...2012 Part One (Theoretical Framework) What are the effects of human resources outsourcing on leadership performance and employee commitment? This is a question facing every business. Although this is not a new topic of discussion there are still questions about its true effect on leadership performance and employee commitment. Outsourcing different jobs throughout a business’s many departments has been a common practice since the 1970’s. (Pence, 2010). At first the most common job/task that was outsourced was the company’s payroll but over the last decade more and more businesses are finding it more economical to outsource the majority of the jobs/tasks performed in a human resource department. (Nash, n.d.). In the following report we will discuss the variables and identify if they are dependent, independent, mediating, or moderating. The first variables needing to be discussed are the dependent or criterion variables. In this study they would be leadership performance and employee commitment. Leadership performance is always going to be present whether it is good or bad. The same can be said about employee commitment. These two variables may be influenced by other factors as to which end of the scale they will be located, but they will always be present. The second variable that needs to be discussed is the independent or predictor variable. (Bazerman, 2009). In this situation the outsourcing of human resources jobs/tasks would be considered this type of variable...
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...WORKGROUP SALARY DISPERSION AND TURNOVER INTENTION IN CHINA: A CONTINGENT EXAMINATION OF INDIVIDUAL DIFFERENCES AND THE DUAL DEPRIVATION PATH EXPLANATION W E I H E , L I - R O N G L O N G , A N D B Å R D K U VA A S The present study generalizes previous pay dispersion research to the Chinese context by examining the cross-level relationship between workgroup salary dispersion and employee turnover intention contingent on individual differences. Field survey data including annual objective salary and self-reported attitudes among 370 Chinese employees in 51 organizational workgroups supported our cultural predictions by showing that the relationship between workgroup salary dispersion and turnover intention was positive only among employees with higher rather than lower levels of Chinese traditionality and among those with lower rather than higher salary levels. Furthermore, the results of mediated moderation analyses suggest that a dual-deprivation path model can explain the above relationships. We discuss the theoretical, cultural, and practical implications of these findings for organizations. © 2015 Wiley Periodicals, Inc. Keywords: salary dispersion, Chinese traditionality, turnover intention Introduction E mployee turnover is a challenge for organizations and managers not only because of the decreased firm performance followed by the loss of talent, but also due to the expensive replacement cost associated with hiring, selecting, and training...
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...Journal of Diversity Management – Second Quarter 2010 Volume 5, Number 2 Impact Of Job Analysis On Job Performance: Analysis Of A Hypothesized Model Rehman Safdar, Pakistan Electronic Media Regulatory Authority (PEMRA), Pakistan Ajmal Waheed, Quaid-e-Azam University, Pakistan Khattak Hamid Rafiq, National University of Modern Languages, Pakistan ABSTRACT Researchers have developed a relationship between HRM practices and organizational performance, but the relationship between HRM practice like job analysis – employee Job performance remains unexplored. This paper, based on a study of employees of Pakistan Public sector regulatory authorities of telecommunication, oil and gas, power, media, security exchange, banking sector and organizations being regulated by these authorities is an attempt to develop and test a hypothesized model linking HR importance of job analysis with employee job performance. Survey results of 568 employees indicated that practice of job analysis was strongly related to employee job performance. The findings suggest that an organisation-wide policy of job analysis is an important source of competitive advantage in its own right, and requires due attention of HR professionals. The study extends the findings of the HR–employee job performance research pursued in Western countries to a non-Western context. Keywords: Human resource management; HR practices in regulatory authorities; HR-performance linkage; Job analysis; Job performance; Job satisfaction;...
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...Paper” Why Are Some Subsidiaries of Multinationals the Source of Novel Practices while Others Are Not? National, Corporate and Functional Influences. This paper aims to establish the analysis of a unique international data set in four host countries like Canada. Ireland, Spain and UK. The study examines the argument that various, rather than single, proof are required to understand the factors promoting or retarding the diffusion of human resource practices within multinational companies. Multinational companies are progressively powerful and effective in Europe and worldwide. They are the main factor of the world and regional economies. MNCs are familiar with the sharing of organizational practices to foreign subsidiaries with the rest of the company. Organizational practices can be shown as important resources and abilities to produce and develop through the firm. “The key part of MNC’s is the diffusion of human resource practices to develop at the international level at the diverse capabilities and knowledge that they possess at subsidiary level.” The article examines the diffusion of HR practices from the foreign operations of MNCs to the rest of the firm. The term for this is reverse diffusion. In these case the main focus of research which are related to MNC’s is that the direction of the diffusion is inverted. It was separated into exacting RD and they transfer form subsidiaries practices to other foreign operations. Nonetheless there are two main gaps in this...
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...emeraldinsight.com/0262-1711.htm JMD 30,2 Leadership behaviors, organizational culture and knowledge management practices An empirical investigation Hai Nam Nguyen and Sherif Mohamed School of Engineering, Griffith University, Gold Coast, Australia Abstract Purpose – The purpose of this study is to investigate the relationship between leadership behaviors and knowledge management (KM) practices. More specifically, it aims to examine the influence of transformational and transactional leadership behaviors on KM, and the moderating effect of organizational culture on this relationship, in the context of small-to-medium sized enterprises (SMEs) operating in Australia. Design/methodology/approach – A total of four hypotheses were proposed for testing. It also provides is a succinct review of KM basics relevant to the study, the relationship between leadership and KM, and leadership and organizational culture. Findings – The results suggest that both transformational and transactional leadership are positively related to KM practices. They also reveal that charismatic leadership and contingent reward leadership behaviors have greater influence on all the dimensions of KM practices. Research limitations/implications – A key limitation of this study is its cross-sectional nature. It is possible that at least certain aspects of leadership and organizational culture, and its impact on KM practices emerge with some kind of time lag. A longitudinal treatment of data might yield additional insights...
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...Effects of employee’s satisfaction and commitment Name Institution Professor Date Abstract Employee commitment is an active way of improving the organizational satisfaction. In this article employee satisfaction is viewed as an independent variable while employee commitment acts as the independent variable, a moderating variable is taken to be employee performance. The sample for the study comes from various public and private organizations of cities such as Lahore, Karachi, and Faisalabad. Data collection is through close- ended questionnaires and analysis done through Statistical Package for Social Sciences by using descriptive statistics, as well as the t-test. The results describe a moderate interdependence between the variables. Satisfaction Studies in the past reveal a two-way relationship between job performance and employee satisfaction while modern and recent studies indicate a unidirectional relationship with regards to employee satisfaction that improves job performance yet weak relations occurs upon analysis of job satisfaction as a basis for job satisfaction. It follows that employee’s satisfaction and performance in work place...
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...HR PRACTICES AND KNOWLEDGE MANAGEMENT: According to Edvardsson (2008) knowledge-oriented human recourse practices can improve firms’ knowledge sharing processes through two different ways. First, firms can use such human resource management (HRM) practices which can provide a foundation for acquiring and encouraging firms’ employees. Second, firms can use such sorts of HRM practices for building an organizational culture that support the knowledge capture, transfer, and use. Chen and Huang (2011) stated that HRM practices and policies are the key sources by which organizations can influence on the individuals’ behaviors, attitudes, and skills. In this fast-growing environment, where flow of information resources or knowledge transfer processes...
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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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...| | | Direct and indirect effects of transformational leadership on innovative behavior | | | | | | Table of Contents Abstract 3 Introduction 4 Theoretical framework 8 Leadership and innovative behavior 8 Transformational leadership and innovative behavior 9 The mediating role of affective commitment between transformational leadership and innovative behavior 11 The mediating role of innovative climate between transformational leadership and innovative behavior 15 The moderating role of affective commitment between transformational leadership and employees’ innovative behavior 18 The moderating role of innovative climate between transformational leadership and employees’ innovative behavior 19 Methods 20 Participants and Procedure 20 Measures 22 Data analysis 24 Results 25 Descriptive statistics and scales 25 Correlation analysis 26 Testing hypothesis 27 Discussion 29 Limitations and recommendations 33 Directions for future research 35 Practical implications 36 References 37 Appendix 42 Tables……………………………………………………………………………………………………………………………………………42 Figures. 45 Company report 46 Abstract This study aims at investigating how transformational leaders directly and indirectly (via affective commitment to the organization, the career, the leader, and the team and innovative climate) affect employees’ innovative behavior. The hypotheses are tested by applying quantitative analyses to data collected from 39 employees of a...
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...Aziri B. mrp.ase.ro JOB SATISFACTION: A LITERATURE REVIEW MANAGEMENT RESEARCH AND PRACTICE VOL. 3 ISSUE 4 (2011) PP: 77-86 JOB SATISFACTION: A LITERATURE REVIEW Brikend AZIRI Faculty of Business and Economics, South East European University, Ilindenska 1200, Tetovo, Makedonia b.aziri@seeu.edu.mk Volume 3, Issue 4 / December 2011 Management Research and Practice Abstract Job satisfaction represents one of the most complex areas facing today’s managers when it comes to managing their employees. Many studies have demonstrated an unusually large impact on the job satisfaction on the motivation of workers, while the level of motivation has an impact on productivity, and hence also on performance of business organizations.Unfortunately, in our region, job satisfaction has not still received the proper attention from neither scholars nor managers of various business organizations. Keywords: job satisfaction. 1. DEFINITION AND IMPORTANCE OF JOB SATISFACTION Despite its vide usage in scientific research,as well as in everyday life,there is still no general agreement regarding what job satisfaction is. In fact there is no final definition on what job represents. Therefore before a definition on job satisfaction can be givven , the nature and importance of work as a universal human activity must be considered. Different authors have different approaches towards defining job satisfaction. Some of the most commonly cited definitions on job satisfaction are analysed in the text that folows...
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...Importance and Benefits of the Research 9 Research Objectives 9 Research Design 10 Data Collection Methodology 10 Summary/ Conclusion 12 References 13 Introduction The research proposal will focus on the implementation of change, the management problem and the specific reasons why employee resists change. Therefore, the research proposal provides theoretical support of this research proposal and shows the academic explanation and principles for investigating the problem. In addition, the proposal identifies the intention of the research and emphasizes the essential research questions to be considered as part of this research, discussing the academic reasons for and against the research topic. The research proposal will discuss the research method that will used to collect data. In addition, the research study will research the problem and describe the research design. In addition, several appendixes the writer has composed a survey and survey letter for the completion of the Change Management Project which will investigate present and summarize facts about why employees resist change. Research Problem The organizational issue that I will identify is management problem of implementation of resistance to change. The primary research question would be “What are the Causes of Resistance to Change within an organization?” I believe the best type of applied research would be a descriptive and explanatory study. The reason for the descriptive...
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...MERU UNIVERSITY OF SCIENCE AND TECHNOLOGY MANAGEMENT RESEARCH PROJECT AN INVESTIGATION OF THE EFFECTS OF DIVERSITY MANAGEMENT IN WORKPLACE TO ORGANIZATIONAL EFFECTIVENESS IN MERU MUNICIPALITY KENNEDY MUTWIRI MUKARIA MUC-SBS-555-0056/2009 A RESEARCH PROPOSAL A research proposal submitted to the department of business in partial fulfilment of requirements of degree of Bachelor of Commerce (Accounting) of Meru University College of Science and Technology DECLARATION This is my original work and has not been presented for the degree or any other award to any other University Signature ___________________________ Name __________________________ Date Approval This proposal has been submitted for examination with my approval as the University supervisor Signature ___________________________ (Name of supervisor of department; Meru University) __________________________ Date TABLE OF CONTENTS CHAPTER ONE 1.0 Introduction................................................................................................................... 1 1.1 Background to the study............................................................................................... 1 1.2 Statement of the problem.............................................................................................. 4 1.3 Objectives of the study................................................................................................. 1.4 Research questions...................................................
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...and also test the model empiricallyin the literature. | An examination of a Factor Structure and Scale Reliability of the Work Motivation Scale, the Motivation Sources Inventory | Some weaknesses of the MSI are lack of research and development on the meta-theory of Leonard et al.’s (1999). To promote further research in this area, may can be re-examination and possible refinement of the MSI or development of an alternative instrument.. | Motivation Levels of Mis Managers Versus Those of their employees | The degree of MIS personnel are found that different from their management peers in other parts of the company. MIS managers may can consider some action to reduces the negative effects among differences. MIS management had existed a very healthy motivational environment. Try to pay some attention with a reasonable expectation of rapid resolutions on the problems. | HDM Modeling as a Tool to Assist Management With Employees Motivation : The Case of Silicon Forest | The wants and desires of employees so important because it can motivates them to work hard. According to the social psychological motivator, the group and men more value on autonomy/responsibility/variety of task while the female group more highly valued growth/development/advancement. Pairwise comparisons is a...
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...Individual-level Cultural values and Workplace Attitudes and Behaviours: Examining the moderating effects of individual-level cultural values on social exchange relationships involving organizational justice and organizational citizenship behaviour (OCB) in Pakistani organizations Samina Quratulain* Abdul Karim Khan* CERGAM, Université Paul Cézanne Aix-Marseille-III, France ABSTRACT The relationships among employee’s work related variables, cultural variables and OCB are investigated in Pakistani work setting. Based on the review of literature it has been observed that perceived organizational justice (procedural, distributive & interactional justice) is an important antecedent of OCB. This study intends to extend the previous research by assessing the validity of social exchange theory within Pakistan where norms of reciprocity (social exchange ideology) may play a lesser role in social exchange relationships. The primary objective of the study will be to compare the influence of individual differences in values using Hofstede’s cultural value framework (collectivism-individualism, uncertainty avoidance, masculinity-femininity, Power distance) as moderators of generally well established positive relationships between OCB & employee’s perception of organizational justice. The results will provide insights into the influences of employees value differences on relationships established in management literature. Keywords: Organizational citizenship behaviour; Individual-level cultural...
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...RSM M.Sc. in Strategic Management Master thesis Learning from M&A: the impact of the different types of distance Dr. Yang Fan (Supervisor) Dr. Jatinder Sidhu (Co-reader) Alexandre Favre ID 402770 Completed the 14th of June 2014 1 Preface: The copyright of the Master thesis rests with the author. The author is responsible for its contents. RSM is only responsible for the educational coaching and cannot be held liable for the content 2 Contenu 1. Introduction .................................................................................................................................................... 5 2. Literature review ........................................................................................................................................... 9 2.1 International mergers and acquisitions ................................................................................................. 9 2.2 Mergers and acquisitions’ experience and performance implications .......................................... 10 2.3 The impact of the type of distance on the merger and acquisition’s learning process ............................. 12 2.3.1 Cultural distance............................................................................................................................... 12 2.3.2 Administrative distance ................................................................................................................... 13 2.3.3 Geographic...
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