thus, according to Goodpaster, any person or group of people that can shape or can be shaped by attainment of the objectives by an organization is considered a stakeholder. Most business organizations recognize and understand their responsibilities to these groups and endeavor to honor and fulfill them. These responsibilities are often communicated to the public by a statement of principles or beliefs. For many business organizations, corporate social responsibility (CSR) has become an essential and integral part of their business. Thus, this paper discusses the two CSR views: the classical view and the stakeholder view. Furthermore, I believe that the stakeholder view has brought ethical concerns to the forefront of businesses, and an argument shall be made that businesses would improve both socially and economically if CSR, guided by God’s love, was integrated into their strategic planning.
Williamson, I.O., King Jr. J.E., Lepak, D., & Sarma, A. (2010). Firm Reputation, Recruitment Web Sites, and Attracting Applicants. Human Resource Management, Vol. 49, No. 4, pp. 669-687
Managers should understand an employee’s skills and abilities to make an informed decision on whether or not to hire him. Once hired a manager uses skills and abilities as a deciding factor for an employee’s job placement within the corporation. Secondly, an evaluation of an employee’s personality helps the manager in his leadership approach of that employee. Thirdly, perceptions can be the deciding factor of whether or not a candidate is hired and or promoted. An individual perceived as fitting in may be hired to negotiate business deals. Particularly, if the individual shows a favorable attitude through actions and deeds and has strong values and behaves
Consequently, organisations should utilize distinctive weights of P-O fit as determination criteria for diverse sorts of employees because the impact of each sort of fit on different employees and organisational results may contrast concurring to the sort of employees or employment relationships (Sekiguchi, 2007, p. 120).
Now-a-days it is considered that CSR is one of the major concerns of organization’s business ethics. Companies increasingly increase their corporate social responsibility (CSR) and ethical management accepting the positive impact on the bottom line. The vast bulk of Standard & Poor’s 500 companies publish sustainability reports unfolding their program challenges and achievements. These pre-emptive efforts can pr...