organizational commitment
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2106 ◽  
Vol 29 (4) ◽  
pp. 59-69
Author(s):  
Kamila Alammar ◽  
Mashael Alamrani ◽  
Sara Alqahtani ◽  
Muayyad Ahmad

2022 ◽  
pp. 4-35
Author(s):  
Anna Wziątek-Staśko ◽  
Regina Lenart-Gansiniec ◽  
Izabela Michalik

2022 ◽  
pp. 115-136
Author(s):  
Anna Wziątek-Staśko ◽  
Regina Lenart-Gansiniec ◽  
Izabela Michalik

2022 ◽  
Author(s):  
Anna Wziątek-Staśko ◽  
Regina Lenart-Gansiniec ◽  
Izabela Michalik

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Kerri M. Camp ◽  
Marilyn Young ◽  
Stephen C. Bushardt

Purpose This paper aims to propose that millennials – those born between 1980 and 1995 – are uniquely impacted by the long-term impact of the pandemic, which has accelerated the work from home movement and exacerbated organizational issues associated with working remotely. Millennials, on the cusp of embarking on important leadership roles in this new remote work environment, pose challenges and opportunities for organizations will that will last long after the pandemic. Design/methodology/approach This paper provides a viewpoint based on a narrative review and on the authors’ professional experiences within organizations. Based upon these findings, this paper has reimagined the Mumford skills model to explore millennial managers in this new remote work, post-pandemic context. The goal of this narrative review was to provide a full picture of the “Millennial manager” and the challenges they face in becoming effective managers, as well as highlight the important strengths they bring to the table. Findings Managers may have challenges regarding job satisfaction, productivity and organizational commitment. The positive factors are millennials prefer flexibility, teamwork and creating a positive work-life balance. The negative side has to do with isolation and the ability to embrace the organization culture in a remote environment. This model shows positive and limiting factors of millennials related to organization effectiveness. The major propositions and model were that millennium managers in this new environment increase interpersonal communication to maintain trust, effective mentoring, resolve strong organizational culture and ensure effective delegation and conflict resolution. Practical implications This study discovered challenges for managers, including developing loyalty and improving employee job satisfaction and organizational commitment. Active listening is necessary for team management to show that all team members are valued irrespective of the work environment. Active listening and empathy will increase social support at work, which improves personal well-being and productivity. Millennials will continue to use their technological skills, their desire for teamwork and their preference for participative management, resulting in becoming an invaluable asset in this era of organizational transformation. The challenge for organizations is to realize the millennial generation possesses many talents and must successfully engage them in the pursuit of organizational goals. Originality/value This paper adds to the body of knowledge regarding millennials in organizations with a specific focus on the new work environment created by the global pandemic. The authors hope that their adapted skills model – the millennial manager skills model – becomes an important resource for articulation this new environment that millennial managers are in and that this model can be further refined and expanded through empirical exploration.


2022 ◽  
Vol 12 (3) ◽  
pp. 491-498
Author(s):  
Dewi Yuliati Indah ◽  
R. Dewi Puspasari

The phenomenon that occurs the company is faced with the problem of employees how to make employees, to be able to work by showing good performance. One of the factors that affect employee performance is work discipline, besides that, another factor that can affect employee performance is organizational commitment. The purpose of this study was to determine the respondents' responses and the effect of discipline, organizational commitment on employee performance at Azo Florist Cianjur either simultaneously or partially. This research method is quantitative with multiple linear regression analysis. The number of samples is 50 employees and using a saturated sample. The results showed that employees' responses to discipline were not good, organizational commitment was not good and responses to performance were not good, then simultaneously discipline and organizational commitment contributed or influenced employee performance by 65.5% and the remaining 34.5% was contributions from other variables not included in the model proposed in this study. While the influence of the coefficient of determination partially, it is known that the effect of discipline on employee performance is 12.0%. Meanwhile, organizational commitment has a more dominant influence on employee performance by 53.5%.


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