Job Satisfaction Management System: Approach on Information Technology Professionals

This paper proposed a job satisfaction management model titled Job Satisfaction Management System (JSMS). The four major components of the JSMS outlined are: IT professionals, Factors involved in job satisfaction, Management commitment and Expected Outcome

Support for Creativity and Innovation, Resistance to Change, Organizational Commitment and Motivation

Some managers view innovative product development and convenient service delivery as necessary to business survival. However, unmotivated employees might negate any gains from the use of innovation. The purpose of this correlational study, grounded in diffusion of innovation theory, was to assess the relationship between creativity and support for innovation, resistance to change, and organizational commitment and employee motivation. A random sample of 81 information technology (IT) professionals from telecom service centers completed an online survey. Simultaneous multiple linear regression was the statistical technique used to analyze these data. The results indicated a poor model with low R2 to significantly predicted employee motivation, F (3, 78) = 5.481, p \u3c .002, R2 = .174. In the final model, support for creativity and innovation were significant contributors to employees’ motivation. Resistance to change was not a significant predictor to employees’ motivation. Ultimately, a manager’s ability to motivate workers is vital for implementing change, particularly when the introduction of technological innovation frequently occurs within an industry

Support for Creativity and Innovation, Resistance to Change, Organizational Commitment and Motivation

Some managers view innovative product development and convenient service delivery as necessary to business survival. However, unmotivated employees might negate any gains from the use of innovation. The purpose of this correlational study, grounded in diffusion of innovation theory, was to assess the relationship between creativity and support for innovation, resistance to change, and organizational commitment and employee motivation. A random sample of 81 information technology (IT) professionals from telecom service centers completed an online survey. Simultaneous multiple linear regression was the statistical technique used to analyze these data. The results indicated a poor model with low R2 to significantly predicted employee motivation, F (3, 78) = 5.481, p \u3c .002, R2 = .174. In the final model, support for creativity and innovation were significant contributors to employees’ motivation. Resistance to change was not a significant predictor to employees’ motivation. Ultimately, a manager’s ability to motivate workers is vital for implementing change, particularly when the introduction of technological innovation frequently occurs within an industry

Cultural, Technological and Informational Based Knowledge Management

The goal of this research was to compare and contrast each protocols role in knowledge management. These protocols includes: Cultural, Informational and Knowledge management. Cultural information lays out the norms and beliefs of the corporate environment, informational knowledge management looks at how individuals processes information\u27s and solves problems on a daily bases while technology is a tool that presents information to the users. Cultural, informational and technology based knowledge management are so close but so far away in how they use information

Cultural, Technological and Informational Based Knowledge Management

The goal of this research was to compare and contrast each protocols role in knowledge management. These protocols includes: Cultural, Informational and Knowledge management. Cultural information lays out the norms and beliefs of the corporate environment, informational knowledge management looks at how individuals processes information\u27s and solves problems on a daily bases while technology is a tool that presents information to the users. Cultural, informational and technology based knowledge management are so close but so far away in how they use information

Ethical Business Decision Making Considering Stakeholder Interest

A focus on short-term profit as an exclusive measure of business success has led to an erosion of stakeholder trust and opened the door for ethical misconduct. This study identified the values, beliefs, and experiences in the background of business leaders and led to the development of a process for decision making in which stakeholder interest is considered. This phenomenological study, grounded in the institutional theory, addressed how an ethical interpretive framework becomes institutionalized. The research question explored the attributes of decision making when there are ethical implications affecting stakeholders. Data were collected by interviewing 20 middle- to senior-level corporate leaders in the eastern half of the United States. The data were coded to identify themes, which were then analyzed.Four themes emerged: (a) honesty and integrity in interactions that are internal and external to the company; (b) doing the right thing, the right way for both stakeholders and the company; (c) weighing the benefits and risks to stakeholders and the company; and (d) transparency when acting and communicating. This research study was designed to assist business leaders with decision making when there are ethical implications affecting stakeholders that may result from their actions

Career Development and Turnover in Food and Beverage Industry

The hospitality industry spends nearly $3.4 billion dollars each year on training yet the turnover rate remains the highest of all United States industries. The purpose of the study was to examine the relationship between training perceptions and turnover intent. Research has shown that employees need to have a sense of self-efficacy to stay committed to the organization. A sample of 400 U.S. employees from the food and beverage industry completed a survey focused on training perceptions and turnover intent. The independent variables included participants’ age, education level, tenure, and income, as well as various aspects of perceptions about the training received. The validity and reliability of the existing surveys were already established so only the Pearson coefficient analysis was necessary for each variable. The analysis resulted in weak correlations of 9 of the 15 independent variables. The results also revealed some consistent trends among the results. The findings indicated that how employees perceive the training and career development they received does affect their turnover intentions. Leaders might use the results of the study to amend and improve current training programs in the food and beverage industry. The knowledge gained from this study may also apply to other industries

Knowledge Transfer in a Municipality Study on Baby Boomer Exodus from the Workforce

A substantial number of Baby Boomers are entering retirement and will impact both public and private sector organizations. To address this upcoming challenge, organizations must establish mechanisms to identify, capture, and transfer Boomer knowledge. This qualitative phenomenological study was designed to explore the Baby Boomer phenomena through the perceptions and experiences of Boomer leaders that are eligible to retire from a North Texas Municipality. Fourteen semi-structured face-to-face interviews identified eight core themes that provide opportunities for leadership to assess organizational readiness. The eight core themes consists of obtaining perceptions from the sample size of the following: meaning of institutional knowledge, capturing institutional knowledge in current position, knowing what knowledge to capture, current methods of capturing and transferring knowledge, usefulness of written procedures, obstacles in retaining knowledge, impact of the leaving the organization, and suggestions to capture and transfer knowledge

Knowledge Transfer in a Municipality Study on Baby Boomer Exodus from the Workforce

A substantial number of Baby Boomers are entering retirement and will impact both public and private sector organizations. To address this upcoming challenge, organizations must establish mechanisms to identify, capture, and transfer Boomer knowledge. This qualitative phenomenological study was designed to explore the Baby Boomer phenomena through the perceptions and experiences of Boomer leaders that are eligible to retire from a North Texas Municipality. Fourteen semi-structured face-to-face interviews identified eight core themes that provide opportunities for leadership to assess organizational readiness. The eight core themes consists of obtaining perceptions from the sample size of the following: meaning of institutional knowledge, capturing institutional knowledge in current position, knowing what knowledge to capture, current methods of capturing and transferring knowledge, usefulness of written procedures, obstacles in retaining knowledge, impact of the leaving the organization, and suggestions to capture and transfer knowledge

Knowledge Transfer in a Municipality Study on Baby Boomer Exodus from the Workforce

A substantial number of Baby Boomers are entering retirement and will impact both public and private sector organizations. To address this upcoming challenge, organizations must establish mechanisms to identify, capture, and transfer Boomer knowledge. This qualitative phenomenological study was designed to explore the Baby Boomer phenomena through the perceptions and experiences of Boomer leaders that are eligible to retire from a North Texas Municipality. Fourteen semi-structured face-to-face interviews identified eight core themes that provide opportunities for leadership to assess organizational readiness. The eight core themes consists of obtaining perceptions from the sample size of the following: meaning of institutional knowledge, capturing institutional knowledge in current position, knowing what knowledge to capture, current methods of capturing and transferring knowledge, usefulness of written procedures, obstacles in retaining knowledge, impact of the leaving the organization, and suggestions to capture and transfer knowledge