In the hectic world of an IT helpdesk with an ever increasing number of applications and tasks on the go, managing the intricacies of how to navigate these is a cause of frustration for helpdesk workers. I had noticed while working on a helpdesk that the workspace area - particularly the monitor setups that IT helpdesk workers have to use - makes doing their job difficult. The number of applications open, the number of tasks on the go at once and the added pressure of customer contact, all call for applications and data to be accessed quickly - but the set up of the users workspace generally does not allow for this. The main objective of this research is to compare the difference between the use of a single screen, a dual screen and the new Multi-Layer Display (MLD) and the complications of having multiple applications and multiple monitors operating at one time for IT Helpdesk Workers. This research looked at how the users' monitor setup influenced the performance, efficiency, satisfaction, ergonomics and learning of the participants.The research showed that there was a clear dislike of the current set up of single screens; all participants felt that the single screen setup limited what they could do at once and it rated the least favourite of all. The dual and MLD screens showed positive outcomes for increasing multi-tasking abilities and raising users' perceived performance and satisfaction levels. The added screen real estate of both the dual and MLD over the single screen meant that users consistently had more information available to them 7which enabled them to complete tasks quicker, monitor other applications for incoming jobs, easily transfer data from one application to another and multi-task more effectively. While there were some minor ergonomic concerns and learning difficulties with the unique features and utilities of the both the dual and MLD monitors, participants still preferred to use these setups over the single screen.

This investigation was conducted for the purpose of developing and pilot testing an assessment center to determine job performance levels of caseworkers in essential job competencies.

El propósito de la siguiente investigación tiene como objetivo determinar la influencia de las políticas motivacionales en los trabajadores de la empresa Telefónica del Perú S.A.A. En este mundo competitivo las empresas se preocupan por ser cada día mejor, por lo que acuden a todos los medios disponibles para poder cumplir con sus objetivos. Por lo tanto el talento humano es el elemento esencial y principal que tienen las empresas. El éxito de una empresa se da por la calidad de su personal, por tal motivo, con el objeto de aprovechar al máximo el talento humano, las empresas desarrollan diferentes procesos en los que se involucra la motivación personal del trabajador, que es de importancia tanto para el logro de los objetivos empresariales como para el desarrollo personal y profesional del trabajador. Por tanto, queremos demostrar sí la influencia de las políticas motivacionales en los trabajadores de la empresa Telefónica del Perú S.A.A. están bien aplicadas o estas tienen falencias en el proceso de satisfacción del trabajador y como repercute en estos. The purpose of this research is to determine the influence of motivational policies on workers in Telefónica del Peru S.A.A. In this competitive world, companies worry about being better every day, so they use all they available options to achieve its objectives. Therefore the human factor is the essential and primary element that companies have. The success of a company is given by the quality of its staff, for this reason, in order to exploit the human potential, companies develop different processes in which the personal motivation of the worker is involved. This is important for achieving business goals and for personal and professional development of workers. Therefore, we want to demonstrate if the influence of motivational policies on workers in Telefónica del Peru are well applied or these ones have deficiencies in the process of worker´s satisfaction and how it impacts on them.

Orientador: Antonio Batocchio / Dissertação (mestrado) - Universidade Estadual de Campinas, Faculdade de Engenharia Mecanica / Made available in DSpace on 2018-08-05T06:42:42Z (GMT). No. of bitstreams: 1 Osaki_MarciaRegina_M.pdf: 1880506 bytes, checksum: 1c49877a46b60fca03597cab7db1a088 (MD5) Previous issue date: 2005 / Resumo: As grandes mudanças que estão ocorrendo transformam o ambiente fabril num meio cada vez mais competitivo. Uma boa estratégia é fundamental para a sobrevivência da empresa. Para se definir uma estratégia são necessários dados e para se quantificar os dados, a escolha de medidores de desempenho adequados é o primeiro passo. O modelo teórico utilizado neste trabalho foi o BSC (Balanced Scorecard) que traz quatro perspectivas de estudo para medição de desempenho em empresas: financeira, clientes, interna e aprendizado e crescimento. Estas quatro perspectivas permitem a criação do mapa estratégico que faz a relação entre elas. O estudo de caso mostra a aplicação desse modelo teórico em uma empresa de pequeno porte (menos de 20 funcionários), que tem como principal atividade a estamparia de juntas e isolações elétricas. Por se tratar de uma pequena empresa e com extremo controle de operações não houve dificuldade na implantação de um sistema de medição de desempenho. Foram utilizados os dados coletados para os critérios de controle da empresa, tais como: produtividade, controle de custos e mão-de-obra. Os resultados obtidos, com base nos dados dos anos de 2002 a 2005 foram bastante satisfatórios. Este trabalho mostrou que é possível a utilização do modelo teórico para a pequena empresa com sucesso / Abstract: The great occurring changes transform the industrial environment in a more competitive means. A good strategy is fundamental to the enterprise survival. To define a strategy data are necessary and to quantify them, choosing the right performance measurer is the first step. The theoretical model used in this work was the BSC (Balanced Scorecard) that shows four study perspectives to measure the performance in enterprises: Financial one, Clients, Internal one and Learning and Growth. These four perspectives allow the creation of the strategic map that make the relationship among them. The case study shows the application of this theoretical method in a small enterprise (fewer than 20 employees), having as its main activity the gasket printery and the electric isolation. As the enterprise is small and has an extreme control of operation, it wasn¿t difficult to implant a performance measurer system. The data collected were used for the control criteria of the enterprise, for example: productivity, cost control and labor. The results obtained based in the last-few-year-data (2002 to 2005) were so satisfactory . This work showed that it is possible to use a theoretical model for small enterprises successfully / Mestrado / Materiais e Processos de Fabricação / Mestre em Engenharia Mecânica

This study attempted to expand previous research on employee retaliation against abusive supervision by evaluating both overt and covert retaliatory behaviors and the different mechanisms behind these behaviors. Initial confirmatory factor analysis did not find substantial support for a two-factor retaliation construct, but this may have been a result of the nature of behavioral retaliation items that composed the measures. Correlational analyses did not demonstrate clear discriminate validity between overt and overt retaliation; additionally, regression analyses did not find support for high performing or highly political skilled employees retaliating primarily through one form of retaliation. Highly political skilled and high performing employees performed less retaliatory behaviors overall when experiencing high amounts of abusive supervision. Although initial analyses did not support the distinction between overt and covert retaliation, mediation analyses did find some support for differential pathways. Specifically this investigation found that the relationship between abusive supervision and overt retaliation was mediated by feelings of hostility towards employees’ supervisors, whereas the relationship between abusive supervision and covert retaliation was mediated by perceptions of interactional injustice. Overall, this investigation provides mixed support for the distinction between overt and covert employee retaliatory behavior.

Service orientation has been suggested to be a work-related behavioral trait that contributes toward overall job performance in certain occupations. Therefore, the Batrus Hollweg Service Questionnaire (SQ), a personality inventory, was hypothesized to predict performance in a sample (N=55) of fast-food restaurant workers whose jobs were primarily composed of service-related elements. A performance evaluation form was created for use as the criterion measure. An alternative scoring system for the SQ was developed, and showed it to be significantly correlated with the criterion. The potential for use of the alternative scoring procedure is discussed.

The correlates of organizational communication to other organizational constructs have been scarcely researched. Two constructs of interest to management researchers and practitioners are job performance and job satisfaction. This interest arises from the fact that the quality of organizational life and effectiveness may be determined by the quality of the two constructs. This study investigates the moderating influence of organizational communication on two models involving the variables of performance and satisfaction: (1) the relationship between performance and satisfaction and (2) the relationship between the congruence of the individual and the job with performance and satisfaction. Organizational communication is assessed in terms of ten dimensions: trust in superiors; influence of superiors; accuracy of information; desire for interaction; communication satisfaction; overload and underload information; and upward, downward, and lateral communication. Executives, research and middle management people, office workers, and manufacturing individuals from two firms provided the data for the study. An expected moderating influence was evaluated through differential validity or differential predictability, as appropriate, and moderated regression analysis. Organizational communication received very weak support as a moderator of both the relationship between the target variables of performance and satisfaction and the individual-job congruence association with the same target variables. Accuracy of information, desire for interaction, and directionality of communication—upward, downward, and lateral—received support as moderators of particular performance/satisfaction relationships. Trust in superiors, influence of superiors, accuracy of information, and desire for interaction acted as moderators of specific individual-job congruence relationships with performance and satisfaction. Organizational communication received moderate-to-strong support as a predictor of the two relationships researched. Thus, either as a moderator or as a predictor, communication constitutes an avenue for improving the quality of organizational life and effectiveness; the performance and satisfaction of individuals may he fostered through communication.

Employees maintain a personal view toward their work, which can be referred to as their work orientation. Some employees view their work as their life’s purpose (i.e., calling work orientation) and they tend to be 1) prosocially motivated, 2) derive meaning from work, and 3) feel that their purpose is from beyond the self. The purpose of the current dissertation was to differentiate calling work orientation from other similar workplace constructs, to investigate the most common covariates of calling work orientation, and to empirically test two possible moderators of the relationship between calling work orientation and work-related outcomes of job satisfaction, job performance, and work engagement. Two independent samples were collected for the purpose of testing hypotheses: data were collected from 520 working students and from 520 non-student employees. Participants from the student sample were recruited at Florida International University, and participants from the employee sample were recruited via the Amazon Mechanical Turk website. Participants from the student sample answered demographic questions and responded to self-report measures of job satisfaction, job performance, work engagement, spirituality, meaningful work, prosocial motivation, and work orientation. The procedure was similar for the employee sample, but their survey also included measures of counterproductive work behaviors, organizational citizenship behaviors, conscientiousness, and numerical ability. Additionally, employees were asked whether they would be willing to have a direct supervisor, peer, co-worker, client, or subordinate rate their job performance. Hierarchical regression findings suggest calling work orientation was predictive of overall job performance above and beyond two common predictors of performance, conscientiousness and numerical ability. The results for the covariate analyses provided evidence that prosocial motivation, meaningful work, and spirituality do play a significant role in the development of an employees’ work orientation. Perceived career opportunities moderated the relationship between calling work orientation and job performance for the employee sample. Core self-evaluations moderated the relationship between calling work orientation and job performance, and core self-evaluations moderated the relationship between calling work orientation and work engagement. Collectively, findings from the current study highlight the benefits of examining work orientation in the prediction of workplace outcomes.

The target of my thesis was to show that personal management is one of the very important activities of every successful company, including also performance management. The necessary part of this performance management is objective, fair and efficient appraising of performance and finding the ways how to ease off functionless parts of operation and how to reach improvement. Also assessment in concrete company declared that performance must be directed, pursued and appraised. Otherwise there is very small probability that human resources will be used at the most efficient way. In my thesis I described theoretical concept and modern trends in the area of performance management and on the base of them I put mind to the concrete company and its organization.

The theoretical part of the Master's thesis deals with aspects, which influence job performance of employees. The thesis describes one of the most important parts of job performance, which is the motivation. It is also dealing with some of more or less known motivational theories, which help us to understand the motivation of each person. The thesis does not omit term of stimulation and work satisfaction as well. The background of specific company in tourisms, the U Pinkasů restaurant, is sketched in practical part of the thesis. The motivation of its employees as well as some improvement suggestions are studied close.