THE EFFECT OF LEADERSHIP STYLES ON EMPLOYEE MOTIVATION AMONG GENERATION Y IN KLANG VALLEY, MALAYSIA PDF Download

Author: JEFF NG KIAN HUI (TP025544)
Publisher:
ISBN:
Category : Employee motivation
Languages : en
Pages : 64

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Author: SOO JIAN HAO (TP039844)
Publisher:
ISBN:
Category : Job satisfaction
Languages : en
Pages : 88

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Author: Pei Hu
Publisher:
ISBN:
Category : Employee motivation
Languages : en
Pages : 162

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Author: Hafiz Bin Salih
Publisher:
ISBN: 9783346332929
Category :
Languages : en
Pages : 60

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Thesis (M.A.) from the year 2020 in the subject Leadership and Human Resource Management - Employee Motivation, grade: 90.%, language: English, abstract: The purpose of this case study research will be to explore the influence of leadership style on employee motivation in the office of the Upper West Regional Coordinating Council in Ghana. In order to achieve this objective, the study will seek to achieve the following specific objectives: Identify the leadership style adopted in the office of the Upper West Regional Coordinating Council. Examine the impact of the leadership style on the work behaviour of workers. Explore how the leadership style relates to the level of motivation among workers in the organisation and develop recommendations on an effective leadership style that can be adopted by public sector organisations in Ghana towards improving employee motivation. Leadership has remained a prominent area of interest for both academics and practitioners for several decades. This interest is based on the notion that leadership styles correlate with organisational performance. In these modern times, when there are increased complexities surrounding the needs of society and increased competitiveness among organisations and nations, achieving high outputs and performance is even more critical. The role of leaders in assuring this high organisational performance is noted in the literature. Leadership is a process in which people are influenced to work towards organisational goals. It involves the ability to motivate people as well as building the capacity of followers to be able to achieve organisational goals. As noted by Akparep, Jengre, and Mogre, the leadership style adopted by an organisation impacts on operational success. Leaders influence the behaviour of workers through processes such as training, rewards, communication, and discipline.

Author: Catherine Drost Broussard
Publisher:
ISBN:
Category : Leadership
Languages : en
Pages : 164

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Author: Zydèlia Kleinhans
Publisher:
ISBN:
Category : Generation Y.
Languages : en
Pages : 372

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Every few decades, a new generation enters the workplace and organisational leaders are facing challenges with finding the best ways to lead and maximise their contributions within the multi-generational workforce. The generational cohort, Generation Y (millennials), born between 1979 to 1997, is the newest entrants in the workplace. Similar to previous generations who entered the workplace, Generation Y also brings unique characteristics and strengths to organisations, such as tech-savviness and willingness to make a meaningful contribution, which makes it impractical to have a one-size fits-all leadership approach in leading the multi-generational workforce. If the potential of Generation Y employees is unlocked through the right leadership styles and leadership communication approaches, they could turn out to be an organisation’s biggest assets. Approached from a post-modern world view, the aim of this study was to determine the preferred leadership style and leadership communication for Generation Y employees. This was done by conducting 20 face-to-face semistructured interviews with Generation Y employees across a few industries. With the consent of interviewees, the researcher took voice recordings and manually transcribed the interviews. The researcher made use of both manually and automated coding using the software programme Leximancer. The purpose of this study was to propose guidelines and develop a conceptual framework to organisational leaders based on the preferences of Generation Y employees in terms of leadership styles and leadership communication. From the findings, there is no one leadership style that would be ideal in managing Generation Y employees, instead a combination of leadership styles is preferred depending on the circumstances. The circumstances may require characteristics of the autocratic, participative, transformational, laissez-faire, servant and/or the communicative leadership style. With regards to leadership communication, important to Generation Y employees is that there is clear, open and frequent communication at all times. Organisational leaders should ensure that the preferred topics are included in the communication activities to these employees, namely: growth opportunities; personal performance; financial performance; expectations, roles and responsibilities; and any updates that may impact them. The preferred organisational leader would engage in face-to-face communication to speak to employees, and would share an email afterwards with the main points discussed to ensure that there is a paper trail. Although guidelines and a conceptual framework are proposed by this study, it remains the responsibility of organisational leaders to assess the various circumstances and determine what the ideal leadership style and leadership communication approaches would be for the different scenarios.

Author: KHAMZIN ZHASSULAN (TP023113)
Publisher:
ISBN:
Category :
Languages : en
Pages : 72

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Author:
Publisher:
ISBN:
Category :
Languages : en
Pages : 75

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The general objective of this research was to determine motivational factors that influence Generation Y in the workplace ? A case study of Citibank Kenya. The study was guided by the following specific objectives: to assess the need for achievement (N Ach) as a motivating factor for generation Y in the workplace; to determine the need for affiliation (N Aff) as a motivating factor for generation Y in the work place; and to assess the need for power (N Pow) as a motivating factor for generation Y in the workplace. For the research methodology, the researcher adopted descriptive research design and the sampling technique that was used was the stratified random probability sampling. The research population was drawn from the 97 permanent and contract staff of Citibank Kenya, which is part of Citigroup, the financial services organization with operations in over 100 countries around the globe. Data was collected from a selected sample of 68 respondents. The primary data was collected through the use of a structured and unstructured questionnaire developed by the researcher on the basis of the three specific objectives. Data was analyzed using means, standard deviations, frequency distributions and Pearson correlations. This was done through the use of Statistical Package for Social Sciences (SPSS) Software. The data was presented using tables and figures. On the first objective on the need for achievement as a motivating factor for generations Y, some of the key findings were that employees value persistence, constant learning in the organization, having a sense of achievement in the workplace, doing their work well and having a mastery of the tasks they do. All these are variables that show the need for achievement in the workplace and therefore were reasonable to conclude that the need for achievement is a motivating factor for Generation Y in the workplace. It is conclusive that achievement is reached when an organization offers opportunities for growth and when managers encourage constant learning and personal development. With regard to the second objective, the need for affiliation as a motivating factor for generation Y, the findings showed that generation Y are affiliation oriented as they would go out of their way to make friends with new people, are more concerned with being liked and vi accepted by their colleagues and managers. It was also conclusive that Generation Y values constant feedback from their supervisors and team members when they are performing their job and all these variables support their need for affiliation in the workplace. The need for power as a motivating factor for generation Y revealed that they feel confident that they can manage an older team. It is conclusive that generation Y derive their sense of power when they are rewarded well for the hard work and sacrifice in the workplace. From the findings it was clear that the employees are divided on their satisfaction on the rewards they receive based on their hard work and sacrifice. The major conclusions drawn from the study were that the need for achievement for generation Y in the workplace is a motivating factor and generation Y will consequently value persistence, constant learning and personal development in the workplace. It is also conclusive that the need for affiliation is a motivating factor for generation Y in the workplace as generation Y will focus on building relationships and making a contribution to society. Lastly, having a sense of power for generation Y is a key motivator and they will thrive in environments where they feel their hard work is rewarded and their sacrifice is recognized. Recommendations for Citibank Kenya are to provide challenging work environment for generation Y employees as this will enable them to perform their jobs better and have increased motivation. They should also continue to provide a work atmosphere that fosters relationship building and provides opportunities for making a contribution to society as tis related to generation?s Y need for achievement. Lastly it is important for the organization to create a leadership pipeline to ensure that generation Y take up leadership in the workplace as this gives them a sense of power and confidence. This study only covered the motivational factors affecting Generation Y based on David McClelland?s motivation theory. Further research should be conducted to determine what other factors motivate Generation Y in the workplace.

Author: Aun Zhie Leow
Publisher:
ISBN:
Category : Employee retention
Languages : en
Pages : 298

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Author: John Lawler
Publisher: Routledge
ISBN: 1135247056
Category : Business & Economics
Languages : en
Pages : 225

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Management and leadership are increasingly important within the organisation and delivery of social care services and now form part of the post qualification framework for social workers. Yet, whilst there is a relatively broad understanding of management concepts and their application in social care, their foundations often go unchallenged both by students and managers. Furthermore, leadership is open to a wide range of interpretations and is often ill-defined with the expectation that we share a common understanding of the term. This text promotes an appreciation of the development of management and leadership thinking and the different themes which inform current ideas. It considers these topics from a range of theoretical standpoints in order to stimulate readers to consider their own experience and expectations of management and leadership. It then demonstrates how these standpoints might promote innovative approaches to management and leadership within social care organisations and ways in which such organisations might then develop. The aim of this challenging text is to encourage critical and informed reflection on current practice. Social Work Management and Leadership is essential reading for students of management and leadership in social care as well as being an invaluable resource for managers who simply wish to consider new approaches to their practice.