...1.0 INTRODUCTION 1.1 Background to the Study The effect of training and manpower development on employee’s productivity and organization performance has attracted considerable interest in the analytical and empirical literature. On the whole, human resources management theory has paid considerable attention to this debate; however, the theoretical predictions are ambiguous. Depending on their underlying assumptions, some approaches predict that the performance of an organization is necessarily based on innovative labour force, technology, quality management, and customer satisfaction; while others see training as a tool in the hands of human resources managers to activate and empower the productive base of an organization (Dhamodharan, 2010). Barron and Hagerty (2001) asserted that employee training and manpower development is very vital to job productivity and organization performance, since the formal educational system does not adequately provide specific job skills for a position in a particular organization. While, few individuals may have the requisite skills, knowledge, abilities and competencies needed to fit into a specific job function, some others may require extensive training to acquire the necessary skills to be able to fit in a specific job function and also make significant contribution to the organization’s performance. Guest (2007) asserted that human capital theory provides evidence which indicates that training and education raises the productivity of workers...
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...PAPER Nº 239 September 2012 Value congruence in organizations: Literature review, theoretical perspectives, and future directions Yuanjie Bao Simon Dolan Shay S. Tzafrir ESADE Working Papers Series Available from ESADE Knowledge Web: www.esadeknowledge.com © ESADE Avda. Pedralbes, 60-62 E-08034 Barcelona Tel.: +34 93 280 61 62 ISSN 2014-8135 Depósito Legal: B-3449-2012 Value congruence in organizations: Literature review, theoretical perspectives, and future directions Yuanjie Bao* ESADE Business School, Future of Work Chair, Ramon Llull University Av. Torreblanca 59, 08172, Sant Cugat del Vallès, Barcelona, Spain yuanjie.bao@esade.edu Simon L. Dolan ESADE Business School, Future of Work Chair, Ramon Llull University Av. Torreblanca 59, 08172, Sant Cugat del Vallès, Barcelona, Spain simon.dolan@esade.edu Shay S. Tzafrir Department of Human Services, University of Haifa Mount Carmel, Haifa, 31905, Israel stzafrir@research.haifa.ac.il September 2012 Abstract Extant literature on value congruence is fragmented due to different methodological treatments and theoretical perspectives. Proposing a typology of the value congruence concept, this paper reviews several key themes in value congruence research including staffing, socialization, leadership, job attitudes, performance, among others. By reviewing related antecedents and outcomes, discussing underlying theoretical perspectives, and highlighting future directions, this paper integrates value congruence...
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...of the responses to the East Asian economic crisis and the coverage of the literature on globalization. While the response to the crisis has focused on macroeconomic aspects, the issue of globalization has been addressed predominantly in and with respect to the developed economies of Western Europe, North America and Japan. This paper is an attempt to address these two limitations. Since the human factor is the key in the new era of globalization (Hassan, 1992; Sims & Sims, 1995), the primary objective of this paper is to present a conceptual framework for effective management of human resources as a response to the growing interaction of globalization and business performance. Three central arguments are made in this paper. (1) That a growing body of evidence converge to suggest that changes taking place in the global business environment often are not accompanied by complementary changes in human resource management practices leading to a situation whereby the failure of some firms is due to the mismanagement of people rather than to problems with technical systems per se. (2) That this is because organizations have achieved relatively low levels...
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...Essay Title: ‘Assess the state of the evidence in favour of HRM’s impact on organisational performance. Do the supporters of HRM’s strategic contribution have enough of a case?’ Word Count: 3,105 Abstract The evidence in favor of HRM’s impact on organizational performance is growing, however some doubt has cast on these studies. Thus, this essay suggests that the evidence of HRM-performance linkage is weak because theoretical and methodological issues remain among most of these studies. So, this essay will mainly analyze theories concerning on HRM and firm performance relationships and methodological problems in empirical studies. As there are flaws in both theories and the process of studying the relationships, this essay concludes that the evidence in favor of HRM’s impact on organisatioanl performance is weak. It seems that it is better to pay more attention to the HRM’s theories and methodologies in order to further the understanding the correlation between HRM and firm performance. TABLE OF CONTENTS 1. Introduction 4 2. Evidence of previous studies 5 3. Theoretical evidence 8 3.1 Categorizing theories 9 3.1.1 Strategic theories 9 3.1.2 Descriptive theories 11 3.1.3 Normative theories 11 3.2 Conceptual theories 13 4. Methodological issue 15 4.1 Measurement of HRM 16 4.2 Measurement of performance 17 5. Conclusion 18 1. Introduction Human resource managers have been worrying about the inability to prove their contribution...
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...Supply Chain Management: An International Journal Theoretical perspectives on information sharing in supply chains: a systematic literature review and conceptual framework Joakim Kembro Kostas Selviaridis Dag Näslund Article information: Downloaded by National Institute of Industrial Engineering NITIE At 14:05 29 January 2016 (PT) To cite this document: Joakim Kembro Kostas Selviaridis Dag Näslund , (2014),"Theoretical perspectives on information sharing in supply chains: a systematic literature review and conceptual framework", Supply Chain Management: An International Journal, Vol. 19 Iss 5/6 pp. 609 - 625 Permanent link to this document: http://dx.doi.org/10.1108/SCM-12-2013-0460 Downloaded on: 29 January 2016, At: 14:05 (PT) References: this document contains references to 137 other documents. To copy this document: permissions@emeraldinsight.com The fulltext of this document has been downloaded 1329 times since 2014* Users who downloaded this article also downloaded: Muhammad Mustafa Kamal, Zahir Irani, (2014),"Analysing supply chain integration through a systematic literature review: a normative perspective", Supply Chain Management: An International Journal, Vol. 19 Iss 5/6 pp. 523-557 http:// dx.doi.org/10.1108/SCM-12-2013-0491 Florian Kache, Stefan Seuring, (2014),"Linking collaboration and integration to risk and performance in supply chains via a review of literature reviews", Supply Chain Management: An International Journal, Vol. 19 Iss...
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...HUMAN RESOURCES Conference Paper Abstracts A CHANGE RECIPIENT PERSPECTIVE ON TRAINING AND COMPETENCE DEVELOPMENT DURING ORGANIZATIONAL CHANGE Olsen, Trude Hogvold; Harstad U. College; trude.olsen@hih.no Stensaker, Inger G.; NHH Norw.Schl of Economics and Business Adm.; inger.stensaker@nhh.no As organizations change and adapt to pressures in the external and internal environment, managers and employees are required to learn new competencies and skills. Ideally, new skill requirements should be identified and developed early in the change process in order to ensure that managers and employees are ready to face their new tasks and roles when the changes are implemented. However, despite good intentions at the top management level, employees and middle managers often report uncertainty and a lack of the necessary skills required to implement change. In this paper, we report from a qualitative study of two planned organizational change initiatives in the public sector. The changes involved new work tasks and managerial roles for a group of middle managers. Although the skill requirements appeared to be clear and formal training was initiated, a number of uncertain and ambiguous issues emerged among the change recipients. We examine the types of uncertainty and ambiguity that emerged and how change recipients attempted to handle these challenges. Our findings suggest that although necessary and important, formal training procedures are not adequate for resolving competence-related...
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...Skills Two empirical research studies were compared in the comparison matrix. The articles were located in the Grand Canyon University library. Article one written by Connelly, et al. (2000), is entitled: “Exploring the Relationship of Leadership Skills and Knowledge to Leader Performance.” Article two written by Baum and Locke (2004) is entitled:” The Relationship of Entrepreneurial Traits, Skill, and Motivation to Subsequent Venture Growth.” Article one examines leadership characteristics and capabilities. Article two contributes to the understanding of personal characteristic and the effects they may have on entrepreneur, was to examine military leaders, and civilian leadership skills which are critical in being a successful leader. Connelly, et al (2000) argues that, “the nature of the leader capacities impact leader behavior and performance.” Baum and Locke (2004) study “contributes to the revival of interest in understanding the effects of entrepreneurs’ personal characteristics importance between relationship of traits and subsequent venture growth among entrepreneurs.” Connelly, et al (2000) calculated the impacts of leadership skills, and knowledge in addition to the relationship of leader performance. The subsequent study questions included: (RQ1): Does constructed response measure the leader skills, and knowledge that is accounted for the variance in the criteria of leadership? (RQ2): Do certain types of leadership skills and knowledge add predictive value? (RQ3): Do...
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...King et al. (2011) conducted an empirical study to test the relationship between diversity and organizational performance and to observe how and when organizational outcomes can be influenced by diversity through service interactions. The research question is that “Intraorganizational ethnic diversity is associated with reduced civility toward patients. However, the degree to which organizational demography was representative of community demography was positively related to civility experienced by patients and ultimately enhanced organizational performance” (King et al., 2011:1103). However, this study provides first empirical test to examine incivility that may emerge if organizations don’t reflect demography of the communities (King et al., 2011:1104). The study begins by reviewing theories of diversity from sociological and psychological point of view and then describing and testing a proposed six hypotheses related to civility, quality of service and usage of resources. The study shows measures, statistical analyses then discussed findings and consequences The authors studied the interactions of ethnic diversity individuals utilizing two major theories: social identity theory (Tajfel & Turner, 1979) and theory of social structure (Blau’s 1977). Thus, the core process of the relationship between ethnic diversity and the organizational performance is considered. They conducted this study on a particular organization entity which is in health care field. After that, they applied...
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...Global Journal of Management and Business Research Volume 11 Issue 7 Version 1.0 July 2011 Type: Double Blind Peer Reviewed International Research Journal Publisher: Global Journals Inc. (USA) Print ISSN: 0975-5853 Impact of Training and Development on Organizational Performance By Raja Abdul Ghafoor Khan, Furqan Ahmed Khan, Dr. Muhammad Aslam Khan University of Lahore, Islamabad Pakistan Abstracts - Training and Development, On the Job Training, Training Design and Delivery style are four of the most important aspects in organizational studies. The focus of current study is to understand the affect of Training and Development, On the Job Training, Training Design and Delivery style on Organizational performance. The back bone of this study is the secondary data comprised of comprehensive literature review. Four Hypotheses are developed to see the Impact of all the independent variables on the overall Organizational Performance. The Hypotheses show that all these have significant affect on Organizational Performance. These Hypotheses came from the literature review and we have also proved them with the help of literature review. Results show that Training and Development, On the Job Training, Training Design and Delivery style have significant affect on Organizational Performance and all these have positively affect the Organizational Performance. It means it increases the overall organizational performance. We also prove our Hypothesis through empirical data. However, results...
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...KNOWLEDGE MANAGEMENT : * "Knowledge management is a discipline that promotes an integrated approach to identifying, capturing, evaluating, retrieving, and sharing all of an enterprise's information assets. These assets may include databases, documents, policies, procedures, and previously un-captured expertise and experience in individual workers." * Knowledge Management, (KM) is a concept and a term that arose approximately two decades ago, roughly in 1990. Knowledge Management may be viewed in terms of: * People – how do you increase the ability of an individual in the organisation to influence others with their knowledge * Processes – Its approach varies from organization to organization. There is no limit on the number of processes * Technology – It needs to be chosen only after all the requirements of a knowledge management initiative have been established. * Culture –The biggest enabler of successful knowledge-driven organizations is the establishment of a knowledge-focused culture * Structure – the business processes and organisational structures that facilitate knowledge sharing. LITERATURE REVIEW: At present knowledge management is consider as an asset for the firm but according to (Jones, 2009) knowledge management is also related to organizational culture of the firm. This study characterized organizational culture as clan, adhocracy, market, and hierarchy culture types, however according to (Swanson,...
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...Journal of Management http://jom.sagepub.com/ What We Know and Don't Know About Corporate Social Responsibility: A Review and Research Agenda Herman Aguinis and Ante Glavas Journal of Management 2012 38: 932 originally published online 1 March 2012 DOI: 10.1177/0149206311436079 The online version of this article can be found at: http://jom.sagepub.com/content/38/4/932 Published by: http://www.sagepublications.com On behalf of: Southern Management Association Additional services and information for Journal of Management can be found at: Email Alerts: http://jom.sagepub.com/cgi/alerts Subscriptions: http://jom.sagepub.com/subscriptions Reprints: http://www.sagepub.com/journalsReprints.nav Permissions: http://www.sagepub.com/journalsPermissions.nav >> Version of Record - May 29, 2012 OnlineFirst Version of Record - Mar 1, 2012 What is This? Downloaded from jom.sagepub.com at Sunway Education Group on April 23, 2014 Journal of Management Vol. 38 No. 4, July 2012 932-968 DOI: 10.1177/0149206311436079 © The Author(s) 2012 Reprints and permission: http://www. sagepub.com/journalsPermissions.nav What We Know and Don’t Know About Corporate Social Responsibility: A Review and Research Agenda Herman Aguinis Indiana University Ante Glavas University of Notre Dame The authors review the corporate social responsibility (CSR) literature based on 588 journal articles and 102 books and book chapters. They offer a multilevel and multidisciplinary theoretical framework...
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...operational performance of the companies is the human resources. Therefore, in order to enhance the importance of relation the development of organizational commitment needs effective human resource management practices. The current study is intended to provide analysis of the relationships between HRM practices and organizational commitment. These include “manufacturing and human resources fit, behavior and attitude, team activities, interaction facilitation, incentives to meet objectives, training on job skills, training in multiple functions, communication of strategy, feedback on performance. In organizational behavior and industrial and organizational psychology, organizational commitment is the individual's psychological attachment to the organization. Organizational commitment predicts work variables such as turnover, organizational citizenship behavior, and job performance.. Data was analyzed using descriptive statistics to project the respondents’ profiles as well as the general patterns of the variations in the HRM variables and organizational commitment. Correlations and multiple regression, statistic regression analysis were used to explore the relationship between the variables involved in the study. As a result of analysis of the findings from top, middle and, the first-tier managers except for “training on job skills”. It was found that there was a strong and statistically positive significant relationship between other HRM variables and organizational commitment...
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...modes 287 Received 15 March 2002 Revised 15 September 2002 Accepted 9 December 2002 Ellen Ernst Kossek Michigan State University, East Lansing, Michigan, USA Keywords Human resource development, Employment, Human resource management, Culture Abstract Past research suggests that most culture change efforts proceed with limited attention to the pluralistic nature of contemporary organizations. We argue that the relationship between organization subcultures and the implementation of new HR strategies into HR practice has not been adequately explored because of the lack of a comprehensive framework for de®ning and integrating culture change and the strategic HR literature. We review the organization culture and strategic HR literature and present a heuristic that serves as a step toward exemplifying the role of changing employment modes and organizational subcultures in enabling or constraining the implementation of HR strategy. Adjusting to changing environmental demands has been an ongoing pursuit of organizations for centuries, but the task has become even more perplexing over the last decade. In response to the accelerated pace of change worldwide, organizations are becoming ¯atter and more agile, and are manifesting more diverse forms of organizational cultures. Recent trends in the changing nature of the employment relationship (Tsui et al., 1997), and the growing use of ªperipheralº or temporary employees, highlight the need to focus on the impact that...
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...International Joint Venture System Complexity and Human Resource Management* Randall Schuler Rutgers University and GSBA Zurich Ibraiz Tarique Pace University Chapter to appear in I. Björkman and Günter Stahl (eds.), Handbook of Research in IHRM. (London: Edward Elgar Publishing, 2005) * The authors wish to thank S. Jackson, M. Moelleney, B. Kugler, G. Bachtold, W. Harry, J. Ettlie, D. Osborn, Y. Gong, and I Björkman for their suggestions and commentary in the development of this chapter. © Randall S. Schuler and Ibraiz R. Tarique. 1 International Joint Venture System Complexity and Human Resource Management An increasing number of organizations are entering new global markets as they seek to develop and sustain a competitive advantage in today’s highly competitive global environment (Taylor, 2004; Ernst & Halevy, 2004). To accomplish this international expansion, organizations can and do use many different market entry strategies (Narula & Duysters, 2004; Briscoe & Schuler, 2004; Beamish & Kachra, 2003; Newburry & Zeira, 1998; Child & Faulkner, 1998). Prior research has shown that cross-border alliances, particularly international joint ventures (IJVs) are perhaps the most popular means of international expansion (Ernst & Halevy, 2004; Briscoe & Schuler, 2004; Schuler, Jackson, & Luo, 2004). Despite their popularity, however, IJVs are difficult to develop, organize, and manage. Research has shown that a majority of IJVs fall short of their stated goals leading...
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... Towards Measuring Knowledge Management Success Murray E. Jennex San Diego State University mjennex@mail.sdsu.edu Abstract Discussions at previous HICSS conferences have revealed that there is no general agreement on definitions of knowledge management (KM) and knowledge management system (KMS) success. We developed these concepts and presented them earlier this year. Using an expert panel approach followed by two exploratory surveys, we identify KM success measures. The research demonstrates that measures for KM success are required on multiple dimensions. This paper thus also presents a set of dimensions with measures that can be used to determine if KM in an organization is successful. Stefan Smolnik European Business School (EBS) Stefan.Smolnik@ebs.edu David Croasdell University of Nevada, Reno davec@unr.edu begin to identify instruments that can be used to operationalize these measures. Besides presenting some background on KM success, the paper also offers a series of perspectives on KM/KMS success. These perspectives were derived from an analysis of academics and practitioners’ definitions of KM/KMS success. 2. Background on KM Success After summarizing various definitions of KM, Jennex defined KM success as reusing knowledge to improve organizational effectiveness by providing the appropriate knowledge to those who need it when it is needed [13]. KM is expected to have a positive impact on the organization that improves organizational effectiveness. DeLone...
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