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'Pseudo-engaged' teams often told those senior to them what they wanted to hear, the research found.Despite a huge body of research into employee engagement, little has focused on team dynamics. [...]

Cette etude examine les relations entre les caracteristiques des regimes collectifs de remuneration variable a court terme (lesquels octroient une prime aux employes sur une base annuelle ou sur une plus courte periode), la justice organisationnelle et l'engagement organisationnel. Des analyses d'equations structurelles sur des donnees recueillies aupres de 313 repondants provenant de trois ordres professionnels revelent que la justice procedurale mediatise la relation entre 1) l'intensite de la communication organisationnelle et la communication du superieur et 2) l'engagement de continuite. De meme, la justice informationnelle mediatise la relation entre 1) l'intensite de la communication organisationnelle et la communication du superieur et 2) l'engagement affectif. Enfin, la justice interpersonnelle mediatise la relation entre la communication du superieur et l'engagement de continuite. Nous discutons la portee de ces resultats. MOTS-CLES : remuneration variable, justice distributive, procedurale, informationnelle et interpersonnelle, engagement affectif et de continuite, Problematique de la recherche L'engagement represente une force incitant l'employe a poursuivre des actions beneficiant a l'organisation (Meyer et al., 2002). Les pratiques de gestion des ressources humaines (GRH) influencent [...]

The two-factor Herzberg approach is employed to explain the impact of the gender differences and different management perceptions on the workforce motivation in Japan. The results prove that the male workers value the extrinsic factors of motivation more as compared to the female workers.

The attitudes and behaviors of knowledge workers under different forms of pay administration and pay levels are investi gated. Base pay level was positively related to work performance and affective unit commitment.

The impact of need satisfaction on self-esteem and the impact of self-esteem on performance intention of frontline employees and top managers are studied. Accordingly, empirical results of the study provide a framework for improving the job performance of top managers and frontline employees by addressing their motivational needs.

A survey of 326 air pilots indicated positive correlation between employee stock ownership plans and employee satisfaction with their job, their stock plan, their involvement with the company, and their satisfaction with employee ownership.

Supervisors give better evaluations to employees that show greater job involvement. The findings from the research support this result.

Issues relating to research on emotion and its role in the work place are examined in detail. There is increased interest in this topic in particular areas such as anger at work.

Research using a sample of Canadian government employees has found that organizational commitment is a complex issue, as is shown from an assessment of links between commitment and external loci of control.

G. Ledford noted that the new findings on the happy-productive worker thesis may not become popular because management and labor have opposing interests. He believes that happy workers may be productive in a dispositional, but not in a motivational manner, does not give management and employees new insights to improve their lots. It is also not politically correct to advise companies that they should hire only happy workers to improve output and reject applicants who are unhappy.

Cultural values in China affect how workers feel about their work and a study of Chinese and US workers found that Chinese workers rated good wages, good working conditions and loyalty from their superiors as very important while they did not consider having interesting tasks to do or getting support with personal problems as important. Chinese supervisors were better at identifying what their staff wanted than supervisors in the US. It is useful to find out what employees value so that effective reward systems can be initiated.

The effects of performance attributions, such as effort and ability, and outcome dependence on leader feedback behavior after poor subordinate performance was examined using a 2x2 factorial design. Results revealed that leaders whose performance are dependent on the performance of their subordinates issue more immediate, frequent, and directive feedback than those whose success are independent on their subordinates' performance.

A comparison between the shopfloor practices and management of UK and Japanese firms to tests the implications of Japanese direct investments in the UK show that a number of misconceptions were evident in the conclusion of UK researchers on Japanese shopfloor practices. The commitment shown by Japanese shopfloor operators in their work is a result of cultural factors, but is in no way connected to the number of responsibilities held or assumed by the worker. This is in contrast to the initiative exhibited by UK shopfloor workers as well as the number of responsibilities held by them.

Job control and support from supervisors and co-workers determine employee's job performance. Control over job outcomes can also be a predictor of subordinate performance, in addition to supervisor consideration. A positive relationship between consideration and performance outcomes, such as overall performance, extra-role behavior and conscientiousness, exists when control is low. A high level of job control and high support from co-workers and supervisors may enable an employee to face the challenges of the job.

Examining the differences in motivating factors between supervisory vs. non-supervisory personnel in the public sector has received little attention to date. Most of the knowledge in the area of public [...]

Social identification of individuals with other workers is examined as a possible influence on a person's self-esteem and goal setting. Goals set by individuals in the context of work are thought to produce increased performance and in the same light, persons with high self-esteem are thought to set higher goals for themselves than individuals with low self-esteem. Test results indicate that high-esteem individuals, who also had strong social identity with their respective groups, did make higher goals and succeeded in accomplishing them than high-self esteem individuals with a weak social identity.

One of the major problem facing business today is motivation. Forty years of motivation surveys showed that employees' attitudes concerning preferences among 'job reward' factors revealed that salary continues to top the five factors that motivate people on their jobs. However, motivating job-related factors change over time and vary significantly across subgroups depending on priorities and needs., Theoretical background The relationship between people and their work has long attracted psychologists and other behavioural scientists. Psychologists' interests, dating back to the early years of the twentieth century, reflect [...]

A model was developed to assess the enhancing effect of task and reward interdependence on group performance. Results show that while reward has a specific effect on the overall and final outcome of performance, task interdependence was shown to be more significant in stimulating cooperative behavior. This implies that while rewards are significant in the redesign of work processes, this must not be done without considering the cooperative aspect that can be derived from the process.

Survey was utilized to assess the effects of organizational politics and support to work behaviors, attitudes and stress. Survey findings indicate that along the spectrum of full-time and part-time employees, politics is correlated with negative reactions, such as withdrawal behaviors; while organizational support is related to positive employee behaviors, such as improved performance. The findings indicate that previous measure of organizational politics and support were grossly underestimated, implying that other factors are responsible. As a general rule, politics and support were positive indicators of worker problems such as job stress and fatigue.

Statistical analysis was employed to study the factors affecting employee burnout. Role stressor variables, such as role conflict, role ambiguity and role overload, were tested against three hassle variables to generate the Role Hassles Index, an index that can be used to predict employee burnout. The model developed showed an interesting reciprocal relationship between hassle density and burnout level, as well as the insight that demand level and recurrence rate of demanding episodes combine to increase incidence of employee burnout.

Employee appraisal acceptance is higher and appraisal interview and counseling are more effective when the participatory, goal oriented, high feedback (PGF) style of evaluation is used. The PGF is also proved to have a positive effect on the perceived rater's efficacy, evaluation satisfaction, and motivation and productivity. More research is needed on the relationship between raters and ratees to determine the differences between appraisal styles and what causes these differences. Research should also determine if training can change supervisory styles.

There are a number of elements which work together to encourage employees to work harder and thus boost their company's competitiveness. Some employees see work as a key element in their lives, and will work harder if their job offers interest and satisfaction. Others are motivated by the prospect of promotion to a position with a higher salary, but it is becoming clear that financial and other tangible incentives have only a limited role in motivating employees to work harder.

The impact of career management on employee development and performance is studied. Results show that employee developmental behavior is determined by the extent to which they solicit career-related information from peers, managers and other sources. On the other hand, managers' ratings had no influence on development behavior. Organizations can also encourage development behavior by training managers in the skills necessary to support employee development.

A study was conducted to assess the level of performance of plateaued managers. Results revealed that more plateaued managers had deficient autonomy needs and a greater degree of deficiency than their nonplateaued counterparts, although they had similar levels of pay satisfaction. Furthermore, those plateaued managers who reported stable or improved levels of performance over the past five years had greater levels of perceived autonomy, suggesting that organizations who grant more autonomy to plateaued managers will receive improved performance.

These studies yield new perspectives on employee motivation and development. Human resource development practitioners face the difficult challenge of designing and implementing learning activities and human resource systems in order [...]

The results of three surveys on employee motivation conducted in 1946, 1981 and 1995 are compared. The surveys asked employees and supervisors to rank the top 10 'job-reward' factors that employees consider important. The 1946 results show that top five job rewards preferred by employees were full appreciation of work done, feeling of being in on things, sympathetic help with personal problems, job security and good wages. Interesting work was number six. The 1981 results show a significant change in the rankings, with interesting work topping the list and sympathetic help placing ninth. By 1991, the top five employee-preferred rewards were interesting work, full appreciation of work done, feeling of being in on things, job security and good wages. In contrast to these results, the results of the surpervisors' surveys in 1946, 1981 and 1995 did not change. Over the 50 year period, supervisors continued to think that employees placed good wages above other job rewards., In a study that asked 1,000 employees to rank ten possible rewards, 'interesting work' was preferred in the majority of cases. One might assume then that all that is necessary [...]

The organizational transformation involving 52 branches of a $40 billion interstate bank was analyzed to determine the role of employee empowerment, motivation, training in the implementation success of a total quality management program. It is shown that worker participation in itself does not directly contribute to the program's success but employee empowerment, even when limited, can bring substantial advantages., Training is widely recognized by organizational development experts as an important component in successful planned change efforts. Training and education are important in preparing an organization for a change, in [...]