...to improvements in organisational performance The distinctive feature of HRM is its assumption that improved performance is achieved through the people in the organization.’ (Guest, 1997) important therefore for performance improvement is that the organisation makes policies that would facilitate Human Resources at work, it could be assumed that Human Resource would have a substantial impact on the business performance. When the Human Resource Management journal was launched in 1990, Guest (2007) claims “it was able to capture a rising wave of interest in human resource management and in particular the relationship between human resource management (HRM) and performance”. Throughout the decade many authors provided sound evidence about a positive link between HRM and performance, including Huselid (1995) and Arthur (1994). Almost a decade later two major reviews of the topic were carried out by Boselie et al (2005) and Combs et al (2006) who both confirmed many of the journals signified an association, but also concluded that evidence of the link between performance and HRM was of an “association rather than a causation” Guest (2007). Both reviews also claimed there was insufficient evidence to explain why there was an association. The major problem as Guest (1997) states we need “a theory about HRM, theory about performance and a theory about how they are linked”. The aim of this essay is to critically evaluate the evidence around HRM practices and performance emerging...
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...assumptions about human nature and managerial behaviour. 1.1 Identify models which make suppositions about human nature and behaviour at work Theory X and Theory Y represent two sets of assumptions about human nature and human behaviour that are relevant to the practice of management. They describe two contrasting models of workforce motivation. Theory X represents a negative view on of human nature that assumes individuals generally dislike work, are irresponsible, and require close supervision to do their jobs. Theory Y represents a positive view of human nature and assumes individuals are generally hard-working, creative, and able to take on responsibility and exercise self-control in their jobs. One would expect that managers holding assumptions about human nature that are consistent with Theory X might exhibit a managerial style that is quite different than managers who hold assumptions consistent with Theory Y. 1.2 Discuss how attitudes as assumptions can influence managerial behaviour. McGregor described two distinct set of assumptions about people at work. He believed that these assumptions influence the thinking and attitude of most managers about the people at work. 1|Page Theory X presents a pessimistic or negative view of human nature whereas Theory Y reflects an optimistic or positive view of human behaviour. Theory X lists a set of assumptions which presents a pessimistic view of human nature. The assumptions of Theory X are as follows: 1. The average...
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...control and self-regulation theory principles, explaining the causal links between change-related sensemaking, interpretation, readiness and subsequent behavioural action. Design/methodology/approach – Following a review of the two motivation theories and clarification of change-related sensemaking, interpretation, and readiness concepts, the paper proposes a series of research propositions (illustrated by a conceptual model) clarifying how these concepts interact with self-regulating mechanisms. In addition, the feedback model exemplifies how cognitive processes triggered by new knowledge structures relate to behavioural action. Findings – The model expands upon other existing frameworks by allowing the examination of multi-level factors that account for, and moderate causal links between, change-related sensemaking, interpretation, readiness, and behavioural action. Suggestions for future research and guidelines for practice are outlined. Practical implications – The variables and processes depicted in the model provide guidelines for change management in organisations, both for individuals and for groups. By eliciting important self-regulating functions, change agents will likely facilitate sensemaking processes, positive interpretations of change, change readiness, and effective change behaviours. Originality/value – This paper makes two contributions to the literature. First, it offers a comprehensive and dynamic account of the relationships between change-related sensemaking...
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...understand assumptions about human nature and managerial behaviour. 1.1 Identify models which make suppositions about human nature and behaviour at work Theory X and Theory Y represent two sets of assumptions about human nature and human behaviour that are relevant to the practice of management. They describe two contrasting models of workforce motivation. Theory X represents a negative view on of human nature that assumes individuals generally dislike work, are irresponsible, and require close supervision to do their jobs. Theory Y represents a positive view of human nature and assumes individuals are generally hard-working, creative, and able to take on responsibility and exercise self-control in their jobs. One would expect that managers holding assumptions about human nature that are consistent with Theory X might exhibit a managerial style that is quite different than managers who hold assumptions consistent with Theory Y. 1.2 Discuss how attitudes as assumptions can influence managerial behaviour. McGregor described two distinct set of assumptions about people at work. He believed that these assumptions influence the thinking and attitude of most managers about the people at work. Theory X presents a pessimistic or negative view of human nature whereas Theory Y reflects an optimistic or positive view of human behaviour. Theory X lists a set of assumptions which presents a pessimistic view of human nature. The assumptions of Theory X are as follows: 1. The average human...
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...“Best Perspectives to Human Resource Management” Author: Arrey Mbongaya Ivo ©2006 African Centre for Community and Development (www.africancentreforcommunity.com ) All rights reserved. Table of Contents 1.0 Introduction, Perspectives in Management and the genesis of Human Resource Management 1.1 Scientific or Closed management, Human Relations or Semi open system, Open System or Contingency system 1.2 Personnel management/ Personnel Manager 1.3 The genesis of Human Resource Management(HRM)/Defining Human Resource Management 1.4 What is ‘Hard’ and ‘Soft’ HRM? 1.5 The Debate between Human Relations(HR) and Human Resource Management(HRM) 1.6 The Human Resource Manager and his role 2.0 Attempting a framework for Human Resource Management(HRM) 2.1 Using HRM as a style, a strategy and an outcome 2.2 Is HRM a restatement of Personnel Management? 2.3 Is HRM a new managerial discipline? 2.4 HRM as a resource-based dimension of management 2.5 The Strategic and international possibilities of HRM 3.0Using some models of HRM to critically assess HRM “Hard” and “Soft” Approaches. 3.1The Harvard Model 3.2The Michigan Model 3.3Guest comparative models 3.4The ‘Choice Model’ and its benefits. 4.0The influence of senior management and their Effectiveness 4.1 policy makers 4.2 senior managers and their frames of reference 4.3 The more effective the better the policies 4.4 The Japanese example 5.0 Conclusion, limitations and proposals 5.1HRM a widespread contemporary, evolving & contingent...
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... | | | |Yuling Zhang(19041245) | |2010/4/17 | |Understanding and Managing Organisations | Contents Contents 2 Introduction: 3 Total Reward and theories: 4 Intrinsic rewards more important: 5 The impacts of extrinsic rewards on intrinsic motivation: 6 Cognitive evaluation theory (CET) in motivational approach: 6 Self-perception theory in attributional approach 7 Behavioural approach: 7 Performance management, high performance working and reward strategy: 8 Other noteworthy points when rewarding: 9 Case study: 10 Conclusion: 11 Reference: 12 How to best reward the employees? Introduction: Given that people is highly emphasized on as a key element of an organisation's competitive advantage, pay sometimes function as a tool to exchange for talented employee's commitment and loyalty. It has been pointed out that reward systems can affect several human resource processes and practises...
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...issued | Completion date | Submitted on | 11th March 2013 | 4th April 2013 | | | | Assignment title | OB1: Culture and Management Style (1 of 3) | ------------------------------------------------- ------------------------------------------------- Learning Outcome | Learning outcome | Assessment Criteria | In this assessment you will have the opportunity to present evidence that shows you are able to: | Task no. | Evidence(Page no) | LO1 | Understand the relationship between organisational structure and culture | 1.1 | Compare and contrast different organisational structures and culture | 1 | | | | 1.2 | Explain how the relationship between an organisation’s structure and culture can impact on the performance of a business | 1 | | LO2 | Understand different approaches to management and leadership | 2.1 | Compare the effectiveness of different leadership styles in different organisations | 2 | | | | 2.2 | Explain how organisational theory underpins the practice of management | 2 | | | | 2.3 | Evaluate the different approaches to management used by different organisations | 2 | | Learner declaration | I certify that the work submitted for this assignment is my own and research sources are fully acknowledged. Student signature: Date: | In addition to the above PASS criteria, this assignment gives you the opportunity to submit evidence in order to achieve the following MERIT and DISTINCTION grades | Grade Descriptor | Indicative...
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...Assessor name | Date issued | Completion date | Submitted on | 11th March 2013 | 4th April 2013 | | Assignment title | OB1: Culture and Management Style (1 of 3) | Learning Outcome | Learning outcome | Assessment Criteria | In this assessment you will have the opportunity to present evidence that shows you are able to: | Task no. | Evidence (Page no) | LO1 | Understand the relationship between organisational structure and culture | 1.1 | Compare and contrast different organisational structures and culture | 1 | | 1.2 | Explain how the relationship between an organisation’s structure and culture can impact on the performance of a business | 1 | | LO2 | Understand different approaches to management and leadership | 2.1 | Compare the effectiveness of different leadership styles in different organisations | 2 | | 2.2 | Explain how organisational theory underpins the practice of management | 2 | | 2.3 | Evaluate the different approaches to management used by different organisations | 2 | | Learner declaration | I certify that the work submitted for this assignment is my own and research sources are fully acknowledged. Student signature: Date: | In addition to the above PASS criteria, this assignment gives you the opportunity to submit evidence in order to achieve the following...
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...Reflection Organisational legitimacy, capacity and capacity development Mobilising against hunger and for life: An analysis of Derick W. Brinkerhoff capacity and change in a Brazilian network John Saxby Pretoria, South Africa Discussion paper No 58A June 2005 European Centre for Development Policy Management Centre européen de gestion des politiques de développement Study of Capacity, Change and Performance Notes on the methodology The lack of capacity in low-income countries is one of the main constraints to achieving the Millennium Development Goals. Even practitioners confess to having only a limited understanding of how capacity actually develops. In 2002, the chair of Govnet, the Network on Governance and Capacity Development of the OECD, asked the European Centre for Development Policy Management (ECDPM) in Maastricht, the Netherlands to undertake a study of how organisations and systems, mainly in developing countries, have succeeded in building their capacity and improving performance. The resulting study focuses on the endogenous process of capacity development - the process of change from the perspective of those undergoing the change. The study examines the factors that encourage it, how it differs from one context to another, and why efforts to develop capacity have been more successful in some contexts than in others. The study consists of about 20 field cases carried out according to a methodological framework with seven components, as follows:...
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...engagement within organisations, Saks (2006).This is due to the fact that many researchers have concluded that employee engagement is a key factor for an organisational success, Macey et al (2009). Despite the significance of employee engagement being linked to organisational success, it is clear that little empirical research has been undertaken, and little academic literature has been published. As Saks (2006) put it, “there is a surprising dearth of research on employee engagement in the academic literature” (p. 600). This literature review will focus on ‘work engagement’ and employee engagement as two main constructs. As it will become prevalent, the central issue of employee engagement is the fact that there has yet to be a clear definition of “employee engagement” and how it should be measured, Saks and Gruman (2014). It is also evident that there are unanswered questions about the antecedents and consequences of engagement, Menguc et al (2013). The first section of the literature review will look at antecedents and consequences of employee engagement that are discussed within existing literature. However before one can look at the common themes it is vital that the definition of employee engagement is explored. The review will then begin to identify different themes and theories in relation to Human Resource Management practices and employee engagement. Defining employee engagement In recent years employee...
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...Journal of Business & Industrial Marketing Green marketing in B2B organisations: an empirical analysis from the natural‐resource‐based view of the firm Elena Fraj Eva Martínez Jorge Matute Article information: To cite this document: Elena Fraj Eva Martínez Jorge Matute, (2013),"Green marketing in B2B organisations: an empirical analysis from the natural#resource#based view of the firm", Journal of Business & Industrial Marketing, Vol. 28 Iss 5 pp. 396 - 410 Permanent link to this document: http://dx.doi.org/10.1108/08858621311330245 Downloaded on: 26 October 2014, At: 19:59 (PT) References: this document contains references to 87 other documents. To copy this document: permissions@emeraldinsight.com The fulltext of this document has been downloaded 1841 times since 2013* Users who downloaded this article also downloaded: Downloaded by UNIVERSITI UTARA MALAYSIA At 19:59 26 October 2014 (PT) (2007),"Environmental management systems "must measure green performance"", Management of Environmental Quality: An International Journal, Vol. 18 Iss 2 pp. Jerónimo de Burgos#Jiménez, Diego Vázquez#Brust, José A. Plaza#Úbeda, Jeroen Dijkshoorn, (2013),"Environmental protection and financial performance: an empirical analysis in Wales", International Journal of Operations & Production Management, Vol. 33 Iss 8 pp. 981-1018 Lez Rayman#Bacchus, Sumita Sindhi, Niraj Kumar, (2012),"Corporate environmental responsibility – transitional and evolving", Management of Environmental Quality:...
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...Institutional Theory Part One Introduction of Institutional Theory What are institutions? The general understanding of institutions can be defined as a set of formal and informal rules of conduct, made by humans that facilitate coordination or govern relationships between individuals, organizations or government. Examples of institutions include laws, regulations, customs, social and professional norms, culture, and ethics. Selznick (1949) notes that "the most important thing about organizations is that, though they are tools, each nevertheless has a life of its own". While he acknowledges rational view that organizations are designed to attain goals, he notes that the formal structures can never conquer the non-rational dimensions of organizational behaviour. Individuals do not act purely based on their formal roles. Organizations do not act purely based on formal structures. Selznick notes that individuals bring other commitments to the organization that can restrict rational decision-making. Institutions exert a constraining influence over organizations, called isomorphism that forces organizations in the same population to resemble other organizations that face the same set of environmental conditions (Hawley, 1968). Then, the isomorphism was further discussed by DiMaggio and Powell (1983) where the analysis of institutions exert three types of isomorphic pressure on organizations: coercive, normative, and mimetic. Coercive isomorphism refers...
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...can perform and individuals and can co-operate towards attainment of group goals”... browse notes.Managerial EconomicsManagerial Economics is economics applied in decision-making. It is that branch of economics that serves as a link between abstract theory and managerial practice. Managerial economics is concerned with the business firm and the ecnomic problem that every management need to solve. Economics provides us with a number of concepts and analytical tools to help us understand and analyse such problems. Managerial Economics may be taken as economical applied to problems of choice of alternatives of economic involves analysis of allocation of the resources by the firms. In other words, managerial economics involves analysis of allocation of the resources available to a firm or a unit of management among the activities of that unit... browse notes.Finance or Business AccountingAmerican Accounting Association defines accounting as "the process of identifying, measuring and communicating economic information to permit informed judgements and decisions by users of the information". Accounting refers to the actual process of preparing and presenting the accounts. In other words, it is the art of putting the academic knowledge of accountancy into practice... browse notes.Operation Research & Quantitative TechniquesThe advent of Operation Research (commonly known as OR) was second world war. The name was also derived from its use for research on Military Operations...
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...Introduction to business and management J. Timms MN1107, 996D107, 2790107 2011 Undergraduate study in Economics, Management, Finance and the Social Sciences This is an extract from a subject guide for an undergraduate course offered as part of the University of London International Programmes in Economics, Management, Finance and the Social Sciences. Materials for these programmes are developed by academics at the London School of Economics and Political Science (LSE). For more information, see: www.londoninternational.ac.uk This guide was prepared for the University of London International Programmes by: J.N. Timms, BA, MSocSci, Researcher at the Centre for the Study of Global Governance, London School of Economics and Political Science. The 2006 and 2009 editions of this guide were amended and updated by A.E. Benjamin, BSc, MA, Dip Stats, previously at Imperial College Business School. This is one of a series of subject guides published by the University. We regret that due to pressure of work the author is unable to enter into any correspondence relating to, or arising from, the guide. If you have any comments on this subject guide, favourable or unfavourable, please use the form at the back of this guide. University of London International Programmes Publications Office Stewart House 32 Russell Square London WC1B 5DN United Kingdom Website: www.londoninternational.ac.uk Published by: University of London © University of London 2002, reprinted...
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...APPROACHES TO ORGANISATION AND MANAGEMENT Organisational behaviour is a discursive subject and much has been written about it. The study of organisations and management has therefore to proceed on a broad front. It is the comparative study of the different approaches that will yield benefits to the manager. The study of organisations, their structure and management is important for the manager. Identification of major trends in management and organisational behaviour, and the work of leading writers, provide a perspective on concepts and ideas discussed in more detail in other chapters. Learning outcomes After completing this chapter you should be able to: ■ identify major trends in the development of organisational behaviour and management thinking; contrast main features of different approaches to organisation and management; evaluate the relevance of these different approaches to the present-day management of organisations; explain the relationships between management theory and practice; assess the value of the study of different approaches to organisation and management; recognise the relationship between the development of theory, behaviour in organisations and management practice; establish a basis for consideration of aspects of organisational behaviour discussed in subsequent chapters. ■ ■ ■ ■ ■ ■ Critical reflection ‘It is often claimed that what leading writers say is an important part of the study of management and organisational behaviour. Others say that all these...
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