Rochester Institute of Technology This paper investigates the correlation and validity of the five-factor model with job performance and other job-related activities. Motivation, deviation, absences, and job satisfaction are related to the five factors.
Commentary Unleashing the Potential of Public Employees When they're given the metrics, the tools and the chance to contribute, they can work wonders. Denver is showing the way. The goal, Hancock said, is "to make government fun, innovative and empowering to citizens and employees," and the city's Peak Academy teaches public workers "how to eliminate waste, improve efficiency and ultimately create a higher standard of government.
Denver is solidly committed to metrics and process improvement, and its success with Peak Performance has garnered considerable attention among devotees of public-sector administrative efficiency.
The Peak Performance website features departmental performance reports replete with colorful graphs and photos. The clear intent is to celebrate progress, and particularly its workers' contributions to continuous improvement. The Denver story is important for two reasons.
First, it highlights the significant potential that every employer, public as well as private, has to tap their employees' knowledge and insight to improve performance.
|Unleashing the Potential of Public Employees||Background The worth of employees in the running of organizations has been analyzed and debated by management experts, sociologists and psychologists in depth and detail. A number of theories, most of them the result of painstaking and detailed research, are in use to explain human psychology in the workplace, the stressors and destressors of a working environment, and the reasons behind employee performance, or for that matter, the lack of it.|
Research concluded years ago that there is a potential, when the work paradigm is radically changed, to increase productivity by at least 30 to 40 percent. Books have been written, including one I co-authoredon what goes into creating a high-performance organization. Former Peak Academy director Brian Elms told me that city officials learned that their efforts would be successful only when they were invited by departmental leaders.
He said he now is "traveling all over the country teaching governments how to create peak academies" -- by invitation, of course.
That is solidly consistent with my consulting experience. The traditional management philosophy relied on close, top-down control. Management did all the thinking. Today successful organizations rely on a very different approach to management, empowering their workers to address work-related problems.
Leaders like Denver's mayor are still rare in government.
Many public leaders, elected and appointed, are interested primarily in public-policy issues and have minimal training or experience in management concerns. Leaders need to make initiatives like Peak Performance an organizational priority. That means employing and supporting a more sophisticated approach to metrics.
Dave Ammons of the University of North Carolina School of Government has published frequently on performance management in the public sector. His research shows that performance data are now commonly reported but that too often the information is not used in decision-making to improve results.
Measurement alone accomplishes nothing.In this article, we discuss the individual employee's role in the development of his/her job burnout.
We review the antecedents and consequences of burnout, and propose a model with chronic burnout as a moderator of daily functioning in the workplace.
Job design aims to enhance job satisfaction and performance; methods include job rotation, job enlargement and job enrichment. Other influences on satisfaction include the management style and culture, employee involvement, empowerment and autonomous work groups, pay, work responsibilities, variety of tasks, promotional opportunities the .
Pre-employment and random drug tests have become standard for many companies. But some think they can beat the system by turning to products that claim to provide “clean” urine.
Employee job satisfaction (EJS) is the feelings and thoughts of employees about their work and place of work. In result, job satisfaction is all about to satisfy the one’s needs in working place (Togia et al., ). View Teachers Job Satisfaction and Job Performance Research Papers on schwenkreis.com for free.
Journal of Indian Research V ol.1, N.4, O ct ber-D m, Objectives of the Study The objective of the study is as follows: • To identify the factors which influence the job satisfaction of employees.