Effort, Satisfaction and Outcomes in Organisations

Authored by Marta Posada, Celia Martin-Sierra, Elena Perez

Date Published: 2017

DOI: 10.18564/jasss.3418

Sponsors: No sponsors listed

Platforms: NetLogo

Model Documentation: ODD Flow charts Pseudocode

Model Code URLs: Model code not found

Abstract

In this paper, an agent-based model of bounded-rational agents, who adapt both their effort intensity (by the interaction with other employees) and their stay-on-the-job-intention (by the alignment of their personal values with the Human-Resource Management (HRM) practices implemented by the organisation), is proposed. Our aim is to analyse: (i) the emergence of an organisational culture and its relationship with both formal organisational structures and employees' effort-behaviours; (ii) the increase of organisational performance by retaining valuable-performance employees whereas poor-performance employees are dismissed. We have obtained that: (i) Some possible combinations of both employees-effort behaviours and formal organisational structures can favour the emergence of organisational cultures more than others; (ii) The interaction between employees within matrix structures (balanced or strong) with a democratic team leadership favour the emergence of organisational cultures; (iii) High-effort managers are relevant for the emergence of high-performance organisational cultures; (iv) Turnover (voluntary or involuntary) affects the emergence of organisational culture negatively. We conclude that the main challenge is ``to retain high effort managers by adapting the set of HRM practices to them{''}.

Tags

Agent-based models Performance Satisfaction Metaanalysis Turnover Effort Organisational culture Human resource management practices