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dc.contributor.author | Ahmad Farooq Butt, 01-222182-025 | |
dc.date.accessioned | 2022-03-04T10:58:07Z | |
dc.date.available | 2022-03-04T10:58:07Z | |
dc.date.issued | 2020 | |
dc.identifier.uri | http://hdl.handle.net/123456789/12179 | |
dc.description | Supervised by Dr. Haider Ali Shah | en_US |
dc.description.abstract | is a source of competitive advantage in the business environment which is highly volatile and intense in competition (Robins and Coulter, 2005). The value of this human capital is reflected in the knowledge, skills, abilities and other characteristics commonly referred to as KSAOs that these individuals possess. Since every aspect of organizational activity requires human involvement. Thus, optimizing the human factor will enhance organizational effectiveness which in turn necessitates attracting, recruiting and hiring of the right man for the right job (Siahaan, 2017). In order to maintain competitive advantage, demand for skilled and talented individuals has increased manifold as a result not only recruitment but retention of talented employees has become a paradox and challenge for companies/ organizations(Almaaitah, M, Harada, Y, Sakdan, M. 2017), operating in the knowledge economy. This implies that individuals having proper skill sets and capabilities equipped with the right attitudes and values be hired at all organizational levels. These skills and attitudes then are continuously honed, strengthened and reinforced (Dess et. al, 2014). Subsequently, individual goals of such employees are then aligned with organizational goals to allow formation of highly motivated teams for achieving sustained organization’s success. Globalization and rapid advancement in technology have brought paradigm shift in organizational climate which is characterized by increased demand of productivity and efficiency. To sustain competitive advantage companies are either outsourcing work or the job is carried out through virtual offices by contingent workers. In today’s work environment, employees have multiple roles to perform,(Cooper, 1991) and are required to deal with other job issues such as frequently changing colleagues, poor job descriptions and above all lack of job security. Faculty being part of this society cannot remain aloof from the changes that take place in the society they live and the environment in which they operate. Like other workers, faculty is expected to be multi task. Besides their core tasks of teaching and research, faculty is increasing being called upon to undertake administrative, managerial and community service activities let alone hone their knowledge and skills. This increased pressure at work may cause stress among the faculty members of a University and it is imperative to keep them motivated and satisfied with their job so that they can contribute to the learning environment of the University efficiently and effectively. | en_US |
dc.language.iso | en | en_US |
dc.publisher | Business Studies BUIC | en_US |
dc.relation.ispartofseries | MBA (HRM);MFN-T 9978 | |
dc.subject | Job Stress | en_US |
dc.subject | Job Satisfaction | en_US |
dc.subject | Public Universities | en_US |
dc.title | Impact of Motivation and Job Stress upon Job Satisfaction of Academic Staff of Public Universities in Islamabad | en_US |
dc.type | MS Thesis | en_US |