POB - Hamline

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Enhancing Employee Performance through Positive Organizational Behavior :

Enhancing Employee Performance through Positive Organizational Behavior Sunil J. Ramlall, Ph.D.

Outline:

Outline Purpose of Presentation Define POB Discuss Findings Relevance of POB to Individuals & Organizations Relevance to Hamline’s Mission

Purpose of Study:

Purpose of Study This study explores the relationship among key issues discussed in positive organizational behavior (POB) and the implications for organizational success. Better understanding of the relationship between work and a person’s broader purpose of existence and how work helps to accomplish one’s purpose of life.

Purpose Cont’d:

Purpose Cont’d Quantitative measures are used to determine the relationship between work and happiness; a positive organizational culture and firm performance; and positive employee characteristics and employee performance.

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Economics is a social science. Social sciences are concerned with the study of human behavior. Similarly, in other areas of business and especially in managing employees, we are always trying to understand, predict, and influence employees behaviors.

Review of Literature:

Review of Literature POS provides opportunities for understanding the impact of organizational strategies on human behavior in the workplace and why some strategies and dynamic capabilities may be more generative than others (Cameron, Dutton, & Quinn, 2003). POB is defined as the study and application of positively oriented human resource strengths and psychological capacities that can be measured, developed, and effectively managed for performance improvement in today’s workplace (Luthans, 2003)

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It may come as a surprise to learn that companies where the focus is on amplifying positive attributes such as loyalty, resilience, trustworthiness, humility and compassion--rather than combating the negatives--perform better, financially and otherwise (Fryer, 2004).

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Searching for new ways to compete and be choice employers, the implications for organizations are endless. The implications are not only for organizations, but also directed to individuals.

Hypotheses:

Hypotheses Hypothesis 1: A stronger alignment between an employee’s work and purpose of life will lead to higher employee satisfaction and commitment to the organization, and better performance.

Hypothesis 2::

Hypothesis 2: Work is a potentially significant source of happiness if the environment is appropriate to the employee and the employee has the ability to shape the environment that will create the happiness.

Hypothesis 3::

Hypothesis 3: Organizations with a more positive culture will provide an environment that enhances happiness, commitment, satisfaction, and ultimately higher performance.

Hypothesis 4::

Hypothesis 4: Positive employee characteristics are directly linked to higher individual performance.

Methods:

Methods Data were obtained from mid to senior managers who were enrolled at a large private university in the Mid-west of the United States. A stratified sampling method was used to ensure participants were representing as many industries, different length of tenure in position, professional interests, and both genders.

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The questionnaire was distributed to a total of 405 students enrolled or have graduated from the MBA program. A total of 249 responses were received, representing a 61.5 percent response rate. However, three of the 249 completed surveys were eventually excluded because relevant firm level data were not available resulting in a sample of 246 managers.

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The sample included employees from engineering construction, transportation, wholesale trade, retail trade, services, mining, and public administration.

Results:

Results Descriptive statistics and correlations were used to study the relationships among the respective variables. We also used hierarchical regression analyses to test our hypotheses. In addition, unstandardized regression coefficients and changes in explained variance were examined.

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Hypothesis 1 holds that, with a stronger alignment between an employee’s work and purpose of life, there will be greater levels of employee satisfaction, commitment to the organization, and higher performance outputs.

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Significantly, a strong fit with one’s job and one’s life’s purpose proved to be strongly impacting one’s satisfaction.

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Hypothesis 2 predicts that work is a potentially significant source of happiness if the environment is appropriate to the employee and the employee has the ability to shape the environment that will create the happiness.

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In describing their current level of happiness, the mean was 3.59. When asked about their ability to influence their environment to create happiness, the mean was 3.39. Interestingly, the mean for the question dealing with work as the primary source of stress, was 2.64.

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When asked if a positive culture will provide an environment that enhances happiness, commitment, satisfaction, and higher individual and firm performances, the mean was 4.46. On average, respondents indicated a score of 3.36 when asked how likely they are of leaving their company within the next two years.

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Also, the correlations show a positive relationship between organizational culture and performance.

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Hypothesis 4 predicts that positive employee characteristics are directly linked to higher individual performance. Characteristics such as joy, interest, pride, contentment, gratitude, and love can be transformational and fuel upward spirals towards optimal individual and organizational performance (Fredrickson, 2003).

Conclusions:

Conclusions Given the quest for sustainable competitive advantages through people and other sources, POB provides the basis for sustaining high employee and firm outputs over the long-term.

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As positive psychology and POB continue to be studied and practiced, it is the sincere hope that studies such as this that would eventually lead to more positive environments creating healthier organizations, more satisfied and committed employees, and societies that value and display these positive characteristics.

Hamline’s Mission:

Hamline’s Mission To create a diverse and collaborative community of learners dedicated to the development of students' knowledge, values and skills for successful lives of leadership, scholarship, and service. What does it take to succeed? How do we define success?

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Microeconomics is a branch of economics that studies how individuals, households, and firms make decisions to allocate limited resources, typically in markets where goods or services are being bought and sold. Microeconomics examines how these decisions and behaviors affect the supply and demand for goods and services, which determines prices; and how prices, in turn, determine the supply and demand of goods and services

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