Personnel Psychology – 1 Paragraph Response to Classmate’s Post

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Respond by Day 7 to at least one of your colleagues’ postings in one or more of the following ways:

  • Ask a probing question.
  • Share an insight from having read your colleague’s posting.
  • Offer and support an opinion.
  • Validate an idea with your own experience.
  • Make a suggestion.
  • Expand on your colleague’s posting.

Classmate’s Discussion Post:

“Greetings, (Main Post)

My continued interest of research throughout the program has been motivational intentions that help nurture, build, increase perceptions of self and improve one’s well-being. I believe organizations have the responsibility to motivate their employees to be the “best they can be” regardless to job titles, credentials or job descriptions. As a topic for the final project, I examined the relationship between the influences of learning environments in the workplace and their impact on personnel selection. Learning should be a continuous ongoing process incorporated in day-to-day operations that aid in the self-fulfillment and well-being of their employees.

Historically, organizations view learning as a training process only to achieve performance guidelines and meet organizational goals and objectives. They neglect to associate emotions (perceptions of self and organization) with the influences of learning and motivation. Among the multiple articles reviewed for the final project in reference to learning environments, creating learning cultures and introducing strategies of learning, most focused on the motivational factors of intrinsic (job satisfaction/disatisfaction) and extrinsic (pay, working conditons) influences of workplace behavior. I found there to be a gap in research that explored emotional engagement as motivation resulting from the benefits of learning environments that help in the maintenance, management and maintaining of personnel selection. My interest in emotional engagement focuses more on “self”. Emotional engagement of employees has a large impact on organizational success and employee well-being. Research has sighted job dissatisfaction as reasons for job burnout, stress, decreased health, alienated social contact, and psychology problems such as depression (Zhang, Mayer, & Hwang, 2017). However, what about low self-esteem, worth and potential. Emotional engagement in workplace environments also affect personal live situations. Personnel selection does not only refer to the recruiting and hiring process of favorable applicants, but in twenty-first century organizations, personnel selection is maintaining and retaining of “right fit” candidates through activities and processes that initiate motivation, growth and development (Noe, Clarke, & Klein, 2014). As organizational cultures and climates become more diversified, increased globalization of operations, mindsets of new generations, and advancements in technology, motivational strategies must now take into account the impact of emotional engagement experienced by their personnel. Everyone no longer works for just the extrinsic rewards (i.e. wages, benefits and perks), but many now look to find job satisfaction in rewards of task meaning, increased self-perception, self-fulfillment and achievement that allows an emotional attachment to what they do and who they are.

As with the intentions of this project and ongoing research, the realization of importance of re-investing and re-inventing personnel not only for the selfish reason of organizational needs, but to create learning environments that support motivational factors of growth, development , emotional engagement and increased well-being of personnel. I believe the implications for social change will offer a different perspective regarding the needs and influences of personnel that is so important in an organization’s quest for sustainability and success. Learning environments and motivational strategies that feed the emotional needs of employees increase job productivity, job satisfaction, help to maintain, manage and retain personnel, increases perceptions (self and organization) and highlights the intentions of employee well-being. Integration of older and new motivational theories that focus on learning with the intentions of increased quality of personnel rather than quantity of personnel is what is important in the 21st century.”

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