Walton (1973) defined quality of work life as employees’ reactions toward their jobs, especially the conditions necessary for satisfying their vocational needs and mental health. Quality of work life (QWL) is an attitude, a set of ethics, which holds that an individual is the most significant aspect in the association as they are dependable, accountable ... ... middle of paper ... ...r, to present, or motivation to train (Naquin & Holton, 2003). Organizational culture can have a strong impact on both organizational performance and member satisfaction (Johns, 2003). Similarly, organizational climate has a major influence on employee performance. It affects the worker’s motivation.
Administrative Expert The role of Administrative Expert comprises professional practice, i.e. typical HR activities such as recruitment and training (University of Sunderland 2004, p. 75). Employee Champion As Employee Champion the Personnel Department manages the contribution of the organisation’s staff. This means that the HR Department tries to encourage higher employee commitment and full contribution. This can be achieved by acting as a partner, which means listening attentively and responding to employees and their needs, by providing them with adequate training activities, and by monitoring staff morale (University of Sunderland 2004, pp.
The primary reason for having a performance appraisal program is to evaluate the employees’ performance, improve the company’s morale and motivate the employees. It helps the company to identify its strength and training needs. In addition to monitoring employee’s performance, it is important that the employees understand their expected role and their functions in the company. One of the most important benefits of having a performance appraisal system in the company is the opportunity to enhance th...
Why are organizations at risk to pay the price of this conflict? This study is important to conduct because the conflict continues to have significant effects on the productivity of employees and eventual success of the organization. The need to examine the disintegrating relationship between organizational leaders and employees is fueled by the significance of this relationship in determining leadership behavior and employee perception of fairness in the workplace. Moreover, the research is carried out because leaders’ behavior can change employees’ perceptions of workplace justice and employee citizenship behavior can make an organization successful. Background of the Study The relationship between employees and leaders is disintegrating on a daily basis and organizations continue to face the risk of suffering from the existing conflict.
Regardless the magnitude of the HRM department, it is an analytical factor of each employee’s well being. When it comes to an organization, it is not only strategic, but a comprehensive approach to managing employees, the organizations culture and its environment. Once it is proven effective, it empowers employees to contribute efficiently and productively to the overall direction and goal of the organizations mission. In an organization, the human resource system plays a vital role in “clarifying the firm’s human resource problems and develops solutions to them” (Ivancevich and Konopaske, 2013, p. 7). In order for any organization to be successful and effective, the human resource management (HRM) must be very knowledgeable in all aspects of the human resource department.
Human Resource Management (HRM) is the administration and control of employees. Its purpose is to ensure that the workers and the employer cultivate a valuable relationship. As a result, the company will record an exceptional performance particularly with regard to employee productivity (Paauwe, 2004). Further, the workers will benefit in terms of job satisfaction and self-development (Paauwe, 2004). Some of the activities involved in managing workers include selection and recruitment, training, development, motivation, and appraisal (Sharma, 2009).
The final key role identified by Ulrich is employee advocate which is a core in HR role represents employees and helps to improve their experience, protect employees’ interests and confirm strategic initiatives are well balanced. Employee advocates must also “ensure fair, ethical and equitable people processes and practices.” “David Ulrich’s HR Model is about defining the HR roles and
Organizational performance on the other hand refers to the degree to which the organizational objectives have been achieved. Research has shown that motivation in an employee is an important factor which determines his performance. Motivation is the “driving force within individuals” (Mullins, 2007, p. 285). It is the concerned with finding out the reasons which shape and direct the behaviour of the individuals. The people act to achieve something so that they can satisfy some needs (Gitman and Daniel, 2008).
Management has to strategize the fit and potential of an employee. Resources such as employee engagement, flexibility, and the right communication between employee and supervisor are helpful to use. New resources in staffing include is employment branding, and candidate relationship management. Employment branding entails using the image of an organization to draw potential candidates. Candidate relationship management involves using the image of the organization and building an ongoing relationship with that candidate that will allow them to eventually available for a position with that organization.
Because a learning manager exercises leadership in both processes, some of the enabling skills required are described, particularly human skills that can be learnt. Primarily, to be well-organized, an organization should be effective and efficient in all ways. For bring it into a realization, an organization should get some managers who can apply their conceptual, human, and technical skills. Barlett and Ghoshal believed in a generic role that managers are people who are expected to add value to the company in a generic way carrying out a generic set of tasks and possessing some generic capabilities. (Barlett, C., A & Goshal, S, 1997, p.105).