Exploring Emerging Trends and its Effects on Organizational Behavior: An Annotated Bibliography (Annotated Bibliography Sample)

Emerging Trends in Organizational Behavior
Student’s Name
Institutional Affiliation
Course Name and Number
Instructor’s Name
The Date
Emerging Trends in Organizational Behavior
Aizza Anwar, A. W., Shakeel, K., & Hassan, S. S. (2018). Impact of intrinsic and
Extrinsic motivation on employee retention: A Case from the
Call center. International Journal of Academic Research in Business and Social Sciences, 8(6).
Aizza Anwar et al. view the ubiquitous use of intrinsic rewards as an emerging trend in organizational behavior. They claim that companies that prioritize intrinsic rewards have excellent rates of retention because such practices boost employee job satisfaction. The article focusses on two primary types of intrinsic motivation: job security and empowerment. It urges managers to introduce employment contracts and develop labor policies that impede arbitrary dissolution to promote retentive behaviors. Intrinsic motivation is, therefore, a key trend in organizational behavior.
The article provides relevant information that I can include in my final research because it examines unique forms of intrinsic rewards or motivators such as job security and empowerment, that managers give less attention to compared to extrinsic rewards. Hence, this article is a reliable source of information for my related study.
Cho, Y. J. & Perry, J. L. (2012). Intrinsic motivation and employee attitudes: Role
Of managerial trustworthiness, goal-directedness, and extrinsic
Reward expectancy. Review of Public Personnel Administration, 32(4), 382-406.
Cho and Perry suggest that intrinsic motivation positively changes employee’s attitudes towards their leaders, jobs, and organizations. They argue that one can measure the impacts of intrinsic rewards on people’s attitudes through turnover and retention rates. The article examines managerial trustworthiness as an intrinsic motivator that positively affects employee attitudes. Therefore, Cho and Perry, in their report, underscore the need for trustworthy management in maintaining highly motivated and productive staff.
The article is overly insightful and supports my research topic because it studies managerial trustworthiness as an emerging trend in organizational behavior and its role in transforming the attitudes of workers in ways that are beneficial to a firm.
Kuranchie-Mensah, E. B., & Amponsah-Tawiah, K. (2016). Employee motivation and
Work performance: A comparative study of mining companies in Ghana. Journal of Industrial Engineering and Management (JIEM), 9(2), 255-309.
Kuranchie-Mensah and Amponsah-Tawiah perform an exploratory design to obtain data from workers from gold mining corporations in Ghana on the role played by intrinsic motivation in improving the quality of performance. The article views intrinsic motivators as non-monetary rewards such as praising employees and recognizing their hard work that motivates staff and drives excellent performance. The results of the study indicate that intrinsic rewards increase job satisfaction, heighten loyalty among employees because they feel appreciated in their places of work, and also boosts their productivity.
The article is handy because it studies the way intrinsic rewards affect the performance of a diverse class of workers and will allow me to assess whether these rewards affect employees the same way, despite their demographics.
Itri, J. N., Bruno, M. A., Lalwani, N., Munden, R. F., & Tappouni, R. (2019). The
Incentive dilemma: Intrinsic motivation and workplace performance. Journal of the American College of Radiology, 16(1), 39-44.
Itri el al. emphasizes the significance of effective incentive plans in promoting retentive behaviors among highly-skilled radiologists in the U.S. They argue that people are more inclined to retain rewarded behavior because they become learned dispositions over time that stick even in the absence of motivators. The authors argue that intrinsic rewards act as positive reinforcements that make employees more satisfied, and engaged, and allows them to feel self-driven, factors that promote mastery and expertise.
The article is relevant to my research because it examines the role motivators play in promoting positive organizational behaviors, just like my research topic. It is also useful because it integrates relevant theories such as the theory of behaviorism and B.F. Skinner’s reinforcement theory, approaches that will enable me to develop more credible arguments.
Malik, R., & Ravinder, K. A. U. R. (2017). Emerging trends in organizational behavior: A perspective. International Journal of Research in IT and Management, 7(2), 10-20.
Malik and Ravinder underscore the significant transformations that have occurred in organizational structure, operations, and people due to the manifold of challenges present in the contemporary business environment. The authors underpin the customization of employee experiences as an emerging trend in Organizational behavior (OB). They claim that individualization has become a key priority in corporations because it is one of the main factors promoting employee satisfaction and retention. According to this article, companies can customize their workers’ experiences by encouraging self-expression, maintaining an ethical culture, and using intrinsic rewards such as recognizing the hard work, commitment, and efforts of their employees. Therefore, Malik and Ravinder’s study is useful because it examines emerging trends in OB and sheds light on the steps that companies can take to integrate these trends into their current practices.
The article is a reliable source of information for my research paper because it addresses emerging trends in OB and specifically, the way corporate heads can tailor their operations to the individual needs of their staff. It also expounds on the impacts of the trends on employee attitudes, loyalty, productivity, and performance. Hence, the article will provide valuable insight into this area of research and enable me to conduct a thorough analysis of the topic.
Putra, E. D., Cho, S., & Liu, J. (2017). Extrinsic and intrinsic motivation on
Work engagement in the hospitality industry: Test of motivation
Crowding theory. Tourism and Hospitality Research, 17(2), 228-241.
Putra et al. argue that an engaged workforce is a key to organizational success. They emphasize the vitality of intrinsic motivation in the hospitality industry because workers perform more complex tasks such as direct communications with clients and face multiple changes such as low wages, compared to other workers in different sectors. Putra et al. use questionnaires to obtain data regarding the effectiveness of intrinsic motivators and find that workers are more engaged in their workplaces and display much positivity towards their work when intrinsically motivated.
The article would support my research because it examines the impacts of intrinsic factors on professionals working under the hospitality management and would allow me to conduct an in-depth analysis of the effects of these motivators on professionals across different industries.
Shahzadi, I., Javed, A., Pirzada, S. S., Nasreen, S., & Khanam, F. (2014). Impact
Of employee motivation on employee performance. European Journal of
Business and Management, 6(23), 159-166.
Shahzadi et al. acknowledge that the only way to retain hard work and excellent performance is through intrinsic motivation. Intrinsic motivators make individuals self-driven because internal factors drive them as opposed to external ones. The authors perceive training as an intrinsic motivator because it results in satisfaction, boosts working morale, promotes hard work, and allows individuals to perform impeccably. Training is thus, an intrinsic motivator that enables organizations to retain top-notch performers.
The article is relevant for my research because it examines training a special type of intrinsic motivator that compels people to work exceptionally hard, gain interest in the assigned tasks, and retain optimum levels of productivity.
Singh, R. (2016). The impact of intrinsic and extrinsic motivators on employee
Engagement in information organizations. Journal of Education for Library