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Breu, Karin, Christopher J. Hemingway, Mark Strathern, and David Bridger. "Workforce Agility: The New Employee Strategy for the Knowledge Economy." Journal of Information Technology 17, no. 1 (March 2002): 21–31. http://dx.doi.org/10.1080/02683960110132070.
Повний текст джерелаАнотація:
The notion of the agile workforce has been discussed as central to creating the agile organization, which achieves superior environmental responsiveness in contexts of turbulence and change. Previous agility research has focused overly on the organization, paying scant attention to the workforce. This paper addresses a significant gap in agility research by reporting on the first empirical study to examine how the pressures of organizational agility impact upon the workforce. Survey evidence from 515 UK organizations is used for eliciting an initial indicator of workforce agility. The data suggest that agile workforces acquire the five capabilities of intelligence, competencies, collaboration, culture and information systems (IS). From an information technology (IT) perspective the determinants of workforce agility are flexible infrastructure platforms that support the rapid introduction of new IS and the enhancement of IT competencies across the entire workforce. The survey also revealed that information and communications technology applications increase workforce agility most when used for collaborative working.
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JOSHUA Deji, Abiodun. "Influence of leadership approaches on workforce performance at forestry research institute of Nigeria." Kampala International University Interdisciplinary Journal of Humanities and Social Sciences 4, no. 1 (April 29, 2023): 322–30. http://dx.doi.org/10.59568/kijhus-2023-4-1-20.
Повний текст джерелаАнотація:
The study examined the influence of leadership approaches on workforce performance at the Forestry Research Institute of Nigeria. A multi-staged procedure was used in selecting 160 workforces in the organization. Descriptive statistics and Pearson product-moment correlation coefficient were used in analysing the data collected. Results showed that the exhibited organizational leadership approaches were democratic (5.08), transformational (4.73), autocratic (4.41) and laisse-faire (3.87) while the workforces in the organization had a very good level of workforce performance (5.62). The organizational leadership approaches exhibited (r = 0.34; p≤0.05) had a positive and significant relationship with workforce performance. The study concluded that the management of the institution endeavour to stimulate the exhibition of these leadership approaches to enhance the managerial influences, workforce performance and the achieving organizational objectives success.
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Yahaya, Ibrahim, and Umar Mato. "Workforce Diversity and Organizational Effectiveness in 21st Century Business Arena." Asian Accounting and Auditing Advancement 8, no. 1 (December 31, 2017): 24–29. http://dx.doi.org/10.18034/4ajournal.v8i1.46.
Повний текст джерелаАнотація:
The paper critically examines workforce diversity and its effect on the organizational efficiency which has become the concern of the business environment in the present globalized business Arena in the 21st century, the objectives examined the recognition of workforce diversity by organizations, the anatomy of workforce diversity, and extent of organizational workforce diversity, the researched was based on secondary data and the findings are organizations in 21st century realized and committed to workforce diversity and it concluded for business competitive advantage, strategic workforce diversity is required in the globalized organization, and its recommended the high degree of leadership and managerial commitment in action for workforce diversity.
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Thapa, Roshan. "Workforce Diversity: Gender, Education, and Ethnicity Affecting Organizational Perceived Performance in Nepalese Banking Sector- A Binary Logistic Regression Modeling." Nepal Journal of Multidisciplinary Research 6, no. 2 (August 15, 2023): 28–35. http://dx.doi.org/10.3126/njmr.v6i2.57196.
Повний текст джерелаАнотація:
The organization performs well when its diverse workforce works properly. Inclusiveness of workforce diversity namely gender, education, and ethnicity are highly important for better organizational performance. The objective of this study is to measure the impact of workforce diversity on the organizational performance of the Nepalese Banking Sector of Newroad Branches. The strata of managerial level, officer level, and assistant level are developed and 128 samples are taken for the purpose of the study with the stratified random sampling method. Binary Logistic Regression is used as a major statistical tool to analyze the organization's performance against not performing. Through analysis, gender diversity, education diversity, and ethnicity have a positive impact and help to increase organization performance, who believe diversity helps to perform better in the organization. For an organization diversity among employees must be there for the well-being of the organization.
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MORTIKOV, Vitalii. "EXCESSIVE WORKFORCE IN ORGANIZATION." Economy of Ukraine 2020, no. 5 (June 3, 2020): 41–52. http://dx.doi.org/10.15407/economyukr.2020.05.041.
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Tamn, Gabriel J. M. O., Ogbuigwe T., and Okeke Daniel Chimezie. "Workforce Diversity: Igniting a Boon or Bane Debate." INTERNATIONAL JOURNAL OF MANAGEMENT SCIENCE AND BUSINESS ADMINISTRATION 5, no. 5 (2019): 23–31. http://dx.doi.org/10.18775/ijmsba.1849-5664-5419.2014.55.1003.
Повний текст джерелаАнотація:
This paper is a theoretical description of workforce diversity (WD), specifically highlighting its significance in a wide array of organizational outcomes. The paper conceptualizes diversity comprising the workforce in terms of similarities and dissimilarities regarding age, gender, ethnicity, sexual orientation, and religion. Workforce diversity was observed as a phenomenon whose adoption transcends the compelling forces of government legislations but remains indispensable as a result of the incontestable complications associated with it. This paper proposes that it is imperative for organizations to recognize and foster an enabling environment that is inclusive and appreciative of individual uniqueness. Such an environment increases employee output and ultimately encourages activeness and peaceful work relations across the organization.
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Kudryashov, V. S. "The workforce planning system of the organization." Business Strategies, no. 7 (August 9, 2018): 11–17. http://dx.doi.org/10.17747/2311-7184-2018-7-11-17.
Повний текст джерелаАнотація:
The Relevance of the research topic is due to a number of factors: first, at the present stage of development, in the context of increasing competition, companies are in constant search of sustainable and difficult to replicate sources of competitive advantage; secondly, since the second half of the twentieth century, not only in theory but also in practice of management of most organizations recognized the existence of a relationship between the effectiveness of the organization and the effectiveness of its personnel policy (and personnel planning as one of its areas, including). Initially, the purpose of this direction was, first of all, to meet the needs of human resources - the production and economic needs of "employers" in the qualified personnel necessary for the most effective and efficient functioning of the organization, and only then the socio - economic interests of "workers". Today it "extends" practically to all spheres of personnel management. Despite the recognition of marked dependence and the role of personnel planning in enhancing organizational effectiveness, for most organizations it does not become a management norm, and if it is, it is not integrated into the overall business strategy, as opposed to, for example, from production planning, product sales, investments into development and so the Current situation is not just "assumes" and "requires" practical changes in relation to, the formulation and implementation of personnel policies and direction of its improvement.
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Reader, Tom W., Kathryn Mearns, Claudia Lopes, and Jouni Kuha. "Organizational support for the workforce and employee safety citizenship behaviors: A social exchange relationship." Human Relations 70, no. 3 (August 19, 2016): 362–85. http://dx.doi.org/10.1177/0018726716655863.
Повний текст джерелаАнотація:
Employee safety citizenship behaviors are crucial to risk management in safety-critical industries, and identifying ways to encourage them is a priority. This study examines (i) whether safety citizenship behaviors are a product of social exchanges between employees and organizations, and (ii) the organizational exchanges (i.e. actual activities to support employees) that underlie this relationship. We studied this in the offshore oil and gas industry, and investigated whether organizational activities for supporting workforce health are a signal to employees that the organization supports them, and an antecedent to safety citizenship behaviors. Using questionnaires, we collected data from employees ( n = 820) and medics ( n = 30) on 22 offshore installations. Multi-level path analysis found that where activities to support workforce health were greater, offshore employees were more likely to perceive their organization to support them, and in turn report more commitment to the organization and safety citizenship behaviors. This indicates safety citizenship behaviors are a product of social exchange, and provides insight on how organizations can influence employee engagement in them. It also suggests social exchange theory as a useful framework for investigating how organizational safety is influenced by workforce relations. We contributed to the social exchange literature through conceptualizing and demonstrating how organizational exchanges lead to reciprocal employee citizenship behaviors.
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Ranjan, Rakesh. "MANAGING DIVERSITY IN ORGANISATIONS TO GAIN COMPETITIVENESS." International Journal of Advanced Research 9, no. 09 (September 30, 2021): 319–21. http://dx.doi.org/10.21474/ijar01/13411.
Повний текст джерелаАнотація:
Organizations the world over is increasingly finding themselves coping with the changes taking place in their environment. There are two sets of forces that are changing the once familiar organizational landscape increasing reliance on teams and the changing workforce. This is bringing more and more people from diverse backgrounds into contact with one another. In general, diversity refers to the ways that people in organizations differ. That sounds simple, but defining it more specifically is a challenge because people in organizations differ in many ways-races, gender, ethnic group, age, personality, cognitive style, tenure, organizational function, and more. Managing diversity means establishing a heterogeneous workforce to perform to its potential in an equitable work environment where no member or group of members has an advantage or a disadvantage. Effectively managing diversity helps organizations to identify and capitalize on opportunities to improve products and services, attract, retain, motivate and utilize talented people effectively improve the quality of decision-making at all organizational levels and reap the many benefits from being perceived as a socially conscious and progressive organization. The paper attempts to analyze the mechanism of leveraging and unleash the powerful benefit of a diverse workforce in work organization.
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Tladinyane, Rebecca. "The psychological career resources and organizational commitment foci of South African workforce." Problems and Perspectives in Management 14, no. 1 (April 11, 2016): 168–75. http://dx.doi.org/10.21511/ppm.14(1-1).2016.04.
Повний текст джерелаАнотація:
One of most critical issues facing organizations today is how to retain employees they want to keep. The study examines the relationship dynamics between employees’ psychological career resources (measured by the Psychological Career Resources Inventory) and their organizational commitment foci (measured by the Organization-Related Commitment Scale). A quantitative survey is conducted involving a non-probability purposive sample of predominantly black females employed at managerial and staff levels (N = 318) in the field of industrial and organizational psychology. The findings provide valuable indicators for the design of career development practices aimed at retaining valuable staff
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Don-Solomon, Amakiri, and Perewari Fakidouma. "Managing Cultural Diversity: Implication for Organizational Innovativeness." European Journal of Business and Management Research 6, no. 4 (August 29, 2021): 368–71. http://dx.doi.org/10.24018/ejbmr.2021.6.4.1031.
Повний текст джерелаАнотація:
It is a known fact that the workplace is a repository of culturally diverse workforce, who brings their difference cultural inclinations and expertise to bear in pursuit of the general organizational goal. A diverse workforce comes with both benefits and challenges which are consequences of how the workforce is managed. This paper examines the theoretical implication of cultural diversity management on organizational innovativeness. The piece began with conceptual exposition of culture and the organization, organizational innovativeness as well as cultural diversity. Further, the paper identified cultural variables in the impeding workforce with subsequent management efforts of the diversity. Eventually, diverse cultural implications on organization innovativeness were emphasized. Findings are that; team that has variety of diverse characteristics can collectively spark a height of inventiveness, and likely exude better capacity to resolve intricate glitches and offers superior solution. Also, organization thrives creatively and innovatively in a culturally diverse workforce tolerant environment.
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Gopinath, Mohan, Aswathi Nair, and Viswanathan Thangaraj. "Espoused and Enacted Values in an Organization: Workforce Implications." Management and Labour Studies 43, no. 4 (October 8, 2018): 277–93. http://dx.doi.org/10.1177/0258042x18797757.
Повний текст джерелаАнотація:
It would seem logical that in a perfect world, a corporation’s espoused values would match its enacted values, This match of two sets of values is also known as ‘value congruence’, a situation where the organizational values are in tune with the employees’ values. However, there are many ways by which an organization can create a tension between its espoused and practiced values. The two main reasons relate to how it conducts its business and how it treats its employees. It was observed from the Espoused Value Analysis survey that only 40 per cent of the respondents perceive the employees in their organization are aware of the vision, mission and values. The findings also suggest that when behavioural integrity is boosted, then commitment to the espoused values of the organization is enhanced. Hence, it is inferred that there is significant gap between espoused and enacted values within the sample organizations chosen for the study. Despite this lack of awareness in values, 61 per cent of the employees felt their organization does not adopt unethical means to achieve business goals. The value congruence depends on how an organization deploys its value system, practices behavioural integrity and closes the perceived gaps.
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Farooqi, Rida Fatima, and Waqar Akbar. "Impact of High-Performance Work Practices on Service Recovery, Creative Job Performance and Absence Intentions." Asia Proceedings of Social Sciences 2, no. 3 (December 2, 2018): 204–8. http://dx.doi.org/10.31580/apss.v2i3.400.
Повний текст джерелаАнотація:
To improve the influences of workforce facing high performance work system on employee job outcomes, previous study has mainly represented public discussion concept to explain the fundamental instrument in the high performance work system study (Takeuchi et al., 2007; Messersmith et al., 2011; Kehoe and Collins, 2017). Public argument study recommends that when workforce obtain outcomes from the companies, they are similarly to reply with their performances and thoughts appreciated by the companies (Blau, 2014). High performance work system incorporates human resource procedures for example training & development, growth-related efficiency organization, and benefit reflects company’s stock in workforces. Therefore, when organizations offer high performance work system to workers, workforce would respond by representing optimistic actions and manners such as work efficiency, work fulfillment, as well as structural responsibility. The effort of the public argument viewpoint is that high performance work system assist to viewpoint extended period employee-manager argument link. Additionally to switching main reserves, occupation link might convey many senses for workforces since effort is an intermediate by which workforces can’t merely become monetary and public reserves, but also increase value and the consciousness of individual achievement (Liu et al., 2013). Therefore, we additional debate that the outcomes of high performance work system are not only about correspondence (that is., public argument), however also critically around impacting personality value insights. Though, this viewpoint has been ignored in the high performance work system study.
Organization- centered self-confidence states to the observed worth those employees have of themselves as workforce participant in the structural setting (Pierce et al., 2009). We propose that when high performance work system is settled, workforce would experience those companies worth them. This employee high performance work system may promote workforce. Therefore, the research is imbedded in “self-concept-based theory†(Shamir et al., 2013; Chan et al., 2013) to hypothesize how self-concept-based theory connects the links among workforce skilled high performance work system and work efficiency and work fulfillment by ascertaining its incremental authority above the public argument method. The results predict previous varying outcomes can be partially described by the mediating results of efficiency evaluating positively and information of efficiency values on the link among response occurrence and evaluating feedback (Shaun, Gerard, & Stephen, 2018).
Generally, previous researches have only highlighted the impact of few human resource practices on high performance work system or they might have relate the high performance work system directly with job outcomes. But this research investigates the effectiveness of human resource practices as a high performance work systems. Moreover, based upon the previous literatures by theorizing and examining in what way line managers’ aim similarity reduces the space among organizational-stage and increases job engagement. Additionally, only few researches have focused on organizational based experience while others have highly focused on employees based. But this research has concentrated on both the aspects that are organization based experience and employee based experience.
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Weerakoon, Thilaka S., and Kee-Hung Lai. "Organization performance: Empowering the workforce." Total Quality Management 8, no. 2-3 (June 1997): 305–9. http://dx.doi.org/10.1080/09544129710305.
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Dogar, Muhammad Nadeem. "Breach of psychological contract: impact on workforce motivation and organizational sustainability." Emerald Emerging Markets Case Studies 10, no. 1 (January 2, 2020): 1–20. http://dx.doi.org/10.1108/eemcs-01-2019-0005.
Повний текст джерелаАнотація:
Learning outcomes This case study aims to expect the following learning outcomes. A better understanding of the nature of a psychological contract being developed by employees in non-profit organizations, especially working in the areas of social development and the impact of this contract on employee commitment. Enhanced understanding of conflict of interest (personal versus public) in social development organizations and its implications. Identification of issues of task conflict versus interpersonal conflict and its impact on organizational functions. Identification of dynamics of exclusion of internal stakeholders from organizational strategic decision-making process along with its impact on organizational performance and sustainability. Devising a mechanism to avoid such conflicts in social development organizations, in particular, and organizations in general. Case overview/synopsis This case highlights five issues as follows: it identifies and discusses conflict of interest between privileged class possessing decision-making positions in the board of directors and implementers working at the grassroots level at ANMOL (a non-governmental organization working for poor girls education in Baluchistan-hub of China–Pakistan Economic Corridor); it discusses the basis for formulation of psychological contracts and impact of its violation on stakeholder’s commitment and motivation; it discusses the implications of difference of opinion of both stakeholders regarding organizational vision and possible drawbacks of converting task conflict into interpersonal conflict on individuals, organization and end-users; it explores implications of exclusion of key stakeholders from organizational decision-making and its impact on organizational smooth working and sustainability; and it suggests a mechanism to avoid conversion of task conflict into interpersonal conflict and smooth functioning of an organization. Hence, this case discusses theories of conflict of interest between top-leadership and workforce, psychological contract and implications of its breach on employee motivation and organizational sustainability in the context of social development organizations. Complexity academic level This case provides sufficient material to be discussed at master level courses (management sciences – master of business administration (MBA) level) such as human resource management (dynamics of psychological contract and conflict resolution), leadership and change management in social development organizations (social enterprises). Supplementary materials Teaching Notes are available for educators only. Subject code CSS 7: Management Science.
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Murray, William C., and Mark R. Holmes. "Impacts of Employee Empowerment and Organizational Commitment on Workforce Sustainability." Sustainability 13, no. 6 (March 13, 2021): 3163. http://dx.doi.org/10.3390/su13063163.
Повний текст джерелаАнотація:
Building and maintaining a sustainable workforce in the hospitality sector, where demand for talent consistently exceeds supply across the globe, has only been exacerbated by COVID-19. The need to sustain this workforce behooves the industry to unpack core drivers of employee commitment in order to retain top talent. This paper explores how dimensions of employee empowerment increase organizational commitment and, in turn, reduce turnover intention—leading to a more sustained workforce. Drawing on the results of 346 surveys within the Canadian lodging industry, structural equation modeling was undertaken to examine the influence of empowerment on organizational commitment and organizational commitments influence on turnover intention. Findings suggest that the development of meaning through employee empowerment, particularly when the ideals and standards between workers and their organization are aligned, creates a strong emotional commitment which appears to strongly reduce an employee’s intention to leave. Feelings of emotional connection or duty towards an organization show clear positive relationships with reduced intentions to leave. For an industry struggling with higher-than-average turnover intention and labour costs, focusing on creating work with meaning, and instilling a sense of belonging in the workforce will enable organizations to reduce their employee’s turnover intentions.
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MARGILAJ, Edlira. "Developing a Strategy to facilitate Knowledge Transfer across Muli-Generation Workforce." Economicus 20, no. 2 (2021): 41–51. http://dx.doi.org/10.58944/rgbl3030.
Повний текст джерелаАнотація:
Demographic changes have influenced that the companies around of the world to have an increasingly diverse workforce. This is in terms of experience, culture, age groups (generations), level of knowledge etc. Differences between the generations of the workforce and the aging of the workforce, carry the risk of losing the knowledge, that experts or knowledge workers possess when they leave the organization (retirement or voluntary dismissals). The transfer of knowledge from knowledge workers or experts to new or less experienced employees is an important issue for organizations, particularly with regard to the transfer of hidden knowledge. Despite the importance of the issue, few articles examine how to use knowledge management to transfer knowledge in today’s multi-generational workforce. Recognizing the differences between the generations of the workforce will help the managers of the organizations to determine strategies and methods for transferring knowledge across these multi-generational workforce. The purpose of the paper is to draw attention to the necessity of creation and maintenance of organization memory across transferring knowledge and to provide guidelines for organization management to transferring knowledge across multigenerational workforce. To recognize the characteristics between the generations of the workforce, as one of the success factors for the transfer of knowledge, the field literature has been explored. Thereafter statistical data have served to support the imperative importance of transferring knowledge from older (holders) to younger (needy). Mentoring has been introduced as the most used method for incorporating knowledge within the organization.
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Lamichhane, Basu Dev. "Managing Work force Diversity: Key Successful factors." Nepalese Journal of Management Research 1 (January 31, 2021): 76–86. http://dx.doi.org/10.3126/njmgtres.v1i0.37326.
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Human capital is an important asset for any organization. Physical and capital resource can be mobilized properly through human resources. Physical and capital resources by themselves cannot improve efficiency or contribute to increased rate of return on investment. The efficiency of capital and physical resource can be achieved through combined efforts of human resources. This paper is descriptive design. The study tackled areas of workforce diversity effects on diversity of performance of employees and how workforce diversity can be managed to the positive outcomes of an organization. Workforce diversity is combination of different caste, gender, age, attitude, religion, ability, skills, region, perception, race, sex, experience and cultural differences. It is the differences and similarities between the employees of any organization. It is the process of bringing verity of people in the same workplace. Effective management of diversity recognizes that people from different backgrounds, culture and experience can bring new ideas to the workplace. Workforce diversity leads an organization in to creativity, innovation, able to retain talent workforce, energize people and boosts them and reduced grievances. Workforce diversity promotes creativity, innovative problem solving, productivity and increase cultural diversity, increase in enterepreneural behavior and values within employees. Diversity management emphasizes on building specific skills, creating policies and drafting practices that get the best from every workers. So, diversified workforce provides various advantages to organization (i.e. creativity, change adoption, problem solving, new thinking and thought, flexible adoption to organizational change and beliefs). The study reveals that there is a positive correlation between good workforce diversity and organizational change.
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Durai D., Subhashini, Krishnaveni Rudhramoorthy, and Shulagna Sarkar. "HR metrics and workforce analytics: it is a journey, not a destination." Human Resource Management International Digest 27, no. 1 (January 14, 2019): 4–6. http://dx.doi.org/10.1108/hrmid-08-2018-0167.
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Purpose The main objective in adopting the use of metrics and analytics is to use the expertise of HR professionals in human resource management regarding their understanding of the best way to recruit, select, train, design, motivate, develop, evaluate, and retain employees at an organization to help achieve its goals more effectively. Design/methodology/approach The first and foremost step to generate metrics and analytics strategies in an organization is identification of existing problems faced by them. Owing to the changing environment and global requirement, the labor measurement also changes. The main focus is on the problems faced by the organization and human resources in the working environment. Findings Through the use of human resources measures and workforce analytics, decision-makers will gain the ability to more effectively manage and improve human resources programs and processes. This in turn improves the effectiveness of the workforce and organizational performance. Practical implications Metrics and analytics is a better problem-solving measure in organizations, because in any situations, decisions are made after analyzing the tactical choices. Social implications The development of effective human resource metrics and workforce analytics is likely to be seen in the future as a very important source of competitive advantage. Originality/value The use of human resource metrics and workforce analytics improves organizational effectiveness and strategic decision-making of managers that positively impact the organization’s performance as a whole.
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Stahl, Benjamin Aaron, and Brian Buckles. "Replicative indwelling: Mitigating lost knowledge through accelerated experiential exposure." Online Journal of Applied Knowledge Management 4, no. 2 (August 15, 2016): 110–27. http://dx.doi.org/10.36965/ojakm.2016.4(2)110-127.
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An aging workforce presents a serious threat to the stability and continuity of an organization as that workforce takes with it into retirement years of experience, insight, and knowledge. As a result, organizations are faced with the challenge of how to mitigate the loss of intellectual capital during the process of transferring knowledge to the remaining workforce in order to maximize the chances of continued organizational success. This paper offers a practical method of application for intra-organizational professional development that seeks to mitigate lost knowledge by introducing a process referred to as Accelerated Experiential Exposure, as well as an epistemological frame from which it is presented, referred to as Replicative Indwelling.
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Hernawaty, Hernawaty, and Muchlis Syahrani. "Managing workforce agility through bureaucratic leadership and organizational culture in public service mediated by psychological empowerment." Jurnal Manajemen dan Pemasaran Jasa 15, no. 2 (December 29, 2022): 197–212. http://dx.doi.org/10.25105/jmpj.v15i2.12656.
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This study aims to analyze the influence of bureaucratic leadership and organizational culture in public service on workforce agility mediated by psychological empowerment in East Kalimantan. This is an explanatory survey of local government organizations/LGOs in East Kalimantan with an observation unit, consisting of 238 employees who were selected randomly. Data analysis was then carried out using the covariant SEM procedure. The results showed that workforce agility was influenced by leadership and organizational culture. Therefore, leaders who are able to maintain balance in local political dynamics, administrative demands, and running strategy execution are needed. This is because they can ensure the readiness of subordinates to participate in acceleration. Additionally, the organizational culture ensures the orientation of employees to workforce agility through an effective empowerment process. Psychological empowerment mediates the influence of bureaucratic leadership and organizational culture on workforce agility. Agility concept in the organization is one of the major focuses, and itsimplementation is a strategic and operational framework for public institutions. Integrating the idea of agility, leadership, and workforce is a framework to design methods and taxonomies to set priorities for workforce agility in public institutions from a new public service perspective.
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Welman, Felix Oyinbrakemi, Amah Edwinah, and Ayanwu Modestus Nwoke. "Workforce Diversity and Organizational Performance: Theoretical Perspective." South Asian Research Journal of Biology and Applied Biosciences 4, no. 5 (October 27, 2022): 198–202. http://dx.doi.org/10.36346/sarjbm.2022.v04i05.004.
Повний текст джерелаАнотація:
The focus of this paper was on addressing the relationship between workforce diversity and organizational performance. The discussion specifically examined diversity forms such as age and ethnic diversity, as manifested within the context of the organization. The equity theory was adopted as the theoretical framework in the discussion on the role of diversity in the performance outcomes of the organization. Notable support from the review of literature was observed in line with existing theories and views on the importance of diversity management for effective and efficient organizational processes, relationships and overall well-being. Through the harnessing and channelling of such variety, companies may choose to use a much more creative approach toward addressing their challenges and problems. In conclusion, it was stated that workforce diversity provides a more elaborate framework enriched with a variety of perspectives, ideas and functional dispositions that when effectively tapped and harnessed by the organization, impacts positively on its level of performance – sustaining collaboration between the groups, enhancing organizational processes and supporting the achievement of the organization’s objectives and goals.
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Nisara, Paethrangsi, Vijitsanguan Parnkan, and Teekasap Sombat. "Impacts of organization agility on the airline performance outcomes." E3S Web of Conferences 389 (2023): 05011. http://dx.doi.org/10.1051/e3sconf/202338905011.
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Organization Agility plays a vital role in the survival and sustainability of organization, particularly in the new normal period. Therefore, the objectives of this research are: 1. To identify level of external forces that influence organizational agility, and 2. To study the impact of leadership, workforces, technology capability, and creativity and innovation agility on airline performance. Data were collected the via e-mail and in-person surveys from 250 randomly selected Thai airline employees and 250 passengers, and the response rate was 76.40% (382 responses); then interviewed, 13 experts were to confirm those quantitative results. Data analysis was a descriptive analysis using percentage, standard deviation, and mean. The data were then analyzed with a structural equation model (SEM). We found that external forces influencing organizational agility are economic pressures, competitors’ performance, and air travel health risks at significant impact. Leadership, Workforce, Technology capabilities, and Creativity & Innovation (CRIN) directly impact organizational agility. Innovation is perceived as the least important compared to Leadership, Workforces, and Technology capabilities, respectively.
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Olusegun, Oyedele Ola, Issa Abdulraheem, and Brimah Aminu Nassir. "Workforce Diversity Management Strategies and Organisational Performance in the Food and Beverage Industries in Lagos State, Nigeria." Scholedge International Journal of Management & Development ISSN 2394-3378 5, no. 1 (April 20, 2018): 1. http://dx.doi.org/10.19085/journal.sijmd050101.
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<p>Workforce Diversity Management is gradually being used and becoming acceptable as a significant organizational resource in esteems to whether the objective is to be an employer choice, to offer outstanding customer service, or to sustain a competitive advantage. It also has verified to have controlled to an opinion of being essential for organizational performance especially in the Food and Beverage Industry in Nigeria. This ultimate faith forces managers to hold and understand the theory of workforce Diversity, its benefits and challenges. As such, this study examined the effect impact of workforce diversity management towards organizational performance which focuses into the food and beverage industry within the larger manufacturing sector. The research also emphases on workforce diversity management which contains the employee communication(EC) as a mechanism in reducing conflicts and talent availability(TA) which are the utmost critical variables amongst the others. The study employed primary data mainly for revalidation of results and inferential information from secondary sources. Primary data was harnessed from the views of managers and employees of the foods and beverage industries through questionnaire. The study adopted cross sectional research design and considered 3 multinational corporations in the food and beverage sector in Nigeria based on random sampling technique. The sample size constituted the lower, middle and senior level staff of the multinational Corporations at their headquarters and plants to achieve the objectives of this study based on the two hypotheses that were formulated. Both descriptive and inferential statistical techniques were employed. The statistical tools used included cross tabulations, Mean, Regression and Correlation analysis with the aid of SPSS computer packages. The results showed that employee communication (EC) have significant effect on organizational effectiveness (OE) (at P=0.000). It was discovered that talent availability (TA), has significant relationship on employee retention (ER)(at P= 0.002), the study reflected that Workforce diversity represents both a challenge and an opportunity for business and corporate entity. Hence, no organization in this dispensation of Globalization can survive without workforce Diversity. The study recommends that; organization ought to accord due priority for optimum utilization of strength of workforce diversity and institute measures to enhance commitment among the employees for improvement of organizational performance. Organizations should make workforce diversity management a core business value because diverse work teams bring high value to organizations and respecting individual differences will benefit the workforce by creating a competitive edge and increasing work productivity.</p>
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Ferrer, Geraldo, and Nicholas Dew. "The Stigma of Failure in Organizations1." Journal of Operations and Supply Chain Management 3, no. 1 (June 30, 2010): 15. http://dx.doi.org/10.12660/joscmv3n1p15-33.
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Organizations with exceptional operational performance have generally achieved this status through management's diligence encouraging the workforce to innovate. The use of suggestion boxes to collect process improvement suggestions from the workforce is one such example, but they are not always successful. Some organizations do a good job collecting great ideas from their workers, both staff and managers, while others see little result from their efforts. This paper presents a formal model of the (dis)incentives for entrepreneurial behavior in organizations. The model extends research on the stigma of failure into organizations by examining the implications of more conservative and more experimental organizational cultures on the incentives for entrepreneurial action by the corporate-funded employee. The models explain how a forgiving organization that is willing to accept failure as well as success will lead to more product and process innovation. Contrariwise, it explains how a bureaucratic organization will rarely innovate because of its low tolerance for unsuccessful ventures.
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Прохорова, М., M. Prohorova, Т. Лебедева, and T. Lebedeva. "Development of Training Activities to Improve the Socio-Psychological Climate in the Workforce." Scientific Research and Development. Socio-Humanitarian Research and Technology 8, no. 1 (March 27, 2019): 35–41. http://dx.doi.org/10.12737/article_5c8f4e27977b68.21892744.
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The article presents the results of an experiment on the development and application of training activities to improve the socio-psychological climate in the workforce of the educational organization. The theoretical substantiation of the interrelation of organizational culture and socio-psychological climate in the work collective is given, the preferred type of organizational culture for modern educational organizations is described. The results of diagnostics of the type of organizational culture and socio-psychological climate on the example of an educational organization are described, conclusions are drawn about the need for their development.
A set of training measures to improve the socio-psychological climate and the development of organizational culture is described. The results of experimental work on the implementation of the described training activities are presented, and the effectiveness of their application for the development of the work collective is proved.
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Heidari, Hoda, and Michael Kearns. "Depth-Workload Tradeoffs for Workforce Organization." Proceedings of the AAAI Conference on Human Computation and Crowdsourcing 1 (November 3, 2013): 60–68. http://dx.doi.org/10.1609/hcomp.v1i1.13086.
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We introduce and consider the problem of effectively organizing a population of workers of varying abilities. We assume that arriving tasks for the workforce are homogeneous, and that each is characterized by an unknown and one- dimensional difficulty value x ∈ [0, 1]. Each worker i is characterized by their ability wi ∈ [0, 1], and can solve the task if and only if x ≤ wi. If a worker is unable to solve a given task it must be forwarded to a worker of greater ability. For a given set of worker abilities W and a distribution P over task difficulty, we are interested in the problem of designing efficient forwarding structures for W and P. We give efficient algorithms and structures that simultaneously (approximately) minimize both the maximum workload of any worker, and the number of workers that need to attempt a task. We identify broad conditions under which workloads diminish rapidly with the workforce size, yet only a constant number of workers attempt each task.
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PERDANA, REGY CITRA, DEDI HARTAWAN, RATNA SARI, MUHAMMAD RISQI AGUSTINO, and YOSART ADI SUYOSO. "Adaptasi dan Kesejahteraan Pekerja di Era COVID-19:." Business Innovation and Entrepreneurship Journal 2, no. 4 (November 30, 2020): 288–95. http://dx.doi.org/10.35899/biej.v2i4.136.
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Abstract
Alert and always adaptive is the key for an organization or company to survive in the current pandemi COVID-19. This pandemic becomes an unexpected external crisis and is beyond anyone's prediction, making high uncertainty not only for the sustainability of the organization also becomes uncertainty for the workforce/individuals within it. Organizations are required to have directions and ways to deal with pandemics that have never happened before, so that many new solutions are found in dealing with impacts that arise when the organization's operations run in the middle of a pandemic. This article focuses on discussing some of the challenges and implications of the impact caused by COVID-19 in human resource (HR) science. The workforce must be assisted by the organization in adjusting and adapting to the new work environment. This research also directs some suggestions for future research so as to create sustainability and integrated research to overcome the challenges that are further investigated.
Keywords: Adaptation, Pandemic COVID-19, workers, organizations
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Corsini, Vonnie, and Christine Fogliasso. "A Descriptive Study of the Use of the Black Communication Style by African Americans within an Organization." Journal of Technical Writing and Communication 27, no. 1 (January 1997): 33–47. http://dx.doi.org/10.2190/hu2d-67fd-nduu-9lgy.
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The purpose of this qualitative study was to describe the use of the Black communication style by African Americans in an organized environment. The research method which was used involved a multimethod approach of data collection in the field using direct observation, and obtrusive observations, as well as semi-structured interviews. This investigation has shown that although the Black employees in this organization felt, in general, as if they were changing their communication style to fit the organizational norms, they continued to rely on the cultural norms underlying the Black communication style. U.S. demographics are foretelling a future that will require innovative organizational communication strategies. According to Fine, two facts about the U.S. corporate environment which are uncovered by demographic trends are that the workforce will be comprised of a “greater diversity of gender, race, age, culture, and language” and that the demand for qualified workers will exceed the supply thereby “creating intense competition among organizations for workers” [1]. These changing demographics are not going unnoticed by the U.S. corporate leaders. Specifically, the issues of most concern to organizational executives, according to Workforce 2000, center around linguistic and cultural differences. Most organizations have no innovative strategies for meeting the demands of a diverse workforce. Traditional programs, such as day-care provisions, flexible work times, and hiring and recruiting more people of color are being implemented by corporate America in an effort to meet the demand for diversity. However, organizations are often lacking in creative programs which will provide for this emerging diverse workforce an environment that will accept and nurture their diversity. Certainly these corporate executives are receiving little in the way of guidance from organizational researchers.
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IYAMABHOR Martins, OGUNDARE, Justice Taiwo, Roland Orie Akpubi, and OGBOR John O. "MANAGING WORKFORCE DIVERSITY AND THE QUEST FOR ETHICAL LEADERSHIP." International Journal of Management & Entrepreneurship Research 5, no. 6 (June 1, 2023): 341–59. http://dx.doi.org/10.51594/ijmer.v5i6.495.
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This study proposes a framework for analyzing and understanding the relationship between ethical leadership and the management of workforce diversity. Using meta-synthesis as a methodological approach, the study examines the current research stream in workforce and workplace diversity. Second, the concept of ethical leadership is examined, including the conditions for its applicability and possibility in creating leader-follower relationship. It is argued here that our understanding of diversity and all of its ramifications are products of our ethical and cultural conditioning. A review of the ontological nature of ethical leadership indicates how organizational leaders function as role models and how members of the organization identify themselves with the organization ideal as embodied in the leader’s ideal. Further, we explain how the actions of organizational leaders as parental figures and role models are capable of altering followers’ perception of their individualities and their realities. We argue that organizational leaders can and should use their power of influence (as role models) to make their followers recognize the inherent advantages and challenges of a diverse workforce and workplace. We point out that the inability of our leaders to manage the diversity in our society and institutions poses a serious threat to the nation’s security. On this basis, we suggest that ethical leadership seems to be an appropriate form of leadership behavior for managing a diverse workforce capable of achieving the goals of an organization. Finally, five ethical leadership approaches for creating and sustaining effective management of workforce diversity are suggested.
Keywords: Workforce Diversity, Ethical Leadership, Ethical Climate, Cultural Orientations.
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Ekawati, Ardhianiswari Diah. "SKILLS MANAGEMENT SYSTEM AS A TOOL FOR STRATEGIC WORKFORCE PLANNING." CommIT (Communication and Information Technology) Journal 8, no. 1 (May 30, 2014): 1. http://dx.doi.org/10.21512/commit.v8i1.588.
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Finding and retaining the right talent is an important issue for organizations worldwide. The definition of what is the right talent for the organization should be created first to make sure we recruit the right people and then the next question is what should be done after the right talent has been recruited? Skills Management Systems try to answer these questions by providing skills library and skills inventory for the organizations, thus the gap analysis between the available skills and ‘missing’ skills for the organization can be produced. This analysis accompanied with the prediction of skills demands in the future is a good base to develop a hiring policy and also development plans for the current employees. This paper describes the implementation of Skills Management System in a world-class research and development organization.
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Lee, Yin-Fah, Tzu-Hua Wang, Ming-Tay Foo, and Kee-Fui Lam. "Embracing DDMT Teaching Model and Design Thinking for Organization Development." Sustainability 15, no. 11 (June 2, 2023): 9031. http://dx.doi.org/10.3390/su15119031.
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The multi-generational workforce presents challenges for organizations, as the needs and expectations of employees vary greatly between different age groups. To address this, organizations need to adapt their development and learning principles to better suit the changing workforce. The DDMT Teaching Model of Tsing Hua STEAM School, which integrates design thinking methodology, aims to address this challenge. DDMT stands for Discover, Define, Model & Modeling, and Transfer. The main aim of this study is to identify the organization development practices (OD) and gaps through interdisciplinary models such as DDMT and design thinking. In collaboration with a healthcare nursing home service provider, a proof of concept using the DDMT-DT model was conducted to understand the challenges in employment and retention of support employees between nursing homes under the healthcare organization. The paper highlights the rapid change in human experiences and mindsets in the work culture and the need for a design curriculum that is more relevant to the current and future workforce. The DDMT-DT approach can help organizations address these challenges by providing a framework for HR personnel to design training curricula that are more effective in addressing the issues of hiring and employee retention. By applying the DDMT-DT model, HR personnel can better understand the needs and motivations of the workforce and design training programs that are more relevant to their needs. The proof-of-concept research pilot project conducted with the healthcare nursing home service provider demonstrated the effectiveness of the DDMT-DT model in addressing the issues of hiring and employee retention. The project provides a valuable case study for other organizations looking to implement the DDMT-DT model in their HR practices. Overall, the paper highlights the importance of adapting HR practices to better suit the changing workforce. The DDMT-DT model provides a useful framework for organizations looking to improve their HR practices and better address the needs of their workforce.
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Sajedah Norozpour, Mehdi Safaei,. "Foreigner identification number in Turkey: challenges, threats, opportunities and its role in organizational sustainability development." Psychology and Education Journal 58, no. 1 (January 1, 2021): 3109–20. http://dx.doi.org/10.17762/pae.v58i1.1214.
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Employee performance within the organization reflects their knowledge, skills, and values. To this end, identifying the factors, affecting the performance of employees is one of the goals of human-resource improvement in management. The effective role of motivating and reinforcing the sense of worth in an organization's personnel, in improving their efficiency, effectiveness, and productivity as well as enhancing their mental health, are factors that cannot be ignored easily. This is particularly evident in organizations where the workforce is more involved in research activities. One of the key factors is a research organization's sense of responsibility for the organizational problems of its valuable personnel. This research examines the performance diagnosing of the organizational process in Turkish universities and then identifies challenges, threats and opportunities. Finally, suggestions have been made to achieve sustainable organizational development. After identifying and examining the influencing factors, the Weisbord model is examined to evaluate the Performance Diagnosis process of issuing a work permit for foreign professors at a Turkish university. As a result of this study, researchers have made suggestions for university administrators to improve organization and staff performance.
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Walhekar, Ashwini, and Anita Khatke. "A Study of Performance Management System as a Strategic Tool of HRM." International Journal of Research in Engineering, Science and Management 3, no. 10 (October 30, 2020): 155–57. http://dx.doi.org/10.47607/ijresm.2020.358.
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In present hard-hitting competition, one of the strategies to be a successful organization is to get right candidates for every available position in the organization and retain the good employees to have better and highly motivated workforce. So what actually needed for an organization and managers is to attract, retain and motivate a talented workforce? It is proven fact that all high performance organizations whether public or private are and must be focus on developing and adopting effective performance measurement and performance management system; because it is only with the help of these systems organization can remain high performer. Now-a-days, in any industry whether small or big, human resource management not just plays traditional role but they are using various strategical tools of HRM to evaluate its employees’ performance and manage it accurately with a new system in the field of HRM known as Performance Management System (PMS). PMS helps the organization in aligning individual’s goal and objectives with organizational objectives. This paper deals with how PMS can be utilized for taking various strategic HR decisions and the effectiveness of PMS. The result of the study shows that a performance management system acts as a strategic tool and a powerful foundation for the employees to achieve their ambitions and organizations to achieve their key financial goals.
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Karjalainen, Mika, Anna-Liisa Ojala, Marko Vatanen, and Jarno Lötjönen. "Learn to Train Like You Fight." International Journal of Adult Education and Technology 14, no. 1 (April 21, 2023): 1–20. http://dx.doi.org/10.4018/ijaet.322085.
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This qualitative study includes nine semi-structured interviews with cybersecurity experts from different security-related organizations who are familiar with cybersecurity exercises. Its contribution to cybersecurity workforce development focuses on organizational learning rather than individual skills development and relevant competencies. It was found that the utilization of thematic analysis methods develop individual readiness and expertise. It also enhances the maturity of an organization's processes, roles, communication, and exercise capabilities. Moreover, the exercises increase social trust between individuals and organizations through business-to-business cooperation. However, there were several barriers and challenges in utilizing learned skills and competencies within an organization, including a need to increase the capacity of staff members who participate in the exercise.
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Doll, Jessica L. "Developing Workforce Planning Skills in Human Resource Management Courses: A Data-Driven Exercise." Management Teaching Review 7, no. 1 (November 13, 2021): 89–108. http://dx.doi.org/10.1177/23792981211057227.
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Workforce planning is prevalent and recognized as a good strategic practice in many organizations. However, business students may have little experience with workforce planning or workforce analytics. The purpose of this article is to present a workforce planning exercise for use in a face-to-face or online classroom setting. In this exercise, students practice applying workforce planning concepts to calculate internal employment data, find and collect external employment data, and combine multiple, sometimes conflicting, data to make workforce predictions and recommendations for a hypothetical organization. This exercise is designed to help students develop career-relevant skills and is intended for use in human resource management, talent acquisition, talent management, staffing, and/or selection classes.
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Muskat, Birgit, and Judith Mair. "Knowledge Sharing and Power in the Event Workforce." Event Management 24, no. 5 (August 31, 2020): 597–609. http://dx.doi.org/10.3727/152599519x15506259856228.
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The aim of this study is twofold. First, we draw on organizational behavior, strategic management, and events literature to conceptualize the event workforce. We show that events are a highly heterogeneous organization with a temporary and project-based structure, and are characterized by a high fluctuation of paid employees and volunteers. Second, we contextualize these unique characteristics to understand knowledge sharing behavior of the event workforce. We analyze interview data from volunteers and paid employees at tourism events to make two theoretical contributions: 1) We advance theory in events literature, showing that event organizations are unique in terms of their processes and team composition; 2) We contribute with novel insights of how knowledge is used in heterogeneous event teams, explaining how knowledge serves as a source of power for both volunteers and paid event managers alike.
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Craig Wallace, J. "Creating a safety conscious organization and workforce." Organizational Dynamics 45, no. 4 (October 2016): 305–12. http://dx.doi.org/10.1016/j.orgdyn.2016.10.006.
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Pokhrel, Lal Mani. "Workforce Diversity and Its Impact on Organizational Success." Academia Research Journal 2, no. 1 (February 13, 2023): 119–32. http://dx.doi.org/10.3126/academia.v2i1.52349.
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This study examines how employee performance in Nepalese commercial banks serves as a proxy for organizational success to determine the benefits of workforce diversity. The study employed a descriptive and causal comparative research methodology to examine the employees of Bank of Kathmandu Ltd., established in Banke and Bardiya District, in order to determine the relationship between dependent factors, such as employee performance, and independent variables (i.e. age diversity, gender diversity, ethnic diversity, and level of education). The study is based on first-hand information. The descriptive design aids in determining the employees' basic backgrounds, and the casual comparative research design aids in determining the impact and connections between each independent variable and dependent variable. The research reveals that all independent variables—including age, gender, ethnicity, and educational attainment—have a statistically significant positive connection with the dependent variable (i.e. organization effectiveness). There are increased chances of establishing organizational success there as each group's diversity grows, and vice versa. Similar to how all independent variables have an effect on dependent variables, such as organization effectiveness, are age diversity, gender diversity, ethnic diversity, and degree of education. As a result, the effectiveness of the organization is influenced by each of the independent variables.
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R, Dheera V., and Jayasree Krishnan. "A Study on Employee Attitude towards Organizational Change and the impact of Change Management on Organization Commitment." Restaurant Business 118, no. 3 (March 2, 2019): 158–69. http://dx.doi.org/10.26643/rb.v118i3.7639.
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Organizations that are aiming to successfully implement change needs the support and acceptance of employees who are their key stakeholder. This study analyses the influence of Employees` attitude towards organization change. The research also aims at evaluating the influence of employees’ attitude towards commitment to organization and job after the introduction of change in the organization. The study was conducted among 300 employees who belonged to executive and managerial category from different star rated hotels in Chennai, Tamil Nadu, India which are currently embracing organization changes. The findings indicate that employees of the study demonstrate a positive approach towards the change management in their organization. The observations also project that a positive approach by employees towards changes, is a very good indication for organizations to know that their workforce is committed towards the organizational goals. Hence with the support of change agents, adequate communications and by creating awareness about the need for change will result in sustainable growth in the organizations.
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Keesler, John M. "From the DSP Perspective: Exploring the Use of Practices That Align With Trauma-Informed Care in Organizations Serving People With Intellectual and Developmental Disabilities." Intellectual and Developmental Disabilities 58, no. 3 (June 1, 2020): 208–20. http://dx.doi.org/10.1352/1934-9556-58.3.208.
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Abstract Trauma-informed care (TIC) is a systemwide approach that emphasizes organizational practices based upon principles of safety, choice, collaboration, empowerment, and trustworthiness. It is intended to influence an entire organization, with implications for clients and the workforce. The present study explored the extent to which IDD organizations utilize practices that align with TIC with their DSP workforce. Through an online survey, 380 DSPs (84% women; 82% white) responded to a trauma-informed organizational culture measure. Results demonstrated variability across items and significant differences between TIC principles with safety most strongly scored, and collaboration least strongly scored. Perception of organizational practices differed by ethnicity, with non-white DSPs having more favorable responses. Current practices with DSPs align with TIC, however, increased attention through explicit trauma-informed initiatives is warranted.
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Gathiru, Martin Kimemia, Mwakammah Khamah Khamah, and Musa Nyakora. "Relationship of human resources turnaround strategies and organizational performance in KCB bank and Uchumi supermarket in Kenya." University Journal 1, no. 3 (December 21, 2021): XX. http://dx.doi.org/10.59952/tuj.v1i3.29.
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Many organizations across the world are facing declining organization performance due to everchanging business environment. One of the major variables threatening their performance is the humanresource. The organizations fight hard in the hostile environment for survival in their distress. To dothis they initiate and implement human resource turnaround strategies to attain recovery andsustainable performance. This paper is an effort to study and establish the relationship between humanresources turnaround and organizational performance. Specific human resource turnaround strategiesstudied include workforce reorganization, talent acquisition in senior management, training anddevelopment of new organizational culture, workforce retrenchment, performance targets formulation,and staff performance appraisals. Other metrics included teamwork among colleagues, talentdevelopment, staff credentials revaluation, and team building activities. The study adopted a casualand mixed research design where data was analyzed based on case analysis where both inferential andstatistical data was addressed. The findings reveal that the ten human resource turnaround strategiesaffected the organizational performance and contributed to turning around KCB bank and Uchumisupermarket.
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Daberechukwu, Nnamoko Faith, and Mohd Fauzi Kamarudin. "Challenges of Managing Ethnic Workforce Diversity: A Case Study in Abuja, Nigeria." International Journal of Research and Innovation in Social Science VII, no. VII (2023): 1408–16. http://dx.doi.org/10.47772/ijriss.2023.70811.
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Due to globalization and the progressive development in the country, migration in Nigeria is inevitable. Globalization and advancement in Nigeria have led to the increase in ethnic diversity in the workforce of organizations as individuals from diverse unique ethnic backgrounds, orientations, culture, etc. tend to display their different ideas and perspectives to life in the organization and it has been a challenging task for the human resource management to manage these differences. This study examines the challenges faced in managing an ethnically diverse workforce and how it influences the productivity of the organization. A qualitative research approach was employed on a sample of 49 staff of different levels in a real estate company in Abuja Nigeria, who were administered a semi-structured interview. The findings reveals that the cultural differences of the employees influence their organizational behavior in the workplace, which pose a challenge for the human resource managers to properly manage.
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Terouhid, Seyyed Amin, and Robert Ries. "People capability." Journal of Modelling in Management 11, no. 3 (August 8, 2016): 811–41. http://dx.doi.org/10.1108/jm2-04-2014-0028.
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Purpose This paper aims to find out how construction organizations can achieve excellence and enhance excellence through knowledge and workforce management. The combination of knowledge and workforce management, referred to here as the People Capability, is the key area of concern in this study. Design/methodology/approach The European Foundation for Quality Management (EFQM) model of organizational excellence is used as the basis for organizational excellence assessment and system dynamics is used as the modeling tool. Scenario analysis is conducted to identify the enabling factors that are more significant for organizational excellence, as well as how these factors operate and interact. Findings Based on the outcomes of the model, human resource development and training is the most important enabling factor that enhances organizational capabilities. Both workforce management and knowledge management are key components of People Capability, and they play crucial roles in the performance of construction firms. There is a high degree of dependence on these two components. Human resource development and training affect all capability areas and are key to the effective implementation of capability building programs. Originality/value Organizations might have various options in choosing different policies, and those policies can be planned and expressed in different manners and scales. How can an organization determine which scenarios end up producing desired performance results? Simulation techniques, especially system dynamics, have been used to answer these types of questions due to their ability to model causal relationships among various system components. The results of this research can help construction organizations identify effective knowledge and workforce management policies and capability-building programs that improve their organizational capabilities.
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Dwyer, Rocky J., and Ana Azevedo. "Preparing leaders for the multi-generational workforce." Journal of Enterprising Communities: People and Places in the Global Economy 10, no. 3 (August 8, 2016): 281–305. http://dx.doi.org/10.1108/jec-08-2013-0025.
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Purpose This paper aims to advocate the need for educational leadership to understand and consider the immediate role and challenges associated with the unique values and characteristics of an age-diverse population and their impact on teaching and the facilitation of learning. Design/methodology/approach The paper draws on the review of the generational and diversity literatures and related organizational best practices to identify key definitions and empirical findings and to develop recommendations which can be deployed in future research and practice in different types of organizational settings. Findings This paper provides insights into how organizational leaders can promote a multicultural environment that leverages multi-generational differences. Also, the present study offers innovative pedagogical approaches that can help better prepare future business leaders for these challenges. Research limitations/implications The study attempts to reignite the debate through a detailed review that describes the current understanding of generational differences among four generational cohorts. Given the research approach, the recommendations may lack generalizability. Practical implications This paper advocates the need to understand generational differences to manage the challenges associated with differences in attitudes, values and preferences regarding leadership, human resource practices and organizational change initiatives. Social implications Organizations which create environments that are value-based and that support divergent views and values of each of the cohorts, create a positive outcome for both the organization and its employees. Originality/value This paper enhances knowledge and understanding at the theoretical and practical levels, enabling business leaders and faculty to gain insight regarding the generational differences and unique characteristics of four organizational workgroups – Veterans, Baby Boomers, Generation X and Generation Y.
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Zipes, Lori Fretz. "Improving Systems Engineering Competency and Capability in an Organization." INCOSE International Symposium 33, no. 1 (July 2023): 387–98. http://dx.doi.org/10.1002/iis2.13028.
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AbstractHow do you improve the capability of an organization to practice a valuable, disciplined form of engineering that is rarely taught in academic engineering programs and often misunderstood in the workplace? This paper is based upon a multi‐year effort to improve the skills and capabilities of the Systems Engineering (SE) workforce at a Naval Research and Development center. Specific topics to be addressed will include: identifying the systems engineering workforce in an organization, facilitating the development of capabilities of this workforce, motivating and inspiring the workforce to continue improving their skills, and assessing the level of competence developed. Lessons learned from the effort will provide important insights to those pursuing a similar goal.
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Carraher Wolverton, Colleen, Keith Credo, and Curtis Matherne. "Development of an organizational coolness concept from an examination of millennial perceptions of cool and uncool employer organizations." Journal of Organizational Change Management 34, no. 3 (March 31, 2021): 672–87. http://dx.doi.org/10.1108/jocm-05-2019-0128.
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PurposeConsidering the growing prominence of millennials in the workforce, the current work explores the idea of cool employers as perceived, particularly by millennials.Design/methodology/approachUtilizing a mixed methods approach, the authors explore the polar concepts of cool and uncool potential employing organizations through a two-phase study that examined millennial's and nonmillennials’ perceptions of the components that constitute a cool or uncool organization to work.FindingsThe findings of the study indicate a difference between millennial and nonmillennial perceptions regarding the characteristics of a cool or uncool employing organization. Additionally, the authors discuss the dimensions of the cool and uncool organization concepts as perceived by millennials in the context of pertinent organizational theory.Originality/valueBased upon the tenets of attraction–selection–attrition (ASA) theory and social identity theories, an organizational coolness concept is developed.
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Hutt, Camille, and Shanthi Gopalakrishnan. "Leadership humility and managing a multicultural workforce." South Asian Journal of Business Studies 9, no. 2 (April 25, 2020): 251–60. http://dx.doi.org/10.1108/sajbs-08-2019-0147.
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PurposeThe purpose of this paper is to understand how CEO Joseph Abraham of Commercial Bank, Qatar, has shaped the culture of the bank and driven increased success during his tenure there. This is one of a series of interview-based studies that are focused on South Asian CEOs, with the goal of better understanding their management style in a multinational context. This short paper explores how leadership style can impact the development of workplace culture among a multinational workforce to build a collaborative, innovative and high-performing organization.Design/methodology/approachThis paper uses primary interviews and supplements the analyses with secondary data sources and published research on leadership, organizational identity, culture and organizational ambidexterity.FindingsThe study found that cultural values and learned behaviors impact one's leadership and vision. In this instance, the CEO's leadership style demonstrated humility, an appreciation of diverse national cultures, and an ability to create organizational identity and cultivate a culture of ambidexterity, providing comfort to the organization in dynamically opposite contexts. All of these leadership features have enabled the organization to become more adaptive and perform better.Originality/valueThe narrative provides a glimpse of leadership humility and the implementation of those ideals in the workplace. The global experience of this South Asia-raised CEO provides an insider's view to decision-making and helps us understand how family, cultural background, and diverse work experience shape leadership behavior and culture in a multinational context.
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Sunkad, Gayatri. "The Workforce Development Through Increased Work Productivity." Journal of World Science 1, no. 11 (November 24, 2022): 1094–105. http://dx.doi.org/10.58344/jws.v1i11.124.
Повний текст джерелаАнотація:
Introduction: Production is a significant concept in the modern era. It can be classified as economic Production, Production in food grains and Production is also related to labor, labor organizational raw materials; Production in the economic sector signifies the country's wealth. Production mainly depends on the organization of labor as well. If the organization can influence the workforce, it will also positively affect the work culture. The production also depends on labor because they are two sides of the same coin. Without labor, there is no production appraisal either. Methods: This study uses a literature review research design. Search articles discussed in the study using several databases. Result: Without labor, there can be no production, and the two are interrelated. Production is like the oxygen of a nation's economic system and is the basis of an organized society. For qualitative Production, a well-equipped workforce is needed to increase production growth. Conclusion: Productivity and labor are fundamentally influential parts of economic development.
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Clark, Robert L., and Beth M. Ritter. "How Are Employers Responding to an Aging Workforce?" Gerontologist 60, no. 8 (April 17, 2020): 1403–10. http://dx.doi.org/10.1093/geront/gnaa031.
Повний текст джерелаАнотація:
Abstract The American population is aging and changes in the population’s age structure are leading to an aging of the nation’s workforce. In addition, changes to age-specific participation rates are exacerbating the aging of the national labor force. An important challenge for firms and organizations is how does workforce aging affect labor costs, productivity, and the sustainability of the organization. This article examines employer responses to workforce aging, including changes to retirement policies, modification in working conditions, adoption of phased retirement plans, and reforming other employee benefits.