It has been argued that job satisfaction actually represents several related attitudes. However, when outcomes do not meet expectations, employees are dissatisfied and may prefer to seek alternative sources of satisfaction, either by changing jobs or by placing greater value on other life activities, such as outside recreation.ĭimensions of Job Satisfaction. On those occasions when outcomes actually surpass expectations, we would expect employees to reevaluate their expectations and probably raise them to meet available outcomes. To the extent that the outcomes received by an employee meet or exceed expectations, we would expect the employee to be satisfied with the job and wish to remain. These include not only extrinsic rewards, such as pay and promotion, but also a variety of intrinsic rewards, such as satisfying coworker relations and meaningful work.
On the basis of work experiences, people receive outcomes (rewards) from the job. These expectations may vary not only in quality (different people may value different things in a job), but also in intensity. People come to work with varying levels of job expectations. Steers, “Organizational, Work, and Personal Factors in Employee Turnover and Absenteeism,” Psychological Bulletin, 1973, 80, pp. Scoring Keys for Self-Assessment Exercises Scientific Method in Organizational Research Talent Development and Succession PlanningĬharacteristics of Successful Entrepreneurs Influencing Employee Performance and Motivation Organizing for Change in the 21st CenturyĪn Introduction to Human Resource Management The Internal Organization and External Environments Limiting the Influence of Political BehaviorĬonflict in Organizations: Basic ConsiderationsĮxternal and Internal Organizational Environments and Corporate Culture Transformational, Visionary, and Charismatic Leadership Substitutes for and Neutralizers of Leadership Situational (Contingency) Approaches to Leadership The Major Channels of Management Communication Are Talking, Listening, Reading, and Writing Managerial Communication and Corporate Reputation Opportunities and Challenges to Team Buildingįactors Affecting Communications and the Roles of Managers How the Brain Processes Information to Make Decisions: Reflective and Reactive Systems Perception and Managerial Decision Making Personality and Organization: A Basic Conflict?Īttributions: Interpreting the Causes of Behaviorīenefits and Challenges of Workplace Diversity Individual and Cultural Factors in Employee Performance dissertation in 1994.ĥ Examples of how life themes, life projects, and current concerns are pivotal points in the brand relationship theory are to be found in figure 8.4.Ħ Not to be confused with brands managed according to the cultural approach, which is applying cultural principles to the management of brands from all industries.ħ Holt’s term, not to be confused with the identity approach of this book.A Model of Organizational Behavior and Management The more dyadic perspective on this process is elaborated in chapters 9 and 10.Ĥ The theory was first published as a Ph.D. If you want to know more about the thoughts on brand extensions in the consumer-based approach, good places to turn are Keller (1993) and Aaker and Keller (1990).ģ Be aware that the exchange between the consumer and the social and cultural context is not a one-way exchange but dyadic. For the sake of clarity, this book defines the internal elements of brand identity: corporate identity as the visual and strategic aspects of brand identity and organizational identity as the behavioural and structural aspects of brand identity.Ģ In the literature behind the consumer-based approach there is quite a lot of theory about brand extension.
#MANAGEMENT CONCEPT AND ORGANISATIONAL BEHAVIOUR NOTES IN HINDI HOW TO#
1 These diverse academic backgrounds of the scholars investigating brand identity often lead to opposing views and endless discussions of how to combine elements and what toĬall these elements.
0 kommentar(er)
