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超市零售行业的快速发展以及服务差异化战略带来基层员工的激励困境,超市人力资源管理应及早关注基层员工的储备与培养,通过对其主体心理诉求的准确把握,运用相应的激励措施给予其相应程度和相应内容的组织支持,增强员工对组织的情感承诺,从而走出激励误区和困境,实现有效激励。 相似文献
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将基层档案管理人员个人的生涯规划,纳入档案馆的组织管理之中,使每个档案管理人员的成长和发展与档案馆的发展有机地融为一体,以员工个人的成长,来促进档案馆发展,将大大满足每个基层档案管理人员对自尊、自我价值、自我实现等方面的高层次的精神追求,这会激发每个员工的内在行动动机,充分挖掘其潜能,从内部调动他们的积极性和创造精神,这对基层档案管理人员的激励更有效。 相似文献
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心理契约是员工与组织之间的一种未书面化的契约,对员工在组织中的行为和态度有重要影响.本文在此视角下对出版组织内的典型知识型员工——核心编辑群体的激励进行分析和探讨,提出基于核心编辑群体心理契约的激励目标、激励策略和具体实现路径. 相似文献
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我国银行业市场竞争日趋激烈,如何建立有效的薪酬激励制度已成为商业银行人力资源战略的前提与目标。本文探讨了商业银行员工人口统计特征对其薪酬态度偏好的影响,通过抽样调查和实证分析,发现员工的性别、岗位是影响商业银行员工薪酬偏好的重要变量,针对不同专业岗位序列,调整和完善薪酬的配置结构和付出机制,对于实现薪酬激励多元化,构建企业薪酬制度核心竞争力,实现组织和员工共同发展具有重要意义。 相似文献
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激励在图书馆人力资源开发中的作用 总被引：8，自引：2，他引：6
图书馆的开发不应局限于技术和物力，建立一支高素质的员工队伍，对适应网络经济时代图书馆的发展更为重要，而如何激励图书馆工作人员是开发人力资源和建立高素质员工队伍的关键。分析了图书馆员工的需求，提出了相应的激励方法。 相似文献
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目前我国大多数的超市都是以价格折扣为导向，而这种价格折扣的关键是取得成本优势，超市无论采取什么样的改革、经营措施都代替不了强化成本管理、降低成本这一工作。本文以好又多连锁超市为例，对该超市总体的成本控制进行分析，并提出相应建议，促使其科学的组织实施成本控制，全面提高超市的成本控制，进而实现超市价值最大化。 相似文献
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认为激励是图书馆馆长履行领导职能的根本要求和有效方式,建立在马斯洛的需要五层次理论和赫茨伯格的双因素理论的基础之上的现行图书馆激励理念存在缺陷．而市场营销理论为我们提供了一种审视馆长激励艺术内部机理的新视角。最后,作者从了解员工需要、欲望与需求,控制员工付出,提供工作和生活便利,强化与基层的交流沟通,尝试参与管理和讲求激励艺术等六个方面分析了馆长激励艺术的构建。 相似文献
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激励功能的实现有赖于激励管理体系的建立。图书馆应该从工作方法、制度、文化和提供发展机会四方面建立一个激励管理体系，以此调动员工积极性，开发员工潜能，实现组织目标。 相似文献
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试论高校图书馆的激励管理体系 总被引：4，自引：0，他引：4
激励功能的实现有赖于激励管理体系的建立。图书馆应该从工作方法、制度、文化和提供发展机会四方面建立一个激励管理体系，以此调动员工积极性，开发员工潜能，实现组织目标。 相似文献
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K. David Roach 《Communication Research Reports》2013,30(4):354-364
This study investigated the effects of management view, power use, and affinity‐seeking on employee organizational identification in organizations that hire part‐time college students. Most managers were identified as manifesting a Theory Y view of management. Manager coercive and expert power were significantly related to employee organizational identification. Results indicated that manager view and affinity‐seeking were significantly related to employee organizational identification. Significant differences in affinity‐seeking and in employee organizational identification were found for Theory X and Theory Y managers. 相似文献
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Patricia M. Sias 《Communication Research Reports》2017,34(4):335-343
This study examined links between organizational Facebook pages and employee connection to the larger organization. Employee interaction with their company’s Facebook page was linked to higher levels of organizational identification and bridging social capital outcomes. Bridging social capital outcomes was also associated with organizational identification. Results indicate that the company Facebook page, considered primarily as a tool to engage external stakeholders, may also function to engage employees. 相似文献
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Organizational Surveys: A System for Employee Voice 总被引：1，自引：0，他引：1
Vickie Cox Edmondson 《Journal of Applied Communication Research》2013,41(4):307-310
Although surveys are often used to assess and track employee attitudes and opinions over time and are used quite frequently by applied communication researchers, the use of surveys as a channel to voice employee attitudes and opinions has not been fully explored in the employee voice or basic organizational communication literature. With the increased call for accountability, effective applied communication researchers can play an important role in ensuring that organizations engage in the survey process in a manner that is “safe” for employees, and ethical and practical for the organization. Because the question of how to accomplish this task is complex and cannot be fully addressed within the constraints of a commentary, I offer three general principles to guide future researchers in helping overcome organizational communication problems:
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Build trust in the organizational survey process, the researcher(s), and the organization.
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Eliminate the adversarial relationship that often exists between management and employees who speak up.
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Provide evidence that the organization does more than purport to value the things that it says it values.
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Employee engagement has been shown to be related to higher organizational productivity and profitability, among other favorable outcomes; however, there is disagreement in the literature regarding the definition of employee engagement and how employees enact their engagement. The current study explored how employees of a cooperative communicatively displayed their own engagement to others inside and outside of the organization. Fifteen semi-structured interviews with employees were conducted and analyzed using thematic analysis. Results showed that employees displayed their engagement to others through external displays, which contradicts past research done on employee engagement. The study also revealed that social exchanges occurred between the organization and the employees. The ways in which employees communicated their engagement was a direct response to the exchanges occurring between these multiple stakeholders. 相似文献
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The purpose of this study was to assess the relationship between temporal and structural components of organizational life (i.e., job tenure, employment history, and organizational history) and employee dissent. This was accomplished by comparing respondents’ reports about their tendencies to use varying strategies for dissent to their reports about present job tenure, number of full‐time employers, total years work experience, and organizational status. Structural equation models were used to examine the association between temporal measures (job tenure, number of full‐time employers, total years work experience), structural measures (organizational status) and dissent constructs. Findings indicated that articulated dissent use was associated with management status, whereas latent dissent use was associated with nonmanagement status, increases in present job tenure and decreases in number of full‐time employers and total years work experience. 相似文献
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《Communication monographs》2012,79(2):161-183
Studies of organizational members' assimilation information seeking have focused on traditional channels for uncertainty reduction (e.g., face‐to‐face communication and traditional technologies like employee handbooks) and on the experiences of newcomers. This investigation extends organizational assimilation research by examining a variety of socialization experiences (not just those of newcomers) and by considering Advanced Communication and Information Technologies (ACITs) as an additional channel for obtaining assimilation‐related information. Data from 405 employees of four organizations were utilized to explore the relationship between three channels for information seeking (face‐to‐face communication, traditional media, and ACIT) and perceived socialization effectiveness. Predictors of employee selection and use of ACITs also were examined, including perceptions of media richness and social presence, and user responses to their experiences using ACITs for assimilation. Results indicate that face‐to‐face communication is the most important predictor of assimilation effectiveness, followed by ACIT use. Least important are traditional technologies. Media characteristics, as elucidated in two prominent theories of organizational communication technology use, predicted individuals' selection and use of ACITs. Finally, a typology of members' behavioral responses to feedback regarding their ACIT use was derived, which revealed that users respond by continuing current practices, supplementing the channel, discontinuing use, expanding use, learning new uses, or by implementing a variety of these strategies. 相似文献
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Motivating factors: perceptions of justice and their relationship with managerial and organizational trust 总被引：1，自引：0，他引：1
Research on trust in organizations shows that it facilitates relationships, cooperation between individuals and organizations, organizational commitment, and employees’ motivation to innovate. Organizational justice, which refers to perceptions of the fairness of workplace outcomes or processes, is often considered an antecedent to managerial and organizational trust. The current research sought to determine whether different types of justice relate to managerial and organizational trust in unique ways. Participants from numerous organizations representing two geographic regions were surveyed regarding their last performance appraisal. Results indicate that procedural justice was the strongest predictor of both organizational and managerial trust, distributive justice only predicted managerial trust, and interactional justice did not predict either type of trust. 相似文献
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朱晓琴 《图书馆工作与研究》2012,(1):51-54
高校图书馆员沉默行为是由于个性差异、性别特点、文化背景及管理因素等引起。该行为会给馆员自身带来压力,也不利于事业的发展,因此管理者应该改变工作方法和思路,尽量缩小权利差距,树立合作信任的管理理念,营造良好的组织文化,减少员工沉默行为。 相似文献
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Sarah J. Tracy 《Journal of Applied Communication Research》2004,32(2):119-146
Drawing from qualitative data gathered at two correctional facilities, this paper empirically illustrates employee reactions to organizational contradictions in a total institution and advances a theoretical model positing that organizational tensions may be framed as complementary dialectics, simple contradictions, or pragmatic paradoxes—each accompanied by attendant organizational and personal ramifications. The analysis suggests that organizations can create structures in which employees are more likely to make sense of organizational contradictions in healthy ways and avoid the debilitating reactions associated with double binds. Specifically, through metacommunication about organizational tensions (for instance, manifest in role play enactment of contradictory occupational goals), employees are better able to understand the paradoxes that mark work life and make sense of them in emotionally healthy ways. 相似文献