Managerial Handling of Zeigarnik Effect on Job Satisfaction and Work Performances of Employees
Keywords:
Zeigarnik effect, Work Performance, Job Satisfaction, interruption, managerial Handling.Abstract
This research finds out that how the manager should handle their employees with Ziegarnik effect to measure their outcomes at their work in order to assess their degree of happiness and satisfaction, because higher the work outcomes would ultimately define organizational Success. While on other hand, interruptions may have some negative impacts.
In this study,mostly middle line managers were targeted from different associations and data were collected through questionnaire survey method from 160 workers through convenient sampling technique. The study is quantitative in nature andthe results were put to the test using regression analysis, which shows that managerial handling of Zeigarnik effect is positively related to the “employee work performance” and “job satisfaction”. This means that higher the managerial handling of Zeigarnik effect, the better would be the employees performance and job satisfaction. It is recommended to enhance some techniques for handling job stress and creating interest in job duty.
Downloads
References
Akif H. Syed, Subhani M. Ibmtiaz, ZubairMirza, ShakeelMonnis, Salman Shahid, Wahab K. Sarmad, … M.H. Rizwi Syed, (2011) “Managerial Handling of Employee Resignation on Work Environment”, European Journal of Scientific Research, Vol. 61 No. 4, pp 428-486
Artz Benjamin, (2010) "Fringe benefits and job satisfaction", International Journal of Manpower, Vol. 31 Iss: 6, pp.626 – 644
Burke, W.W. (2011). A perspective on the field of organization development and change: The Zeigarnik effect. Journal of Applied Behavioral Science, 47, 143-167
Binnewies Carmen, Sonnentag Sabine &Mojza E V A J, (2009) “Daily performance at work: feeling recovered in the morning as a predictor of day-level job performance The Dynamic Nature of Daily Job Performance”, Journal of Organizational Behavior, Volume: 30, issue: 1
Bass, B.M. and Avolio, B.J., 1994. Improving organizational effectiveness through transformational leadership. Thousand Oaks, CA: Sage.
Bushra, F., Usman, A., Naveed, A. (2011). Effect of Transformational Leadership on Employees’ Job satisfaction and Organizational commitment in Banking Sector of Lahore (Pakistan). International Journal of Business and Social Sciences 2, 18, 261-267.
Chi.K.Hsin Dr., Tsai. P. Hsien, Chang.F.Pi, (2007). Investigating the relationship among leadership styles, emotional intelligence and organization commitment on job performance: A study of salespeople in Thailand. The Journal of Human Resource and Adult Learning 3, 2.
Christ, Margerat A. &Emitt, Scott A. (2009). The Effects of Preventive and Detective Controls on Employee Performance and Motivation. Contemporary Accounting Research.
ElbeyiPelit, YükselÖztürk, YalçinArslantürk, (2011) "The effects of employee empowerment on employee job satisfaction: A study on hotels in Turkey", International Journal of Contemporary Hospitality Management, Vol. 23 Iss: 6, pp.784 - 802
Gillie, Tony and Broadbent, Donald (1989). What makes interruptions disruptive? A study of length, similarity, and complexity. Psychological Research 50: 243-250
Jett, Quintus R., and George, Jennifer M., (2003). Work interrupted: a closer look at the role of interruptions in organizational life. The Academy of Management Review, Vol. 28, No. 3, page 494 507.
Lo, C. M, Ramayah, T., Min, W.H., &Songan, P. (2010). The relationship between leadership styles and organizational commitment in Malaysia: role of leader–member exchange. Asia Pacific Business Review,16, 79-103.
Luthans, F. (2007). Organizational Behavior. New York: McGraw-Hill.
Lea Sell, Bryan Clea, (2011). “Job Satisfaction, Work Environment, and Rewards: Motivational Theory Revisited”, LABOUR Volume 25
LUI WENDY, (2008), “Focusing on Desirability: The Effect of Decision Interruption and Suspension on Preferences” Journal of Consumer Research.
Masicampo, E. J. and Baumeister, Roy F., (2011). Consider it done! Plan making can eliminate the cognitive effects of unfulfilled goals. Journal of Personality and Social Psychology, Vol 101(4)
Masicampo, E. J. and Baumeister, Roy F., (2011). Unfulfilled goals interfere with tasks that require executive functions. Journal of Experimental and Social Psychology, Vol 47(2)
Pervaiz, Muhammad Ali (2010). Impact of Emotions on Employee’s Job Performance: An Evidence from Organizations of Pakistan. OIDA International Journal of Sustainable Development, Vol. 1, No. 5, pp.11-16
Patrick O'Leary, Natalia Wharton and Thomas Quinlan, (2009) "Job satisfaction of physicians in Russia", International Journal of Health Care Quality Assurance, Vol. 22 Iss: 3, pp.221 – 231
Schiffman, Noah and Greist-Bousquet, Suzanne, (1992). The effect of task interruption and closure on perceived duration. Bulletin of the Psychonomic Society, 30 (1), 9-11
Yu Ru Hsu, (2011) "Work-family conflict and job satisfaction in stressful working environments: The moderating roles of perceived supervisor support and internal locus of control", International Journal of Manpower, Vol. 32 Iss: 2, pp.233 - 248
Gu Zheng & Chi Sen Siu Ricardo, (2009) "Drivers of job satisfaction as related to work performance in Macao casino hotels: An investigation based on employee survey", International Journal of Contemporary Hospitality Management, Vol. 21 Iss: 5, pp.561 – 578.
Downloads
Published
How to Cite
Issue
Section
License
This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.
You are free to:
- Share — copy and redistribute the material in any medium or format for any purpose, even commercially.
- Adapt — remix, transform, and build upon the material for any purpose, even commercially.
- The licensor cannot revoke these freedoms as long as you follow the license terms.
Under the following terms:
- Attribution — You must give appropriate credit , provide a link to the license, and indicate if changes were made . You may do so in any reasonable manner, but not in any way that suggests the licensor endorses you or your use.
- No additional restrictions — You may not apply legal terms or technological measures that legally restrict others from doing anything the license permits.
Notices:
You do not have to comply with the license for elements of the material in the public domain or where your use is permitted by an applicable exception or limitation .
No warranties are given. The license may not give you all of the permissions necessary for your intended use. For example, other rights such as publicity, privacy, or moral rights may limit how you use the material.