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Employee morale : driving performance in challenging times
\"Performance is the key outcome of high morale, and the reason why it should be taken so seriously: with research gathered from some of the world's largest employee opinion databases and best academic centres, the authors lay out the morale-performance connection. Now raised from just 'touchy-feely' to 'mission critical', employee morale is finally getting the attention which it deserves. As it does, organizations are changing everything from their structure to their processes to take account of this fact, and starting to manage themselves around the need to measure and improve morale on an ongoing basis. Starting with the hiring process, to every single promotion, and via ongoing methods which the authors examine in detail, morale is increasingly the focus, high morale the goal. Check out Cary Cooper's Blog: http://carycooperblog.com/\"--Provided by publisher.
Book
Effects of Organizational Justice on Employee Satisfaction: Integrating the Exchange and the Value-Based Perspectives
Organizational justice is known to help promote organizational sustainability. The literature has explained the impact of organizational justice relying heavily on the social exchange perspective, the idea that employees are motivated to show favorable attitudes in return for the fair rewards that organization has provided. To the contrary, little attention has been given to the proposition that it affects employee’s attitudes by increasing their intrinsic motivation. The latter has a greater implication of sustainable management since intrinsic motivation of its employees is the key to the sustained success of an organization. This approach can be called a value-based perspective. To fill that gap, this study examined the mediating effects of both the intrinsic and extrinsic motivation links between organizational justice and employee satisfaction. The analysis revealed that the indirect mediating effects of intrinsic motivation were greater than those of extrinsic motivation for procedural and interactional justice, while the mediating effect of extrinsic motivation was greater when it comes to distributive justice. In addition, the sum of the indirect effects of intrinsic motivation was comparable to that of extrinsic motivation. This result implies that the mediating effects of intrinsic motivation are as important as those of extrinsic motivation, confirming our prediction that organizational justice contributes to organizational sustainability via the path that has not been verified so far.
Journal Article
Employee engagement for dummies
Learn to implement the necessary plans to create and sustain an engaging culture for your employees. This guide shows you how to attract and retain the best people while boosting their productivity, morale, and creativity.
Book
What Work Means
What Work Means goes beyond
the stereotypes and captures the diverse ways Americans view work
as a part of a good life. Dispelling the notion of
Americans as mere workaholics, Claudia Strauss presents a more
nuanced perspective. While some live to work, others prefer a
diligent 9-to-5 work ethic that is conscientious but preserves time
for other interests. Her participants often enjoyed their jobs
without making work the focus of their life. These findings
challenge laborist views of waged work as central to a good life as
well as post-work theories that treat work solely as exploitative
and soul-crushing.
Drawing upon the evocative stories of unemployed Americans from
a wide range of occupations, from day laborers to corporate
managers, both immigrant and native-born, Strauss explores how
diverse Americans think about the place of work in a good life,
gendered meanings of breadwinning, accepting financial support from
family, friends, and the state, and what the ever-elusive American
dream means to them. By considering how post-Fordist unemployment
experiences diverge from joblessness earlier, What Work
Means paves the way for a historically and culturally informed
discussion of work meanings in a future of teleworking, greater
automation, and increasing nonstandard employment.
eBook
Studying the relationship between human resources practices, employee motivation, and online hotel reviews
Increasing competition in hospitality is one of the industry challenges, which depends mainly on human capital. Thus, this research investigated the relationship between human resources practices, employee motivation, and online hotel reviews. Hypotheses were tested using two-phase survey data collected from 308 respondents corresponding to 154 dyads of frontline employees and human resources managers from hotels located in Brazil and England. Quantitative online hotel review ratings were collected from the surveyed hotels as performance indicators. Partial least squares structural equation modeling was used to examine the data collected. Employee intrinsic motivation negatively influenced online hotel review ratings. The online hotel review overall ratings were positively affected by extrinsic motivation. Likewise, human resources practices had a strong influence on the online hotel review service ratings. This study presented some insights to hospitality organizations, identifying relationships among three important topics on hotel management. This information can help hoteliers develop better competitive strategies, using human resources to increase online hotel review ratings, considered critical hotel performance indicators.
Journal Article
