Gamification has gone through a faddish cycle. It first gained prominence around 2012 and was quickly abandoned, as practitioners did not achieve the outcomes they expected. According to Gartner’s Hype Cycle, Gamification is at a point at which one might expect wide scale adoption. However, if history is not to repeat itself and results are to be achieved as theoretically predicted, a deeper understanding of the concept is essential. In the current study, the researchers attempt to evaluate a gamified learning experience. The participants were students of a Master in Business Administration course. The students were asked to participate in a gamified module and relevant data was collected, before and after the intervention. Based on a review of literature, the researchers identified the exogenous variables of Valence, Attitude towards use of Technology and Experience with Technology. The endogenous variables identified included Reaction and Learning. The findings of the study suggest that the gamified module resulted in increase in knowledge and that Attitude, Experience and Valence significantly predicted the Learner’s reaction to the experience. The findings of the study provide support to key theories in the area of gamification and insights for practitioners, on the factors to be considered before using a gamified learning intervention.
Women account for a very small percentage of the employee population in Indian luxury hotels. While they have proved themselves as valuable assets, the average tenure of a woman in a managerial role in the sector is still around 2 to 4 years. The Government of India in its India Skills report has identified the sector as a focus area, in the drive to achieve better gender ratios. This study takes a small step towards understanding the factors that could influence the tenure of women in the hotel sector. The study examines the role of job stress in determining the levels of job satisfaction of women in the Indian hotel industry. The study also examines the mediating effect that employee engagement may have on the relation. The researchers have studied women in managerial roles in 4 and 5-star hotels, across India. The findings suggest that there is a strong negative correlation between job stress and job satisfaction and that this relationship is partially mediated by the presence of employee engagement. The findings are particularly important for the hospitality sector in India, as it struggles to retain its talented female employees.
Organizational climate can be defined as shared perceptions or prevailing organizational norms for conducting workplace activities. The term organizational climate to the psychological conditions prevailing in the organization refers to behaviors, attitudes, and feelings that are common there. Organizational climate influences to a great extent the performance of the employees because it has a major impact on motivation and job satisfaction of individual employees. Organizational climate determines the work environment in which the employee feels satisfied or dissatisfied. Since satisfaction determines or influences the efficiency of the employees, we can say that organizational climate is directly related to the efficiency and performance of the employees. The factors that can be observed and measured are called overt factors and the factors that are not visible and quantifiable are called covert factors. Overt factors organizational climate are Hierarchy, Financial resources, Goals of organizations, Skills and abilities of personnel, Technological state, Performance standards and Efficiency measurement. Covert factors of organizational climate are Attitudes, Feelings, Values, Norms, Interaction, Supportiveness and Satisfaction. The techniques that are generally helpful in improving the climate of the organization are Effective Communication System, Concern for people, Participative decision making, Change in policies, Procedures and rules and Technological changes. A climate that favors risk taking will encourage employees fo test and exchange unusual knowledge and ideas. Participation is a very effective tool to develop sound organizational climate and job satisfaction. More satisfied employees possess some personality characteristics that are likely to be reflected in good work performance, self-efficacy and locus of control. An atmosphere of cooperation opens access among group members and creates individual motivation to exchange knowledge with group members resulting in more productivity. So the managements of corporations should strive to create a congenial organizational climate in the organizations.
Studies in the area of psychological empowerment have been on the rise since early 1990s. Given the large amount of information available, the researchers aim to consolidate findings, in order to arrive at a deeper understanding of the concept and its relation to job satisfaction of employees in organizations. The researchers have identified 50 studies, set in varied cultural and organizational settings. The data from these studies form the basis of the analysis in this paper. A meta-analysis of the findings of the chosen studies was conducted. This is followed by a systematic review of literature, to identify a few probable intervening variables that modify the relationship. The findings of the analysis suggest that the direct relation between psychological empowerment and job satisfaction is positive, strong and statistically significant. The study supports the validity of one of the earliest models explaining the relation. The paper establishes that the direct relation between psychological empowerment and job satisfaction is strong, positive and significant. The variations in the strength of the relationship is due to the presence of certain intervening variables like culture, age, educational qualification and experience.
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