Self-Evaluation And Self Evaluation

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Building on this, another point that needs to be mentioned is the variable measurement based on self-reported data. The proposed statements for self-evaluation are based on quite abstract psychological concepts, namely satisfaction, pride, turnover intentions, organizational commitment, job performance and creativity. Although it is possible to evaluate each scenario situation separately and newly, the suitability of answers and ability of judgment are to a certain degree related to similar past work experiences in the past. Therefore, respondents with more work and HR system experience might be able to better understand and form an opinion about the different scenarios. The data was positively skewed towards age, work experience and number…show more content…
While creative work builds the basis for innovation and hence contributes to creating a competitive advantage (Amabile, 1988), organizational commitment has been shown to lead to further positive organizational outcomes such as greater productivity (MacDuffie, 1995) and organizational citizenship behavior (Meyer et al., 2002). Turnover builds the baseline for these concepts such that companies are in the position to think about ways to keep their most creative and committed employees within their company. This research project aimed to answer the following question: To what extent can high-performance job design practices enhance employees’ organizational commitment and creativity at work and decrease turnover intentions across different career stages? Based on a policy capturing study and multiple regression analyses, the evaluation of high-performance job design practices specifically could be untangled from three other high-performance HR domains, namely training, compensation and performance appraisals. It can be concluded that high-performance job design practices, conceptualized by job autonomy within individual and teamwork, are perceived as more valuable for higher creativity, commitment and lower turnover intentions than high-performance training,…show more content…
It can be argued that the three HR domains presented in this model, namely employee ability, motivation and opportunities to contribute, can be thought of as targeting specific and distinct employee outcomes. The findings of this research are therefore greatly relevant for managerial practitioners that recruit today’s young graduates and career starters for open positions in their companies. Millennials are assumed to lack organizational commitment and have increased turnover intentions (Deloitte, 2016). Companies that depend on creative, innovative work of their employees should therefore especially aim to provide high-performance job design practices, such as job autonomy, a broad job design and task variety, for employees in the early years in their careers as well as for those who frequently changed the companies they worked

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