Organizational Justice, Leadership, And Management

Because of this the provision aid in finishing bail orders can partake a critical role in decreasing rates of custodial remand. The bail Support programs are mainly aimed at the youth or adults, to distinguish the different needs of the groups. The jurisdictions youth Justice department or non-government organisations give them. The Bail support program was created from two other bail programs.

I believe that it is important to understand that job satisfaction has an impact on job performance. In my personal experiences I have seen management completely oblivious to the concerns of their staff that had a negative impact on job satisfaction. The text cites 300 studies that found that organizations with

Retaining employees is one way the turnover rate can decrease, Branham (2000), focuses on retaining valuable employees by incorporating four key elements. The first key elements is, “be a company that people want to work for”. There are many companies that have been labeled as, “employers of choice”. These employers all have something in common, which is how they value their employers (Branham, 2000). They treat their employees with respect and like family. With being an “employer of choice,” people are the most valuable asset; not just customers but employees too. Many companies go above and beyond for their customers, but not for their employees, yet they wonder why they are losing valuable talent.

The Bail Support Program Service began on the month of January in the year 2001 as the Pilot Bail Advocacy Program and lead by the Melbourne Magistrates Court and Corrections Victoria. In 2003, the pilot bail advocacy program grew and the management moved to the Magistrates Court of Victoria. On December 2004 it was fused with the Court Referral and Evaluation for Drug Intervention and Treatment Program.

Employee retention and turnover has been identified as vital manpower planning elements for a long period of time by many organizations. This is largely because a company recruits, trains and educates its employees in order to improve its productivity and profitability. Through these methods, productivity is attained as employees are retained to meet the specific business needs of the organization. Employee retention is also a critical aspect of an organization's planning because human capital has the capability of leaving a firm freely before the expiration date unlike other physical capital of the firm. As a result, a company must invest in hiring, training, and retaining of employees to avoid the consequences of high turnover. In the recent past, technological means have been developed to help in improving the ability of a company to meet its business needs.

Job satisfaction can be defined as psychological state of how an individual feels towards work, in other words, it is people‟s feelings and attitudes about variety of intrinsic and extrinsic elements towards jobs and the organizations they perform their jobs in. The elements of job satisfaction are related to pay, promotion, benefits, work nature, supervision, and relationship with colleagues. Employees‟ satisfaction is considered as all-around module of an organization‟s human resource strategies. According to Simatwa (2011) Job satisfaction means a function which is positively related to the degree to which one‟s personal needs are fulfilled in the job situation. Kuria (2011) argues that employees are the most satisfied and highly productive when their job offers them security from economic strain, recognition of their effort clean policy of grievances, opportunity to contribute ideas and suggestions, participation in decision making and managing the

It has been evident that organizations face challenges of maintaining employees within their firms, and the challenge has been in place for a considerable period. Turnover in firms has been associated with different costs that include the process of training new employees, training of the same employees and their selection which has been seen to seen to exceed 100% of the total cost on an annual basis which is usually witnessed in filling the existing position. The quit rate in the United States as indicated by Bureau of Labor Statistics is at 25% (Glebbeek & Bax, 2004). The significant issues that are associated with turnover include work disruptions, direct costs, loss of seasoned mentors and organizational memory. The other concerns that

The impact of turnover has received considerable attention by senior management, human resources professionals, and industrial psychologists. It has proven to be one of the most costly and seemingly intractable human resource challenges confronting organizations. This paper provides a summary of information, abstracted from published research, on the costs of turnover, factors contributing to its magnitude in organizations, and proposed remedies.

Workforce turnover is a complex and important issue amongst today's organisations. It is perhaps one of the most often cited cause of increased cost and decreased productivity. No wonder people management has become an important frontier to extract and create more value from company assets. On comprehending the articles, it has become evident that organisations have moved beyond the traditional approach of only investing in core business activities, to invest in employee retention strategies. Many organisations, for example St. George Bank

Turnover is a normal part of any business, and is to be expected. For some, it is common matter, and for others, it can be become a real burden. The idea is not to necessarily eliminate, but minimize the effects of turnover. Turnover can be either voluntary or involuntary. It is the job of managers to come up with solutions to motivate their employees to not only want to stay, but also to help develop them to their full potential.

This chapter discusses the concept of job satisfaction, human resource management, human resource practices, human resource planning, recruitment and selection, training and development, performance appraisal, compensation, employee relation, safety and health issues relating job satisfaction. The literature review is conducted in a systematic manner to unfold the disciplines of human resource management and job satisfaction.

Health benefits and competitive salaries can also contribute to employee satisfaction. Promotional opportunities encourage employees to produce superior work it also provides them with an attainable goal. Management styles have changed and are geared more toward the employee’s needs. Some employees need independence in which others need guidance, and feedback on his or her performance. Flex work schedules are becoming more prevalent as people try to juggle work and family life. A workplace with high employee morale indicates a low stress environment. Toxic relationships between employees can have a negative effect on job satisfaction

Job satisfaction is the very important factor in general quality of life because it is closely connected with working life (e.g. Argyle, 1989; Bang & Lee, 2006), with family life, everyday life, and mental health (Orpen, 1978; Schmitt and Bedeian, 1982; Faragher, Cass & Cooper, 2005). Level of job satisfaction is also highly related to turnover, absenteeism rate, work productivity or accomplishment (Muchinsky, 1977; Organ, 1977). Many researchers (e.g. Cherrington, 1994; Acorn, Ratner & Crawford, 1997; Ostroff, 1992; Spector, 1997) state that employees who experience high job satisfaction contribute to organisational commitment, job involvement, their physical, mental health and overall well-being are improved. Job dissatisfaction on the

RETENTION OF EMPLOYEES: Employee retention is one of the most widely researched topics in organizational analysis. Employee retention is a practice or method or whatever organization does to have and retain skilled employees (Dochy et al, 2009) . Retention is considered as all around module of an organization’s human resource strategies. It commences with the recruiting of right people and continues with practicing programs to keep them engaged and committed to the organization (Freyermuth, 2004). Despite various past researches, there is still a lot of confusion about the factors responsible for employee turnover. Among those factors are the external factors( the labor market), institutional factors ( such as physical working conditions, pay, job skill, supervision and so on); employee’s personal characteristics( such as intelligence and aptitude, personal history, sex, interests, age, length of service and so on )( Knowles, 1964)

In management areas there are many definition of employee job satisfaction in different approaches; and there are many studies varied in the defining the term job satisfaction. The people who work in the organizations and people who study in this area both are interested to study of Job satisfaction. The terms Job Satisfaction refers “an individual’s general attitude toward one job’s” [Stephenson P. Robbins, 2005] Job satisfaction is psychological aspects that deals with individual feelings about to his or her jobs [Spector 1997]. That means how an individual feels their job’s and how they express their feelings about their jobs either it’s positive or negative.