Candidates for Managerial Responsibilities

MOTIVATING INDIVIDUALS TO BECOME CANDIDATESFOR MANAGERIAL RESPONSIBILITY

The key to motivating an individual to become a candidate for future managerial responsibility within an organization lies not in urging an individual to seek such responsibilities, but, rather, in the developing within that individual a strong commitment to the organization. From such a commitment will flow the desire to seek managerial responsibilities.

Organizational commitment is defined in the context of three factors. Thus, organizational commitment is manifested as a (1) strong desire to remain as a member of a specific organization, (2) willingness on the part of an individual to exert high levels of effort for a specific organization, and (3) belief in and acceptance of organizational values and goals by an individual (Porter, 1986).

A variety of indicators are used in the measurement and analysis of organizational commitment. In a study of organizational commitment among bus drivers, Angle and Perry (1981) measured (1) turnover, (2) tardiness, (3) absenteeism, and (4) organizational adaptability as indicators of commitment. Additionally, demographic factors were employed as intervening variables. With respect to organizational commitmen

. . .
1988). Much of the evaluation of performance is a processoriented procedure (Gortner, 1990). A process orientation of organizational performance means that the evaluative criteria are related primarily to: (1) qualifications; (2) planning activities performed by an individual; and (3) the conduct of jobrelated activities by the individual. There is also a trend developing toward resultsoriented performance appraisal (Gortner, 1990). Performance evaluations build a history of an individual's organizational life, and this history follows the individual throughout the length of a career (Gortner, 1990). It is important, therefore, for the individual as well as for organizations, that the performance appraisal process be both accurate and reliable. Gortner (1990) stated that an effective performance evaluation process must be objective, valid, and reliable. Objectivity in performance evaluation means that the process must provide an evaluator with a means of measuring performance criteria which do not require a subjective act on the part of the evaluator. Validity in a performance evaluation process means that the procedure must measure that which it is intended to measure. True validity is difficult to obtain in any
. . .

Some common words found in the essay are:
Liverpool Wilson, Angle Perry, Noe Kirsch, MANAGERIAL RESPONSIBILITY, Schlesinger Balzer, Liverpool Wilson, Crampon Smith, Champoux Porter, Dubin Goldman, Publications Main, organizational commitment, angle perry, performance evaluation, evaluation process, gortner 1990, performance appraisal, levels organizational, managerial responsibility, angle perry 1981, perry 1981, levels organizational commitment, performance evaluation process, future managerial, angle perry 1986, managerial responsibility organization,
Approximate Word count = 3315
Approximate Pages = 13 (250 words per page)

More Essays on Candidates for Managerial Responsibilities