The report is divided into several sections:
• Traditional Leadership style and rewards
• Existing literature on job relational design
• Servant leadership
• Surveys
• Data analysis
• Conclusion
From this research, it can be concluded that certain leadership qualities can contribute to an increase in intrinsic motivation to subordinates. Also, there are certain traits that allow managers to have a positive impact on subordinates. This study also provides leaders with suggestions on how to increase subordinates’ concerns for customers, which will translate into more productive work from employees.
Two of the six variables tested yielded statistically significant results after we performed a univariate analysis of variance test on each of the variables. The two variables that yielded statistically significant results were belief in the integrity of the organization and benevolence toward the organization. Americans expressed more benevolence and belief in the integrity of their organization when they received more vacation time, while Europeans exhibited the opposite reaction (to a lesser degree). These results could provide insight to companies that are looking to strengthen company culture or increase motivation of employees. The variables with non-significant results could be attributed to globalization, limitations of our study, or the concept of scarcity.
employees. It attempts to define what a positive work relationship is and how it can influence the
work environment. Through information found from case studies and surveys it is clear that a
good manager, as defined in this work, has a large impact on employee job satisfaction,
motivation and perceived retention rate. Using popular theories and studies I will show the
support I have for the analysis of my results as well as studies which prove my results to be
flawed.
Effects of Transformational Leadership and Employability on Employee Retention: An Agent-Based Model
Persistent economic pressures in today's business landscape require organizations to be constantly vigilant about managing costs. Reducing headcount is one common but often controversial form of cost cutting. Recently Hewlett-Packard announced that it would be cutting an additional 11,000-16,000 jobs on top of an original plan to let as many as 34,000 workers go as part of a business restructuring and turnaround strategy. Chief Executive Officer (CEO) Meg Whitman said major shifts that are transforming how technology is paid for and consumed pose major challenges for HP, along with its competitors. To be successful in this new reality, she emphasized that HP needs to be lower-cost and more nimble. This is just one of a long list of examples of significant corporate workforce reductions in the face of mounting financial and competitive challenges faced by businesses across many industries.