Management at the Organizational Level - Annotated Bibliography Example

Annotated Bibliography Annotated Bibliography Barrick, M. R., Thurgood, G. R., Smith, T. A., & Courtright, S. H. . CollectiveOrganizational Engagement: Linking Motivational Antecedents, Strategic Implementation, and Firm Performance. Academy Of Management Journal, 58(1), 111-135. doi:10.5465/amj.2013.0227 This article is about engagement of three resources in management at organizational level. The article seeks to link application of motivation together with HRM practices and CEO leadership in achieving optimum firm performance. This creates perception engagement of the organization as a whole improving firm performance. The authors believe that the engagement of the three organizational practices will lead to improved results. In the article, the author describes implementation of each strategy. The article explains contribution of each practice to performance. CEO transformational leadership has impact on psychological conditions. Motivating work design is another organizational resource that ensures achievement of optimum firm performance. The article give ways in which the leaders in an organization should make employees have sense of belonging to the firm and work. In investigation of 83 firms in the article, motivation of employees is very important factor among the three resources. Use of the three resources in management make employees to emotionally, physically and cognitively attached to their work. The result of having all the three resources collectively used together has an essential motivational capability, which affects organization’s success. Bos-Nehles, A. C., Van Riemsdijk, M. J., & Kees Looise, J. (2013). Employee Perceptions of Line Management Performance: Applying the AMO Theory to Explain the Effectiveness of Line Managers HRM Implementation. Human Resource Management, 52(6), 861-877. doi:10.1002/hrm.21578 In this article, the authors are in search for justification if applications of HRM practices enhance performance of line managers. Using the novel idea, the authors try to find out if line managers performance is affected by their motivation. Survey in two organizations with 174 line managers and 1065 of their direct subordinates gives an insight to the author on the effect of motivation to employees in enhancing performance. Predictions before the research based on the Ability-motivation-opportunity theory shows there will be enhanced performance. In the article, the authors explain application of AMO theory to the line managers in carrying out HRM duties. Competence of a manager to do HRM duties defines his or her ability. If the line manager lacks skills and knowledge, it will be impossible to carry out HRM work. Opportunity in this article is environment or contextual mechanism that enables them managers to execute their actions. Motivation refers to the incentives to line managers in carrying out the HRMs duties. This aims at boosting the line managers’ effort in carrying out the task that some they do not know. The work, the author notes that motivation and opportunity are only applicable after making sure of proper ability of the line managers or personnel involved. Only ability can independently improve performance in an organization. In this research article, it is clear that motivation of employees only improves performance of if ability and opportunity are also considered. Mayfield, J., Mayfield, M., & Sharbrough, W. C. (2015). Strategic Vision and Values in Top Leaders’ Communications: Motivating Language at a Higher Level. Journal Of Business Communication, 52(1), 97-121. doi:10.1177/2329488414560282 The article is about extension of motivating language theory (MLT) on the way management may form and relay vision communication in aiming to improve performance of the firm. Usage of MLT can take place at different levels in the firm and in external communication. Using MLT in organization provide a better way of the superior engaging with those at lower level in sharing the objectives of the firm. This help in building commitment to achieve firm objectives at organizational level. The article explains the beneficial effect of engaging the employees at lower levels in improving performance and work life quality. The language used in work place should make employees feel that they are also in control of what the firm achieves and feel appreciated. In addition, the paper provides ways in which the firm stockholders can receive feedback from within the firm or from external sources. The author further shows the effects in use of MLT and organizational performance in how they complement one another. Motivation language strategy also requires diffusion at organizational level to enable full engagement in achieving firm’s objective. Motivation of employees using language is a very powerful tool to stakeholders. If they use it the right way, they can make employees achieve all the firm’s objectives and goals. Its application should start from the managers down to employees. Mirvis, P. (2012). Employee Engagement and CSR: Transactional, Relational, And Developmental Approaches. California Management Review, 54(4), 93-117. doi:10.1525/cmr.2012.54.4.93 The author in this article covers corporate social responsibility and its importance in engaging employees. CSR include various factors such as identity, sense of meaning and purpose and motivation of employees. Firms use general three ways in engaging their employees that include traditional approach, relational approach and developmental approach. These approaches do well to the society while at the same time offering benefits to the firm involved in terms of long-term financial returns and reputation. Firms use CSR in many ways to add benefit to the organization. The article describes various models of employees’ engagement using CSR with relation to psychological connection between the firm and individual. Various contribution of each engagement is also in discussion in ways both parties benefit from CSR. Large numbers of employees volunteer to participate in CSRs and reason for attending CSR by employees vary. CSR also connect the links between employer, employees and society. In this model, employees of the company feel empowered and motivated. They have the power to choose to attend CSR or not. CSR provides the employees with a chance to clear their conscience. At the same time, most employees who like CSR find an opportunity in doing what they like out of normal work. Firms use motivational tools such as CSR in engaging and motivating their employees to retain them and improve the general firm performance. Nicu, I. E. (2012). Human Resources Motivation - An Important Factor In The Development Of Business Performance. Annals of the University Of Oradea, Economic Science Series, 21(1), 1039-1045. The author seeks to elaborate the need to motivate employees and ways management should motivate their employees. Companies have goals and objectives to achieve and human resource provide the necessary skills and knowledge in achieving the objectives. Some employees may view the company as a means to achieve personal desire while others identify and help company in achieving goals. Explanation of importance in motivating human being gives the insight of what HRM should prioritize in a firm. In the article, Nicu, 2012 points out that human resource productivity in coping with any changes from the business environment. The managers must find a way in telling other employees what to do in a manner that motivates the employees to do the work effectively. The article further elaborates three different types of motivational theories including content theories, process theories and strengthening theories. Performance of employees greatly depends on ability of the managers to motivate their juniors. Managers must understand strategies in motivating the employees. Failure or success of the whole firm depends on the manager’s influence among junior employees. Changing a person’s motivational status involves changes that take place inside the same person. Determinations of the manager’s actions need to suit the person’s feelings. References Barrick, M. R., Thurgood, G. R., Smith, T. A., & Courtright, S. H. (2015). Collective Organizational Engagement: Linking Motivational Antecedents, Strategic Implementation, and Firm Performance. Academy Of Management Journal, 58(1), 111-135. doi:10.5465/amj.2013.0227 Bos-Nehles, A. C., Van Riemsdijk, M. J., & Kees Looise, J. (2013). Employee Perceptions of Line Management Performance: Applying the AMO Theory to Explain the Effectiveness of Line Managers HRM Implementation. Human Resource Management, 52(6), 861-877. doi:10.1002/hrm.21578 Mayfield, J., Mayfield, M., & Sharbrough, W. C. (2015). Strategic Vision and Values in Top Leaders’ Communications: Motivating Language at a Higher Level. Journal of Business Communication, 52(1), 97-121. doi:10.1177/2329488414560282 Mirvis, P. (2012). Employee Engagement and CSR: Transactional, Relational, And Developmental Approaches. California Management Review, 54(4), 93-117. doi:10.1525/cmr.2012.54.4.93 Nicu, I. E. (2012). Human Resources Motivation- An Important Factor In The Development Of Business Performance. Annals of the University Of Oradea, Economic Science Series, 21(1), 1039-1045. Read More