Article title: Improving Job Satisfaction and Belonging Through Flexible Work and Leadership Cohorts By Scheide Miller and Giblin PREPARED BY: Veronica, Velaney, Nur Shazwani, Maryanne, Nurul Syaniza, Syahmi FACULTY OF COGNITIVE SCIENCE AND HUMAN DEVELOPMENT KMS 1034 HUMAN RESOURCE DEVELOPMENT LECTURER: DR.MARK KASA
TABLE OF CONTENTSM A I N P U R P O S E O F T H E A R T I C L E M A I N P O I N T R E G A R D I N G H R D P R A C T I C E S I N T H E A R T I C L E T H E O R Y M O D E L I N T H E A R T I C L E U N D E R S T A N D I N G T H E T O P I C I N T E G R A T E D A P P R O P R I A T E A R T I C L E C L A R I F I C A T I O N C O N C L U S I O N R E F E R E N C E
The main purpose of the article is to address increased employee turnover by exploring the impact of flexibility and supportive supervisors on staff members’ feelings of belonging and job satisfaction. The study aims to identify factors related to overall job satisfaction and feelings of belonging among university administrative staff and assess how the university performs against those factors. Additionally, the article aims to provide valuable insight and themes from the study that other institutions can benefit from, despite its sitespecific nature, and acknowledges the potential influence of the researcher’s position of power on the outcomes. ARTICLE BY SCHEIDE MILLER AND GIBLIN a. main purpose of the article:
ARTICLE BY SCHEIDE MILLER AND GIBLIN b. main point regarding the practices of hrd disscused in the article: H R D Flexible Work Schedules The study highlights the strong positive impact of flexible working schedules on job satisfaction. The discontinuation of flexible working options led to higher turnover rates among staff, particularly after the COVID-19 pandemic. Implementing leadership workshops for managers improved job satisfaction and communication. These workshops were designed to improve leadership skills among staff supervisors, enhancing their ability to support their teams effectively. The use of staff surveys, focus groups and pre- and post-workshop evaluations provided critical insight into the relationship between flexible work, job satisfaction and supervisor support. These instruments have helped measure the impact of intervention on workers' feelings of belonging and satisfaction. The article is based on an action research study, which involves actively implementing changes and assessing their impact in the real world. This approach ensures that the findings are practical and directly applicable to HRD practices. The article is intended for HRD scholars, practitioners and employers who are interested in improving job satisfaction and belonging among their staff through strategic HR practices. Supervisor Support and Leadership Workshops Surveys and Feedback Mechanisms Action Research Study Target Audience
The article "Improving Job Satisfaction and Belonging Through Flexible Work and Leadership Cohorts" does not propose a specific theory. However, Self-Determination Theory (SDT), introduced by Deci and Ryan in their 1985 book "Intrinsic Motivation and Self-Determination in Human Behavior," could be applied. SDT explains human motivation, development, and wellness by considering various types of motivation, including autonomous, regulated, and amotivation, which influence performance, relationships, and well-being. Research suggests that support for basic psychological needs autonomy, competence, and relatedness affects the type and strength of motivation (Deci & Ryan, 2008). In the context of the article, SDT can be applied to understand how providing employees with autonomy through flexible work arrangements, fostering a sense of competence through leadership development workshops, and promoting relatedness through a supportive work environment can enhance job satisfaction and feelings of belonging. SDT emphasizes the importance of fulfilling three basic psychological needs: autonomy (the need to feel in control of one's actions), competence (the need to feel effective in one's interactions), and relatedness (the need to feel connected to others). By incorporating elements of autonomy, competence, and relatedness into the practices of flexible work and leadership cohorts, organizations can create a work environment that supports employees' intrinsic motivation, engagement, and overall well-being. ARTICLE BY SCHEIDE MILLER AND GIBLIN c. theory or model in the article: HRD
c. theory or model in the article: Applying SDT to the study can help explain how the interventions aimed at enhancing job satisfaction and belonging align with the fundamental psychological needs identified in the theory. By recognizing and addressing these needs, organizations can create a work culture that promotes employee satisfaction, engagement, and a sense of belonging, ultimately leading to improved retention rates and organizational success. ARTICLE BY SCHEIDE MILLER AND GIBLIN
1 2 3 Integration of HRD Practices: The study integrates HRD practices such as leadership development workshops and flexible work policies to address the identified issues of job satisfaction and belonging. By combining these practices, the article demonstrates how HRD professionals can play a crucial role in supporting employee well-being, enhancing communication, and fostering a positive work culture. Focus on Employee Development: The article emphasizes the importance of investing in employee development through training, workshops, and cohort programs. By prioritizing the growth and skills enhancement of supervisors and staff members, organizations can create a supportive environment that promotes job satisfaction, collaboration, and a sense of belonging. This focus on employee development aligns with the core principles of HRD in nurturing talent and maximizing individual and organizational performance. Covid-19 Issues: The article addresses the impact of the COVID-19 pandemic on workplace dynamics, particularly the shift towards flexible work arrangements and the challenges faced by organizations in maintaining job satisfaction and a sense of belonging among employees. By focusing on a timely and relevant issue, the article provides insights into how HRD practices can adapt to changing work environments and employee needs. The article "Improving Job Satisfaction and Belonging Through Flexible Work and Leadership Cohorts" advances HRD by addressing issues like: d. understanding the topicintegrated: ARTICLE BY SCHEIDE MILLER AND GIBLIN
1 2 3 Flexible work arrangements: Flexible work styles or what some people refer to as the new normal due to the COVID-19 pandemic has called for more flexible working arrangements at the workplace. This article focuses on flexibility at the workplaces and its effects on job satisfaction and organizational membership in relation to the present trend of supporting work to family balance and advertised employee well-being. Leadership development: The modelling on leadership cohorts and training supervisors to endorse flexible work adequately fits with the renewed focus on leadership development in HRD. Organizational support is another essential factor in formulating the successful organizational culture wherein employees will enjoy their jobs and feel valued in their workplace. Employee retention: For the purpose of staff retention the article underlines the need to increase levels of job satisfaction. As the job market is inclined towards competitiveness, organizations are increasingly focusing more on talent management; thus, initiatives to increase job satisfaction and relatedness are critical in the present-day business environment. ARTICLE BY SCHEIDE MILLER AND GIBLIN E. Appropriate article clarification: 4 Interdisciplinary collaboration: This article supports the integration of the HRD and HRM in the formulation of sound policies and training frameworks. This is in line with the current market focus of expanding collaboration between the HR functions and other company functions to solve multifaceted organizational issues.
The study’s conclusion highlights the connections between flexible work settings, supervisor support, belonging, and job happiness. It draws attention to how leadership development programs and cohort conversations can improve employees’ sense of purpose and job satisfaction. According to the research, continuing leadership development programs can be an effective way to boost employees’ sense of purpose and job happiness. Through prioritizing components like inclusive leadership methodologies, proficient communication, and collaborative teamwork, establishments can establish a nurturing workplace environment that fosters staff satisfaction and loyalty. Overall, the study emphasizes how crucial it is to fund training and development programs in order to raise employee sense of belonging and enhance job happiness. ARTICLE BY SCHEIDE MILLER AND GIBLIN f. conclusion
References Deci, E. L., & Ryan, R. M. (2008). Self-determination theory: A macrotheory of human motivation, development, and health. Canadian Psychology, 49(3), 182–185. Miller, C., & Giblin, J. (2023). Improving Job Satisfaction and Belonging Through Flexible Work and Leadership Cohorts. Advances in Developing Human Resources. https://doi.org/10.1177/15234223231212675
Thank you for reading. Sincere thanks and best wishes!