英国毕业论文:诊断组织文化 The Diagnosing Organizational Culture [19]
论文作者:www.51lunwen.org论文属性:本科毕业论文 Thesis登出时间:2017-04-25编辑:cinq点击率:23673
论文字数:6000论文编号:org201704251907106944语种:英语 English地区:英国价格:免费论文
关键词:英国论文代写毕业论文留学生论文
摘要:本文是英国留学生毕业论文范文,主要内容是针对组织文化的相关问题进行研究和分析,并且通过实证调查研究组织文化对美国的卡梅伦和Freeman的企业营销人员的影响作用。
valuable implications of the theory is that it focuses attention on those aspects of the jobs that need to be changed for employees to experience satisfaction. People perceive serious discrepancies between the job and job satisfaction. But it also suggests that these factors may not be the same for all.
In addition to these two theories of job satisfaction, there are quite a few others. Some of the significant one's are briefly presented below:
2.7.4 The Met Expectations Theory
This approach is based on the expectations that new employees have about the job and how far these expectations are met. It suggests that the employees will work to achieve the outcomes they expect to follow after successful performance (Porter and Steen, 1973), Workers become dissatisfied if their expectations about their job are not met. Review of the theory suggests that the correlation between job satisfaction and met expectations is around 0.39 (Wanous et al 1992). One of the implications of the Met Expectations theory is that one way of reducing potential dissatisfaction among employees is to bring their expectations in line with the reality. The idea of Met Expectations suggests that the processes undergoing within the person influence job dissatisfaction. A critical viewpoint of this notion is that it ignores the social context of the individual, and this is the basis of the Equity Theory.
2.7.4 The Equity Theory
Adam's (1963) Equity Theory argues that people compare the ratio of their outcome over input with the ratio of others' outcome over input. If their ratio is greater than or lesser than that of the others, they feel dissatisfied because inequity has occurred. However to feel satisfied with the job, the ratio should be equal to that significant others (what is called equity). Though the basis of their comparison is one's perception, the fact remains that organizations must attempt to bring about equity to avoid the feeling of dissatisfaction. One of the criticisms of the theory is that it is imprecise because there are alternate ways of dealing with feelings of inequity. However, an important implication of this theory is that employees need to feel that they are fairly dealt with in order to feel satisfied.
2.7.5 The Opponent Process Model of Job Satisfaction
Initiating some change in the job may increase worker satisfaction but it is not necessary that the increase in satisfaction will remain the same over time. This is because constant input does not result in constant output. The process of adaptation implies that a constant input will have a decreasing output. This notion was applied to the concept of job satisfaction in the Opponent Process Theory by Landy (1978). He applied this idea to the goal-setting theory and asserted that in the beginning of his/her career, an employee will resist goal-setting. But as experience with goal-setting as well as goal-attainment increases, resistance shall decrease.
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