Figure 1 - uploaded by Saranya Ramakrishnan
Content may be subject to copyright.
Source publication
Most traditional businesses follow a hierarchical control-based organizational structure in which decision-making, orders, and information flows from top to bottom. The article proposes that the negative effects of “behavioral momentum” is compounded in such an organization as opposed to a nonhierarchical organization. Behavioral momentum theory su...
Context in source publication
Similar publications
Memories are not stored as static engrams, but as dynamic representations affected by processes occurring after initial encoding. Previous studies revealed changes in activity and mnemonic representations in visual processing areas, parietal lobe, and hippocampus underlying repeated retrieval and suppression. However, these neural changes are usual...
Citations
... Person-organization fit, and job satisfaction are important factors for leaders within the workforce (Peng Fan, 2018;Wijesinghe, 2017). Leaders within a public sector organization often face difficulties reaching high levels of person-organization fit and job satisfaction because of the public sector's hierarchical structure (Giri & Ramakrishnan, 2019;Peng Fan, 2018;Wijesinghe, 2017). In an organization, a hierarchy is established with a single power at the head of that organization whether in the public or private sector environment (Mihm, Loch, Wilkinson, & Huberman, 2010). ...
... In an organization, a hierarchy is established with a single power at the head of that organization whether in the public or private sector environment (Mihm, Loch, Wilkinson, & Huberman, 2010). A public sector organization is a part of a country's economy that is controlled by its government and is structured as a traditional hierarchical organization (Giri & Ramakrishnan, 2019). Since a hierarchically structured organization in the public sector is controlled by the government, replacing a subordinate becomes difficult due to governmental public policy (Giri & Ramakrishnan, 2019;Jungin, 2018;Khademian, 2010). ...
... A public sector organization is a part of a country's economy that is controlled by its government and is structured as a traditional hierarchical organization (Giri & Ramakrishnan, 2019). Since a hierarchically structured organization in the public sector is controlled by the government, replacing a subordinate becomes difficult due to governmental public policy (Giri & Ramakrishnan, 2019;Jungin, 2018;Khademian, 2010). According to Giri and Ramakrishnan (2019), government policy is a contributing factor in creating job security for the public sector workforce. ...
Many studies have used personality assessments and job satisfaction to examine person-organization fit. However, employees in the public sector are rarely replaced resulting in
subordinates having no choice but to work with the same supervisor for extended periods
despite the differences in personalities. This study examined the extent of the correlation
between leadership style and job satisfaction for predicting person-organization fit within
a public sector organization to improve supervisor and subordinate relationships. The
predictor variables for this study were transformational leadership style, transactional
leadership style, laissez-faire leadership style, and job satisfaction. The criterion variable
for this study was person-organization fit. This study used a weighted least squares (WLS)
regression analysis to analyze data from 91 surveys that were collected from public sector
employees. The results from the WLS regression identified a significant correlation with
laissez-faire leadership style (individually) and transactional leadership style (individually)
for predicting person-organization fit within the public sector organization. Laissez-faire
leadership style significantly predicted person-organization fit (B = 0.886, t(86) = 2.389, p
= .019). Transactional leadership style significantly predicted person-organization fit (B =
-.797, t(86) = -2.624, p = .010). The results also indicated that leadership style and job
satisfaction combined (approximately 16.2% of the variance) predicted person-organization
fit within a public sector organization.
———————————————
Published by ProQuest LLC (2020). ProQuest #28156130. Copyright of the Dissertation is held by the Author.All Rights Reserved. This work is protected against unauthorized copying under Title 17 of the United States Code.
When it comes to Organization Performance, motivation is crucial. Having a professional workforce is just as important for an organization to attain sustainable development, efficiency, and exceptional achievement as having ample cash or facilities. It is not certain that great outcomes at this point will hold true on a bigger scale, and as firms expand, they would inevitably need to build a system for performance appraisal. But, in addition to the workflow's continued growth, greater labor management and human resource management are also required. The current state of employee motivation research is still basic and devoid of formal procedures. As a result, this study looked at the variables influencing workers' motivation for their jobs. The results of this study demonstrate that relationships, possibilities for growth and recognition of accomplishments, and the nature of the work all affect employees' motivation. The study significantly improves the working motivation of employees by providing valuable insights for firm management.
All business organisations strive for progression, which means movement towards an objective by converting the energy within from latent potential to actual force, and orchestrating assets and resources in support of this movement. In addition, it means development- providing foundations for future growth—by balancing a focus on short term gains with investments that will pay back in the longer term. Progression manifests itself by results—profit, return on investment, or the maximisation of shareholder value and by the successful adaptation to contemporary environments including social objectives -fair- trade practices, contribution to social welfare, respect for and understanding about the environment, diversity, and equality of opportunity. A characteristic of latent potential is that of complementarity in which one capability reinforces the impact of another capability—where the relations of independent units or their evolution creates higher value than their individual operation. Complementarity refers to the interaction of business strategies and practices to produce coherent, aligned and mutually reinforcing systems and processes that give superior outcomes over those that would occur if such strategies or practices had taken place independently of one another.KeywordsComplementarityBusiness strategySystemsProcessesCompetitive progression
The organisation’s structure and its dynamics will influence how and when complementarity is realised. Organisations are associations of persons grouped around the pursuit of specific goals. They are created to achieve objectives beyond those that could be achieved by any one individual and are traditionally defined by boundaries, a shared body of rules and processes and the empowerment of managers to ensure that these are adhered to. But organisations are neither homogenous nor static entities and are constantly adapting to new environments. And in the wake of change elicited by the Fourth Industrial Revolution, business organisations strive for progression adapting their structures from those that are relevant to an existing reality to those more apt for a future ideal. Achieving complementarity will feature in this process with a sympathetic organisational structure. This chapter will work on the hypothesis that when the qualities of leadership complement those of management which in turn complement those of talent management and employee engagement in a holistic model of organisation, the outcomes will exceed the sum of each of these phenomena as singular events. The emphasis here is on organisation, its structure, and its dynamics facilitating complementarities-in-performance and complementarities-in-use.KeywordsOrganisation designOrganisation developmentAgile governance
The organisation of work is the relationship between workforce engagement, the organisation’s structure, leadership and management and how they implement policies and procedures; power and politics and finally the impact of technology and how its applications affect the working environment. An assumption is that employee engagement is a function both of high levels of individual commitment and organisational forces that are at play in both day to day operations and strategic direction. In this context, organisational alignment and employee engagement are interdependent. Engagement is more likely to occur in an aligned work environment with workplace structures with a clear line of sight between organisational goals, and individual job or role specifications and performance management systems that enhance the opportunity to achieve these goals.