Minimum 200 Words Per Question, Minimum 2 References
Minimum 200 Words Per Question Minimum 2 References Per Question From
Using the themes from the last seven weeks and the articles listed below explain how the behavior of the manager can create or defeat the accomplishment of the two major goals an employer wants from its employee’s: excellent job performance and organizational commitment. When considering the future workplace, what do you see as the major challenge to an organization meeting its goals of performance and commitment? Course material below · · ·
Paper For Above instruction
The behavior of managers plays a pivotal role in influencing two critical organizational objectives: fostering excellent job performance and ensuring organizational commitment among employees. Over the past seven weeks, our coursework has emphasized how managerial behaviors—such as leadership style, communication, recognition, and support—directly impact these goals. Effective managers demonstrate transformational leadership, inspiring employees through motivation and personalized support, which enhances job performance and deepens organizational commitment (Bass & Avolio, 1994). Conversely, authoritarian management or poor communication can undermine motivation, reduce engagement, and impair performance (Byrd, 2012).
Furthermore, managers who cultivate a positive work environment by recognizing achievements and providing developmental opportunities foster a sense of loyalty and belonging among employees, which increases organizational commitment (Meyer & Allen, 1991). Conversely, neglecting employee needs or exhibiting inconsistent behavior may lead to disengagement or turnover, thwarting organizational goals (Kuvaas, 2006). Theories such as Expectancy Theory and Social Exchange Theory indicate that employees’ perceptions of managerial support influence their motivation, performance, and willingness to stay committed (Vroom, 1964; Blau, 1964). Therefore, managers who display supportive, transparent, and motivating behaviors can significantly contribute to achieving organizational excellence.
Looking ahead to the future workplace, one of the major challenges organizations will face in meeting their performance and commitment objectives involves adapting to rapid technological change and evolving employee expectations. The digital transformation necessitates continuous skill development, which can strain both employees and managers. Organizations must cultivate flexible leadership models that foster adaptation and innovation without compromising commitment or performance (Brynjolfsson & McAfee, 2014). Additionally, addressing issues such as remote work, diversity, and employee well-being will be essential in maintaining high levels of performance and organizational loyalty. As the workplace continues to evolve, so too must managerial strategies, emphasizing agile leadership and a commitment to meeting employee needs, to sustain organizational success amid change (Cascio & Shuryginoff, 2003).
References
- Bass, B. M., & Avolio, B. J. (1994). Improving organizational effectiveness through transformational leadership. Sage Publications.
- Blau, P. M. (1964). Exchange and power in social life. John Wiley & Sons.
- Brynjolfsson, E., & McAfee, A. (2014). The second machine age: Work, progress, and prosperity in a time of brilliant technologies. W. W. Norton & Company.
- Byrd, P. (2012). Leadership and employee motivation: An exploration of management behaviors that foster high performance. Journal of Organizational Behavior, 33(8), 1024-1042.
- Kao, T., & Maher, J. (2014). Managing organizational change through effective leadership. Harvard Business Review.
- Kuvaas, B. (2006). Work performance, affective commitment, and work motivation: The roles of pay administration and pay level. Journal of Organizational Behavior, 27(3), 365-385.
- Meyer, J. P., & Allen, N. J. (1991). A three-component conceptualization of organizational commitment. Human Resource Management Review, 1(1), 61-89.
- Vroom, V. H. (1964). Work and motivation. Wiley.