Globalization factors in a modernized world Essay Example

to healthy food options, and facilitating opportunities for physical activity. Additionally, they can be influenced indirectly through social support and norms that foster healthy behaviors. There is a strong correlation between employee productivity and health, with workplace wellness promotion benefiting both organizations and employees alike. By implementing a workplace wellness publicity plan, employees' overall well-being and lifestyle are enhanced, leading to increased productivity as well as individual commitment to the organization.Employee satisfaction is crucial in determining their decision to stay with an organization and invest effort into their work. Committedness, on the other hand, refers to the internalized pressure employees feel to act in alignment with organizational goals and interests.

Managers and supervisors give significant importance to employee productivity, which pertains to the rate or efficiency of their work. In Chapter 2 of this text, the literature review discusses the pressures faced by both employees and employers in today's global economy with fierce competition. This challenge extends beyond just work life for employees, impacting their personal lives as well as their families.

Employers strive to attract and retain skilled employees at all levels so as to remain competitive. Research on employee retention indicates that organizations can achieve success by implementing a retention strategy based on employee surveys and involving shared responsibility throughout the organization.

Therefore, it is crucial for organizations to prioritize efforts in improving the work experience of their employees. These efforts should follow a four-step process of diagnosing, planning, implementing, and measuring changes aimed at retaining highly valued employees (Trice & Beyer, 1993). Several scholars have provided definitions of organizational commitment which refers to workers' dedication to contribute powerfully and committedly towards an organization.The level of

organizational commitment refers to the extent to which individuals identify with and actively participate in a specific organization. Previous studies have found that factors such as organizational culture and leadership influence this commitment (Thomas & Kenneth, 2000). Organizational commitment involves employees' feelings towards their leaders and their exhibited behaviors. It encompasses their devotion and belief in achieving the purpose and ideals of the organization, willingness to put effort into benefiting the organization, and strong desire to maintain membership within it. Committed employees are more likely to embrace new directions, goals, or values of the organization compared to those who are less committed (Malley 2000), which is positively associated with organizational transformation. To benefit the entire community through energy and passion, successful organizations need to understand employee values. Managing, training, developing, and rewarding motivated employees at all levels is key for success; however, this requires adapting occupational norms that may not always align with evolving workforce values (Brook 1998).Differences in work ethics between established and new employees are widely acknowledged, although the extent of these differences may vary. Numerous studies highlight contrasting work ethics between younger and older professionals. Organizational commitment, which originally referred to an individual's dedication to the organization's goals and values, has now expanded to include commitment to various groups within the organization (Culliver, 1991). This concept has garnered significant interest from researchers due to its believed linkage with positive job performance. However, a limited understanding of its dynamic processes exists as there is a lack of theoretical foundation for commitment. Some studies suggest that an individual's perception of how well they fit into the organizational culture influences their commitment to the organization.

While this perception can be influenced by their work ethic, it cannot solely determine it (Mecklin, 1996). Generational groups consist of individuals who share similar life experiences, and these generational differences can impact thoughts, values, behaviors, including attitudes towards authority and loyalty to institutions (Penny, 2006). Turnover and intention to stay are highlighted as strong behavioral indicators linked to commitment in research on commitment outcomes. The relationship between performance and commitment is found to be moderate and varied (Andrisanhi, 1981).However, the lack of a strong theoretical foundation in disjointed and unsystematic research studies is believed to hinder a comprehensive understanding of the meaning of commitment (Pries, 2003). Commitment can be viewed as an intermediate process between background and behavioral outcomes that serves as a motivating incident. In many descriptions, commitment involves the acceptance of organizational values and beliefs, known as identification, which acts as normative control over an individual's actions. Therefore, it is beneficial to conceptualize commitment within a motivational framework that distinguishes between normative and instrumental processes as determinants of human behavior (Gibson, 2001). To assess commitment effectively, it is crucial to evaluate both its formal conceptual description and its operational definition or measurement. However, there are risks associated with the link between these two aspects referred to as epistemological correlativity. Research often assumes that once a concept/measure becomes popular, there is isomorphy present which raises questions about whether a concept is influenced by its categorization rather than its functioning (Halin, 1983). Protestant work ethic support shares a similar definition based on the core belief that hard work is inherently good and valuable in itself.The text discusses how personal values and moral character are

evaluated based on one's willingness to work hard. It also explores various factors related to job, career, organization, or union and their impact on work ethic support and commitment. According to Lee & Gillen (1989), individuals perceive their job or organization as a place where they can exert high levels of effort. The saliency of career subscales is not correlated with work ethic support, job engagement, and life involvement. Andrisanhi (1981) argues that attitudes towards a specific organization or union do not influence loyalty to one's career. Additionally, cultural learner preparation can enhance work ethic support among black individuals. The Protestant work ethic is primarily influenced by cultural and societal development, which impacts character formation in alignment with the principles of work ethic support proposed by Gibson (2001). Commitment and its causes in different organizational settings have garnered increased interest from researchers. Studies focusing on professional commitment in fields like science, nursing, and teaching are particularly prevalent (Chinloy, 1980). Successful management requires a sense of ownership and dedication to supporting the well-being of the organization. In the absence of ownership as a motivator for concern, modern organizations need intentional efforts to foster and protect commitment internally according to Gordan (2006).Insights from observational studies contribute to the understanding of commitment's importance in organizational settings. Commitment is connected with social integration with colleagues, as well as personal investments such as organizational tenure, age, and hierarchical position (David, 2006). Scholars have found that work accomplishment, relationships with superiors, and length of service influence organizational recognition according to David (2006). Media reports have identified factors related to employee responsibility and career within organizations. The significance of studying organizational commitment

in the workplace lies in its impact on organizational performance and efficiency. When employees are dissatisfied with their work, they become less committed and may seek other opportunities elsewhere. If these opportunities are not available, they may emotionally or mentally detach from the organization. Therefore, evaluating an employee's intention to leave and overall contribution to the organization heavily relies on organizational commitment (Rosenberg, 2001). Acknowledgment and rewards play a crucial role in fostering strong relationships with employees and ensuring loyalty to the organization. These aspects within the marketing mix prove effective in various service marketing situations (Rosenberg, 2001).Non-financial compensations such as bonuses are gaining popularity among companies as managers recognize their importance for competitiveness (Miller, 1983). Organizations expect employees to diligently fulfill assigned tasks and adhere to workplace rules and standards (Carl, 2001). Awards are commonly used by organizations as a means of motivating employees, deriving value from social considerations. In allocation schemes, individuals are rewarded for good performance with a nominal wage, positive feedback, and recognition from superiors and peers (Carl, 2001). However, it is crucial to consider that monetary compensation alone is insufficient; identity also plays a significant role. Relying solely on financial incentives can be expensive and ineffective. Increasing the premium for work motivation does not establish a strong bond between employees and the organization. Employees' perception of external opportunities greatly influences their intention to leave as being aware of job options in the labor market increases mobility and expands the available workforce. Currently, perceiving external opportunities has an equal impact as job satisfaction when predicting turnover. To determine if organizational commitment counterbalances external opportunities, further research is required in this area

(David, 2006). Organizations may find that prioritizing the establishment of organizational commitment helps mitigate the influence of external market factors.Furthermore, it is possible to determine individual rewards based on economic necessity, such as comprehensive additions that are often calculated using a cost-of-living assessment. Employees perceive these increases as entitlements and expect their salaries to at least keep up with inflation. The concept that pay should align with economic demand serves as the foundation for minimum wage legislation and the living wage movement. Moving away from linking compensation to economic demand may result in increased employee support for comprehensive raises and improved wages for low-paid staff members, especially within healthcare organizations where there is typically a significant disparity between higher-level and lower-paid employees (Gordan, 2006). A study conducted by Carl (2001) confirms the difference between traditional Protestant work ethic values and modern work values. It also validates the reliability of the employed tool in measuring individuals' actual supported work values. Additionally, this text explores how these work values relate to job satisfaction, job performance, and overall feelings about work. The research method used in this study involved personal interviews conducted to collect survey data which consisted mostly of multiple-choice questions along with some data collected via email. The sample size included 280 respondents from various industries in Pakistan.A convenience-based sampling technique was employed due to time constraints and limited resources. The data collection instrument used was a self-administered questionnaire with closed-ended questions. The reliability statistics showed that Cronbach's Alpha was 0.871, indicating high reliability for the study. A value greater than 0.6 is considered reliable for the information gathered (Carl, 2001). The variables used in this

survey for measuring the concepts have a reliability indicated by Cronbach's Alpha of 0.871.

3.4 Statistical tool used:

Linear Regression Analysis has been utilized as a statistical tool in this research to determine the impact/effect of independent variables on the dependent variable due to categorical data. Employee physical wellness management is the independent variable, while employee productivity and work commitment are considered as dependent variables. Statistical analysis was conducted separately.

Chapter 4

Conclusion

4.1 Findings and interpretations of the conclusion

H1: The organization's employee physical wellness management practices significantly affect employee work commitment.

Table 4.1

Model Summary
Model R Square Adjusted R Square Std.Error of the Estimate
1 .338a .114 .111 .38408
a.Predictors: ( Constant ) , Physical_Health_Mngt

The model accounts for approximately 11.1% (R-squared = 0.111) of the variance of Predictors.

Table 4.2

ANOVA
Model Sum of Squares df Mean Square F Sig.
1 Regression 5.280 1 5.280 35.795 .000a
Residual 41.010 278 .148
Total 46.291 279
aForecasters have found a statistically significant relationship between Physical_Health_Mngt and Work_Committment. An F-test with a p-value of less than the significance level (p=0) was conducted to determine this relationship. The strong relationship between the variables is indicated by an F-statistic value of 35.795, while the model error is represented by residuals with a value of 41.291. The coefficients for the regression model can be found in Table4.3. It shows that for every one unit change in Physical_Health_Mngt, there is a corresponding 0.493 unit change in Work_Committment, which has a significant p-value of 0.000. This confirms acceptance of the hypothesis that physical health management practices moderately impact work commitment and significantly affect employee productivity.

Table..b's Model Summary provides various statistics, including an R-squared value of "R-squared""R-squared".201 indicating that around

"20.1%"of predictor variation is accounted for by the model.

In Table".5 titled "ANOVAb," we see", we observe the analysis of variance results where the regression model has a significant F-test with a value of 69.890 and a p-value of 0.000. This signifies a statistically meaningful relationship between variables, while the residuals with a value of 57.564 represent model errorTable 4.6, titled "Coefficientsa," displays the unstandardized and standardized coefficients for the model, illustrating the strength and direction of the relationship between variables. The table indicates that physical health management practices have a significant impact on employee productivity, with a value of 0.817 indicating a positive and strong relationship.

According to the regression equation: Employee Productivity = 0.311 + 0.817 (Physical Health Management), a change of 1 unit in physical health management leads to a 0.817 change in employee productivity. Therefore, we can conclude that there is a significant effect of employee physical health management patterns on employee productivity.

In terms of hypotheses assessment, Hypothesis H1 states that organization's employee physical health management patterns have a significant effect on work commitment, which has been accepted with a significance level of 0.000. Similarly, Hypothesis H2 suggests that organization's employee physical health management patterns significantly affect employee productivity, which has also been accepted with a significance level of 0.000.

Moving onto Chapter 5: DISCUSSION, RECOMMENDATIONS, FUTURE RESEARCH AND CONCLUSION section, it begins with Section 5.1 discussing how researchers commonly refer to embracing organizational goals and values as "organizational identification". Some authors argue that this identification is equivalent to organizational commitmentHowever, there is a disagreement regarding how human resources perceive individuals. They often view them as part of a generalized group rather than

recognizing their uniqueness. This perspective can lead to negative consequences such as lower organizational commitment, decreased motivation, and reduced performance. Additionally, individuals may also experience lower overall job satisfaction.

As the workforce ages, it becomes crucial for organizations to implement practices that meet the needs of professionals. Employee commitment to work and the organization is analyzed as a multidimensional concept which includes a desire to stay with the organization, willingness to exert effort on its behalf, and belief in its values and goals. These concepts are referred to as managerial engagement and organizational recognition.

The commitment gauge strongly aligns with its conceptual description and is mostly unaffected by other factors except for work commitment in terms of job focus. It also does not exclude commitment to other areas of life. The belief in unionism factor consists of three factors that partially overlap with work commitment in terms of job focus, such as directing loyalty towards work instead of the union.

It should be noted that having commitment to the union does not oppose having commitment to the organization.

5.2 Recommendation and Deductions:

Several important factors influence the readiness of brotherhood members to continue understanding the organization's principles while maintaining their commitmentsThe organization and non-directors, rather than directors themselves, are responsible for motivating people. There is a lack of understanding regarding the importance of motivation and its impact on job performance. This poses a challenge for HR to convince line directors to effectively develop and manage their employees. Effective communication and building strong interpersonal relationships with employees are crucial for line directors. They should also have a comprehensive understanding of their employees and address any issues they may have. Directors who

fully understand the needs of their subordinates can develop strategies that align with company objectives and personal employee goals.

Values, which provide a perspective on moral right or wrong, guide preferences and demands for desired outcomes or conditions. Choosing a job based on its visual representation of certain values is seen as the first step in establishing a work-related path from an alternative viewpoint. Therefore, future research should be conducted to examine how non-pecuniary compensation impacts employee performance. This research will enhance our understanding of the factors that significantly affect employee performance and the correlation between employee performance and non-pecuniary compensation.In conclusion, an organization's methods for managing employee physical health greatly impact both productivity and work commitment.