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How to earn your employees'
Committment. |
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In today's team-based, empowered, and
technology-dependent organizations, employees are increasingly
expected to manage themselves. Fostering the employee commitment
necessary for self-management requires clarifying and
communicating a firm's mission, guaranteeing organizational
justice, creating a sense of community, supporting employee
development, and placing people first. :Gary Dessler :Academy of
Management Executive :6/1/1999 :Article
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@Work UK 2001
Committment survey |
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The UK@Work™ study continues the
long-term national research begun in 2000. The initial study
established the baseline Workforce Commitment Index (WCI)™
as the first national measure of employees' commitment to their
organisations. Nearly three-quarters of British firms are
experiencing difficulties in recruiting suitably skilled staff.
Approximately 70 percent of organisations say they have firsthand
experience of skill shortages. Staff turnover costs within the UK
continue to rise, affecting profitability, customer service and
stakeholder value. Organisations need a strategic plan to improve
commitment and retention. :AON Consulting :AON Consulting
:6/1/2001 :Article
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Integrating Work and
Life: The Wharton Resource Guide |
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In today's hectic society, home and
work can collide, leading to dissatisfaction and poor job
performance. This one-of-a-kind guide gives you the training
tools you need to ease work/life strain at your organization.
Plus, you can use this tool kit to educate participants in your
management development and human resources management courses.
Practical and powerful, offers you a treasury of learning
activities that were developed by leading-edge companies and by
trainers, educators, and agents of change in the public and
private sectors. :Stewart D. Friedman, Jessica DeGroot, Perry M.
Christensen :Jossey-Bass/Pfeiffer :1/1/2001 :Book |
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United States @Work
2002 Workforce Commitment Index |
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Continues to track and trend the
Workforce Commitment Index, Aon Consulting's national measure of
employee commitment; investigates how organizations are
performing on key workplace practices, from the employee's
perspective; and determines which workplace practices have the
greatest influence on workforce commitment. This information
provides organizational leaders with the focus needed to reinvent
employee commitment, improving productivity, pride and retention.
:AON Consulting :AON Consulting :1/1/2000 :Article
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Canada @Work 2001
Workforce Commitment study |
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Focused on: Workforce Commitment,
Workplace Practices that build commitment - Safety/Security;
Rewards; Affiliation; Personal and Organizational Growth;
Work/Life Harmony. Answers three questions: 1. How committed are
workers to their organizations? (Workforce Commitment Index). 2.
What is their perception of current organizational performance?
(Workplace Practices - Performance Pyramid ). 3. Which workplace
practices are the prime influencers of workforce commitment?
(Commitment Drivers). :Aon Consulting :Aon Consulting :6/1/2001
:Article
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Loyalty Rules!: How
Today's Leaders Build Lasting Relationships |
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Loyalty provides the acid test for
leadership in today's volatile business environment, and that
most leaders deserve failing grades. Reichheld's research
demonstrates that effective leaders build relationships upon six
bedrock principles of loyalty: Play to win/win: profiting at the
expense of partners is a short cut to a dead end; Be picky:
membership is a privilege; Keep it simple: complexity is the
enemy of speed and flexibility; Reward the right results: worthy
partners deserve worthy goals; Listen hard and talk straight:
long-term relationships require honest, two-way communication and
learning; and Preach what you practice: actions often speak
louder than words but together, they are unbeatable. :Frederick
F. Reichheld :Harvard Business School Press :7/23/2001
:Article
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Walker Information
Employee Committment assessment |
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Walker's resource center is an
excellent source for crucial information on the latest research
related trends, technologies, and methodologies relating to
employee and customer loyalty, and business success. Included are
case studies, industry fact sheets, benchmark studies, and other
information about solutions to help you successfully leverage
your stakeholder relationships. :Walker Information, Bain &
Co. :Walker Information, Bain & Co. :Article
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Five-Factor Model of
Personality and Job Satisfaction A Meta-Analysis |
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This study reports results of a
meta-analysis linking traits from the 5-factor model of
personality to overall job satisfaction. Estimated true score
correlations with job satisfaction were -.29 for Neuroticism, .25
for Extraversion, .02 for Openness to Experience, .17 for
Agreeableness, and .26 for Conscientiousness. Results further
indicated that only the relations of Neuroticism and Extraversion
with job satisfaction generalized across studies. As a set, the
Big Five traits had a multiple correlation of .41 with job
satisfaction, indicating support for the validity of the
dispositional source of job satisfaction when traits are
organized according to the 5-factor model. :Timothy A. Judge,
Daniel Heller, Michael K. Mount :Journal of Applied Psychology,
Vol. 87, No. 3 :Article
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Business-Unit-Level
Relationship Between Employee Satisfaction, Employee Engagement,
and Business Outcomes |
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Based on 7,939 business units in 36
companies, meta-analysisexamined the relationship at the
business-unit level between employee satisfaction-engagement and
the business-unit outcomes of customer satisfaction,
productivity, profit, employee turnover, and accidents.
Generalizable relationships large enough to have substantial
practical value were found between unit-level employee
satisfaction-engagement and these business-unit outcomes. One
implication is that changes in management practices that increase
employee satisfaction may increase business-unit outcomes,
including profit. : James K. Harter, Frank L. Schmidt, Theodore
L. Hayes :Journal of Applied Psychology, Vol. 87 :4/1/2002
:Article
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The Interactive Effects
of Conscientiousness and Agreeableness on Job
Performance |
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The authors hypothesized that the
relationship between conscientiousness and job performance would
be stronger for persons high in agreeableness than for those low
. 7 independent samples of employees across diverse occupations
provided support for the hypothesis in 5 of the samples. In
samples supporting the hypothesis, among the highly conscientious
workers, those low in agreeableness were found to receive lower
ratings of job performance than workers high in agreeableness.
Overall, the results show that highly conscientious workers who
lack interpersonal sensitivity may be ineffective, particularly
in jobs requiring cooperative interchange with others. :L. A.
Witt, Lisa A. Burke, Murray R. Barrick, Michael K. Mount :Journal
of Applied Psychology, Vol. 87 :2/1/2002 :Article
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Relationship of
Personality to Performance Motivation: A Meta-Analytic
Review |
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A meta-analysis of the relationship
between the five-factor model of personality and 3 central
theories of performance motivation (goal-setting, expectancy, and
self-efficacy motivation). Traits were organized according to the
five-factor model of personality. Results indicated that
Neuroticism (average validity = -.31) and Conscientiousness
(average validity =.24) were the strongest and most consistent
correlates of performance motivation across the 3 theoretical
perspectives and generalized across studies. As a set including
Extraversion, yielded an average multiple correlation of.49 with
the motivational criteria, suggesting that the Big Five traits
are an important source of performance motivation. :Journal of
Applied Psychology :Timothy A. Judge, Remus Ilies :8/1/2002
:Article
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Walker Information
Loyalty Resources |
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Employee loyalty and commitment
indicators have not changed notably in the past two years,
despite a clear need evidenced in the 1999 study for companies to
forge better employee relationships. The incidence of True
Loyalty (employees committed to the organization and planning to
stay for at least two years) remains at just 24% nationally, the
same as in 1999. 34% of U.S. employees are At Risk (employees
neither committed nor planning to stay) compared to 33% in 1999.
A few less employees in 2001 are considered Trapped (not
committed to employer but still plan to stay for at least two
years) than in 1999 (37% Trapped in 2001 compared to 39% in
1999). :Walker Information :Walker Information :9/1/2001
:Survey |
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Employee Loyalty
Surveys |
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Walker's resource center is an
excellent source for crucial information on the latest research
related trends, technologies, and methodologies relating to
employee and customer loyalty, and business success. Included are
case studies, industry fact sheets, benchmark studies, and other
information about solutions to help you successfully leverage
your stakeholder relationships. The resource center is a one-stop
guide, to combine knowledge with action, to achieve optimum
stakeholder relationship results. :Walker Information, Bain &
Co. :Walker Information, Bain & Co. :6/1/2000
:Article
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AskEmployees.com |
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How can I prevent turnover? How can I
reduce the cost of recruitment? What's really important to my
employees? How do my employees feel we perform as a business?
Would my employees recommend our business as a good place to
work? AskEmployees.com helps you answer these questions. Their
survey tools get to the heart of these issues to help you
understand what is important to your employees and develop an
action plan to encourage more loyalty and commitment in your
organization. :Walker Information, Inc. :Survey |
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Walker Information
Consulting |
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For 63 years, a passion for unleashing
the power of stakeholder relationships. Using state-of-the-art
technology, cutting-edge survey research allows companies to stay
at the forefront by gathering, analyzing and reporting the key
drivers of loyalty in actionable terms that can be deployed
throughout an organization. Considered the pioneer in marketing
research and proud of its experience. benchmark yourself against
the Customer Satisfaction Database - valuable customer
satisfaction statistics compiled from more than 10 million
surveys completed during the last 10 years. :Consulting |
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Walker Information
Publications |
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Crucial information on the latest
research related trends, technologies, and methodologies relating
to business success. Case studies, industry fact sheets,
benchmark studies and other information on employee loyalty,
business ethics, corporate philanthropy and industry-specific
stakeholder loyalty. One-stop guide, to combine knowledge with
action to achieve optimum stakeholder relationship results
:Archive |
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The Impact of Work
Attitudes on Commitment to Organizations. |
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Bibliography includes research on the
relationship between job satisfaction and employee commitment to
an employer. Topics include worker attitudes, organizational
loyalty, work values, career orientations, and worker morale.
Abstracts or summaries of up to 250 articles, conference
proceedings, books, and patents, links to relevant Web sites,
monthly updates for one year, data not always available through
the World Wide Web. :Research |
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Perceived
Organizational Support: A Review of the
Literature |
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Review of over 70 studies suggests
that basic antecedents of Perceived Organizational Support
include fair organizational procedures, supervisor support, and
favorable rewards and job conditions and that consequences
include increased affective commitment to the organization,
increased performance, and reduced withdrawal behaviors. Finds 3
major categories of beneficial treatment received by employees
(i.e., fairness, supervisor support, and organizational rewards
and favorable job conditions). In turn, was related to outcomes
favorable to employees (e.g., job satisfaction, positive mood)
and the organization (e.g., affective commitment, performance,
and lessened withdrawal behavior). :Linda Rhoades, Robert
Eisenberger :Journal of Applied Psychology , Vol. 87 :10/1/2002
:Article
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Maslow revisited:
building the employee commitment pyramid |
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Evolutions and revolutions in
technology, globalization, business consolidation, and
marketplace fragmentation have fundamentally changed the nature
of organizations. Simultaneously, a workforce has emerged that is
more educated, mobile, diverse, and discerning in work and life
choices than ever before. Reports the new "commitment contract"
that will forge the employer/employee relationship into the
twenty-first century, how much commitment employees will be
willing to give to their organizations, and what organizations
must do to win that commitment. :David L Stum :Strategy and
Leadership, Volume: 29 No. 4 :6/1/2001 :Article
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The Impact of Job
Characteristics and Worker Satisfaction on Commitment to
Organizations |
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Bibliography includes research on the
relationship between job satisfaction and employee commitment to
an employer. Topics include worker attitudes, organizational
loyalty, work values, career orientations, and worker morale.
abstracts or summaries of up to 250 articles, conference
proceedings, books, and patents, links to relevant Web sites,
monthly updates for one year, data not always available through
the World Wide Web. :Biblioalerts.com :Article |
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Measuring motivation
in a learning organization |
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Motivation constitutes a central
element when going through the process of human learning. If the
organization does not possess the ability to motivate its
employees, the knowledge within the organization is not
practically used to a maximum. Therefore, it becomes the aim of
every successful learning organization to find the factors that
enable it to motivate its employees to continuous learning and to
take advantage of this knowledge to ensure its living. :Maria C
Osteraker :The Journal of Workplace Learning V(11) :6/1/1999
:Article
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Best Companies to work for -
Fortune 100 |
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Forget the labor-starved market of
just two years ago, when companies were offering to walk your dog
or pick up your dry cleaning if you would only, please, accept a
job. "Back then we were scrambling to get people to come to work
here," says Jim Freer, vice chair for human resources at Ernst
& Young. "Now we're scrambling to get enough work so we can
keep them." :Fortune, Inc. :6/1/2001 :Survey |
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A Survey of Trust in the
Workplace |
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On average, respondents trusted other
people in their organizations. Of the four groups rated (peers,
leaders, other teams, senior management), respondents were most
likely to trust their leaders (average of 5.06 on a 7-point
scale). Senior management was the least-trusted group (average of
4.51). Top 5 trust -building and reducing behaviours discussed.
:Paul Bernthal, Ph.D. :Development Dimensions International, Inc.
:Article
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Psychometrics |
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Provided professional measurement
tools and training for the past 25 years with well-researched
instruments and continuing support. Goal is to help improve
individual, team, and organizational performance. Distributes
assessments and support materials for Employee Selection,
Personal Development, Leadership Development, Organizational
Change, Team Building, and Career Directions. National
distributor of the MBTI, Strong Interest Inventory, TRIMA and The
Work Personality Index. :Consulting |
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United States @Work
2001 Workforce Commitment Report Special Edition |
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There is an acceleration in the shift
of the work/life balance needs of Americans, as most are looking
to spend more time with their families. We also found that there
is a change in the commitment equation in regards to what
employees are willing to give their own employers - most show an
increased commitment. Further, the study shows that employees are
giving their organization passing grades in responding to the
economic crisis, as well as the ongoing national tragedy. But, we
also see employee confidence on the decline when employees think
about the future of their own. :Aon Consulting :Aon Consulting
:Article
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Work-Life Research Centre, UK
, (Work-Life Manual) |
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The Work-Life Manual is produced by
the Industrial Society in conjunction with the Work-Life Research
Centre. The Manual was developed following a comprehensive review
of existing literature and a series of consultations with
experienced human resource practitioners and organisations,
including members of Employers for Work-Life Balance. It is a
practical tool for employers both large and small, offering a
step-by-step approach to implementing a work-life strategy.
:Centre |
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MotivationalQuotes.com |
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Quotations Database, Motivational
People, Links, Newsletters, Forums, Classifieds, Archive,
Postcards, Thought for the Day, Quotations by Theme, Time
Management :Archive |
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