Journal articles on the topic 'Motivational potential of organizational culture'
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Copuš, Lukáš, Helena Šajgalíková, and Emil Wojčák. "Organizational Culture and its Motivational Potential in Manufacturing Industry: Subculture Perspective." Procedia Manufacturing 32 (2019): 360–67. http://dx.doi.org/10.1016/j.promfg.2019.02.226.
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Sultanova, Faniya R., and Anna B. Leonova. "THE ROLE OF INDIVIDUAL FACTORS IN ASSESSING THE ATTRACTIVENESS OF ORGANIZATIONAL CULTURE." Moscow University Psychology Bulletin, no. 2 (2021): 123–41. http://dx.doi.org/10.11621/vsp.2021.02.07.
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Relevance. Recruitment and organizational culture can be important strategic resources for retaining the most promising employees and reducing organizational turnover. The purpose of the work is to search for predictors of the organizational culture’ attractiveness among individual factors of personnel with access to forecasting staff turnover. Methods and sampling. A comprehensive study of employees of three industrial enterprises was conducted. A total of 131 people, 105 men and 26 women, took part in the study. The package of standardized methods included: “Questionnaire for assessing subjectively important performance characteristics”, “Career anchors”, “Diagnostics of the motivational structure”, “Attractiveness of organizational culture”, “Assessment of the subjective attitude to organizational culture” . Results. The result of statistical analysis was received four factor structure of the organizational culture’ attractiveness: motivational factor, communicative interaction, stable operation and the uncertainty. The contribution of employees’ individual factors for assessing the organizational culture’ attractiveness of industrial enterprises was revealed. In order to reduce the potential employees’ turnover, it is necessary to select personnel with attitudes to the balance of personal and professional life and without a motivation for management. The organizational culture should be focused on providing conditions for sustainable functioning — working hours, wages, working conditions. These factors are crucial for making a decision to leave the organization. Conclusions. The data obtained in our study can be useful for HR managers and managers of industrial organizations. They can influence the employees’turnover by changing the organizational culture or selecting personnel with certain motivation.
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Austen, Agata, and Bogna Zacny. "The role of Public Service Motivation and Organizational Culture for Organizational Commitment." Management 19, no. 2 (December 1, 2015): 21–34. http://dx.doi.org/10.1515/manment-2015-0011.
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SummaryThe aim of the our paper is to discuss the relationships between organizational culture, Public Service Motivation (PSM) and organizational commitment (OC). On the basis of literature review we formulated hypotheses presenting potential relationships between mentioned constructs. We propose that there is a mutual influence between PSM and organizational culture and that organizational culture moderates the influence of Public Service Motivation on organizational commitment. Due to the presence of variables on different levels of analysis, we also discuss some issues of multilevel approach.
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Hamid, Mudasetia, and Zulkifli Zulkifli. "Pengaruh Penerapan Corporate Governance (GCG) Dan Budaya Organisasi Pengelola Zakat Terhadap Motivasi Pembayaran Zakat Penghasilan Di DIY." Kajian Bisnis STIE Widya Wiwaha 26, no. 1 (January 30, 2018): 48–68. http://dx.doi.org/10.32477/jkb.v26i1.264.
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Zakat is a worship that has two dimensions of the vertical and horizontal, which is worship as a form of obedience to God (vertical) and as a duty to fellow human (horizontal). One of the large potential of zakat is zakat income. But so far zakat income has not been well managed including aspects of collection. This study was conducted to determine the effect of the application of the principles of good corporate governance and organizational culture on the motivation to pay zakat income in Yogyakarta Special Region. The result of t test on the variable of good corporate governance has an effect on the motivation of zakat payment of income, it is shown with tcount 3,063 with significance value 0,003. While the organizational culture variable is 2,800 with significance value 0,006. This test shows that the significance value <0.025. F test results on the concurrent effects of good corporate governance and organizational culture shows F count is 6.673 with a significance value of 0.002. This test shows that the significance value <0.05. This test shows that there is a positive influence of Good Corporate Governance and organizational culture on the Motivation of Zakat Payment “. R square value of 0.126 shows that about 12.6% of zakat payment motivation is directly influenced by good corporate governance and organizational culture. Keywords: good corporate governance, organizational culture, zakat income
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Thomas, David C., Stacey R. Fitzsimmons, Elizabeth C. Ravlin, Kevin Y. Au, Bjørn Z. Ekelund, and Cordula Barzantny. "Psychological Contracts across Cultures." Organization Studies 31, no. 11 (November 2010): 1437–58. http://dx.doi.org/10.1177/0170840610380811.
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This paper explores the relationship between national culture and individuals’ psychological contracts. Predicted relationships were drawn from prior theory that identified cognitive and motivational mechanisms through which culture manifests its influence. The dominant forms of psychological contracts were evaluated against predictions based on the national-level cultural values of vertical and horizontal individualism and collectivism in four countries. Results of interviews with 57 participants indicated that French interviewees (vertical individualist) described their psychological contracts as primarily exploitive, Canadians (horizontal individualist) as primarily instrumental, Chinese (vertical collectivist) as primarily custodial and Norwegians (horizontal collectivist) as primarily communitarian. Exploration of the conditions under which patterns deviated from those predicted by the theory indicates potential areas for future theoretical development.
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Грачев, А. А. "BASIC REQUIREMENTS OF THE VUCA-ENVIRONMENT FOR EMPLOYEE COMPETENCE." Институт психологии Российской Академии Наук. Организационная психология и психология труда, no. 3() (October 9, 2020): 120–36. http://dx.doi.org/10.38098/ipran.opwp.2020.16.3.006.
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Обсуждается общая компетентность работника, соответствующая требованиям VUCA-среды. Обосновано, что требованиям этой среды больше всего соответствуют рыночный и адхократический типы организационной культуры. Наиболее значимы в этих типах культур профессиональные, управленческие и командные компетентности, сочетающиеся с мотивационным ядром VUCA-компетентности, имеющем преимущественно самоактуализационный характер. Приведены результаты эмпирического исследования представлений рядовых работников и руководителей среднего звена, которые говорят о том, что: а) мотивационный VUCA-потенциал в портрете идеального работника выражен значимо больше, чем у типичного, б) руководители видят в типичном работнике существенно более высокий VUCA-потенциал, чем рядовые работники. Намечены практические приложения, состоящие в формировании и развитии этих компетентностей в интересах работника и организации. The general competence of the employee that meets the requirements of the VUCA-environment is discussed. It is proved that the market and adhocratic types of organizational culture meet the requirements of this environment most of all. The most significant in these types of cultures are professional, managerial and team competencies, combined with the motivational core of VUCA-competence, which is mainly self-actualization. The results of the empirical study of the views of ordinary workers and middle managers who say that a) motivational VUCA-potential in the portrait of the ideal worker expressed significantly more than the typical, b) the managers see in a typical worker is substantially higher VUCA-potential than ordinary workers. Practical applications are outlined, which consist in the formation and development of these competencies in the interests of the employee and the organization.
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Cherep, Oleksndr, Viktoriia Tomareva-Patlakhova, and Olena Kabanova. "ASSESSMENT AND RESERVES FOR INCREASING LOYALTY OF ENTERPRISE STAFF." Herald of Khmelnytskyi National University 294, no. 3 (March 2021): 316–22. http://dx.doi.org/10.31891/2307-5740-2021-294-3-52.
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The article deals with the level of loyalty of the personnel of construction enterprises. The comprehensive methodology. recommendations for its improvement are developed. The comprehensive methods include the following methods: assessing staff turnover, determining the degree of team cohesion, assessing the state of moral and psychological climate, determining the level of work discipline, assessing the level of motivation based on self-esteem and direct assessment of loyalty by L. Porter’s method “Organizational Loyalty Questionnaire” V. Dominyak. The base of the study was five enterprises of Zaporizhia, the main type of economic activity of which according to the NACE belongs to group 42.2 “Construction of communications”. Among the surveyed organizations were medium and small enterprises, the total number of employees of which was 487 people. The application of a comprehensive methodology for assessing the level of loyalty of construction personnel allowed to determine that the average corresponds to a satisfactory level, due to: the average level of group cohesion of labor collectives; unsatisfactory state of moral and psychological climate in small production groups; the absence of any programs at enterprises to ensure and improve labor discipline of staff; low level of motivational influence of organizational culture and the desire for self-realization of workers. Solving certain problems of the internal environment of enterprises will significantly increase the level of staff loyalty. The main directions of organizational change should be: conducting team-building activities; control and improvement of working conditions of staff; moral and material incentives for staff; analysis and forecasting of potential loyalty / disloyalty of new employees; development of a program for adaptation of new employees; development of methods of working with disloyal staff; development of a program for the development and improvement of professional competencies of staff; improvement and development of organizational culture of enterprises; formation of loyalty of the personnel of the enterprises through realization of the program of social responsibility.
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Chaubey, Akriti, and Chandan Kumar Sahoo. "Enhancing organizational innovation in Indian automobile industry." International Journal of Innovation Science 11, no. 1 (March 26, 2019): 82–101. http://dx.doi.org/10.1108/ijis-02-2018-0022.
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Purpose This study aims to focus on examining the impact of transformational leadership on employee creativity to enhance organizational innovation through mediating effect of intrinsic motivation and the moderating effect of organizational culture on the relationship between employee creativity and organizational innovation in Indian automobile industries. Design/methodology/approach Responses were collected from engineers, managers and R&D professionals from car manufacturing and R&D units from southern India through a structured questionnaire. The data were analyzed using IBM SPSS version 20. The validity of the constructs and the theoretical model were confirmed by applying structural equation modeling approach using IBM SPSS Amos version 20. Findings Empirical findings proved that transformational leadership has a positive effect on employee creativity, as mediated by intrinsic motivation. Studies also revealed that employees tend to exhibit higher creative potential when they are exposed to a higher degree of distinct shared assumptions, values and beliefs, which governs their behavior in an organization. Research limitations/implications As research was carried out in Indian automobile manufacturing and R&D units, it cannot be generalized across the broader range of sectors and international environment. Originality/value This research is unique in its attempt to empirically test the moderating effect of organizational culture in enhancing organizational innovation in Indian automobile industry.
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Burke, W. Warner, and George H. Litwin. "A Causal Model of Organizational Performance and Change." Journal of Management 18, no. 3 (September 1992): 523–45. http://dx.doi.org/10.1177/014920639201800306.
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To provide a model of organizational performance and change, at least two lines of theorizing need to be explored-organizationalfunctioning and organizational change. The authors go beyond description and suggest causal linkages that hypothesize how performance is affected and how effective change occurs. Change is depicted in terms of both process and content, with particular emphasis on transformational as compared with transactional factors. Transformational change occurs as a response to the external environment and directly affects organizational mission and strategy, the organization 's leadership, and culture. In turn, the transactionalfactors are affected-structure, systems, management practices, and climate. These transformational and transactional factors together affect motivation, which, in turn, affects performance. In support of the model's potential validity, theory and research as well as practice are cited.
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Deschamps, Carl, and Jan Mattijs. "Sustainable goal setting: a large-scale case in management practice." International Journal of Productivity and Performance Management 66, no. 8 (November 13, 2017): 1087–104. http://dx.doi.org/10.1108/ijppm-05-2016-0100.
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Purpose The purpose of this paper is to give evidence of effective, large-scale, and time-sustained goal setting through the use of performance indicators (PIs) in managing a fairly large and decentralized social-security organization, despite indications that the motivational effects of goal setting are hard to sustain in the long term. Design/methodology/approach The authors analyze five years of monthly organizational performance data across 30 regional offices and five activities to identify the links between PIs and productivity. Findings The authors identify correlations that demonstrate a cycle where low performance scores on indicators increase productivity in the next period, but high performance decrease it, thus renewing the cycle. Research limitations/implications While long-term gains in the productivity are not the direct product of goal setting, the close relationship between goals and productivity illustrates the motivational potential of communicable targets and close feedback that led to a culture of performance within the organization. Practical implications The case studied demonstrates how a performance management system can be designed and managed so that long-term fatigue is avoided while maintaining a dynamic workforce that adapts in the face of environment change by increasing its efforts as needed. Originality/value This paper answers a call to connect management control studies with managerial work done in practical settings.
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Panes, Ronie, and Ivy Galanta. "Determinants of Employee Engagement in a Tertiary Christian Institution in Mlang, North, Cotabato." Journal of Business and Management Studies 3, no. 2 (July 4, 2021): 12–18. http://dx.doi.org/10.32996/jbms.2021.3.2.2.
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Employee engagement and positive institutional outcomes are assumed to be linked in various fashions. Engaged employees play a key role in achieving organizational success and competitive advantage. Research shows that engaged employees are willing to work the extra mile, work with passion and feel a profound connection to their company, thereby driving innovation and moving the organization forward. This study aimed to assess employee engagement in a tertiary Christian Institution in Mlang, North Coatabato, regarding organizational motivation and discretion. It also aimed to determine the respondents' perception of the three identified employee engagement determinants: human resource management practices, psychological empowerment, and organizational culture. Moreover, it sought to determine the relationship between HRM practices, psychological empowerment, and organizational culture to employee engagement and finally, which among the three indicators significantly influence employee engagement. This quantitative study used descriptive correlation and 70 full-time personnel of the institution answered the adopted survey questionnaire derived from different authors. Results revealed that the respondents’ perceptions of the HRM practices, the organizational culture, and employee engagement were high. Apparently, all of the variables of HRM practices have significant relationships to employee engagement, whereas, in the psychological empowerment, only the impact was found to have a significant relationship to employee engagement. In terms of organizational culture, only achieving goals and cultural strength was found to significantly affect employee engagement. Lastly, findings revealed that only the performance evaluation, impact and cultural strength were found to be the significant determinants of employee engagement among the variables. The quality of employee engagement has the potential to increase employee productivity, work quality and retention significantly.
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Ho, Danny, Yan Xiao, F. Jacob Seagull, Amy Sisley, Richard Dutton, and Colin F. Mackenzie. "Handbooks or Mentors? the Role of a Resident Physician Manual in Resident Education." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 49, no. 16 (September 2005): 1474–77. http://dx.doi.org/10.1177/154193120504901603.
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Teaching hospitals with rotating residents face the challenge of training and orienting new personnel. We studied a pocket-sized resident manual used for meeting these challenges in a leading trauma center. This study examines motivations and barriers associated with adopting the resident manual through structured survey and semi-formal interview. Multiple factors shaped the use and effectiveness of the manual, including learning style, organizational culture, and specific usability issues. Findings suggest that organizational culture was the primary determinant of how the resident manual was used, as residents strongly favor attending physicians, fellows, and other residents as their first source of knowledge. Meanwhile, the small form factor of the resident manual afforded optimal accessibility as a quick reference source, but findings suggest enhanced searchability is necessary to realize the manual's full potential. Recommendations for future implementation strategies are made.
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Семенова and I. Semenova. "EMPIRICAL ANALYSIS OF THE IMPACT OF ORGANIZATIONAL ENVIRONMENT ON POTENTIAL OF PROACTIVE EMPLOYEE." Management of the Personnel and Intellectual Resources in Russia 6, no. 2 (May 4, 2017): 36–41. http://dx.doi.org/10.12737/25272.
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The ability and willingness of the employee consciously manage the quality of their potential and to initiate positive changes in the organization, contributing to its success, it stands a real driving force for development and sustained competitiveness of contemporary companies. In this regard, topical focus of research is the study of institutional mechanisms that ensure maximum disclosure of the potential of proactive employee (PPE) for the organization. The research methodology is based on the provisions of self-leadership and individual initiative concepts, the concept of self-organizing self-developing systems (2C-systems). Methods of study: a survey of employees of an international network of stores implementing perfumes, cosmetics brands in the city of Perm. Data were analyzed using PLS-analysis using SmartPLS program. Results. It was found that the most significant positive impact on the PPE to provide organizational leadership as the driving force of the professional activity of employees; system development and training as an opportunity for the formation of the unique competencies of employees; organizational culture of the company as a «translator» of the idea of creativity and initiative of employees. The smallest impact on proactive behavior of employees providing the organization’s management structure and motivation system. The results of this research can be used to monitor the internal environment and to identify organizational barriers to enterprising behavior of workers in the general staff, and specific target groups of employees.
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Etzkowitz, Henry. "StartX and the ‘Paradox of Success’: Filling the gap in Stanford’s entrepreneurial culture." Social Science Information 52, no. 4 (December 2013): 605–27. http://dx.doi.org/10.1177/0539018413498833.
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Stanford University’s legendary success in technology transfer, based upon a relatively small group of serial faculty entrepreneurs, masked unrealized potential residing in the underutilized inventions of less entrepreneurially experienced faculty and students. An optimum academic entrepreneurship and technology-transfer regime matches various levels of inventor interest and involvement with appropriate organizational competence and support. The ‘Paradox of Success’ is that great organizational success in licensing, or other activities, may reduce the motivation to further advancement, in the Stanford case, introducing support structures for research commercialization that are commonplace in aspiring entrepreneurial universities. Stanford had largely bought into an ideology of a self-organizing innovation ecosystem in Silicon Valley that implied lack of need for explicit entrepreneurial support structures on campus, such as incubator facilities. This belief inhibited policy intervention until a student-organized accelerator project actualizing underutilized entrepreneurial capacity demonstrated that a step change in promoting entrepreneurship at Stanford was necessary and feasible. Case studies based on archival and interview data show the development of Stanford’s entrepreneurial academic culture and university development strategy.
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Yair, Gad. "Culture counts more than money: Israeli critiques of German science." Social Studies of Science 49, no. 6 (September 24, 2019): 898–918. http://dx.doi.org/10.1177/0306312719878788.
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While economic investments and organizational reforms may support Germany’s scientific ambitions, its culture remains a significant influence on how those ambitions work themselves out. The study relied on interviews with 125 Israeli scientists and on responses of nineteen of their German collaborators to a questionnaire. Data analysis found four cultural priorities that – in the context of comparisons with Israeli scientific culture – respondents suggest cut short the potential of German science: privileging technology over meaning and insight, privileging hierarchy over creativity, privileging cosmos over chaos, and privileging German over English. Respondents suggest that these cultural priorities silence alternative points of view and censor young scientists, limit motivation and stifle imagination, preordain problem-solving orientations, and restrict communication flows. As they consider policy targets for 2020 and beyond, the new German government, foundation leaders, and scientists need to discuss those cultural challenges. The study calls for scholars in science and technology studies to pay more attention to national cultures as decisive factors in framing the limits and possibilities of science.
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Nazarian, Alireza, Rezvan Velayati, Pantea Foroudi, Dilini Edirisinghe, and Peter Atkinson. "Organizational justice in the hotel industry: revisiting GLOBE from a national culture perspective." International Journal of Contemporary Hospitality Management 33, no. 12 (October 25, 2021): 4418–38. http://dx.doi.org/10.1108/ijchm-04-2021-0449.
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Purpose Despite its significance, national culture is often underrepresented in the hospitality industry. Implementing tools such as the global leadership and organizational behaviour effectiveness (GLOBE), whilst valuable to a considerable extent, might induce false assumptions about the universality of managerial practices for hotels through purposefully ignoring the in-group variations within each cultural cluster. Because employees’ perceptions are deeply rooted in context-specific value systems, this study aims to challenge the tendency to adopt a globalized approach to leadership and management through investigating potential variations in employees’ perceptions in two countries in the south Asian cluster of the GLOBE. Design/methodology/approach Data were collected by using hard-copy and online convenience-sampling techniques from a sample of hotel employees and managers in Iran (392) and India (421). Structural equation modelling using AMOS 22 was adopted to test the hypotheses. Findings Both similarities and differences were observed between the Iranian and Indian contexts. The similarities confirm that GLOBE is correct to place them in the same regional cluster but the differences which relate to perceptions of organizational justice are also revealing. Whilst procedural justice affects organizational factors that influence employee motivation with the Iranian sample, distributive justice has no effect, whereas with the Indian sample these results were the other way around. Practical implications For scholars and practitioners, the authors show that organizational theories and concepts cannot necessarily be transferred from a Western context to other parts of the world without making adjustments for national culture and generalizations cannot even be made within regions of similar culture. For example, this study shows that in Iran organizational justice is perceived differently from how it is perceived in India. Originality/value This study extends the literature about the effect of national culture on the hotel employees’ cognitions and behaviours by shedding light on the divergence between countries within the same regional cluster in the GLOBE classification.
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Dukynaitė, Rita, and Modesta Baniulienė. "Links between the Organizational Culture and Strategy: the Case of General Education Schools of Kupiškis District." Pedagogika 109, no. 1 (March 26, 2013): 95–104. http://dx.doi.org/10.15823/p.2013.1838.
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Strategy becomes a matter of increasing relevance not only to researchers but also to practitioners and educational institutions. However, it stands as a relevant issue of the school’s activity direction for some of them with motivating to team up, plan the future of their school and act for this sake, while it comes for others as implementation of set regulations, time-waste and production of „papers“. This article analyses the links existing between culture and strategy of the school that are defined by studying research literature and identified through research conducted at general education schools of Kupiškis District. The aim of the article is to establish the link of the District’s schools connecting the school’s everyday life and strategic planning. Significance of the mutual impact of the relation between culture and strategy of the organisation is highlighted in the article. The analysis of the research data of general education institutions of Kupiškis District led to the finding: the links between culture and strategy of schools of the District are diverse; they vary from weak to strong.
However, the relation of any weight shows that well organised and targeted strategic activity of the school makes positive impact on school culture. Educators of the school with higher performance organizational culture improve psychological microclimate at school on their own, they feel greater freedom of wording personal opinion and they better fulfil their potential at work. Importance, relevance of this activity is not clearly realized in schools with weak performance organisational culture; insufficient motivation to contribute to this work, the lack of will and readiness to act is felt there.
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Zavrazhnyi, Konstyantyn Yu. "Economic Mechanism for Managing the Communication Business Process of Industrial Enterprises in the Context of Globalization." Mechanism of an Economic Regulation, no. 4 (2020): 63–73. http://dx.doi.org/10.21272/mer.2019.86.07.
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The paper provides a definition of the economic mechanism for managing the communication business processes of industrial enterprises in the context of globalization as a set of a system of relations, authorities, forms and methods of organization and operation, which are regulated by legal and other norms of activity and provide effective interaction in internal and external environments. This allows to deepen the understanding of the essence in the context of globalization under the orientation towards communication (we mean interaction first of all). The composition of the comprehensive economic mechanism for managing the communication business processes of industrial enterprises is studied. This mechanism includes organizational, economic, legal, political, technical and technological, market, production, social, motivational, adaptive and communication submechanisms. This allows further formalization of the process of elemental improvement of the communication business processes of industrial enterprises. The components of mechanism are detailed. In particular, the economic submechanisms include the mechanisms of profits distribution, economic stimulus, financial, equity, investment and reinvestment in development and other mechanisms. The legal submechanisms include the mechanisms, which govern communication and professional legal relations. Organizational submechanisms include structural mechanisms, administrative and information mechanisms that ensure the development and modernization of communication activities at the enterprise, its information security. Political submechanisms include mechanisms of information policy, social and economic policy and foreign economic policy. Market submechanisms include the ones of market competition, demand and supply, etc. Social submechanisms include the ones of transparency of doing business, social responsibility, social and psychological impact, etc. Production submechanisms include the following ones: resource, implementation of new types of software and hardware and other. Technical and technological submechanisms include the ones of scientific and technological progress, technological updates. Motivational submechanisms include the mechanisms of material and non-material incentives of personnel. Adaptive submechanisms are the submechanisms of innovative development (including implementation of innovations in information field), managing the personnel potential, etc. Communication submechanisms include the ones of information-and-analytical activities (including research conducting); external communications (including the system of integrated communications tools, modern telecommunications and communications facilities); internal communications (including creating corporate culture). Key words: economic mechanism, submechanisms, management, communications, business processes, industrial enterprise.
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Jamai, Kaoutar, Ali Abidar, Hans De Steur, and Xavier Gellynck. "Assessing Firm Readiness to Adopt Cluster-Based Innovative Projects: A Segmentation Analysis." Sustainability 14, no. 2 (January 14, 2022): 947. http://dx.doi.org/10.3390/su14020947.
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As innovation has garnered substantial attention on corporate success and sustainability, organizations must evaluate internal contexts to determine potential innovative practices and benefits. Firms need to investigate the determining factors of innovation preparedness as organizational innovation practices are catalyzed through internal elements. This study evaluates small and medium firms’ readiness to adopt and execute collaborative innovative projects within a future cluster and its impacts on organizational advantages, intentions, and attributes. Thereby, three dimensions were considered in examining organizational preparedness, namely, climate, culture, and motivation. A total of 70 firms operating in the labeled agri-food sector in Morocco were interviewed and homogenously classified using integrated hierarchical and non-hierarchical algorithms, following a segmentation approach. Three segments were identified, stressing the degree of organizational readiness to undertake innovative projects within future service clusters. The segments varied according to the firm’s sub-sector, experience, and resources. Considering the association of readiness with benefits and practical aims, the results broaden firm preparedness understanding to adopt innovative projects. The results also illustrate the relevance of adapting both innovative and beneficial project arrangements for firms with minor to moderate experience while addressing current issues across different segments.
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Demuz, Inna, Alla Zlenko, and Оlena Isaikina. "Formation of corporate culture: world experience and Ukrainian realities." University Economic Bulletin, no. 40 (March 1, 2019): 77–85. http://dx.doi.org/10.31470/2306-546x-2019-40-77-85.
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Relevance of research topic. Modern business conditions help to consider the concept of «corporate culture» as one of the main elements of staff management system. The corporate culture is of great importance today as a set of features that determine the individuality of each organization. Organization culture is a system of values, a philosophy shared by all employees of the organization. The philosophy of the organization is made clear to all workers of the tradition, symbols, rituals, legends, which they are guided in everyday activities by virtue of their inner conviction. Ingredients of the organization's culture are the names of the brands of products it produces and the social contacts of employees outside of it (unions, sports teams, etc.). Formulation of the problem. It is impossible to ensure the profitability and success of the organization, relying solely on economic interest and neglecting the potential of cultural capital, the degree of penetration of which in the managerial and economic sphere determines the speed and quality of the organization's movement to a new cycle of development. Corporate culture includes issues of motivation of staff, spiritual and material life of the collective, style of management, influence of the leader's personality, moral standards and material values. Implementation and observance of the principles of corporate culture will make it an effective tool for staffmanagement, preserve the unity in the organization, which in the future will have a beneficial effect on the development of the organization's culture. Analysis of recent research and publications. This problem has become the object of study of a number of researchers. In particular, the scientific works of Apostoliuk O., Balyk O., Bezzemelna T., Hryhorieva O., Zhuk V., Zelena M., Lomachynska I., Malaschenko V., Marynova S., Melnyk P., Skobtseva A., Tarasova O., Fischuk N., Khymych I., ShyshkovaH. and others deserve attention. Identification of unexplored parts of the general problem. At the same time, the problem of the influence of international experience on the formation of the corporate culture of domestic enterprises requires a more detailed study, which determines the relevance of further research in this area. Setting a task, objectives of the study. The purpose and tasks of writing the article is to study examples of successful world corporate cultures, to study the attitude towards corporate culture in Ukraine, further improve the processes of forming the corporate culture of Ukrainian enterprises taking into account the national character. Research methodology. During the writing of the article were used methods of analysis and synthesis, the system approach, statistical analysis, generalization and structuring. Presentation of the main research material. The article analyzes the attitude towards corporate culture in Ukraine, factors of the introduction and functioning of the corporate culture, its typology, determines the reasons for the unsatisfactory state of implementation of the national corporate culture, identifies the best examples of the corporate culture of domestic enterprises. The field of application of results. The research results can be applied in the process of forming the corporate culture of a modern enterprise. Conclusions. Thus, the key factors to be taken into account when forming a corporate culture should be: national features, with their negative and positive characteristics, the need to upgrade the top management through the creation of motivational systems and conditions for the career development of young qualified professionals, the need to improve economic methods management.
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Wong, Leslie P. "Systems Thinking and Leadership." Clinical Journal of the American Society of Nephrology 13, no. 4 (March 22, 2018): 655–62. http://dx.doi.org/10.2215/cjn.09740917.
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Infections are the second leading cause of death for patients with ESKD. Despite multiple efforts, nephrologists have been unable to prevent infections in dialysis facilities. The American Society of Nephrology and the Centers for Disease Control and Prevention have partnered to create Nephrologists Transforming Dialysis Safety to promote nephrologist leadership and engagement in efforts to “Target Zero” preventable dialysis infections. Because traditional approaches to infection control and prevention in dialysis facilities have had limited success, Nephrologists Transforming Dialysis Safety is reconceptualizing the problem in the context of the complexity of health care systems and organizational behavior. By identifying different parts of a problem and attempting to understand how these parts interact and produce a result, systems thinking has effectively tackled difficult problems in dynamic settings. The dialysis facility is composed of different physical and human elements that are interconnected and affect not only behavior but also, the existence of a culture of safety that promotes infection prevention. Because dialysis infections result from a complex system of interactions between caregivers, patients, dialysis organizations, and the environment, attempts to address infections by focusing on one element in isolation often fail. Creating a sense of urgency and commitment to eradicating dialysis infections requires leadership and motivational skills. These skills are not taught in the standard nephrology or medical director curriculum. Effective leadership by medical directors and engagement in infection prevention by nephrologists are required to create a culture of safety. It is imperative that nephrologists commit to leadership training and embrace their potential as change agents to prevent infections in dialysis facilities. This paper explores the systemic factors contributing to the ongoing dialysis infection crisis in the United States and the role of nephrologists in instilling a culture of safety in which infections can be anticipated and prevented.
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Axenova, Ekaterina D., Anjelika A. Kuznetsova, Anastasia T. Axenova, and Natalia A. Budanova. "COGNITIVE AND COMMUNICATIVE POTENTIAL OF COMPLEX CONDITIONAL SENTENCES IN THE NEWSPAPER LANGUAGE." Sovremennye issledovaniya sotsialnykh problem 13, no. 4 (January 31, 2022): 380–90. http://dx.doi.org/10.12731/2077-1770-2021-13-4-380-390.
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The article is devoted to the study of cognitive and communicative capabilities of complex conditional sentences functioning in the language of modern mass media.
The aim of the study is to analyze the semantic and pragmatic functions of complex conditional sentences with the conjunction if, actively participating in the syntactic organization of the journalistic text.
To implement the aims and objectives of the work, contextual analysis, continuous sampling method for the selection of practical material, as well as descriptive method were used.
The results of the study. A complex conditional sentence is capable of reflecting in its semantic structure the nature of the communicative and cognitive goals of a particular text. The features of the functioning of complex conditional sentences in the texts of the newspaper are determined by the implementation of 2 main functions: messages and impacts. In informative genres, sentences are often used in which the situation of an alternative development of events is verbalized and a predictive mode is implemented. The subject of speech presents 2 versions of possible events (conditions and consequences), and both of them are equal. This is the so-called “strong alternative”. In newspaper reports, the second link of the alternative is normally presented in the form of a parallel opposed structure, which allows us to conclude about the text-forming functions of these complexes. Complex conditional sentences with deontic incentive modality are “fixed” to advertising texts. Such constructions directly appeal to the reader, affect their consciousness and behavior. The study of semantic and functional features of conditional constructions in newspaper texts has shown that complex conditional sentences as a unit of cognitive-communicative level serves as a sufficient context for identifying specific features of the sphere of communication. The modern reader is under constant communicative influence, as evidenced by the expansion of advertising texts in which complex conditional sentences with motivational modality are implemented.
The scope of the results. The results of the work can be useful in the development of lectures and seminars on linguistics, stylistics and culture of speech.
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Nemarumane, M., and C. Mbohwa. "Reengineering a Workplace to Improve Layout: A Study of a South African Design Studio." Advanced Materials Research 367 (October 2011): 293–99. http://dx.doi.org/10.4028/www.scientific.net/amr.367.293.
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This paper focuses on the redesign of the No-Limits Design Studio’s layout with a view to improve its organisational efficiency and effectiveness. It was found that the studio’s existing layout resulted in employee stress, low employee motivation, low customer satisfaction, and also to employees not performing at their full potential. Data were collected using interviews, to reveal the problems that existed within the studio from both the customers’ and employees’ viewpoints. Non-participatory observations were also conducted and these focused mainly on the studio’s daily operations and activities over a period of one year through action research methods involving on-the-job experiential learning. The study demonstrated that, for an organizational layout to be effective, the organization has to plan the desired layout, implement the layout according to the plan and integrate it to form part of the organization’s culture. It was found out that the studio should redesign its layout, focus on the motivation of employees and improve conflict management strategies in order to improve its organizational capabilities.
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Raeisi, Soheila, Nur Suhaili Ramli, and Meng Lingjie. "A Systematic Review of the Influence of Internal Marketing on Service Innovation." Journal of Risk and Financial Management 13, no. 9 (September 11, 2020): 207. http://dx.doi.org/10.3390/jrfm13090207.
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This paper aims aimed to present the trends of the literature review in internal marketing and service innovation between 1990 and 2016. The significant reason to conduct this research is that significant variables of internal marketing to link with service innovation are not clearly defined. This research yielded 22 systematic reviews of articles in the Scopus library and adopted a thematic analysis to analyze the data collected. This study provides provided answers to research questions by elaborating on overall trends, objectives, theoretical framework, methodologies, and potential variables that strongly connect between internal marketing and service innovation. While sample sizes are limited to this paper, it suggests suggested fruitful recommendations for future research to overcome this limitation. This research has had two practical implications for managers to redefine their roles and the relationship between members of the organization and to help managers and the firms to consider internal marketing efforts towards motivation, organizational culture, and organizational learning.
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Roberts, Ruby, and Rhona Flin. "The psychological factors that influence successful technology adoption in the oil and gas industry." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 63, no. 1 (November 2019): 1183–87. http://dx.doi.org/10.1177/1071181319631105.
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To ensure that the full potential of innovative technology is maximised, it is crucial to understand the psychological factors that influence technology adoption in all industrial consumers. The oil and gas (O&G) industry exemplifies industrial consumers’ reluctance to adopt new technology. Our critical incident interviews identified the key psychological factors that influence technology adoption in the O&G industry. These were personality (innovativeness and risk aversion), attitudes (trust, motivations, “not invented here” syndrome and “engineering mindset”), social (subjective norms and self-image), cognitive (risk perception, uncertainty and familiarity, expertise, and previous experiences) and organizational level factors (leadership, management, organisational culture, adoption culture, and rewards system). In combination with future case studies, these results can be used to develop interventions that support the successful introduction and acceptance of new technology not only in O&G but in other high-risk sectors.
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Saloid, N. V. "Personnel management of construction companies." Ways to Improve Construction Efficiency 2, no. 47 (January 29, 2021): 33–39. http://dx.doi.org/10.32347/2707-501x.2021.47(2).33-39.
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This article discusses the features of construction as an industry, identifies factors that affect the process of personnel management of construction companies in modern conditions. Differences in the organization of the construction process from the production process in other industries are identified, taking into account the specifics of innovative development of the construction industry and staffing requirements, taking into account trends in the industry. Trends in the labor market in construction are shown, foreign and domestic experience in the development of supply and demand in the labor market is analyzed, taking into account the requirements for education, age, level of training. It is concluded that the personnel management system of a modern construction company should take into account the peculiarities of the construction industry, its current problems and global trends in approaches to personnel management. It is determined that in modern conditions the personnel management system of the enterprise takes into account both material and moral motivation, the main components of the motivational process are analyzed, the influence of certain types of motivation on different groups of personnel. The article defines that currently the main component of personnel management of the enterprise is the creation of conditions for the expansion of knowledge, training, skills development and continuous development of employees. The growing role of knowledge in society, the development of science-intensive, intelligent technologies requires flexible and adaptive use of human resources of the construction company, increasing the creative and organizational activity of employees, the formation of a humanized organizational culture. In the conditions of market relations, introduction of new technologies into production, adequate methods of personnel development management, which are based on progressive approaches to the expansion of its competencies, acquire special significance. In view of this, in modern production there are problems of modernization of classical personnel management systems and the introduction of new management models focused on the continuous development of intellectual, cultural and creative potential of construction workers. From an economic point of view, the simultaneous influence of a number of factors on the development of personnel management creates certain contradictions. On the one hand, it is - reducing staff turnover, increasing the level of competencies, ensuring the growth of profits, on the other - significant costs for improving methods of personnel development management. This contradiction shapes the purpose and content of personnel development management tasks and approaches to solving them.
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Khoirunnisaa', Khoirunnisaa'. "Perilaku Individu dalam Lembaga Pendidikan Islam." An-Nuha : Jurnal Kajian Islam, Pendidikan, Budaya dan Sosial 8, no. 1 (July 7, 2021): 131–45. http://dx.doi.org/10.36835/annuha.v8i1.401.
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The study of aspects of human behavior in a particular group which includes aspects caused by the influence of organizations on humans as well as human influences on organizations including organizational behavior. There are two factors that influence individual behavior towards Islamic educational institutions, namely internal and external factors. Internal factors include heredity (heredity or innate). External factors include the environment, maturity or experience and education. While the individual behavior analysis variables include psychological, physiological and environmental variables. Psychological variables include perceptions, personality attitudes, learning and motivation. Physiological variables include physical abilities and mental abilities. And environmental variables include family, culture and social class. As an initial understanding to be able to understand individual behavior well, it is necessary to understand the characteristics inherent in individuals which include biographical characteristics, personality, perceptions and attitudes. The verses of the Qur'an relating to individual behavior form the basis that Islamic educational institutions have hinted that humans have positive and negative potentials in behavior, and in essence the positive potential of humans is stronger than their negative potential.
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Kiyani, Tayyaba, Sumaira Kayani, Saima Kayani, Iffat Batool, Si Qi, and Michele Biasutti. "Individual, Interpersonal, and Organizational Factors Affecting Physical Activity of School Adolescents in Pakistan." International Journal of Environmental Research and Public Health 18, no. 13 (June 30, 2021): 7011. http://dx.doi.org/10.3390/ijerph18137011.
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The purpose of this study was to explore individual, interpersonal, and organizational factors that may influence the physical activity of adolescents (ages 10–14) in Pakistani schools. A set of questionnaires that included individual, interpersonal, and organizational factors and PA behavior was completed by the 618 students selected from Pakistani schools. Stepwise forward regression model was applied to check the possible effects of multilevel variables on physical activity and to extract the stronger predictors. The results showed that physical activity was significantly predicted by individual level factors such as self-efficacy, motivation, and attitude. Among the demographic correlates, gender, age, and BMI did not affect physical activity, while socioeconomic status and geographic characteristics had a meaningful association with PA. At the interpersonal level, adolescents’ perception of family support had a potential influence on physical activity, while there was no impact of friends/peers and teachers support on adolescents’ PA. A school environmental characteristic, such as PA facility, was positively related to PA; however, the impact of PA equipment, safety, and policy and PA culture were statistically non-significant. The findings suggest that public health intervention strategies aimed at promoting PA in adolescents should recognize multiple levels of influences that may either enhance or impede the likelihood of PA among adolescents.
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Yu, Pei-Li. "Innovative culture and professional skills." International Journal of Manpower 38, no. 2 (May 2, 2017): 198–214. http://dx.doi.org/10.1108/ijm-10-2014-0214.
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Purpose The point of divergence for the authors’ analysis is the observation that research on the development of professional skills did not provide empirical support to a possible positive relationship between innovative culture and development of professional skills. The author believes that the injection of intervening variables has the potential to do just that. The purpose of this paper is to understand such contingencies through a developed moderated mediation model, which jointly examines supportive leadership as the mediating mechanism and individual power distance orientation as a moderator and to increase the theoretical validity and precision of investigating the development of professional skills. Design/methodology/approach The survey data were collected from 317 information technology (IT) professional technical engineers and their supervisors from high-tech sectors. The authors tested the hypotheses by hierarchical regression and followed Baron and Kenny (1986) instruction to examine our moderated mediation model. The authors used a series of confirmatory factor analyses (CFAs) to verify the constructs’ distinctiveness before testing the hypotheses was performed. Meanwhile, in order to test the mediating effect, the three-equation approach to testing mediation, as recommended by Baron and Kenny (1986), was used. Findings The strong support for schema theory in this study suggests that the development of professional skills can be notably promoted through a moderated mediation model which integrates the link between innovative culture and professional skills through the mediating effect of supportive leadership and the direct effects are mitigated by the moderating effect of individual power distance orientation. It highlights the importance of appropriately matching innovative culture and supportive leadership with the power distance orientation of employees. This universalistic organizational behavior approach has worked effectively in an Asian sample. Originality/value This study provides a better understanding of work motivation by showing that an employee uses schemas to interpret the relationships among perceived innovative culture, individual power distance orientation, supportive leadership and development of professional skills. This paper also illustrates how perceived innovative culture can act as an positive motivator to inspire IT technical engineers’ development of professional skills, and how individually held power distance orientation may positively or negatively influence the relationship between perceived innovative culture and supportive leadership. Hence, this study has extended the schema theory in organizations and informed the literature on supportive leadership.
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Popova, Svetlana V., and Mikhail V. Smolyaninov. "Use of linguistic and cultural materials to increase the level of motivation to learn a foreign language." Psychological-Pedagogical Journal GAUDEAMUS, no. 3 (2020): 57–62. http://dx.doi.org/10.20310/1810-231x-2020-19-3(45)-57-62.
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We considered the issue of the role of linguistic and cultural materials in the formation and development of a stable positive motivation for learning a foreign language. We disclosed the concept of “Linguistic and Culture Studies”, the connection between it and the formation of linguistic- and sociocultural competencies. We gave the main conditions to be met by a foreign-language text used as the main linguistic and culture material (authenticity, relevance, typicity). We also listed forms of working with trainees in which you can use linguistic and cultural materials. We highlighted the following organizational forms: individual, group, collective work. The focus is on considering not only lexical proficiency in the target language, but also the use of a foreign language as a means of intercultural communication. We disclosed the conditions of formation of socio- and linguistic-cultural competencies. The conclusion shows the overall outcome of the work and shows the advantages of classes, which include the linguistic and cultural aspect and, due to this, have great methodological potential, allowing you to build new models of classes that improve the quality of mastery of a foreign language. Such training contributes to the consolidation of subject-subject relations between the student and the teacher, establishing between them a real cooperation of equal partners in the pedagogical process.
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Afza, Mainuddin. "Superior-Subordinate Relationships and Satisfaction in Indian Small Business Enterprises." Vikalpa: The Journal for Decision Makers 30, no. 3 (July 2005): 11–20. http://dx.doi.org/10.1177/0256090920050302.
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This paper has used the hierarchy-based power system by French and Raven (1959) for researching the motivational potential in small business manufacturing enterprises. Studies in this area have been conducted but most of them are in the US, a country that is characterized by favourable demographic and other infrastructural environmental factors. However, this study used data from small business enterprises in India which is a fast developing economy though it does not yet have the logistics and the techno-economic infrastructure like the one in the US. One primary objective of this study was to see if the findings from an emerging economy are different from those of developed countries. Another objective was to get insights into the hierarchical motivation dynamics in the Indian enterprises. Indian environment is different from the US' in two important respects: the existence of high power-distance in the organizational hierarchies (as opposed to low power-distance in the US), and the market life cycle driven maturity level of Michel Porter's (1985) industry forces. The ultimate objective of this study was to investigate the relationship between bases of leader power and several criterion variables such as commitment, satisfaction, intent to leave, and compliance. Some of the findings of the study are as follows: The power bases are influential predictors in the US, a society that is characterized by high level of individualistic materialism, low power-distance, and strong entrepreneurial mental behaviour. In India, the power bases are likely to be even more influential because of the society's unique socio-cultural characteristics. India's social environment is high on power-distance that commands loyalty and possibly accountability in small business sector. The influence of Confucian philosophy and Gandhi's values are likely factors that differentiate India's culture base from that of the US. The results of this study are quite consistent with many of the findings of more recent studies done in the US. There were some differences between the findings of the present and other recent studies which may be attributed to the type of professionals who participated in this study and the socio-economic and power-distance driven cultural differences between the US and India. One important limitation of the present study is that the relationships discussed are correlational, not causal. Experimental studies are needed to investigate causal links between the bases of leader power and criterion variables. Moreover, further studies of superior-subordinate relationships and their effects on motivation and compliance using India's culture factors are needed to determine the relevance and applicability of US-based studies in India.
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Srinivasan, N. S., and G. Balasubramanian. "Strategic Thinking: A Neuronal Architectural View." Vikalpa: The Journal for Decision Makers 28, no. 4 (October 2003): 1–8. http://dx.doi.org/10.1177/0256090920030401.
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The customer-centric digital economy needs business leaders and strategic thinkers to develop a new skill-set of delving within the deeper regions of consciousness and precognize the evolving future in order to make critical decisions that will set the future direction of the organization. As change accelerates to a never before recorded level, sustaining the precognitive capability of collective intelligence of the organization is fast becoming a pre-requisite for survival in the context of hyper-competition. This capacity has to be learnt, understood, and successfully internalized in every strategic thinker. In a business environment where executive functions and passion- driven processes are given greater attention, the precognitive capability gradually begins to wane as either the need for catering to existing demand or anticipation for rewards or both become predominant drivers. This silent change is very slow, hidden, and is not noticed until strategic decisions begin to miscarry. Most of the time, the person's general behaviour could still be in confirmation with the culture of the organization, yet it is possible to identify minor anomalies that occur with a better understanding of how the neuronal circuitry is built in the brain and the underpinning motivational drivers that incite their change. New scientific evidence in the field of Cognitive Science gives us some pointers into hitherto enigmatic queries. The latest research in this field shows that it is possible today to decide on an individual's capability to deliver future results not merely based on past achievements but on his continuing ability to change based on underpinning motivational drivers. This paper presents a neuronal architectural framework to evaluate the future potential of a top management performer based on scientific evidence rather than depend on either the past performances or probability of future success without considering the individual's ability to align with the organizational bionetwork. The paper also addresses every CEO's cup of woe – motivating people to change and ensuring constant growth. Corporate training has to address the following three dilemmas: overcoming the problem of habituation activating the Supervisory Attentional System (SAS) ensuring that inputs given to each individual possess the appropriate degree of novelty and complexity.
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Коновалова and Valyeriya Konovalova. "HR-ANALYST: ACHIEVEMENTS, CAPABILITIES AND CONDITIONS OF USE." Management of the Personnel and Intellectual Resources in Russia 6, no. 1 (February 17, 2017): 5–11. http://dx.doi.org/10.12737/24683.
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The article deals with problems of HR analytics and its practical application to improve management decisions of individual and organizational performance. The results of Russian and foreign research on the current state of and prospects for the use of HR analysts are summarizes. The levels of HR analysts (from the drafting of HR-metrics to predictive modeling) are allocated, their characteristics are disclosed. The examples of the successful use of HR analysts in modern practice are given, special attention is paid to predictive analysts, the author highlights the potential benefits of organizing, its use for a wide range of tasks: forecasting staffing needs, forecasting staff turnover, improving recruitment, better interaction management talent, identifying the most valuable employees, corporate culture and management involvement, identifying key factors for motivation and success, increase staff productivity, increase efficiency of training and formation of competencies.
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Bychenko, Yu G., and T. M. Balandina. "Improving the Military Vocational Training of Cadets at Military Institute." Vysshee Obrazovanie v Rossii = Higher Education in Russia 28, no. 4 (April 21, 2019): 98–107. http://dx.doi.org/10.31992/0869-3617-2019-28-4-98-107.
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Military institutions are traditionally focused on the implementation of the classical, narrow form of educational development of professional knowledge and skills of cadets. In modern conditions, a transition is taking place to a broad system of professional development that determines the formation of a wide range of professional potential of future officers, the development of not only narrow professional knowledge and skills, but also potential abilities for active creativity, motivation for systematic collection, processing and use of new informational data. To study the factors of inhibition of the educational process in the modern military institute, the results of the sociological research “Social and Labor Development in the Assessments of Cadets of the Saratov Military Institute” are analyzed. This analysis shows that military vocational training is characterized by informational isolation, rigid administrative organizational educational culture. The latter leads to a discrepancy between the formally stated and necessary, as well as the actually emerging creative potential of cadets (graduates) of Russia’s military institutions. The military institute lacks free access to Internet resources, a significant part of the information flow of the external social environment. Administrative technologies of interaction between the teacher and the students prevail, there are no favorable conditions for creative self-realization, complex development of creative projects, self-development of the intellectual potential of cadets, the practice of including cadets in the system of tactical management and self-management, organizing their own leisure time is limited. In this regard, changes are necessary in two directions: 1) providing organizational and informational conditions and opportunities for the creative implementation of students, as well as stimulating creative educational, scientific, and self-governing leisure activities of cadets; 2) the formation of organizational structures that purposefully support and organize innovative, managerial and selfgoverning activities of cadets. It is necessary to form innovative values of the educational process, the creative interaction of students with teachers. It is important to focus the educational and scientific-educational process on the processing and formation of new knowledge, on the activation of the innovative potential of cadets, that is, on the development of abilities to implement innovations that ensure a qualitative increase in the effectiveness of the military-professional activity of actors.
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Mohammed, Denelle, Edrea Chan, Rezwan Ahmad, Aleksandar Dusic, Cheryl Boglarsky, Patrick Blessinger, and Rana Zeine. "Health implications of job-related stress, motivation and satisfaction in higher education faculty and administrators." Journal of Applied Research in Higher Education 12, no. 4 (December 5, 2019): 725–41. http://dx.doi.org/10.1108/jarhe-04-2018-0056.
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Purpose The purpose of this paper is to analyze job-related stress, motivation and satisfaction in higher education institutions, and assesses their implications on health in various industries including higher education. In total, 52 higher education faculty and administrators from institutions in more than 16 countries participated in the study that utilized the organizational surveys, Organizational Effectiveness Inventory® from human synergistics. Subgroup analysis was done to compare faculty and administrators; males to females, private, public, for-profit and not-for-profit institutions. Design/methodology/approach To assess health implications, 160 respondents employed in seven industries were surveyed using a custom medical/stress questionnaire to collect self-reported data on levels of job-related stress, motivation and satisfaction as well as the presence of several medical conditions, including myocardial infarction, stroke, angina pectoris/coronary heart disease, hypertension, gastro-esophageal reflux disease and diabetes mellitus. The results from each of the two surveys were statistically analyzed separately. Findings Results show undesirable levels of job-related stress, motivation and satisfaction in some segments of higher education employees; as well as associations between poorer health and high stress levels. The study established a potential justification consequently, the authors recommend organizational offerings of: stress relief programs; health fairs and health club memberships; stress management workshops; use of mobile apps for stress relief; job description reviews to eliminate work-related demands; changes to managerial styles that align with the culture of employees; re-evaluation of organizational structure; and enhanced communication amongst workplace management and employees. Research limitations/implications Limitations of this study include small sample sizes and the presence of confounding factors that were not considered. In addition, this study did not look into whether occupational position or occupational difficulty compromised the nature of work causing employees to experience lower levels of satisfaction, since the extent to which employees feel satisfied with their work may influence their physical well-being. Originality/value There are a number of factors that can affect employees with regards to medical illnesses in a job-related setting. There are three factors in particular that have been shown to negatively affect the health of employees: job-related stress; motivation; and satisfaction. These effects have not been studied in depth in faculty and administrators of higher education institutions, hence this study seeks to achieve that.
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Kumar, Kuldeep, Sukanto Bhattacharya, and Richard Hicks. "Employee perceptions of organization culture with respect to fraud – where to look and what to look for." Pacific Accounting Review 30, no. 2 (April 3, 2018): 187–98. http://dx.doi.org/10.1108/par-05-2017-0033.
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Purpose Recent research has confirmed an underlying economic logic that connects each of the three vertices of the “fraud triangle” – a fundamental criminological model of factors driving occupational fraud. It is postulated that in the presence of economic motivation and opportunity (the first two vertices of the fraud triangle), the likelihood of an occupational fraud happening in an organization increases substantially if the overall organization culture is perceived as being slack toward fraud as it helps potential fraudsters in rationalizing their actions (rationalization being the third vertex of the fraud triangle). This paper aims to offer a viable approach for collecting and processing of data to identify and operationalize the key factors underlying employee perception of organization culture toward occupational frauds. Design/methodology/approach This paper reports and analyses the results of a pilot study conducted using a convenience sampling approach to identify and operationalize the key factors underlying employee perception of organization culture with respect to occupational frauds. Given a very small sample size, a numerical testing technique based on the binomial distribution has been applied to test for significance of the proportion of respondents who agree that a lenient organizational culture toward fraud can create a rationalization for fraud. Findings The null hypothesis assumed no difference in the population proportions between those who agree and those who disagree with the view that a lenient organizational culture toward fraud can create a rationalization for fraud. Based on the results of the numerical test, the null hypothesis is rejected in favor of the alternative that the population proportion of those who agree with the stated view in fact exceeded the proportion of those who disagreed. Research limitations/implications The obvious limitation is the very small size of the sample obtained because of an extremely low rate of response to the survey questionnaires. However, while of course a much bigger data set needs to be collected to develop a generalizable prediction model, the small sample was enough for the purpose of a pilot study. Practical implications This paper makes two distinct practical contributions. First, it posits a viable empirical research plan for identifying, collecting and processing the right data to identify and operationalize the key underlying factors that capture an employee’s perception of organizational culture toward fraud as a basis for rationalizing an act of fraud. Second, it demonstrates via a small-scale pilot study that a more broad-based survey can indeed prove to be extremely useful in collating the sort of data that is needed to develop a computational model for predicting the likelihood of occupational fraud in any organization. Originality/value This paper provides a viable framework which empirical researchers can follow to test some of the latest advances in the “fraud triangle” theory. It outlines a systematic and focused data collection method via a well-designed questionnaire that is effectively applicable to future surveys that are scaled up to collect data at a nationwide level.
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Cho, Yonjoo, Jessica Li, and Sanghamitra Chaudhuri. "Women Entrepreneurs in Asia: Eight Country Studies." Advances in Developing Human Resources 22, no. 2 (February 26, 2020): 115–23. http://dx.doi.org/10.1177/1523422320907042.
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The Problem Asia as a research context is significantly different, in many ways, from Western contexts where a majority of studies on women in leadership have been conducted. First, traditional culture and religious beliefs in Asia dictate the inferior status of women in their daily lives. Second, women’s appointment to high-ranking leadership roles in Asia has been a continuing challenge. Third, many organizations in Asia remain as gendered workplaces where cultural, religious, and organizational constraints coexist. This special issue on women entrepreneurs in Asia, therefore, makes specific contributions to research on Asian women in leadership in the context of entrepreneurship. The Solution The purpose of this special issue is to investigate women entrepreneurs’ motivations, challenges, and opportunities in eight Asian countries (China, India, Indonesia, Japan, Korea, Malaysia, Thailand, and Vietnam). The special issue provides insights into developing the potential of aspiring women entrepreneurs who are set in rapidly developing Asian countries where traditional cultural and religious expectations and modernized values coexist. Despite challenges and difficulties that women entrepreneurs face, the opportunities that they create in business development can serve as a model for aspiring women entrepreneurs in Asia and other countries. The Stakeholders As women entrepreneurs’ challenges are of global interest, this special issue represents an effort to transcend national boundaries in understanding how to address the challenges they face. Scholars and practitioners who are interested in international Human Resource Development can better understand how Asia’s fast-growing economies and culture have influenced women entrepreneurs in positive and negative ways.
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Nguyen, Vivian M., Nathan Young, and Steven J. Cooke. "Applying a knowledge–action framework for navigating barriers to incorporating telemetry science into fisheries management and conservation: a qualitative study." Canadian Journal of Fisheries and Aquatic Sciences 75, no. 10 (October 2018): 1733–43. http://dx.doi.org/10.1139/cjfas-2017-0303.
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Telemetry studies have produced fundamental knowledge on animal biology and ecology that has the potential to improve management of aquatic resources such as fisheries. However, the use and integration of telemetry-derived knowledge into practice remain tenuous, so we surveyed 212 fish telemetry experts to understand existing barriers for incorporating telemetry-derived knowledge into fisheries management practices. We apply a sociological knowledge–action framework to structure the findings, which revealed four primary challenges to integrating telemetry findings into management: (1) the perceived uncertainties and unclear relevance of telemetry findings; (2) the underlying motivations and constrained rationalities of actors that can lead to inaction or suboptimal decisions; (3) the constraints of institutions, governance structures, and lack of organizational support, and (4) time and mismatches in scale, culture, and world views. On a more positive note, the relational dimension (collaboration, trust, and relationship building) appears to be important for overcoming and avoiding barriers. We further provide recommendations to navigate these perceived barriers and argue that these lessons also apply to other fields of applied ecology, conservation, and resource management.
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Scherrer, Pascal. "Tourism to serve culture: the evolution of an Aboriginal tourism business model in Australia." Tourism Review 75, no. 4 (February 14, 2020): 663–80. http://dx.doi.org/10.1108/tr-09-2019-0364.
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Purpose This paper aims to track the evolution of an innovative Aboriginal tourism business model with deliberate social and community enterprise objectives in a remote setting. Design/methodology/approach It adopts an in-depth exploratory case study approach to discover key characteristics of an emerging tourism enterprise. The qualitative data sources include publically available planning, promotional and organizational materials, in-depth interviews with key informants and on-site observations. Yunus et al.’s (2010) social business model provides the framework for the case analysis. Findings Findings highlight the gradual deepening of Indigenous engagement – from simply providing a place for a non-Indigenous tourism business – to running a fully Indigenous-controlled, staffed and themed on-country tourism business. Complementing existing non-Indigenous tourism experiences reduced the need for start-up infrastructure and market recognition, thus reducing business risk for the Traditional Owners. Despite substantial changes in the business structure in response to political and maturation factors, the core motivations seemed to remain strong. The business model facilitates value creation to stakeholders in varying ways. Research limitations/implications The contextual nature of Indigenous tourism reflects limitations of qualitative case study methodology. Practical implications The resulting business model provides a contextually appropriate structure to engage in tourism for achieving cultural and societal goals. It mitigates against the identified risk of low market demand for Indigenous tourism experiences by connecting with established non-Indigenous tourism products, while also allowing for product offering independent thereof. Social implications Social benefits are high and have potential for replication in similar contexts elsewhere. Originality/value The paper contributes to the emerging research on culturally appropriate business models in Indigenous tourism contexts and validates a strategy to overcome low demand. It offers a model that for the tourist facilitates a sustainable experience which enables co-production while for the hosts fosters community resilience, intergenerational learning and improved livelihoods. The case highlights opportunities for further research into the interrelationship, dependencies and thresholds between the social and economic profit equations, particularly in the context of the culture conservation economy.
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Diamantidis, Anastasios D., and Prodromos Chatzoglou. "Factors affecting employee performance: an empirical approach." International Journal of Productivity and Performance Management 68, no. 1 (January 14, 2019): 171–93. http://dx.doi.org/10.1108/ijppm-01-2018-0012.
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Purpose Nowadays, the phenomenon of increased competition between firms and their need to respond effectively to rapidly changing operational conditions, as well as to personnel requirements, has escalated the necessity to identify those factors that affect employee performance (EP). The purpose of this paper is to examine the interrelations between firm/environment-related factors (training culture, management support, environmental dynamism and organizational climate), job-related factors (job environment, job autonomy, job communication) and employee-related factors (intrinsic motivation, skill flexibility, skill level, proactivity, adaptability, commitment) and their impact on EP. Design/methodology/approach A new research model that examines the relationships between these factors and EP is proposed utilizing the structural equation modeling approach. Findings The results indicate that job environment and management support have the strongest impacts (direct and indirect) on job performance, while adaptability and intrinsic motivation directly affect job performance. Research limitations/implications A potential limitation of this research is that it is not focused only on one business sector (i.e. the sample is heterogeneous). Originality/value In this study, firm/environmental-related factors, job-related factors, employee-related factors and EP are incorporated in a single model using data from small- and medium-sized enterprises. Overall, the final model can explain 27 percent of EP variance (first-level analysis) and 42 percent of EP variance (second-level analysis).
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Mella, Piero. "In every organization, gender stereotypes reduce organizational efficiency and waste productive energy: a systems thinking perspective." Kybernetes 51, no. 13 (April 19, 2022): 156–85. http://dx.doi.org/10.1108/k-04-2021-0283.
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PurposeStereotypes are simplified and widely shared visions held by a social group regarding a place, object, event or recognizable set of people united by certain characteristics or qualities. They are “dangerous” mental models because they are widely disseminated, devious and capable of acting even unconsciously in individuals, social groups and organizations altering the rationality of assessments and choices and producing discrimination and prejudice. Stereotypes acritically extend from a characteristic of a significant percentage of a category to the totality of individuals. The process of generalization triggered by a stereotype produces the error of discrimination and prejudice. There are numerous forms of stereotypes, but this study takes into account gender stereotypes because they act pervasively, often subtly, to reduce “productivity”. People who are aware of being discriminated perceive an unsatisfactory fulfillment of their motivations, which reduces their incentive to improve their performance. Since productivity measures the efficient use of energy from working in production processes, the author believes that wherever gender stereotypes are at play, there is a productive “waste of energy”, an inefficiency in work activity with harmful effects for organizations of all kinds, including families.Design/methodology/approachThe work aims to demonstrate that wherever gender stereotypes are at play, a “waste of energy” manifests itself in terms of productivity, representing an inefficiency in work activity with harmful effects for organizations of all kinds, including families. To describe the negative effects stereotypes produce in organizations, some models are presented based on the methods and language of systems thinking. These models, although typically qualitative, are capable of exploring the most accepted theories in the literature: tournament theory, the Pygmalion effect, the Galatea effect, self-fulfilling prophecies, the Queen bee syndrome, the role congruency theory, the glass ceiling theory (“think manager, think male” and “family responsibilities wall”). The paper follows a predominantly organizational and corporate approach, although the copious literature on stereotypes belongs largely to the area of social psychology and organization studies.FindingsThe paper does not consider the psychological origin of stereotypes but highlights their use as routines-shortcuts for evaluations and decisions demonstrating that, when adopted in social systems and within organisations, stereotypes produce different forms of discrimination: in social rights, in work, in careers and in access to levels of education and public services, reducing performance and limit potential. The paper also examines some ways gender and culture stereotypes can be opposed, presenting a change management strategy and some concrete solutions proposed by the process–structure–culture model for social change (PSC model).Research limitations/implicationsThe main limitation of the work is that it focuses on gender stereotypes, choosing not to consider the “intersection effect” of these with other stereotypes: racial stereotypes, religious stereotypes, color stereotypes, age stereotypes, sex and sexual orientation stereotypes, and many others, whose joint action can cause serious inefficiencies in organizational work.Practical implicationsAs stereotypes are a component of social culture and are handed down, by use and example, from generation to generation, the maintenance over time of stereotypes used by individuals to evaluate, judge and act can be seen as an effect of the typical action of a combinatory system of diffusion, which can operate for a long time if not effectively opposed. Il PSC model indicates the strategy for carrying out this opposition.Social implicationsWith regard to gender stereotypes, it should be emphasized that in organizations and social systems, “gender diversity” should be considered an opportunity and not as a discriminating factor and thus encouraged by avoiding harmful discrimination. In fact, this diversity, precisely because of the distinctive characteristics individuals possess regardless of gender, can benefit the organization and lead to an increase in organizational and social performance. The United Nations 2030 Agenda for Sustainable Development (2020) Goal 5: Achieving gender equality and empowering all women and girls is examined in this context.Originality/valueThis study views the action of gender stereotypes as especially harmful “mental models”, highlighting the distortions they cause in the allocation of productive energy in society, groups and organizations. The paper follows a predominantly organizational and corporate approach, although the copious literature on stereotypes belongs largely to the area of social psychology. Using the “logic” and “language” of systems thinking, theories and models that describe and interpret the distorting effects of organizational choices based on stereotypes rather than rational analysis are highlighted. The action of stereotypes and their persistence over time can also be described using combinatory systems theory. With this paper, the author hopes that by acting on the three wheels of change highlighted by the PSC model, through legal provisions, control tools and actions on the culture operated by educational and social aggregative institutions, it should not be impossible to change the prevailing culture so that it becomes aware of the harmful influence of gender stereotypes and other discriminatory mental models and come to reject them. The author hopes this paper will help to understand the need to make this change.
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BORTNIKOVA, Mariana, Nataliia PETRYSHYN, and Yuliia CHYRKOVA. "Formation of a toolset for human resource consulting." Economics. Finances. Law, no. 11/1 (November 27, 2020): 17–20. http://dx.doi.org/10.37634/efp.2020.11(1).3.
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Introduction. The implementation of progressive methods of human resource management is one of the most important vectors of enterprise development. The success of a business directly depends on how professional and responsible employees represent the company, how motivated they are and strive to apply management strategies in life, achieve the set goals and ensure results. The purpose of the paper is to form a toolset for human resource consulting as a factor of increasing the efficiency of personnel management in enterprises. Results. HR consulting is aimed at diagnosing the correspondence of professional and personal competencies of management personnel, improving the organizational structure and corporate culture of the enterprise, solving current problems related to improving production performance, and enhancing employee motivation. HR consulting is aimed at implementing policies in the field of personnel management based on the application of such fields as: HR audit, HR planning, HR strategy development, corporate culture formation, HR potential assessment, establishment of a motivation system, HR administration, improvement of the HR management system efficiency. Attracting external consultants to the personnel management system involves the formation and systematization of key tools for the implementation of personnel consulting, namely: coaching, recruiting, outsourcing, training, headhunting. The technology for the personnel consulting implementation at enterprises involves the realization of the following stages: pre-design, design, implementation and support. At each of the stages presented, the clarification and expansion of the functionality of the personnel consulting implementation takes place. Conclusion. People are an important element of business and the main source of its development. The correct personnel selection enriches the team with talented specialists of the required personal qualities, professional knowledge and skills. To improve staffing, the enterprise should search for employees both in the internal and external labor markets, combine various methods of personnel selection, and apply technologies of borrowed labor.
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Lutchenko, V. G., A. I. Khorev, L. O. Zhitinskaya, N. M. Parshin, and S. V. Ionov. "The role of personnel in the development of innovative processes of the enterprise." Proceedings of the Voronezh State University of Engineering Technologies 82, no. 4 (January 20, 2021): 292–96. http://dx.doi.org/10.20914/2310-1202-2020-4-292-296.
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The article examines the role of personnel in the development of innovative processes. The following signs of the innovative potential of employees are distinguished: creativity, initiative, energy, ingenuity, persistence. Human resources at the disposal of an enterprise determine the nature and effectiveness of innovation processes. The most important resource of an enterprise is intellectual capital, not material resources. Unlike conventional assets, human resources as intellectual capital are largely invisible and therefore not reflected in the balance sheet. The organizational culture of an enterprise capable of attracting and retaining innovative workers must meet certain conditions. The factor of human resources is the most important factor associated with the search, recruitment, training, assessment of the effectiveness of employees, their certification and determination of competence and motivation is decisive for the formation of innovative development of the enterprise. The political factor is determined by the style of leadership, the nature of decisions made, the degree of control over orders, methods of punishment and rewards. Symbolic factor - associated with the way of forming a culture, teamwork, used existing values. The paper uses the four-factor model developed by Bolman and Deal to provide an enterprise with a workforce capable of generating ideas and innovating. The interaction of all segments of the innovation process at the enterprise is based, first of all, on personal communication and the generation of ideas by individual employees, which is supported by the enterprise management. In this regard, the personnel component of the innovation process is currently becoming key for the development of not only the analyzed subsidiary, but the entire Russian economy.
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Matveeva, N., D. Novikov, and O. Slavuta. "INTRODUCTION OF HR-NAVIGATOR ELEMENTS IN ACTIVITY KP “SHLYAKHREMBUD” WITH THE USE OF STATISTICAL TOOLS." Series: Economic science 2, no. 162 (March 26, 2021): 32–36. http://dx.doi.org/10.33042/2522-1809-2021-2-162-32-36.
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The theoretical foundations of technology personnel in the modern personnel management system and the trends of modern HR management are considered. The growth of the role of the human factor in the activities of enterprises has proved the need to find ways to increase the efficiency of the use of labor potential. Of course, the efficiency of companies depends on a number of socio-economic factors, among which the human factor is the most important. That is why scientists are paid to the development of theoretical and applied aspects of personnel management. The work of the KP "Wayerbud" is analyzed. The road economy is characterized by a significant level (more than a third) of the staff in comparison with other industries, which negatively spills the effectiveness of enterprises of this industry. Among the reasons, it should be noted the complex working conditions associated with the open air work with an elevated and low temperature of the air and seasonal nature of the activity, as well as the data of the Ministry of Infrastructure of Ukraine Low level of remuneration – 3200–4000 UAH. Informatization of society and the development of information technologies have largely reflected on the personnel management system. Informatization of personnel work allowed to improve the efficiency of personnel management based on completeness, efficiency, complexity, systematic and probability of information necessary for the adoption of personnel decisions, as well as expanding opportunities for its accumulation, preservation and processing. Measures were developed for the formation of the motivational policy of the enterprise, justified to reduce labor costs and improved methodological approaches to determining the number of managerial staff. In order to effectively, a new organizational thinking, team culture and new business standards are required. In addition, cooperation between employees should be based on the principles of creative interaction and mutual respect. Conducted in previous studies of personnel management systems and personnel management analysis on the research object, allowed to identify the main directions of work with personnel: vocational qualification and job promotion of employees (career management); creation of permanent personnel (stabilization of existing ones); improvement of morally – psychological climate; provision of jobs; accounting for qualification and personal skills with the formation of a data bank; evaluation of labor results for detecting the potential of each employee; training, advanced training in the organization. The results obtained can be used in the practical activity of the KP "Wayerbud" and other branches of the industry.
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Purohit, Neetu. "Reward encourages beast.....oops, best!" Emerald Emerging Markets Case Studies 8, no. 4 (October 29, 2018): 1–17. http://dx.doi.org/10.1108/eemcs-07-2017-0188.
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Learning outcomes: The reading and discussion on case will enable participants to appreciate importance of reward management in performance management system for both employee and organizational good; to develop insight on the effect of perceived discrimination on the motivation of employees; to internalize the effect of perceived unjust, subjective, non-communicative, non-transparent policies on the behavior and productivity of employees and overall organizational culture and climate; and to comprehend the importance of HR and OB issues with respect to performance management system for the benefit of employee morale, motivation and organizational culture. Case overview: The effectiveness of an employee is the key factor for the employer. All the profit that the company or the organization makes depends on the employees’ productiveness. The case needs to be understood in the overall context of performance management system (Ferreiraa and Otley, 2009) with focus on elements of appraisal and compensation via rewards and recognition as per objective standards. Performance management systems (PMSs) is a more general descriptor if the intention is to capture a holistic picture of the management and control of organizational performance. Performance management policies and practices refer to the processes of setting, communicating and monitoring performance targets and rewarding results with the aim of enhancing organizational effectiveness (Fee, McGrath-Champ and Yang, 2011). PMS includes both the formal mechanisms, processes, systems and networks used by organizations, and also the more subtle, yet important, informal controls that are used (Chenhall, 2003; Malmi and Brown, 2008). Otley (1999) proposed a framework which highlights five central issues which need to be considered as part of the process of developing a coherent structure for performance management systems. The five areas addressed by this framework include identification of the key organizational objectives and the processes and methods involved in assessing the level of achievement under each of these objectives, formulating and implementing strategies and plans, as well as the performance measurement and evaluation processes, process of setting performance targets and the levels at which such targets are set, rewards systems used by organizations and the implications of achieving or failing to achieve performance targets and types of information flows required to provide adequate monitoring of performance. While the case touches upon all the aspects of the PMS framework, it revolves round the reward episode and elaborates on the way it affects all stakeholders, those who got the benefit, those who felt discriminated and those were mere observers to the episode. Objective performance appraisals are needed to ensure that every employee produces the best performance and that the work performed is rewarded with reasonable increases in pay scales or special additional allowances or incentives. This system carries crucial importance as it helps managers to decide which rewards should be handed out, by what amount and to whom. Additionally, performance appraisals may increase an employee’s commitment and satisfaction (Wiese and Buckley, 1998) The case readers need to notice that when organizations fail to follow objective appraisal or reward standards, the same rewards become a cause of contention. The reward which was handed over to the employees in this case was in addition to the annual appraisal. Though the role of rewards has been well-recognized in motivating the employees to continue performing at high level and encourage others to strive for better performance, what needs to be recognized that rewards’ per say does not serve purpose. They need to be dealt within the context of performance management system. Using rewards to favor or discriminate a few employees by using subjective standards backfires and does no good as the person who is favored cannot take pride in it and is not motivated to perform better or equally well as he/she also knows that the work has no relation to the reward, it is personal favor, on the other hand, the one who is discriminated feel discouraged and demotivated to perform. Rewards have the potential to both help and harm the organization if dealt in a callous and careless manner. Use of rewards to favor or discriminate certain people due to subjective preference can be suicidal for the organization and irreparably damage the trust of the employees in the management. It has been well stated that fairness and objectivity are the core principles using an assessment of the nature and size of the job each is employed to carry out (Torrington et al., 2005). If any organization decides to include rewards as a motivating mechanism, it needs to cull out unambiguous and transparent criteria for rewarding. If employees perceive procedural or distributive injustice from the management, it is not only detrimental for the employee’ relations and teamwork, it also tarnishes the reputation of the organization and jeopardizes the culture of the organization. Reward management needs to be closely related to performance appraisals, job evaluations and overall performance management systems. The current case elaborates on one such instance where unjustified inequity in reward system not only disturbed the employees concerned but it had bred a negative image of the organization among other employees too, organizational citizenship was replaced with contempt and feeling of apathy. Complexity academic level Post graduate students and working professionals can benefit from this study. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code Human resource management.
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Грачев, А. А. "ASSESSMENT AND DESIGN OF MOTIVATIONAL POTENTIAL OF WORK." Институт психологии Российской Академии Наук. Организационная психология и психология труда, no. 2() (October 9, 2020): 68–84. http://dx.doi.org/10.38098/ipran.opwp.2020.15.2.003.
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В статье предлагается развитие концепции мотивационного потенциала работы Хакмена и Олдхема в аспекте организационно- психологического проектирования. Дается обоснование методики прямой оценки мотивационного потенциала работы, основанной на модели жизненных ориентаций. Для оценки условий реализации мотивационного потенциала предлагаются две методики: первая позволяет оценить значимость для работника основных компонентов организационной среды, вторая - наиболее значимые характеристики среды. Обоснован список требований к организационной среде, представляющий собой характеристики работы, идеальной с точки зрения реализации жизненных ориентаций работника. The article suggests the development of the concept of work motivational potential of Hackman and Oldham's in the aspect of organizational and psychological design. The article substantiates the method of direct assessment of the motivational potential of work based on the model of life orientations. To assess the conditions for implementing motivational potential, two methods are proposed: the first allows you to assess the significance of the main components of the organizational environment for the employee, the second - the most significant characteristics of the environment. A list of requirements for the organizational environment is justified, which represents the characteristics of the work that is ideal from the point of view of implementing the employee's life orientations.
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Anggoro KR, M. Yusuf Alfian Rendra, Basri Modding, Achmad Gani, and St Sukmawati S. "Antecedents and Consequences of Motivational: How Leadership, Organizational Culture and Competence Affect Performance." JURNAL MANAJEMEN BISNIS 8, no. 2 (September 27, 2021): 326–38. http://dx.doi.org/10.33096/jmb.v8i2.894.
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The study collected primary data from 131 respondents via questionnaires and used the entire population as a sample. The study lasted three months, from April to June 2021. Structural Equation Modeling (SEM) was used to analyze the data. The findings of this study indicate that: (1) motivation is positively influenced by leadership, organizational culture, and competence. (2) While leadership has a positive but not statistically significant effect on performance, organizational culture, competence, and motivation all have a positive and statistically significant impact on performance. (3) While leadership and competence have a positive and significant effect on motivational performance, organizational culture has a positive but insignificant effect on motivational performance. This means that while leadership and competence have been shown to increase the motivation of the State Civil Apparatus, leadership alone has not been shown to increase performance, while good organizational culture, competence, and motivation have been shown to increase performance. On the other hand, leadership and competence have been shown to increase performance through motivation, whereas organizational culture, competence, and motivation have been shown to increase performance.
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van den Berk-Clark, Carissa, David A. Patterson Silver Wolf, and Alex Ramsey. "Motivational Interviewing in Permanent Supportive Housing: The Role of Organizational Culture." Administration and Policy in Mental Health and Mental Health Services Research 42, no. 4 (August 17, 2014): 439–48. http://dx.doi.org/10.1007/s10488-014-0584-y.
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Greenan, Peter. "Personal development plans: insights from a case based approach." Journal of Workplace Learning 28, no. 5 (July 11, 2016): 322–34. http://dx.doi.org/10.1108/jwl-09-2015-0068.
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Purpose In light of contemporary shifts away from annual appraisals, this study aims to explore the implications of using a personal development plan (PDP) as a means of focussing on continuous feedback and development to improve individual performance and ultimately organisational performance. Design/methodology/approach Data were collected through an employee survey in one private sector organisation in the UK finance sector using a case study approach. Secondary data in the form of completed PDPs were used to compare and contrast responses to the survey. Findings Results indicate that the diagnostic stage is generally effective, but support for the PDP and development activity post diagnosis is less visible. Implications of this are that time spent in the diagnostic stage is unproductive and could impact on motivation and self-efficacy of employees. Furthermore, for the organisation to adopt a continuous focus on development via PDPs would necessitate a systematic training programme to effect a change in culture. Research limitations/implications This study was limited to one organisation in one sector which reduces the generalisability of results. Research methods were limited to anonymous survey, and a richer picture would be painted following qualitative interviews. There was also a subconscious bias towards believing that a PDP containing documented goals would lead to improved individual and organisation performance; However, the discussion has identified the concept of subconscious priming which implies that verbal goals may be equally valid, and further comparative research between verbal and written goals is recommended. Practical implications The results indicate the potential value that using PDPs could bring to an organisation as an alternative to annual appraisal, subject to a supportive organisational culture. Originality/value PricewaterhouseCoopers, in a recent article for CIPD (2015), reported that two-thirds of large companies are planning to rethink their annual appraisal system. One of the key drivers for this was the desire for more regular feedback. Given the recent shift in thinking, little research has been conducted into what would replace the annual appraisal. This paper therefore focusses on the extent to which PDPs can contribute to supporting this more regular contact and feedback.
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Molodchik, M. A., I. A. Esaulova, and A. V. Molodchik. "Knowledge management model based on organizational and motivational mechanisms." Management Science 11, no. 2 (May 26, 2021): 85–98. http://dx.doi.org/10.26794/2404-022x-2021-11-2-85-98.
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Knowledge management is among strategic tasks of a modern company. However, there is a gap in the literature considering the mechanisms of organizational knowledge intensification and its transformation into company competitiveness. The paper presents the knowledge management model based on the vector of proactive employee behavior, which is formed with the help of organizational and motivational mechanisms, including flexible organizational structure, transformational leadership, and a culture of knowledge. According to elaborated model proactive behavior of employees is oriented to knowledge intensification and active participation in the processes of organizational development and learning, which in turn determine innovation activities and financial performance of a company. The model has been tested using the database of 110 Russian companies that had been participated in the survey in 2019. Empirical results have been estimated in the software smartPLS using the method of structural equations and had confirmed the validity of elaborated knowledge management model. Obtained mediation effects allow making a conclusion about complementarity of the knowledge culture, transformational leadership and flexible organizational structure; therefore, these mechanisms should be implemented simultaneously for the successful transformation of knowledge into a company competitiveness. Also, the practical implication has an empirical evidence of the highest impact of transformational leadership on innovation and financial performance, determining this mechanism as a key one for Russian enterprises.