Journal articles on the topic 'Work and Organisational Practices'
To see the other types of publications on this topic, follow the link: Work and Organisational Practices.
Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles
Consult the top 50 journal articles for your research on the topic 'Work and Organisational Practices.'
Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.
You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.
Browse journal articles on a wide variety of disciplines and organise your bibliography correctly.
1
WEBB, JANE. "KEEPING ALIVE INTER-ORGANISATIONAL INNOVATION THROUGH IDENTITY WORK AND PLAY." International Journal of Innovation Management 21, no. 05 (June 2017): 1740009. http://dx.doi.org/10.1142/s1363919617400096.
Full textAbstract:
This paper discusses how people draw on the strategic interests and motivations of their home organisations in negotiating the activities inter-organisational collaboration for innovation will include. Through presenting ethnographic snapshots of a case involving fifteen partner organisations, the paper explores how members of a coordinating group make sense of the possibilities and constraints for joint work. As they discuss new activities, they engage in identity work and identity play, simultaneously identifying with their home organisations and the meta-organisation. This finding challenges previous research assuming the importance of a coherent and stable collective identity for collaborative work. Instead the author suggests that innovation practitioners leave space for multiple objectives to emerge over time within joint activities in order to keep alive inter-organisational innovation. The author calls for more research into how the interplay of organisational identities enables and constrains the practices of organising for inter-organisational innovation.
2
Zakaria, Zamzulaila. "A cultural approach of embedding KPIs into organisational practices." International Journal of Productivity and Performance Management 64, no. 7 (September 14, 2015): 932–46. http://dx.doi.org/10.1108/ijppm-08-2014-0127.
Full textAbstract:
Purpose – The purpose of this paper is to discuss the ways in which organisations embedding key performance indicators (KPIs) as part of their organisational activities. Specifically this paper shows the role of cultural change programme in enabling the implementation of KPIs in the context of this study. Design/methodology/approach – The present study was conducted using ethnographic approach. Consistent with tradition in doing ethnographic studies, observation was the main method employed in this study. Additionally, this study employed interview and document review methods. Findings – This study concludes that the operation of KPIs in this organisation were made to work through a programme of cultural change. This finding suggests that accounting measurements such as KPIs can be embedded as part of organisational activities through cultural intervention. Practical implications – This study provides empirical evidence of the actions people do in making performance measurement works in organisations. Originality/value – This study adds to the limited number of literatures that link culture and performance measurement.
3
Hlongwane, Veronica, and Ophillia Ledimo. "Human resources engagement practices: An investigation of organisational justice perceptions." Corporate Ownership and Control 14, no. 1 (2016): 611–19. http://dx.doi.org/10.22495/cocv14i1c4art7.
Full textAbstract:
Literature assumes that organisational justice has an impact on employee related behaviours. Yet there is limited empirical research on organisational justice and employee engagement to support the literature. The purpose of this study was to investigate the role of organisational justice for human resources engagement practices in a South African public service organisation. Organisational Justice Measurement Instrument (OJMI) was used as a measure of organisational justice and the Ultrech Work Engagement Scale measured the participants’ levels of work engagement. Data was collected from a random sample of employees working in a public service organisation (n=350). Descriptive statistics and correlational analysis were conducted to analyse the data. Results of the correlational analysis indicated a significant correlations between organisational justice and work engagement dimensions namely; vigour, dedication and absorption. In terms of contributions and practical implications, insight gained from the findings is relevant for practitioners and managers in the field of organisational behaviour to initiate interventions to enhance employees’ work engagement levels as well as to conduct future research.
4
Ha, Jong Goon, Ji Man Kim, Won Ju Hwang, and Sang Gyu Lee. "Impact of organisational characteristics on turnover intention among care workers in nursing homes in Korea: a structural equation model." Australian Health Review 38, no. 4 (2014): 425. http://dx.doi.org/10.1071/ah13204.
Full textAbstract:
Objective The aim of the present study was to analyse the impact of organisational characteristics on the turnover intention of care workers working at nursing homes in Korea. Methods Study participants included 504 care workers working at 14 nursing homes in Korea. The variables measured were: high-performance work practices, consisting of five subfactors (official training, employment stability, autonomy, employee participation and group-based payment); organisational commitment, consisting of three subfactors (affective, normative and continuance commitment); organisational support; and turnover intention. The inter-relationship between high-performance work practices, organisational support, organisational commitment and turnover intention and the fit of the hypothetical model were analysed using structural equation modelling. Results According to our analysis, high-performance work practices not only had a direct effect on turnover intention, but also an indirect effect by mediating organisational support and commitment. The factor having the largest direct influence on turnover intention was organisational commitment. Conclusions The results of the present study suggest that to improve health conditions for frail elderly patients at nursing homes, as well as the efficiency of nursing homes through the continuance of nursing service and enhancement of quality of service, long-term care facilities should reduce the turnover intention of care workers by increasing their organisational commitment by actively implementing high-performance work practices. What is known about the topic? Considerable studies have shown that the adoption of high-performance work practices is related to an organisation’s performance and job satisfaction. In addition, previous studies found that job satisfaction is inversely related to the turnover intention of employees. What does this paper add? This paper identified that high-performance work practices are closely related to the turnover intention of care workers in nursing homes. These findings could improve our understanding of the factors that impact on labour management in nursing homes. What are the implications for practitioners? The turnover of care workers is one of the major managerial challenges for nursing home managers. The findings of this study suggest that managers should be focused on high-performance work practices to improve the efficiency of their organisations.
5
Adebayo, Olufunke P., Rowland E. Worlu, Chinonye L. Moses, and Olaleke O. Ogunnaike. "An Integrated Organisational Culture for Sustainable Environmental Performance in the Nigerian Context." Sustainability 12, no. 20 (October 10, 2020): 8323. http://dx.doi.org/10.3390/su12208323.
Full textAbstract:
To remain competitive within the present inherent business environment, there is a demand for organisations to embrace an integrated culture-behaviour for performance that enables them to adopt a critical engine for a more sustainable working environment. Organisational culture, which is a reflection of predominant valued beliefs, is expected to influence a sustainable environmental performance. Evidence abounds of several organisational activities with adverse impacts on humans and the environment. The study examines an organisation’s processes that can be incorporated as a culture to ensure a more sustainable working environment. This paper proposes the use of six organisational culture practices (core value, reporting system, task performance, clarity of roles, careful deliberations, and distinctive identity) to find out organisation values, as well as individual preferences in enhancing an immediate sustainable environment. The study selected 480 employees of Fast-Moving Consumer Goods (FMCGs) firms who are active in their organisational work processes; 358 responded, and as such, was deemed as a valid research sample. The empirical analysis was carried out using a variance-based Structural Equation Modelling with partial least squares for the path-modelling (PLS-SEM), both for the Algorithm Model, and the Bootstrapping Model with β and p-values obtained from the findings. The findings provide empirical evidence that there is a significant level of influence of organisational culture on environmental performance. However, among the organisational practices, task performance has the least influence on environmental performance. This implies that organisations should invest more in the dimensions of organisational culture with higher performance-importance, while adequate attention should be given to variables with the least influence on the target construct of environmental performance.
6
A. D., Pearce, and Pons D. J. "Defining Lean Change—Framing Lean Implementation in Organizational Development." International Journal of Business and Management 12, no. 4 (March 26, 2017): 10. http://dx.doi.org/10.5539/ijbm.v12n4p10.
Full textAbstract:
Problem – When lean is adopted in traditional organisations it requires a widespread organisational change and many businesses fail to sustain lean practices. Purpose – The purpose of this work was to define lean implementation based on the organisational development (OD) body of knowledge. Approach – The literature in lean and organisational change was reviewed and amalgamated to develop a novel conceptual framework. Findings – Lean implementation begins with a planned changed that is episodic. However, the ultimate goal is to develop a learning organisation where change is continuous and emergent from all levels. Respect for people, everyone in the organisations contribution, is considered key to successful implementation of lean. Implications– Practitioners should not focus on isolated improvements, but foster change from within for a permeable transformation to become a lean learning organisation. Originality - This paper provides new insights into lean implementation and its transformative effect on the organisation. A novel conceptual model is presented that frames lean transformation within the organisational development literature.
7
Viitala, Riitta, and Jenni Kantola. "Temporary agency workers shake a work community: a social capital perspective." Employee Relations 38, no. 2 (February 8, 2016): 147–62. http://dx.doi.org/10.1108/er-01-2015-0012.
Full textAbstract:
Purpose – The purpose of this paper is to investigate the kinds of effects that using a temporary agency workforce may cause on an organisational level, especially on relations between employees. In this study the authors explore the organisation as a community, leaning on the theory of social capital. Design/methodology/approach – The data were gathered via semi-structured interviews with 18 temporary agency workers and five employees in permanent positions. Discourse analysis with some degree of pragmatism was employed in comprehending the speech of the interviewees. Findings – The position of agency workers may be problematic from the perspective of social capital formulation in a work organisation. The short duration of contracts and different conditions of employment shake relations in a work group. Agency workers may also be outside the information flows. Additionally the norms and rules may be different for temporary and permanent employees and thus cause confusion. Research limitations/implications – The findings will hopefully provoke researchers to investigate the effects of using a temporary agency workforce in different organisational contexts. In addition, the study indicates that the theory of social capital is fruitful for investigating the topic on the organisational level. Practical implications – The use of agency workforce should be considered comprehensively in organisations. Its effects on work organisations may be conflicting. If temporary agency workers are needed as interim help, HRM practices should be developed in order to minimise the potential problems in terms of social capital. Originality/value – The study adopted an organisational perspective on the agency workforce, which is still rare in studies on the topic.
8
Christopher, Chidi Odogwu, Ogunyomi, Olusiji Paul, and Adedehinbo Ekundayo Badejo. "Promoting Ethical Human Resource Management Practices in Work Organizations in Nigeria: Roles of HR Professionals." International Journal of Human Resource Studies 2, no. 2 (June 2, 2012): 116. http://dx.doi.org/10.5296/ijhrs.v2i2.1889.
Full textAbstract:
This paper has become imperative in view of the on-going Federal Government’s initiative in charting an ethical roadmap for Nigeria. Ethics permeates all aspects of our national life and human resource management profession is no exception. Ethics refers to the principle of conduct governing an individual or a group. This paper examines ethical HRM practices in work organisations in Nigeria and the roles of HR professionals in promoting ethical practices with a view to achieving employee well-being, satisfaction at work and organisational performance. Based on theoretical and practical insights, the authors x-ray an array of unethical human resource management practices in work organisations in Nigeria. To combat unethical HR practices in the workplace, the authors enjoin HR professionals in line with top management to put in place ethical policies and codes and to constantly embark on ethical training of workers at all level as well as the institutionalisation of whistle blowing policy in their organisations. Keywords: Ethics, Human Resource Management, Work Organisation, HR Professionals.
9
Singh, Ajay Kumar, and Rajender Kumar. "Correlates of Professional Obsolescence among Researchers." Defence Science Journal 69, no. 6 (December 13, 2019): 557–63. http://dx.doi.org/10.14429/dsj.69.15043.
Full textAbstract:
Obsolescence setting in the employees of the organisations significantly hampers the organisational productivity. An empirical investigation of the associated factors and the efforts to minimise them help in designing strategies to deal with obsolescence and maintain optimum effectiveness of the organisation. As an attempt in this direction, the present study aimed at exploring the role of literature-suggested correlates of obsolescence in case of researchers in an Indian government organisation. The sample included 200 participants (146 males and 54 females) working as researchers in government scientific institutions with service experience ranging from two to 30 years. The participants were administered with standardised measures of obsolescence, work engagement, work motivation, resistance to change, organisational climate, human resource management (HRM) Policies and Practices, and Self Esteem. The obtained data were analysed with correlation and regression analyses. The findings revealed that in the target population obsolescence due to both organisational and individual level factors was found significantly and positively correlated with amotivation and resistance to change; whereas, negatively correlated with work engagement, organisational climate, HRM policies and practices, intrinsic motivation, and self-esteem. Regression analyses indicated that adequate recognition of efforts, better training and development, qualitative work availability (pressure), and enhanced concern to optimally maintain the intrinsic motivation and dedication of employees are significant factors for keeping check on obsolescence. The findings are explained and discussed in details.
10
Adisa, Toyin Ajibade, Chima Mordi, and Ellis L. C. Osabutey. "Exploring the implications of the influence of organisational culture on work-life balance practices." Personnel Review 46, no. 3 (April 3, 2017): 454–73. http://dx.doi.org/10.1108/pr-05-2015-0138.
Full textAbstract:
Purpose Whilst significant evidence of western work-life balance (WLB) challenges exists, studies that explore Sub-Saharan Africa (SSA) are scarce. The purpose of this paper is to explore how organisational culture in Nigerian medical organisations influences doctors’ WLB and examine the implications of supportive and unsupportive cultures on doctors’ WLB. Design/methodology/approach The paper uses qualitative data gleaned from semi-structured interviews of 60 medical doctors across the six geo-political zones of Nigeria in order to elicit WLB challenges within the context of organisational culture. Findings The findings show that organisational culture strongly influences employees’ abilities to use WLB policies. Unsupportive culture resulting from a lack of support from managers, supervisors, and colleagues together with long working hours influenced by shift work patterns, a required physical presence in the workplace, and organisational time expectations exacerbate the challenges that Nigerian medical doctors face in coping with work demands and non-work-related responsibilities. The findings emphasise how ICT and institutions also influence WLB. Originality/value The paper addresses the underresearched SSA context of WLB and emphasises how human resource management policies and practices are influenced by the complex interaction of organisational, cultural, and institutional settings.
11
O.P, Salau, Adeniji A.A, Falola H.O, Ohunakin F, Abasilim U. D, and Chukwuemeke C.D. "Mediating Effect of Work Motivation on Green Human Resource Management Practices and Employees’ Behavioural Outcomes." JURNAL AKUNTANSI DAN BISNIS : Jurnal Program Studi Akuntansi 8, no. 2 (November 28, 2022): 87–103. http://dx.doi.org/10.31289/jab.v8i2.7518.
Full textAbstract:
Green human resource management practices have practically produced positive results for the environment. This arises as many organisational goals have been required to prioritise environmental problems and organisational sustainability due to emerging global environmental concerns. This does not suggest that the organisation should be painted green, but rather that the initiatives adopted by organisations in a specific sector are environmentally conscious of achieving required behavioural dispositions. But this may not be achieved without consistent work motivation. Hence, this research investigated the mediating effects of work motivation on Green HRM and employees’ behavioural outcomes in Nigeria's manufacturing industry. The Stakeholders’ theory was adopted for this study and it assumes that stakeholders have the power to persuade organisations to adopt environmental practices that result in better environmental outcomes. A descriptive survey research design was adopted to explain the mediating effect of work motivation on Green HRM and employees’ behavioural outcomes. An online questionnaire was employed and distributed to the selected manufacturing firms in Nigeria. This study focused on five (5) different manufacturing firms selected based on their performance, reputation, overall assets and ranking. The data for the study were analysed and presented using SPSS and SEM-PLS (Structural equation method). The findings indicated that motivation, to a great extent, mediates green HRM and employees’ behavioural outcomes. Additionally, the findings made it possible for Nigerian manufacturing companies to prioritize green HRM methods in order to boost employee motivation and reinforced behaviour. Based on the findings, it was proposed that managers in the sampled Nigerian manufacturing sector make an effort to give employees' participation in green activities to measure and evaluate organisational performance. Also, while embracing green HRM practices, the management of the Nigerian manufacturing sector should inspire their members of staff.
12
O’Hagan, Fergal. "Work, organisational practices, and margin of manoeuver during work reintegration." Disability and Rehabilitation 41, no. 2 (September 29, 2017): 172–81. http://dx.doi.org/10.1080/09638288.2017.1383520.
Full text
13
Smith, Andrew, Eddie Oczkowski, Charles Noble, and Robert Macklin. "New management practices and enterprise training in Australia." International Journal of Manpower 24, no. 1 (February 1, 2003): 31–47. http://dx.doi.org/10.1108/01437720310464954.
Full textAbstract:
The widespread implementation of new management practices (NMPs) in industrialised countries has had a significant impact on employee training. Examines five NMPs: the learning organisation; total quality management; lean production/high performance work organisations; teamworking; and business process re‐engineering. Focuses on the relationship between organisational change and training at the enterprise level. The research identified important findings in six key areas: small business; the use of the vocational education and training system; the importance of the individual; the nature of training; the importance of behavioural skills; and organisational change. The study confirmed that workplace change is a major driver of improved training provision in enterprises. It showed unambiguously that most NMPs are associated with higher levels of training. The integration of training with business strategy was found to be the most important factor in driving training across a wide range of training activities and appears to lead to an across the board boost to enterprise training in all its forms.
14
Clifton, Louise, and Paul Gentle. "The genie in the learning organisation? The experience of using multi-level action learning at the Leadership Foundation." International Journal of Public Leadership 11, no. 2 (May 11, 2015): 66–76. http://dx.doi.org/10.1108/ijpl-01-2015-0004.
Full textAbstract:
Purpose – The purpose of this paper is to examine the working practices and outcomes of an action research project in a specialist organisation engaged in the field of leadership development. The intention of the project was to enable the company involved to become a stronger learning organisation at a time when it was developing a future strategy. Design/methodology/approach – The paper uses a case study approach to describe and analyse a three-stage process involving the use of a focus group, organisational climate survey and voluntary action learning sets. Interviews with participants are analysed thematically in order to assess the impact of the action research project on the organisation’s culture. Findings – Participation by the majority of the Leadership Foundation’s staff in action learning and related opportunities for feedback within the organisation helped move its culture towards wider participation in strategy development and a whole organisation approach to working. Other organisations wishing to build collaborative working cultures can learn from the implications of the project, particularly those concerning the need to attend to the intended outcomes of action learning and the role of skilled, critical facilitators in action learning processes. Originality/value – The paper is innovative in that it explores practitioner-led action research work in a setting of leadership and organisational development. It will interest leaders and managers who seek to build learning organisations, as well as organisational developers with an interest in enhancing the impact of action learning.
15
Forsdike, Kirsty, Tracy Ann Murphy, and Kelsey Hegarty. "Supporting primary care nurses to work at an advanced level through changing practices’ organisational governance." Australian Journal of Primary Health 24, no. 2 (2018): 171. http://dx.doi.org/10.1071/py17120.
Full textAbstract:
General practice nurses wishing to develop their careers in general practice are often unsupported, relying on the culture of individual practices. Given the structural diversity of Australian general practice, we qualitatively explored staff experiences of organisational governance, what supports are in place and can be used to assist nurses to advance. Semi-structured interviews with 28 staff (including nurses, GPs, receptions and practice managers) were undertaken across three practices, as part of a case-study approach. It was found that general practice staff know little of organisational governance and how it may be harnessed. Practical and flexible organisational governance were the most important factors in supporting general practice nurses to develop and utilise nursing skills, but advocacy from medical colleagues was necessary to support advancement. Barriers include funding structures, non-supportive cultures and inflexible organisational governance structures. Organisation governance has the potential to assist nurses to work at an advanced level, but significant financial, structural and cultural barriers may be too difficult for organisational governance resources alone to overcome. In addition to utilising resources, it may be useful for general practices to undertake a review of how they function as a team and reflect upon their practice culture.
16
Hernandez, Javier. "Local and global organisational dynamics in the field of finance." Qualitative Research in Organizations and Management: An International Journal 13, no. 2 (June 11, 2018): 144–61. http://dx.doi.org/10.1108/qrom-05-2017-1527.
Full textAbstract:
PurposeWhile financial organisations and systems are becoming global, there still seems to be some country-based differences explained mainly by social dynamics of power and distribution of resources. The purpose of this paper is to analyse practices of a wide variety of financial organisations in two very different social environments, namely, the UK and Chile, with special focus on recruitment and promotion procedures and work under the industry.Design/methodology/approachFrom 41 in-depth interviews with practitioners in London, Edinburgh and Santiago de Chile and participant observation of recruitment practices, it was possible to analyse the practices of financial organisations, emphasising on the way they interact with people in global markets and local fields. Interviews and observation were designed to understand organisational procedures in the life course of a set of people working in financial firms and related institutions.FindingsThe paper argues for a field approach since Chile’s peripheral position in global markets and its elite-concentrated local distribution of resources encourage more traditional organisational practices, especially in terms of recruitment, socialisation and staff allocation, while in the UK, organisational processes are more technically designed and competitive, as part of a different field, the one of the main centres of financial activities.Research limitations/implicationsAlthough organisations are accessed via their workers and not studied directly, the design of the interviews and the findings allow understanding how financial work is structured by organisational procedures.Practical implicationsThe paper contributes to highlight the role played by organisational procedures and how policies oriented to decrease inequality should take them into account.Social implicationsIt contributes to understanding how inequality is based on organisational practices which are, at the same time, grounded in inequal social structures.Originality/valueVery few studies have compared, from an in-depth and qualitative perspective, the way organisational procedures are constituted in two very different countries. It covers a wide variety of organisations types and financial products and services. It also tries to make a contribution bridging the current economic sociology literature and organisational studies. Very few articles have also performed systematic fieldwork in two very different countries.
17
Obeidat, Ahmad M. "The Relationship Between Perceived Human Resource Management Practices and Turnover-Intention: The Mediating Role of Organizational Attractiveness." Modern Applied Science 13, no. 2 (January 27, 2019): 216. http://dx.doi.org/10.5539/mas.v13n2p216.
Full textAbstract:
This study examines whether employees’ attraction to the organisation mediates the relationship between their perceptions of human resource management (HRM) practices (as a bundle) and their turnover intentions. Hypotheses were developed based on the propositions of social exchange theory, findings of previous research and theory of reasoned action. Survey data were collected from 297 individuals who work in organisations operating in the Hashemite Kingdom of Jordan. Subsequently, the proposed relations were tested. It was found that: 1) perceived HRM practices is negatively and significantly related to turnover-intention; 2) perceived HRM practices is positively and significantly related to organisational attractiveness; and 3) organisational attractiveness is negatively and significantly related to turnover intention and partially mediates the negative relationship between perceived HRM practices and turnover intention. The implications of these findings for line managers and HR practitioners are also discussed in addition to future research directions.
18
McCosker, Anthony, Xiaofang Yao, Kath Albury, Alexia Maddox, Jane Farmer, and Julia Stoyanovich. "Developing data capability with non-profit organisations using participatory methods." Big Data & Society 9, no. 1 (January 2022): 205395172210998. http://dx.doi.org/10.1177/20539517221099882.
Full textAbstract:
In this paper, we explore the methodologies underpinning two participatory research collaborations with Australian non-profit organisations that aimed to build data capability and social benefit in data use. We suggest that studying and intervening in data practices in situ, that is, in organisational data settings expands opportunities for improving the social value of data. These situated and collaborative approaches not only address the ‘expertise lag’ for non-profits but also help to realign the potential social value of organisational data use. We explore the relationship between data literacy, data expertise and data capability to test the idea that collaborative work with non-profit organisations can be a practical step towards addressing data equity and generating data-driven social outcomes. Rather than adopting approaches to data literacy that focus on individuals – or ideal ‘data citizens’ – we target the organisation-wide data settings, goals and practices of the non-profit sector. We conclude that participatory methods can embed social value-generating data capability where it can be sustained at an organisational level, aligning with community needs to promote collaborative data action.
19
Lupton, Ben, and Atif Sarwar. "Blame at Work." Business and Professional Ethics Journal 40, no. 2 (2021): 157–88. http://dx.doi.org/10.5840/bpej2021323109.
Full textAbstract:
Existing work in the field of business ethics has explored how concepts in philosophy and other disciplines can be applied to blame at work, and considers blame’s potential impact on organisations and their employees. However, there is little empirical evidence of organisational blaming practices and their effects. This article presents an analysis of interviews with twenty-seven employees from a range of occupations, exploring their experience of blame, its rationale and impact. A diversity of blaming practices and perspectives is revealed, and in making sense of these the authors draw on recent theoretical developments—Skarlicki, Kay, Aquino, and Fushtey’s (2017) concept of ‘swift-blame,’ and Fricker’s (2016) notion of ‘communicative blame.’ The study also reveals a tension between a desire to avoid ‘blaming’ on the one hand, and a need for ‘accountability,’ on the other, and the authors explore the implications of the findings for organisations in seeking to ‘manage’ blame.
20
Rogozińska-Pawełczyk, Anna, and Katarzyna Gadomska-Lila. "The Mediating Role of Organisational Identification between Psychological Contract and Work Results: An Individual Level Investigation." International Journal of Environmental Research and Public Health 19, no. 9 (April 28, 2022): 5404. http://dx.doi.org/10.3390/ijerph19095404.
Full textAbstract:
The aim of this article is to identify the relationship between the fulfilment of relational and transactional psychological contracts and work results, taking into account the mediation effect expressed in organisational identification. The empirical research was conducted on a group of 402 HR professionals responsible for designing and implementing HR practices in one of the leading companies of the Polish energy sector. Hypotheses were tested using the partial least squares structural equation modelling technique (PLS-SEM). Based on our research, we found that the implementation of both relational and transactional psychological contracts positively influenced the results achieved by HR professionals, both directly and indirectly, through the mediating role of organisational identification. The results indicate that the relationship between the psychological contract and work results is stronger when mediated by organisational identification. It plays an important role, especially in relation to the transactional contract. The collected results lead to the conclusion that organisations, wishing to increase the level of work results achieved by HR professionals, should as much as possible fulfil the expectations of employees and meet the commitments made to them within the framework of the established psychological contract. The study makes an important contribution to the understanding of the “priority” importance of organisational identification in enhancing the efforts of HR professionals to deliver work results that benefit both employees and the organisation.
21
Mouro, Carla, Vera Lomba, and Ana Patrícia Duarte. "Pro-Environmental Behaviours at Work: The Interactive Role of Norms and Attitudinal Ambivalence." Sustainability 13, no. 21 (October 29, 2021): 12003. http://dx.doi.org/10.3390/su132112003.
Full textAbstract:
The environmental costs arising from unsustainable production patterns have increased to the point that organisations are now expected to adopt more responsible practices. Pro-environmental behaviours (PEBs) in the workplace can significantly contribute to bettering companies’ environmental performance and sustainability transition. This research investigated the interactive role of norms and attitudes in predicting voluntary energy conservation behaviours, based on a correlational study of 189 Portuguese workers. The study examined whether perceived norm conflicts involving co-workers, closer colleagues and leaders’ behaviours promote or hinder workers’ own PEBs and whether attitudinal ambivalence towards their organisation’s pro-environmental initiatives is a moderator of this relationship. Controlling for the effect of the pro-environmental organisational climate, the ages of employees and organisation size, the results confirm that felt ambivalence moderates the relationship between norm conflict and reported energy conservation behaviours. The findings indicate that ambivalent workers are less likely to engage in PEBs if they perceive norm conflict, that is, if other staff members are not equally motivated to adopt those behaviours. Conversely, norm conflict had an energising effect on non-ambivalent workers. The results thus indicate that organisations could benefit from promoting their environmental policies more explicitly, encouraging their employees to discuss these initiatives and making voluntary PEBs more visible in the workplace.
22
Alam, Manzurul. "Organisational processes and COVID-19 pandemic: implications for job design." Journal of Accounting & Organizational Change 16, no. 4 (December 9, 2020): 599–606. http://dx.doi.org/10.1108/jaoc-08-2020-0121.
Full textAbstract:
Purpose This is a reflective essay on how lockdowns during COVID-19 pandemic have exposed internal organisational processes and work practices. Design/methodology/approach The essay is based on the author's reflections on organisational work practices during the coronavirus mandatory social distancing period. Findings This reflective essay shows how COVID-19 pandemic challenges the existing organisational systems and processes. It produces thoughtful considerations of different options for managing organisational activities in the post-COVID-19 period. Research limitations/implications The reflective essay underscores various issues relating to organisational job design and work practices and the impact on future management accounting research. Originality/value This essay provides personal insight into how the recent pandemic influences organizational work practices.
23
Rademacher, Ute, Ulrike Weber, and Cassandra Tyana Zinn. "Drawing the Line – Turning Social Practices of Smartphone Use Into (In)formal Rules and Regulations." management revue 32, no. 4 (2021): 366–84. http://dx.doi.org/10.5771/0935-9915-2021-4-366.
Full textAbstract:
Today's workplace is strongly influenced by digital information and communication technologies (ICT). Remote work raises new demands regarding employees’ availability as well as work engagement and requires new rules. However, how social practices regulate smartphone use in organisations has seldom been investigated. This paper explores the use of smartphone technology in organisations and how to implement formal rules. The analysis of 12 qualitative in-depth interviews with employees in a profit-oriented and a public service organisation confirms and enriches the types of usage as suggested by Orlikowski’s work on information technologies in organisations. In addition, we suggest reframing the non-enactment of smartphone technology as a constructive practice of ensuring productivity and employee well-being instead of being caused by a lack of technical know-how, or fear of losing power. In addition, three different types of practices for formally governing work-related smartphone use in new work arrangements have been identified: a) formalising the implicit communication etiquette, b) designing rules for specific organisational contexts and c) making use of technical resources. From a practical point of view, we recommend managers introduce a participatory process to design a formal policy that builds on established social practices.
24
Anlesinya, Alex, and Kwesi Amponsah-Tawiah. "Towards a responsible talent management model." European Journal of Training and Development 44, no. 2/3 (January 11, 2020): 279–303. http://dx.doi.org/10.1108/ejtd-07-2019-0114.
Full textAbstract:
Purpose This study aims to critically examine talent management practices and strategies from ethical and responsible management perspectives. Design/methodology/approach It achieves its aim through conceptual analysis by theorising through the lenses of talent philosophies, the organisational justice theory, the stakeholder theory and extant literature. Findings A responsible talent management construct and mode to guide the practice of talent management in a socially responsible way is developed. It argues that inclusivity; corporate responsibility; and equity and equal employment opportunity are the key underlying principles of a responsible talent management system. This study further argues that responsible talent management practices promote achievement of multilevel sustainable outcomes such as decent work, employee well-being and organisational well-being. Practical implications Emphasising responsible management and ethical concerns in organisational talent strategies and practices is non-negotiable, given the current level of interest in sustainable work and employment and in the quest to achieve sustainable human and organisational outcomes through management and organisational practices. Originality/value The development of a responsible talent management construct and model is original and novel and is expected to shape thinking and drive new research directions in the field of talent management. It further contributes directly to knowledge and practice by demonstrating how organisations can manage their talents in a responsible way.
25
NICHOLAS, STEPHEN, and WILLIAM PURCELL. "JAPANESE SUBSIDIARIES IN AUSTRALIA: WORK PRACTICES AND SUBCONTRACTING RELATIONS AS LEARNING MECHANISM." Singapore Economic Review 46, no. 01 (April 2001): 119–39. http://dx.doi.org/10.1142/s0217590801000255.
Full textAbstract:
This paper tests whether Japanese subsidiaries in Australia were learning organisations. Two strands of MNE theory are presented: dynamic capability and organisational learning models. Japanese MNEs transferred both work and subcontracting practices to their Australian subsidiaries. Statistical tests showed that there were no significant deepening in work practices or subcontracting relationships between 1993 and 1997. Our tests also revealed no long-term learning, measured by changes in work practices and subcontracting relationships for firms who had operated in Australia for more than 10 and less than 10 years. The paper advances explanations of the absence of short-term and long-term learning.
26
Francis, Valarie. "Supportive Organisational Cultures and their effects on Male Civil Engineers." Construction Economics and Building 4, no. 1 (November 19, 2012): 1–10. http://dx.doi.org/10.5130/ajceb.v4i1.2934.
Full textAbstract:
Substantial changes, not only in the demographic composition of the Australian workforce, but also,in the roles and expectations of men and women, have led to organisational and employee attempts to reconcile work and non-work demands. Research suggests that when work-family balance practices are introduced they can greatly enhance organisational efficency. However factors embedded in the organisational culture can undermine these policies rendering them ineffective. This quantitative study examined the relationship between the perceptions of a supportive work culture and some work and non-work experiences of Australian male civil engineers. The research investigated the prevalence of organisational values supportive of work-life balances as well as the level of work-family conflict perceived by those engineers. This paper reports some initial results of the study. These indicated that male civil engineers experienced moderate levels of work-family conflict but do not perceive their organisations to be very supportive of employee nneeds to balance work and personal life. However those that reported a supportive work environment also reported higher levels of organisational commitment, greater job and life satisfaction as well as lower level of work-family conflict and lower intentions to quit. The implications of the findings for organisations employing civil engineers are discussed.
27
Smith, Raymond. "Work(er)-driven innovation." Journal of Workplace Learning 29, no. 2 (March 6, 2017): 110–23. http://dx.doi.org/10.1108/jwl-06-2016-0048.
Full textAbstract:
Purpose The focus on innovation as a foundational element of enhanced organisational performance has led to the promoting and valuing of greater levels of employee participation in innovation processes. An emergent concept of employee-driven innovation could be argued to have hindered understandings of the creative and transformative nature of work and the kinds of work and learning practices that all workers engage in as part of their routine occupational practices. The purpose of this paper is to propose that a stronger focus on work-learning as workers’ personal enactment of the collective activities that comprise their occupational practice and its circumstances can clarify the nature of innovation. Design/methodology/approach The paper is based on an extended ethnographic study (18 months) of 12 employees from four different workplaces and who were engaged in a variety of different occupational practices. Findings The argument is advanced through discussion of four kinds of innovation that were identified through examining the work-learning practices of restaurant, gymnasium, computing and fire service workers. They are personal heuristics, test benching, efficiencies and shared needs. Originality/value These innovation forms illuminate personal work-learning practices and offer means of explaining innovation as a foundational factor of work, suggesting that work that supports these work-learning practices can enhance organisational innovation.
28
Lewicka, Dagmara, and Katarzyna Krot. "The model of HRM-trust-commitment relationships." Industrial Management & Data Systems 115, no. 8 (September 14, 2015): 1457–80. http://dx.doi.org/10.1108/imds-12-2014-0388.
Full textAbstract:
Purpose – It is worth focusing on the examination of factors influencing the quality of the work environment. The purpose of this paper is to verify the influence of the HRM system and organisational trust on employee commitment. Design/methodology/approach – The survey was conducted in Poland among 370 employees in organisations from two sectors of the economy: services and industry. The verification of the theoretical model was performed based on structural equation modelling. Findings – Research findings made it possible to successfully verify the model of the relationship between the HRM system (practices, process), organisational trust and commitment. The starting point for trust in an organisation followed by commitment is the HRM system. It seems that the impact of the HRM process on creating organisational trust is higher. Research findings have also confirmed a relationship between each type of organisational trust and calculative commitment based on benefits, which is a strong determinant of affective commitment. Organisational trust is, therefore, an intermediary factor because the organisation must build trust in employees first before they become affectively committed. Originality/value – Current studies have not examined the issue of a mutual relationship between three constructs: perceived HRM practices and process, organisational trust and commitment. What is more, previous research was confined to the constructs analysed holistically without considering their complexity (different types of trust and commitment). In addition, the authors attempted to enrich Allen and Mayer’s (1991) model with a new aspect of the commitment – calculative, which is linked to the benefits received by employees. The authors also identified the mediating influence of the trust and calculative commitment onto the affective commitment.
29
Margherita, Emanuele Gabriel, and Ilenia Bua. "The Role of Human Resource Practices for the Development of Operator 4.0 in Industry 4.0 Organisations: A Literature Review and a Research Agenda." Businesses 1, no. 1 (April 19, 2021): 18–33. http://dx.doi.org/10.3390/businesses1010002.
Full textAbstract:
In this study, we summarised the human resources practices for the development of Operator 4.0. Operator 4.0 is the worker operating in an Industry 4.0 organisation. Such organisations introduce novel digital technologies—including Big Data, robotics, and the Internet of Things—along the assembly line. Operators 4.0 can manage Industry 4.0 technologies, and Industry 4.0 technologies also support their activities. Some studies illustrate the enabling Industry 4.0 technologies for this role and the various qualitative benefits for Operator 4.0. However, organisations encounter issues to prepare traditional manufacturing workers for this novel role, which implies a drastic change in training and designing jobs, particularly for the qualitative aspects of the work organisation and human-computer interaction. Moreover, traditional manufacturing workers do not possess the proper digital skills to manage complex Industry 4.0 technology. Thus, there is a lack of study that illustrates what organisational practices are used to develop an Operator 4.0. Human resources management is the organisational function devoted to these challenges, such as a lack of a skilled workforce in handling high-tech technologies and employee retention. It provides human resource practices to develop workers for their role. Therefore, we addressed this gap by conducting a systematic literature review to summarise the used human resource practices for the development of an Operator 4.0. The results show six human resource practices for developing an Operator 4.0: staffing, job design, training, performance appraisal system, knowledge management, and compensation. We concluded by proposing a research agenda to advance this research stream.
30
Bajer, Javier. "What’s the point? The search for purpose at work." Strategic HR Review 15, no. 1 (February 8, 2016): 25–28. http://dx.doi.org/10.1108/shr-12-2015-0094.
Full textAbstract:
Purpose – This paper aims to provide an insight into the endless search for purpose at work, questioning the validity of traditionally accepted practices and proposing an alternative, based on the evidence provided by successful organisations today. Design/methodology/approach – This was an ethnographic-based research of over 60 organisations, understanding the different cultures and the effect of various ways in which they create a sense of purpose. Findings – The way in which organisations try to create a sense of purpose is unsustainable and it is taking them further away from truly finding it. Originality/value – An exploration into the individual and organisational search for purpose, challenging traditional approaches.
31
Bartlett, Christopher W., and William C. Ray. "Are the Organisational Management Characteristics of Healthcare Organisations Distinguishable from Other Professional Organisations?" Journal of Health Management 23, no. 4 (October 20, 2021): 585–93. http://dx.doi.org/10.1177/09720634211050445.
Full textAbstract:
Organisational management characteristics occur with varying rates across industries and organisations within industries. While professional organisations tend to have fewer undesirable management characteristics than non-professional organisations, little work has been done to assess whether healthcare, with its unique legal structure that can put hospital administration at odds with physician autonomy, is an exception among professional organisations. In this study, rates of positive as well as undesirable management practices were estimated from publicly available ethnography data and compared to data from non-healthcare professional settings. A structured literature review was conducted to validate the ethnography data and further explore possible mechanisms. The main finding is that healthcare professionals do have greater group conflict with administration than other professionals and that healthcare settings exhibit greater instances of unwritten rules than other professional organisations. Overall, our results suggest that common management practices in other professional settings may not fully apply to healthcare. The potential for group conflict between physicians and administration is higher than other autonomous professional fields. Healthcare administration may benefit from examining practices in non-professional settings for beneficial ideas in management innovation.
32
Nwagbara, Uzoechi. "Institutions and organisational work-life balance (WLB) policies and practices." Journal of Work-Applied Management 12, no. 1 (April 8, 2020): 42–54. http://dx.doi.org/10.1108/jwam-11-2019-0035.
Full textAbstract:
PurposeThis paper examines the relationship between the institution’s organizational work-life-balance (WLB) policies and practices and subsequent challenges faced by Nigerian workers. The paper argues that institutions shape WLB practices (and policies), and thus, constitute WLB challenges.Design/methodology/approachRelying on qualitative, interpretive approach, and the institution-based view of organizational practice, the study investigates the relationship between institutions, WLB practices/policies, and subsequent challenges that female workers undergo, using 25 semi-structured interviews.FindingsThe findings reveal Nigeria’s unique institutional context frames and foster challenges for female workers. Also, it was identified that institutional and sociocultural pressures on female employees demonstrate that consequent challenges, while common to female workers in other countries, are more intense and challenging in Nigeria because of its peculiar institutions and context.Research limitations/implicationsThis study offers an opportunity to unpick how institutions are important in understanding organizational practices as part of wider social structures, which influence organizational realities, including WLB. The qualitative, exploratory approach undertaken can limit generalizing the findings.Originality/valueThis study contributes to the emerging concept of WLB discourse from the developing countries’ perspective. It also reveals how WLB discourse differs from nonwestern context and emphasizes previously identified challenges that female workers experience based on WLB practice. The study also sheds light on how institutions shape organizational practice.
33
Khan, Imran U., Abel Usoro, and Grzegorz Majewski. "An Organisational Culture Model for Comparative Studies and Assessment of IT Projects." International Journal of Human Capital and Information Technology Professionals 3, no. 2 (April 2012): 63–83. http://dx.doi.org/10.4018/jhcitp.2012040105.
Full textAbstract:
The research supports the notion that values affect work practices. It develops a comparatively simple organisational cultural model based on four work practices: support orientation, innovation orientation, co-ordination orientation, and rules orientation. For validation, it was operationalised into a 21 item survey questionnaire that mainly used a Likert scale from “strongly agree” to “strongly disagree.” This paper presents the validity and reliability of the items with Cronbach alpha values of between 0.8 and 0.9. Both positive and negative values like trust, honesty, and selfishness affect work practices which are presented as good reflections and measures of organisational culture. The four work practices are reliable and valid reflections of organisational culture. Though not yet extensively tested, the model can be used by IT professionals for assessing IT projects from organisational culture perspective. It also constitutes a useful platform for other research, e.g., effect of organisational culture on knowledge sharing.
34
Nordsteien, Anita, and Katriina Byström. "Transitions in workplace information practices and culture." Journal of Documentation 74, no. 4 (July 9, 2018): 827–43. http://dx.doi.org/10.1108/jd-07-2017-0116.
Full textAbstract:
Purpose The purpose of this paper is to empirically investigate how new healthcare professionals engage with information practices and information culture in their workplace, and the resulting influences on development and change. Design/methodology/approach A longitudinal study was conducted on a hospital training programme. Three series of focus groups provided data from 18 recently qualified nurses, supported by observations. Data were thematically analysed applying a framework consisting of six approaches to information use. Findings Newcomers take a proactive approach to seek, use and share scientific information, which is negotiated within existing information practices and organisational information culture. Their competencies, such as research skills, values, motivation and sense of integrity to use and share scientific information, often differ from those existing workplace practices. For this reason, they drive towards renewal and change. Practical implications Examination of organisational approaches to information use indicates clearly the necessity for improvements to meet the needs of information proactiveness and thus be able to face challenges and changes in an organisation. Originality/value This work sheds new light on newcomers’ information use, as they integrate into a workplace and interact with information practices and organisational approaches to information use. A significant contribution is the identification of the dynamics and interdependencies between newcomers’ individual agency in their way of seeking, using and sharing information, and the established community’s social agency promoting existing information practices and the organisational agency represented by information culture.
35
Haider, Abrar, and Sureerat Sae Tang. "Maximising Value Through IT and Business Alignment." International Journal of Technology Diffusion 7, no. 3 (July 2016): 33–58. http://dx.doi.org/10.4018/ijtd.2016070104.
Full textAbstract:
Contemporary business organisations need to be responsive to internal as well as external changes. Organisational intuitiveness, being fundamental to this responsiveness, requires that these organisations develop and manage their information processing and management infrastructure to enable an integrated and informed environment. Organisations generally have a deterministic approach to technological infrastructure development and do not give requisite attention to soft factors that shape its use. Information technologies, however, are strategic resources that require supportive human action through appropriate set of roles, responsibilities, and decision rights to works effectively, evolve in use, and enable value on continuous basis. This paper presents a case of an information technologies governance in a financial services organisation. It highlights that governance practices need to be institutionalised in the organisation, such that they become an integral part of the organisational, social, and technical environment of the business.
36
Mikkelsen, Elisabeth Naima. "Organisational perspectives on boring prison work: Between emancipation and paranoia." Organization 29, no. 5 (September 2022): 816–38. http://dx.doi.org/10.1177/13505084221079009.
Full textAbstract:
Boredom may take different forms depending on the setting. However, most existing literature portrays it as a negative phenomenon for both individuals and organisations. While boredom is studied primarily via controlled laboratory experiments and questionnaire-based studies, past research has been criticised for neglecting to understand workers’ experiences of boredom in real-world work settings. Drawing on a qualitative case study comprising of interviews with prison officers and ethnographic fieldwork in two Danish prisons, this article explores workers’ experience of boredom embedded in specific organisational work practices of repetitive routines, waiting and meaningless tasks. It shows that workers may take an organisational perspective on their experience of boredom, rather than a personal one, acknowledging the tedious features of work but nevertheless emphasising their organisational value. I use a phenomenological approach to sensemaking to deepen the understanding of how workers’ protests against boredom may not be only destructive but may sometimes take creative forms, leading to positive organising. Drawing on these findings, I extend our understanding of boredom at work.
37
Aleksic-Miric, Ana, Biljana Bogicevic-Milikic, and Nebojsa Janicijevic. "Organisational learning in Serbia during the transition: The legacy of Bozidar Cerovic and his contribution to transition research." Ekonomski anali 65, no. 225 (2020): 73–104. http://dx.doi.org/10.2298/eka2025073a.
Full textAbstract:
In this paper we address the issue of organisational learning in Serbia during the transition, based extensively on the research work of Bozidar Cerovic that was published in his conference papers, academic journals, books, and edited volumes from the 1990s onwards, as well as in our joint research. We delineate three generations of organisational learning in the post-1989 transformation, which correspond to the transition periods comprehensively analysed in Cerovic?s work. We discuss each of these generations of organisational learning as characterised by the specific learning context, shaded by macro-level determinants and distinctive learning antecedents, nature, practices, and outcomes, and provide a theoretical framework using institutional organisation theory to highlight the specific issue of organisational learning in Serbia during the transition of South-Eastern Europe.
38
Furlan Matos Alves, Marcelo Wilson, Ana Beatriz Lopes de Sousa Jabbour, Devika Kannan, and Charbel Jose Chiappetta Jabbour. "Contingency theory, climate change, and low-carbon operations management." Supply Chain Management: An International Journal 22, no. 3 (May 8, 2017): 223–36. http://dx.doi.org/10.1108/scm-09-2016-0311.
Full textAbstract:
Purpose Drawing on the theory of contingency, the aim of this work is to understand how supply chain-related contingencies, arising from climate change, are related to changes in the organisational structure of firms. Further, the authors explore how this relationship influences the perception of sustainability managers on the adoption of low-carbon operations management practices and their related benefits. Design/methodology/approach To achieve this goal, this research uses NVivo software to gather evidence from interviews conducted with ten high-level managers in sustainability and related areas from seven leading companies located in Brazil. Findings The authors present four primary results: a proposal of an original framework to understand the relationship between contingency theory, changes in organisational structure to embrace low-carbon management, adoption of low-carbon operations practices and benefits from this process; the discovery that an adequate low-carbon management structure is vital to improve the organisations’ perceptions of potential benefits from a low-carbon strategy; low-carbon management initiatives tend to emerge from an organisation’s existing environmental management systems; and controlling and monitoring climate contingencies at the supply chain level should be permanent and systematic. Originality/value Based on the knowledge of the authors, to date, this work is the first piece of research that deals with the complexity of putting together contingency theory, climate-change contingencies at the supply chain level, organisational structure for low-carbon management and low-carbon operations management practices and benefits. This research also highlights evidence from an emerging economy and registers future research propositions.
39
Mousa, Mohamed, Hiba K. Massoud, and Rami M. Ayoubi. "Gender, diversity management perceptions, workplace happiness and organisational citizenship behaviour." Employee Relations: The International Journal 42, no. 6 (May 11, 2020): 1249–69. http://dx.doi.org/10.1108/er-10-2019-0385.
Full textAbstract:
PurposeThe purpose of this paper is to investigate whether females have different perceptions of diversity management and workplace happiness compared to their male colleagues. Furthermore, the paper explores whether diversity management perceptions mediate the relationship between workplace happiness and organisational citizenship behaviour.Design/methodology/approachA total of 260 questionnaires from a number of public hospitals in Egypt were analysed using both t-test and Structural Equation Modelling.FindingsWe found that female physicians perceive diversity management policies/protocols more positively than their male colleagues. Moreover, gender has no or little effect on physicians’ perceptions of workplace happiness. We also found that workplace happiness positively affects physicians’ organisational citizenship behaviour, and finally, diversity management practices can mediate the relationship between workplace happiness and physicians’ organisational citizenship behaviour.Practical implicationsWe believe that managers can raise the feeling of workplace happiness among their staff if they maintain some personal relationships with physicians, care about the physicians’ work/life balance, promote after work gatherings, initiate coffee time talks, encourage open communication practices and more.Originality/valueThe paper is based on the argument that although employees might be happy in the workplace through (engagement, job satisfaction, affective commitment), their happiness, however,will unlikely be reflected into a positive organisational citizenship behaviour towards their organisation, except (social exchange theory) they feel or perceive (equity theory) the overall practices of diversity management in that organisation positively. Thus, studying the mediating effect of perceptions towards diversity management is mainly our contribution.
40
Kumar, Ajit. "RECENT HR PRACTICES: A TRANSITION TOWARDS ORGANISATIONAL TRANSFORMATION." International Journal of Research -GRANTHAALAYAH 4, no. 8 (August 31, 2016): 18–31. http://dx.doi.org/10.29121/granthaalayah.v4.i8.2016.2557.
Full textAbstract:
Today the world of work is rapidly shifting. Human Resource Management (HRM), as a part of organization, must be prepared to deal with effects of varying world of work. Thus, for the HR people it is all about comprehending the ramification of globalization, corporate downsizing, changing skill requirements, the contingent work force, work-force diversity, continuous improvement initiatives, decentralized work sites, re-engineering and employee involvement. Companies today are having a global mix of the employees which requires understanding of the employees and their mindset as it is a tough task for HRD. Human Resource Management is a course of bringing people & organization together, so that the objectives of each other are met. The organizations in Indian are witnessing a change in systems, management cultures and philosophy due to the global alliance of Indian Organization. As globalization has been a challenging concern for the organization because IHRM (International Human Resource Management) has placed significant stress on number of functions & responsibilities, such as orientation, relocation, translation services to help employees adapt to new and different milieu outside their own country. Hence forth, the essential attention must be taken by HR Managers in devising procedures, maintaining the relationship, policies, motivational strategies, and stressing on value in administration. HR people need to do a lot of things in this regard. At the end HRD plays a vital role as a planner, initiator and executor in every organization. The paper thus discusses few emerging concepts, trends and practices of the HRM like tapping skills anytime & anywhere, managing people as a workforce of one, the rise of the extended workforce, HR driving the agile organization, reconfiguring the global talent landscape, workforce on demand, HR and people analytics, data driven and social media recruiting, HR technology solutions as enabler etc. The paper highlights on few of the most key HR initiatives and trends which the HRM function has to take care so as to make an organisation sustainable and gain success.
41
Hirsh, Wendy. "Supporting career development in organisations: Drivers, practices and challenges." Journal of the National Institute for Career Education and Counselling 46, no. 1 (April 1, 2021): 47–55. http://dx.doi.org/10.20856/jnicec.4608.
Full textAbstract:
This article describes the evolution of career development in UK employing organisations over the period 2000-2020. It looks at the characteristics of career development in organisations; the business drivers for supporting the career development of employees; some of the ideas that have influenced how employers think about career development; and key career development practices. The article also explores the challenges that constrain effective career development for employees. In addition to published material, the article includes some case examples of current practice, drawing on semi-structured interviews with NICEC Fellows, specialists in organisational careers work and HR professionals.
42
Burchardt, Marian. "‘We are saving the township’: Pentecostalism, faith-based organisations, and development in South Africa." Journal of Modern African Studies 51, no. 4 (November 18, 2013): 627–51. http://dx.doi.org/10.1017/s0022278x13000608.
Full textAbstract:
ABSTRACTIn this article, I trace the emergence of Pentecostal FBOs in the South African city of Cape Town. By focusing on their involvements in HIV/AIDS programmes, including practices such as health education, counselling and material support, I analyse the organisational dynamics and consequences ensuing from their activities. Pentecostal involvements in development work engender complex connections between two distinct processes: On the one hand, they offer Pentecostal communities new social spaces for promoting their faith and moral agendas. On the other hand, development work urges Pentecostal communities to recast their activities in the logic of formal organisation and accountability (proposals–grants–projects). On the ground, these logics are constantly subverted as beneficiaries construe FBOs aspatronsand deploy Pentecostal identities for mediating access to FBOs and the resources they command. My argument is that Pentecostal faith works to mediate the entire set of social relationships, expectations, imageries and practices that structure FBO work on the ground. More than belief and ritual, it isPentecostal belongingthat links organisations, people, opportunities and resources.
43
Smith, Andrew, and Linda McKie. "Researching ‘Care’ in and around the Workplace." Sociological Research Online 14, no. 4 (September 2009): 1–7. http://dx.doi.org/10.5153/sro.1978.
Full textAbstract:
In this research note we critically consider the concept of ‘care’ both inside and around the workplace. Care, we assert, is ever-present in the workplace and evident in friendships and wider social relations. Moreover, many organisational policies and practices provide a framework within which caring may take place or be denied. ‘Organisation carescapes’ is introduced as a conceptual framework, which we argue can aid the identification and analysis of ‘care’ in employing organisations. Drawing on exploratory interviews, we discuss the implications these had on future stages of the research project in terms of our use of language and ways of conceptualising care at work. We explain how we operationalised the concept of care at work through the development of a questionnaire, which sought to map the care policies and services offered by a range of employing organisations. Furthermore, we discuss the appropriateness of the critical incident interview technique in uncovering the cultures and practices of care both in and around the workplace. Hence, through our conceptual and empirical research, we seek to bridge the sociologies of work and care.
44
Höglund, Linda, and Maria Mårtensson. "Entrepreneurship as a Strategic Management Tool for Renewal—The Case of the Swedish Public Employment Service." Administrative Sciences 9, no. 4 (September 27, 2019): 76. http://dx.doi.org/10.3390/admsci9040076.
Full textAbstract:
In this paper, we study how entrepreneurial and strategic processes develop in a public-sector organisation through a theoretical lens of Strategic Entrepreneurship (SE). Previous literature on SE practices identified a number of organisational aspects—such as organisational culture, structure, and entrepreneurial leadership—that are important to manage in order to benefit from new opportunities and strategic actions. So far, there is little knowledge about SE practices in the public sector and their possible consequences. There are also few qualitative studies in the field of SE, though arguments have been made for it. Our study is based on a longitudinal and qualitative process approach focusing on the work of the Swedish Public Employment Service’s (SPES) efforts to realise its new strategy through entrepreneurial and strategic processes. The results showed that there are several organisational tensions in relation to the processes of entrepreneurship. We have empirically contributed to previous literature by studying the SE practices of simultaneously balancing the processes of entrepreneurship and strategy. We have also contributed to a more nuanced discussion of the complexity of implementing SE practices and their relationship to organisational culture, structure and entrepreneurial leadership.
45
Pronin, V. Yu. "Managerial problems of remote work in Russian organisations: a remote workers’ perspective." Vestnik Universiteta, no. 9 (October 30, 2022): 28–36. http://dx.doi.org/10.26425/1816-4277-2022-9-28-36.
Full textAbstract:
Remote work becomes an increasingly important way of organising labor, but its implementation requires significant changes both at the employees level and at the organisation level. Identification and response to key challenges organisations face when implementing remote work is now especially relevant given the significant expansion of remote working practices over the past two years. The article presents the findings from a sociological online survey conducted among Russian remote workers from various industries (N=402). The study shows that, in comparison with traditional models, remote work is estimated, in general, more positively, and is characterised by improvements in a number of characteristics important for management. The most problematic areas include: organisational and technical support for remote work, and problems related to social roles and social protection. The main factor contributing to the reduction of the severity of most problems is the accumulation of experience in working remotely. This indicates successful adaptation to the remote format both on the part of employees and on the part of the organisation.
46
Bagger, Christoffer. "An organisational cultivation of digital resignation?: Enterprise social media, privacy, and autonomy." Nordicom Review 42, s4 (September 1, 2021): 185–98. http://dx.doi.org/10.2478/nor-2021-0049.
Full textAbstract:
Abstract Enterprise social media (ESM) have largely gone ignored in discussions of the datafication practices of social media platforms. This article presents an initial step towards filling this research gap. My research question in this article regards how employees of companies using the ESM Workplace from Facebook feel that the implementation of this particular platform relates to their potential struggles for digital privacy and work–life segmentation. Methodologically, I explore this through a qualitative interview study of 21 Danish knowledge workers in different organisations using the ESM. The central analytical proposal of the article is that the interviewees express a “digital resignation” towards the implementation of the ESM. In contrast to previous discussions, this resignation cannot only be thought of as “corporately cultivated” by third parties, but must also be considered as “organisationally cultivated” by the organisations people work for. The study suggests that datafication-oriented media studies should consider organisational contexts.
47
Aktar, Alima, and Faizuniah Pangil. "HRM practices, employee engagement, organisational commitment and work-related social support." J. for Global Business Advancement 13, no. 6 (2020): 688. http://dx.doi.org/10.1504/jgba.2020.10035714.
Full text
48
Aktar, Alima, and Faizuniah Pangil. "HRM practices, employee engagement, organisational commitment and work-related social support." J. for Global Business Advancement 13, no. 6 (2020): 688. http://dx.doi.org/10.1504/jgba.2020.113131.
Full text
49
Joshi, Ajinkya S., Vinayak S. Deshpande, and Padmakar J. Pawar. "Evaluating the effect of organisational practices on work effectiveness of employees." International Journal of Management Concepts and Philosophy 12, no. 2 (2019): 133. http://dx.doi.org/10.1504/ijmcp.2019.099320.
Full text
50
Scheeres, Hermine, Nicky Solomon, David Boud, and Donna Rooney. "When is it OK to learn at work? The learning work of organisational practices." Journal of Workplace Learning 22, no. 1/2 (February 23, 2010): 13–26. http://dx.doi.org/10.1108/13665621011012825.
Full text