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ABSTRACTIndividuals and organizations are most effective when their values, needs, and interests are aligned. Person-organization fit directly affect organizational and individual effectiveness. Organizational Fit surveys the field of person-organization fit, discussing both classic perspectives and newer approaches. Covering topics such as how fit and misfit develop, how fit changes over time, how fit influences motivation, and the effect of cultural factors, contributors to this book integrate these ideas with concepts from related fields and discuss new directions for research.An ambitious survey of the field, by an international group of scholars, that looks toward the future of person-organization fit. Explores how people form their impressions of fit and the impact these have on their behavior, and how companies can maximize fit Includes multiple perspectives on the topic of how people fit into organizations, discussing issues across the field and incorporating insights from related disciplines Actively encourages scholars to take part in organizational fit research, drawing on workshops and symposia held specially for this book to explore some of the creative directions that the field is taking into the future"

""The symptoms: increased customer complaints, high turnover, low quality of work, increased absences, loss of morale and motivation, lack of creativity and innovation, loss of loyalty to the organization. The diagnosis: workplace negativity. The cure: Managing Workplace Negativity. Workplace negativity may seem like an intangible problem--but it has very tangible consequences for the companies it afflicts. In fact, the Bureau of Labor Statistics estimates that U.S. companies lose $3 billion a year to the effects of negative attitudes and behaviors at work. Managing Workplace Negativity gives managers, team leaders, trainers, and other human resources professionals much-needed help in treating the negativity bug. It will help readers: * Identify the 14 types of negative individuals, from the "not-my-jobber" to the "rumor monger" * Confront their own negativity * Recognize negativity "trigger points" * Overcome entrenched, ongoing negativity * Deal with group or company-wide negativity problems * Create a positive environment that enhances morale and productivity.""

"As many as two-thirds of our employees are either actively looking for new jobs or merely going through the motions at their current jobs. Fearful and feeling vulnerable after years of watching friends get laid off, they expect the worst to happen, and they see no reason to give it their all. This phenomenon, identified by renowned author Judith M. Bardwick as 'the psychological recession', can have a devastating effect on a company's financial health. Based on extensive research showing how costly bad management really is, this eye-opening book offers concrete prescriptions for combating alarming trends such as high turnover, low productivity, and lackluster performance, including techniques for: strengthening the bonds of trust and respect between managers and employees; customizing working conditions and rewards for individual employees; and hiring for the 'best fit' between the organization's core culture and the personal qualities and priorities of the individual.Using hard numbers and current studies that prove the direct connection between a company's financial performance and its employees' commitment, this book is a wake-up call to organizations desperately needing to restore the broken spirits at the heart of their companies, and enhance their bottom lines."

"Produktivitas, keselamatan, pengiriman, semangat kerja, dan kualitas adalah aspek penting yang harus diperhatikan oleh organisasi untuk memenangkan keunggulan kompetitif di semua lini bisnis. Selain itu, penerapan manajemen mutu dan kebijakan manajemen karyawan yang buruk akan berdampak negatif terhadap kinerja karyawan dan kinerja perusahaan. Moral karyawan dan pencapaian kinerja karyawan akan lebih baik jika perusahaan mendukung penerapan manajemen kualitas yang terintegrasi. Keunggulan kompetitif dan dukungan karyawan dapat dimiliki dengan menerapkan kaidah Manajemen Mutu Terpadu (MMT). Gugus Kendali Mutu (GKM) adalah salah satu aspek dari filosofi Manajemen Mutu Terpadu yang memiliki dampak signifikan pada peningkatan kinerja perusahaan, kinerja karyawan, dan membangun lingkungan yang positif. Penelitian ini bertujuan untuk mengetahui pengaruh implementasi GKM terhadap moral karyawan dan kinerja karyawan di Indonesia. Selain itu, penelitian ini bertujuan untuk memberikan pengetahuan terhadap perusahaan terkait pentingnya penerapan GKM dalam lingkungan perusahaan. Metode yang digunakan pada penelitian ini adalah MANOVA, yang digunakan untuk menganalisis pengaruh hubungan antara tujuan GKM pada moral karyawan dan kinerja karyawan secara empiris, serta dilakukan pemodelan penelitian untuk mengetahui pengaruh masing - masing indikator terhadap variabel masing - masing. Berdasarkan analisis data yang diperoleh dari survei, disimpulkan bahwa implementasi GKM berpengaruh terhadap moral karyawan dan kinerja karyawan secara empiris dan parsial. Dengan nilai pengaruh secara parsial dari GKM terhadap moral karyawan sebesar 51% dan pengaruh GKM terhadap kinerja karyawan sebesar 47,5%, dengan nilai pengaruh indikator terhadap variabelnya sebesar lebih dari 70%.

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Productivity, safety, delivery, employee morale, and quality is an important aspect that has to be concerned by the organization to win the competitive advantage in all Business fields. Furthermore, poor implementation of quality management and employee management policy will negatively impact employee performance and also company performance. Employee morale and employee performance will be better if the company supports the implementation of integrated quality management. Competitive advantage and employee support can be achieved by Total Quality Management (TQM) implementation. Quality Control Circle (QCC) is one aspect of the Total Quality Management (TQM) philosophy that has a significant impact on improving company performance, employee performance, and build a positive environment.

This study aims to determine the effect of quality control circle on employee morale and employee performance in Indonesia. This study also wants to give knowledge to the company how important the implementation of QCC. MANOVA was conducted to analyze the effect of the relationship between the objectives of QCC on employee morale and employee performance empirically, as well as research modeling to determine the effect of each indicator on each variable.

Based on the data analysis obtained from the survey, it was concluded that the objective of the QCC influenced the employee morale and company performance empirically and partially. With the partial effect value of QCC on employee morale of 51% and the effect of QCC on employee performance of 47,5%, with the value of the influence of indicators on the variable of more than 70%."