Evaluating the career status of IT professionals
Turning the tide" a new wave of HR: devolving HR capabilities to line managers
An investigation : should organizations move towards team-based recognition?
- Authors: Dhanpat, N.
- Date: 2014-11-23
- Subjects: Incentive awards , Management - Team work , Employees - Rating of , Teams in the workplace
- Type: Article
- Identifier: uj:5537 , ISSN 20392117 , ISSN 20399340 , http://hdl.handle.net/10210/14072
- Description: This paper presents the occasion for organizations to investigate the need to transition towards a team-based approach of employee recognition. A theoretical framework of employee recognition is presented. Employee recognition is largely recognized as a managerial practice, and have been in practice in terms of individual-based recognition within organizations. Many organizations are looking for a way forward to approach this matter in a strategic manner, and understand the implications of team-based recognition on employees and the organization itself. Employee recognition has placed major impact on work performance, team effectiveness and organizational success. The paper explores motivational theories linked to employee recognition and elaborates on the effective utilization of recognition programs. Subsequently, the impact of employee recognition on employees are reviewed. The consequences and implications of team-based employee recognition are further evaluated. The paper is a qualitative study based on utilizing secondary data and presents a conceptual paper. The current study has reviewed various literature on remuneration, compensation, employee recognition, motivation and teamwork. This paper further suggests that organizations needs to be cognizant of the implications and consequences of team-based recognition on employees, work outcomes and employee behaviour.
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Re-establishing the psychological contract as a precursor to employee retention
- Authors: Dhanpat, N. , Parumasur, S. B.
- Date: 2014
- Subjects: Employee retention , Job satisfaction , Labor turnover , Psychological contract
- Type: Article
- Identifier: uj:5538 , http://hdl.handle.net/10210/14073
- Description: The violation and breach of a psychological contract and trust often results in a decline in employees’ willingness to contribute and intentions to stay in an organization. Hence, this paper aims to understand the psychological contract and trust and their role in employee retention. It focuses on employee and organizational expectations and the importance employees attach to these and assesses issues of trust, job satisfaction and intentions to leave. Data was collected using an established questionnaire whose psychometric properties of validity and reliability were assessed using Factor Analysis and Cronbach’s Coefficient Alpha respectively. Data was analyzed using descriptive and inferential statistics. The findings reflect that mutual trust and, meeting expectations and having their expectations met by the organization are important to employees. Based on the results of the issues of the psychological contract and trust, recommendations are tabulated, which when implemented, have the potential for enhancing employee retention and reducing intentions to leave the organization.
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