In today’s ultra-competitive global economy, organizations must take every action necessary to ensure they are as competitive as possible. Although advancements in technology, over the last few decades, has meant that oftentimes organizations have focused their efforts on the technological aspect of their business, those that have neglected their human resources have struggled despite technology. (Gutteridge, 2004) Today, employees drive productivity, customer satisfaction, and profitability. (Harter, Schmidt, & Hayes, 2002, in Stajkovic & Luthans, 2003) With this in mind, businesses across a variety of industries have come to realize the important part their employees play in their continued success. Hiring and retaining the best employees equals greater efficiency and efficacy. This increase in efficiency and efficacy equates to greater company profitability, which leads to increased market share and industry success. As such, hiring and retaining quality employees has never been more important than in today’s business world.
The question then arises, why do some companies, divisions, or even managers seem to be able to consistently hire and retain the cream of the crop, while others fail to do so? Do managers truly get the staff they deserve? By analyzing the psychological contract between employee and employer, the impact of organizational structure and culture, group dynamics and leadership, motivation, and performance management, this paper will show that indeed managers do get the staff they deserve.
Inhaltsverzeichnis (Table of Contents)
- Introduction
- The Psychological Contract
- Organizational Culture & Structure
- Group Dynamics and Leadership
- Motivation
- Performance Management
- Conclusion
Zielsetzung und Themenschwerpunkte (Objectives and Key Themes)
This paper examines the crucial role of managers in attracting and retaining high-performing employees, arguing that managers indeed get the staff they deserve. It explores the multifaceted relationship between managers and employees, focusing on the psychological contract, organizational culture and structure, group dynamics and leadership, motivation, and performance management.
- The Importance of Employee Engagement in Organizational Success
- The Psychological Contract: Understanding Mutual Expectations and Obligations
- The Impact of Organizational Culture and Structure on Employee Behavior
- Motivation: Factors Influencing Employee Performance and Retention
- The Role of Performance Management in Building a High-Performing Workforce
Zusammenfassung der Kapitel (Chapter Summaries)
- Introduction: The paper establishes the importance of employees in driving organizational success and raises the question of why some managers consistently attract and retain top talent while others struggle. It introduces the key themes explored throughout the paper, including the psychological contract, organizational culture, leadership, motivation, and performance management.
- The Psychological Contract: This chapter delves into the concept of the psychological contract, defining it as the unwritten agreement between employees and employers based on mutual expectations and obligations. It explores the significance of non-monetary factors in employee motivation and highlights the dynamic nature of the psychological contract, which evolves over the course of employment.
- Organizational Culture & Structure: This chapter emphasizes the impact of organizational culture on employee motivation, commitment, and overall performance. It highlights the importance of aligning employee values and expectations with the organizational culture to foster productivity and innovation.
Schlüsselwörter (Keywords)
This paper focuses on the crucial elements of managing a successful and productive workforce, exploring the psychological contract, organizational culture, group dynamics, leadership, motivation, and performance management. It emphasizes the significance of understanding and effectively managing these factors to attract and retain top talent, ultimately driving organizational success.
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- Kimberly Wylie (Autor:in), 2004, Managers Get the Staff They Deserve, München, GRIN Verlag, https://www.grin.com/document/57780
