THE MANAGEMENT OF LEAN AND AGILE ORGANISATIONS.

The Management of Lean and Agile Organisations.

The Management of Lean and Agile Organisations

Table of contents

Section 13

Relationship between motivation, job satisfaction and effective work performance3

Personal qualities effective leaedership7

Seven Personal Qualities Found In A Good Leader7

Is motivation a factor that contributes to a job satisfaction?9

Section 210

Main features of transactional and transformational leadership and their impact on organisational performance10

Transactional Leadership12

Transformational Leadership13

Section 314

Tesco current model and organizational performance14

Section 415

Tesco culture15

Section 5.16

References19

List of Figures

Figure1: Job Satisfaction Model 6

Figure 2: Performance at Work 7

Figure 3: multiple predictors 8

Figure 4: Learning culture 10

Figure 5: The relationship 14

Section 1

Relationship between motivation, job satisfaction and effective work performance

Motivation is a basic psychological process. A recent data-based comprehensive analysis concluded that competitiveness problems appear to be largely motivational in nature. Along with perception, personality, attitudes, and learning, motivation is a very important element of behaviour. (See figure 1) Nevertheless, motivation is not the only explanation of behaviour. It interacts with and acts in conjunction with other cognitive processes. Motivating is the management process of influencing behaviour based on the knowledge of what make people tick. Motivation and motivating both deal with the range of conscious human behaviour somewhere between two extremes: (Boxall P & Purcell J, 2003, 62-78)

•Reflex actions such as a sneeze or flutter of the eyelids; and learned habits such as brushing one's teeth or handwriting style. (Boxall P & Purcell J, 2003, 62-78) asserts that motivation is the process that arouses, energizes, directs, and sustains behaviour and performance. (see figure 2 ). That is, it is the process of stimulating people to action and to achieve a desired task. One way of stimulating people is to employ effective motivation, which makes workers more satisfied with and committed to their jobs. Money is not the only motivator. There are other incentives which can also serve as motivators.

Figure1: Job Satisfaction Model

(Reader A, 2005, 34-68) concludes that high organizational commitment is associated with lower turnover and absence, but there is no clear link to performance. It is probably wise not to expect too much from commitment as a means of making a direct and immediate impact on performance. It is not the same as motivation. Commitment is a broader concept and tends to withstand transitory aspects of an employee's job. It is possible to be dissatisfied with a particular feature of a job while retaining a reasonably high level of commitment to the organization as a whole. When creating a commitment strategy, Amstrong, 1999 asserts that “it is difficult to deny that it is desirable for management to have defined strategic goals and values. And it is equally desirable from management point of view for employees to behave in a way that support those strategies and values." Creating commitment includes communication, education, training programmes, and initiatives to increase involvement and ownership and the development of performance and reward management systems. (Reader A, 2005, 34-68)

Figure 2: Performance at Work

According to the HR Studies on commitment have provided strong evidence that affective and normative commitment ...