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Employee engagement today has become synonymous with terms like 'employee experience' and 'employee satisfaction', although satisfaction is a different concept. Whereas engagement refers to work motivation, satisfaction is an employee's attitude about the job--whether they like it or not.
360-degree feedback can include input from external sources who interact with the employee (such as customers and suppliers), subordinates, peers, and supervisors. It differs from traditional performance appraisal, which typically uses downward feedback delivered by supervisors employees, and upward feedback delivered to managers by subordinates.
On several different factors, subordinates are judged on 'how much' of that factor or trait they possess. Typically, the raters use a 5- or 7-point scale; however, there are as many as 20-point scales. [1] Employee-comparison methods: rather than subordinates being judged against pre-established criteria, they are compared with one another.
In contrast to such theory based models, Cooper & Mumford (1979) [2] more pragmatically identified the essential components of quality of working life as basic extrinsic job factors of wages, hours and working conditions, and the intrinsic job notions of the nature of the work itself. They suggested that a number of other aspects could be added ...
Therefore, fairness can be perceived even if the rewards differ in size, based on employee rank. Fairness can also be described as procedural justice, or the fairness of happenings in the organization. The politics of the organization, or the promoting of self-interest, are often related to employees' perceptions of procedural justice.
Employees need to make formal and informal oral and written presentations to various audiences in many different jobs in the work force. An individual's performance can also be assessed in terms of effort, either day to day, or when there are extraordinary circumstances. This factor reflects the degree to which people commit themselves to job ...
The assessment of job satisfaction through employee anonymous surveys became commonplace in the 1930s. [9] Although prior to that time there was the beginning of interest in employee attitudes, there were only a handful of studies published. [10]
The second is Psychological Empowerment which comes from Social Psychological models and is described as psychological perceptions/attitudes of employees about their work and their organizational roles. A study done by Ahmad et al. found support for the relationship between empowerment and job satisfaction and job commitment.