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Organisation System Variables (Dependent Variables (Turnover (Permanent…
Organisation System Variables
Dependent Variables
Turnover
Permanent withdrawal from the organisation, voluntary/involuntary
Deviant Workplace Behaviour
Anti-social behaviour, stealing/gossiping
Absenteeism
Failure to report to work, planned/unplanned
Organisational Citizenship
Performance beyond expectations
Productivity
Performance measure of effectiveness and efficiency
Job Satisfaction
Positive feeling about a job
OSV level
Organisation Structure
How jobs are formally divided, grouped, and co-ordinated
Mechanistic
Clear chain of command
Narrow span of control
Rigid departmentalisation
Centralisation
High specialisation
High formalisation
Advantages
Rigid
Limited ability to adapt to changes
High job specialisation
Clear layers of management
Centralised decision-making
Directive supervision
Organic
Free flow of information
Wide spans of control
Cross-hierarchical teams
Decentralistion
Cross-functional teams
Low formalisation
Advantages
Flexibility
Ability to adapt to changes
Little job specialisation
Few layers of management
Decentralised decision-making
Not much direct supervision
HR policies and practices
Selection practices
Determine who gets hired
Good match = higher job satisfaction and productivity
Interviews, written tests, performance-simulation tests
Training and development programmes
Technical skills
Interpersonal skills
Basic literacy
Problem solving
How does it affect behaviour
Improve skills = Complete job successfully
Improve potential = promotion
Performance evaluation
Effective when
Result-oriented
Opportunity to participate in evaluation
Career and performance are discussed
Organisational Culture
System of shared values and norms
Favourable/Unfavourable perceptions
Strong
= high agreement amongst members = cohesiveness = org commitment = low chance of leaving
Weak
= low agreement amongst members = different/conflicting goals = low org commitment = high chance of leaving (ineffective)
Commit to something larger than self interest
Sense of identity
Don't align = low motivation, commitment, job satisfaction, and high turnover
Barriers
Diversity
Acquisitions and mergers
Change
Stress
When confronted with opportunity, outcome is perceived as uncertain and important
Sources
Organisational
Task, role, interpersonal demands, structure, leadership
Individual
Family, personal relationships, financial, personality
Environmental
Economic, political, tech uncertainties
Levels
Low to moderate
Enable staffs to perform
High or moderate
May result in decline in performance over time
How to manage
Individual
Time management, physical exercise, social support network
Orgnisation
Use of realistic goal setting
Redesign jobs
Training
Increase employee involvement
Improved selection and placement
Improve org communication
Sabbaticals and establishment of corporate wellness programmes