澳洲作业:心理契约的理解 [4]
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论文字数:2000论文编号:org201705171652471781语种:英语 English地区:澳大利亚价格:免费论文
关键词:澳洲作业留学生作业心理契约
摘要:本文是澳洲留学生作业范文,主要内容是讲述心理契约的相关定义,以及通过批判性的评价心理契约相关概念及相关内容。
ential when their needs are met. Organisations have taken this on-board and implemented this into their style of management. This has paid dividends in raising motivation and ensuring clearer objectives and strategies that are specific, measurable, achievable, relevant and timely. Maslow's theory argues that individuals desire five basic levels of needs. These are psychological, safety, social, esteem and self-actualisation. As each level of needs is achieved and satisfied, the next level becomes even more important to individual in achieving. Employers know that to achieve maximum performance levels they need to satisfy their employees with these needs. While organisations try to satisfy needs, it cannot always achieve them all and satisfy their employees. However techniques like flexibility, empowerment, performance-related pay, career progression and development can compensate and motivate workers, thus balancing the psychological contract. Thomson (2004).
Another theorist is Herzberg and according to his two-factor theory he argues that there are two sets of factors that influence employee satisfaction at work. The first called hygiene factors provide employees with equality, healthy working conditions, and supervision. These issues must be present, otherwise employees will feel dissatisfied. But this does not necessarily guarantee job satisfaction, as the second motivating factor of personal growth and development must be achieved for employees to have a sense of pride and job satisfaction. Therefore the theory acknowledges that in order to motivate employees job design and enrichment are crucial in order for employees to be satisfied and if their job allows them to have opportunities for job progression, training, recognition and responsibility. Thomson (2004).
According to Latham and Locke goal setting theory, employers that place clear practical objectives, find motivating employees easier. The use of incentives aids employees to feel motivated, committed and determined to achieve targets and goals set by an organisation. It is considered that organisations that set specific and smart objectives usually perform better than organisations that have vague and generalised objectives. This is because the former has one vision that is smart and effective. Employees' participation in the decision-making process, employee development progression and job enrichment is vital and placed higher than monetary incentives for some workers and this helps organisations achieve maximum potential to boast performance. Pinnington and Edwards (2000) emphasise the importance that workers are committed and efficient in achieving goals and targets set in order to achieve corporate objectives.
A critical review of the psychological contract theory
The psychological contract has shifted from a legal construct to a more contemporary dynamic construct that is concerned with developing commitment and obligation between both employers and employees. Bratton, J and Gold, J (2007). Contemporary managers are placing importance into the development of their employees, so that productivity will increase, and more importantly employees will be loyal and motivated. This different mind-set has empowered workforces and has resulted in success for many organisations. What must be noted is that the psychological contract has had to change because of the increasing need for flexibility and adaptability in competitive e
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