The role of empowerment of subordinates has been an ongoing argument since the 1950s and 1960s following the work of social scientists like Likert and Herzberg. It is argued that empowerment can improve the productivity of the organization. The catch cry of the 1900s and 2000s has been that organizations must be more productive: this could be partly achieved by reducing the workforce and empowering the survivors to make decisions affecting them. The data for this study were collected by the federal government from workplaces across Australia and released in late 1997. It seems that having influence on decisions affecting a person and type and speed of work seems to alter the perceived level of job satisfaction rather than the level of job stress. This study investigates these findings further and discusses the influence of some demographic variables on job satisfaction. The final area of the study will look at how all these variables will impact on the perceived productivity of the organization.
Looks at performance appraisal, remuneration and training, and the role these human resources (HR) practices have within the hotel accommodation industry in Western Australia. Owing to high turnover of staff in the hospitality and other services industries, organisations are often reluctant to invest in training on casual and part‐time employees. They are also reluctant to investigate alternative remuneration and reward strategies, despite the assistance that is provided by the Western Australian Commissioner for Workplace agreements on this matter. Research has shown, however, that by providing an adequate HR support system, a commitment can be built towards an organization, therefore resulting in better workplace relations for both employees and the organisation. By means of a survey it was found that improved HR practices can lead to an improvement in staff relations, an improvement in quality, commitment and productivity on the part of the employee, and can also work towards reducing labour turnover, hence not only saving the organisation money in recruitment and induction costs, but also improving profitability.
and Training. She has worked for international organizations in Scandinavia, the Middle East and North Africa, as well as for the Canadian Federal Government. Her research interest focuses on information technology and organizational dynamics, diversity management; performance improvement in private and public sector organizations and excellence in politics of decision making. She has a BSc in Mathematics and Computing; a Graduate Diploma in Management Sciences; a Master's Degree in Public Administration and a PhD in Management. She has co-authored (with A. Korac-Kakabadse) five books -The Essence of Leadership (1999) and A Study of the Australian Public Service (1998). She has contributed 24 chapters to international volumes and has published 38 scholarly and reviewed articles. She is co-editor of The Journal of Management Development. Alexander Kouzmin holds the Foundation Chair in Management in the Graduate School of Management at the University of Western Sydney -Nepean, Australia. His research interests include organizational design; technological change; project management; comparative management; administrative reform; and crisis management. He has published eight volumes of commissioned work. Among these are his edited Public Sector Administration: Newer Perspectives (Longman Cheshire, 1983); his co-edited (with N. Scott
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