Employee Development
Spreitzer and Quinn (2001: 5) discuss organisations where people “do their best work
because they want to”. These people also show initiative, they take responsibility, are
innovative and creative. “Their power to contribute is unleashed.” The writers call
people who behave in this manner “leaders”, and encourage organisations to strive to
building companies of leaders where every employee takes ownership, contribute their
best effort willingly, not because they have to in order to keep their jobs, but just
because they want to. Poisat (2006: 80) agrees that employees generally value the
need for autonomy and authority, and that they prefer a job that would require
increased responsibility and risk.
An organisation where every employee acts and behaves as a leader has a
competitive advantage. Spreitzer and Quinn (2001: 5 – 6) not only sees this
characteristic as and advantage, but arguably a necessity for the following reasons:
• Considering the fact that most products and even services are fast becoming
commodities, the level of service in most, if not all industries is becoming the
distinguishing factor amongst competitors. It is often the lower level employees
that can spot problems better than upper level managers and who can solve
problems if they have the power and willingness to act.
• With the movement to a global economy, competition is increasing daily, and
there remains no room for the passive obedience that seemed effective when it
was sufficient to do the same thing over and over efficiently. To be successful
organisations need the knowledge, ideas, energy and creativity of every
employee.
• Traditional organisational structures are becoming flatter. With fewer and fewer
middle managers remaining, it is essential for all levels of employees to become
more self-managing, to express their own ability and desire to be leaders.
Spreitzer and Quinn (2001: 5) discuss organisations where people “do their best work
because they want to”. These people also show initiative, they take responsibility, are
innovative and creative. “Their power to contribute is unleashed.” The writers call
people who behave in this manner “leaders”, and encourage organisations to strive to
building companies of leaders where every employee takes ownership, contribute their
best effort willingly, not because they have to in order to keep their jobs, but just
because they want to. Poisat (2006: 80) agrees that employees generally value the
need for autonomy and authority, and that they prefer a job that would require
increased responsibility and risk.
An organisation where every employee acts and behaves as a leader has a
competitive advantage. Spreitzer and Quinn (2001: 5 – 6) not only sees this
characteristic as and advantage, but arguably a necessity for the following reasons:
• Considering the fact that most products and even services are fast becoming
commodities, the level of service in most, if not all industries is becoming the
distinguishing factor amongst competitors. It is often the lower level employees
that can spot problems better than upper level managers and who can solve
problems if they have the power and willingness to act.
• With the movement to a global economy, competition is increasing daily, and
there remains no room for the passive obedience that seemed effective when it
was sufficient to do the same thing over and over efficiently. To be successful
organisations need the knowledge, ideas, energy and creativity of every
employee.
• Traditional organisational structures are becoming flatter. With fewer and fewer
middle managers remaining, it is essential for all levels of employees to become
more self-managing, to express their own ability and desire to be leaders.
system is responsible to provide data with regard to areas that need development
through training intervention. This relationship is displayed in Figure
Well noted above points Anuradha. Believe you have tried to highlight importance of self effective employee to the organization. By definition, occupational self-efficacy represents judgments made regarding individual capabilities necessary to perform in their jobs (Jungert et al., 2013). In their analysis, that explored the roles of self-efficacy and intrinsic interest through proximal self-motivation over competence, Bandura and Schunk (1981) put forward that personal efficacy is possibly able to generate greater interest in the activity itself, compared to when the person feels the opposite, meaning perceived inefficacy.
ReplyDeleteThanks Vidura and actions and outcomes are structured. For instance, in activities where out-comes are highly contingent on quality of performance, the types of out-comes people anticipate depend largely on how well they believe they will be able to perform in given situations. For example, in a work context, sales staff who show poor sales figures do not expect to get extra bonus on their salary. Thus, were performance determines outcome, self-efficacy beliefs account for most of the variance in expected outcomes. This is true for diverse spheres of functioning in work contexts: from occupational performance (Bar-ling & Beattie, 1983) to the choice of the cultural milieu in which to pursue one’s occupation (Singer, 1993).
DeleteAgreed with the content. This activity is virtually tough to evaluate because it focuses on activities that the organization employing the individual or that the individual is a part of may participate in the future. Antonacopoulou (2000) defined development as the process of increasing an employee and thus the organization's capacity and capability to meet the standard performance level.
ReplyDeleteOn the other hand, the conceptual distinc-tion between self-efficacy and locus of control is validated empirically and various studies have showed that self-efficacy and locus of control bear little or no relationship to each other (Bandura, 1991b).
DeleteHi Anuradha, Further, the latest development methods provide access to growth opportunities anytime and anywhere. The implication for talent management is that organizations may support and encourage learning but rely on employees to serve as their own talent agents by taking advantage of opportunities and assuming a life-long learning role. Lifelong learning emphasizes that it is essential for individuals enhance their personal, social, and career development by enriching their knowledge, skills, and competencies throughout their lifespan (London, 2011).
ReplyDeletethanks nirosha also Effective personal functioning is not merely a question of knowing what to do and being motivated to do it. Nor is self-efficacy a fixed ability that one does or does not have in one’s personal repertoire. Rather, self-efficacy is a generative capability in which cognitive, social, emotional, and behavioural subskills have to be organized and effectively coordinated to serve continuity purposes. Bandura (1997) states that there is a clear difference between pos-sessing sub-skills, and being able to integrate them into appropriate courses of action and execute them well under challenging conditions.
DeleteThis is a good content for the Employee Development Anuradha. Further more there is a pervasive notion that employee development and organizational performance are positively correlated. The idea is that organizations that provide a variety of learning opportunities help their people perform better at work, which helps the organization as a whole perform better(Jacobs & Washingto, 2003).
ReplyDelete