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    • International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 - 6510(Online), Volume 5, Issue 4, April (2014), pp. 137-144 © IAEME 137 HARMONIZING EMPLOYEE ‘ORGANIZATIONAL DREAMING’: AN INTERACTIVE APPROACH OF UNEARTHING HUMAN RESOURCE POSSIBILITIES TO EXCEL Juturu Viswanath Research Scholar, Department of Business Management, Yogi Vemana University, Vemana Puram, Kadapa – 516003, Andhra Pradesh, India G.V. Chandra Mouli Research Scholar, Department of Business Management, Yogi Vemana University, Vemana Puram, Kadapa – 516003, Andhra Pradesh, India ABSTRACT Every organization survives under different critical tribulations and even sometimes they may appear as so dilemmatic. Balancing human and non-human resources is one of the key typical challenges in the recent times. Ever changing business environment throws many new issues and concerns. Organizational accomplishments depend on how best these are analyzed and integrated with the firm requirements. Every employee enters the organization with having so many expectations and perceptions. Literally speaking organizational dreaming is a degree in which employee recognizes the firm in their own way and integrates personal assumptions with organizational advancements. This tendency has both positive and adverse effects on human resource capacities development and utilization. This paper discusses the interactive approach of Balancing this trance i.e. organizational dreaming assists the organization and human resources to unearth newer possibilities to excel in all the ways and times. Keywords: Human Resources, Business Environment, Organizational Dreaming, Interactive Approach, Excel. INTERNATIONAL JOURNAL OF MANAGEMENT (IJM) ISSN 0976-6502 (Print) ISSN 0976-6510 (Online) Volume 5, Issue 4, April (2014), pp. 137-144 © IAEME: www.iaeme.com/ijm.asp Journal Impact Factor (2014): 7.2230 (Calculated by GISI) www.jifactor.com IJM © I A E M E
    • International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 - 6510(Online), Volume 5, Issue 4, April (2014), pp. 137-144 © IAEME 138 INTRODUCTION Employee job satisfaction results in enhanced commitment levels. It happens through the collective efforts of organization and employee (Agho A.O., Mueller C.W. & Price J.L., 1993). Human resources quality rests with many facets like learning, adopting, engagement and behavioral traits. Most of the organizations are caring about employee perceptions on job and organization (Chet, R. Douglas B, Bly, J, Paul R., 2008). Organizational dreaming has been emerged as one of the crucial HR issue. It has interactive effects on employee proactiveness, creativity and newer outcomes at workplace (Kim, T., Hon, A., & Crant, J. J., 2009). Employees imagine everything about job and organization before performing their assigned roles. Job performance and autonomy goes together and most cases it dictates human resources behavioral dynamics (Patillo, E.J., Moran, B.B., & Morgan, J., 2009). Workplace dilemmas will arise due to mismatch between expectations and reality. Job performances are linked with level of employee adjustment (Westerman, J.W. & Simmons, B.L., 2007). The key factor which helps in facing the competition is organizational stability; smooth functioning, persistent innovations and perfect leadership (Sridharan, U.V. & Caron, H., 1998). Performance improvement is ever exist challenge of the organizations in terms of human resources contributions. Impact creation and management about organizational creativity has gained huge prominence and coupled with employee occupational surveillance (Esque, T.J, & Gilmore, E.R., 2003). Negligence in assessing the impact of organizational dreaming has many unobservable effects from both sides i.e. employer and employee. Employee disturbs and find difficult to survive in the organization but its superiority is more on overall firm’s business performance (Jacobson, R., 1990). Intelligence, personality and performance factors are highly imperative on employee efficiency. Whenever any misfit exist in form extreme organizational dreaming it carries a significant impressions on functional behaviors at work environment (Parkinson, J., & Taggar, S., 2006). Human relations in the workplace can be positively sustained through focusing on organizational dreaming. Human resource strategies are subject to employee imaginations and perceptions on organizational attitude towards them (Rotemberg, J., J., 1994). SIGNIFICANCE OF THE STUDY Organization benefits from the employee occupational contributions. These are concerned with the efficiency factor and workplace adjustments. It is correlated with job and organizational loyalty. Employee analyzes and perceives the things from their own assumptions. Because, they are with certain predetermined imagination, impression and understanding towards organizational environmental support. So, this trance is needed to be managed and directed correctly at all the phases of employment, otherwise it collapses friendly and supportive workplace climate. Hence, this study notifies all those effects related to organizational dreaming in the context of unearthing possibilities to achieve human resource excellence. METHODOLOGY A descriptive research design taking a survey approach is used. Data is collected from the respondents by using the interview schedule specifically designed for the purpose. A non- probabilistic sampling method, namely convenience sampling is used in drawing samples for this study. The study is carried out with the following research objectives: • To assess various impediments affecting organizational dreaming on the employee possibilities to excel;
    • International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 - 6510(Online), Volume 5, Issue 4, April (2014), pp. 137-144 © IAEME 139 • To find out the interactional effect of employee organizational dreaming and workplace adjustments and • To ascertain the influence of harmonizing organizational dreaming on optimizing employee occupational contributions; Population consists of IT (Information Technology) employees belongs to different companies exists in the Electronics City (popularly known as Electronic City), Bangalore. The population includes various categories of IT Employees like Software Engineers, Senior Software Engineers and Project Managers. A total number of 220 questionnaires were distributed for this study. Of this number, 195 were returned and 184 were found usable. The sample included 106 males (57.60%) and 78 females (42.40%). The range of ages of the respondents is from 20 to 55 years. The educational level of the respondents is high with 83% holding bachelors or postgraduate degrees. Slightly more than half (54.2%) of the respondents reported that they hold the position of Software Engineers; whereas 26.9% are Senior Software Engineers cadre; and 18.9% Project Managers. Respondent’s opinions are carefully recorded and tabulated. The Survey was conducted from January 2014 to February 2014. The tabulated data is analyzed with various statistical tools like Mean, Standard Error, Median, Mode, Standard Deviation, Sample Variance, Kurtosis, Skewness, Range, Minimum, Maximum, t-test and ANOVA. Analysis: Table 1: Impediments affecting employee organizational dreaming on unearthing possibilities to excel 1.1.Factor Person-Job Fit Mean S.E Median Mode S.D S.V Kurtosis Skewness Range Min Max 20.33 3.48 15 N/A 10.44 109 1.089 1.301 31 11 42 1.2.Factor Perceived Organizational Support Mean S.E Median Mode S.D S.V Kurtosis Skewness Range Min Max 19.9 2.38 19.5 N/A 7.54 56.99 3.604 1.500 27 11 38 1.3.Factor Organizational Bonding Mean S.E Median Mode S.D S.V Kurtosis Skewness Range Min Max 13.5 1.973 12 N/A 6.240 38.94 0.251 0.034 21 14 23 1.4.Factor: Social Recognition Mean S.E Median Mode S.D S.V Kurtosis Skewness Range Min Max 12.6 2.56 14.5 N/A -8.099 65.6 -1.553 -0.447 21 12 22 1.5.Factor Proactive Learning Attitude Mean S.E Median Mode S.D S.V Kurtosis Skewness Range Min Max 21.5 2.034 21 N/A 6.433 41.38 0.469 0.624 22 12 34 Source: Primary data from field survey Note: S.E – Standard Error; S.D – Standard Deviation; S.V – Sample Variance;
    • International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 - 6510(Online), Volume 5, Issue 4, April (2014), pp. 137-144 © IAEME 140 Table 1.1 shows the following values for the Person-Job fit variable. The mean Value is 20.33. The standard deviation is 10.44. Variance is square of standard deviation which is 109. The value of kurtosis and skewness are 1.089 and 1.301 respectively which shows data is not normally distributed. Range which is defined as the highest minus lowest is 31. The minimum value in this data set is 11 while maximum value is 42. Table 1.2 shows the following values for the Perceived Organizational Support variable. The mean Value is 19.9. The standard deviation is 7.54. Variance is square of standard deviation which is 56.99. The value of kurtosis and skewness are 3.604 and 1.500 respectively which shows data is not normally distributed. Range which is defined as the highest minus lowest is 27. The minimum value in this data set is 11 while maximum value is 38. Table 1.3 shows the following values for the Organizational Bonding variable. The mean Value is 13.5. The standard deviation is 6.240. Variance is square of standard deviation which is 38.94. The value of kurtosis and skewness are 0.251 and 0.034 respectively which shows data is not normally distributed. Range which is defined as the highest minus lowest is 21. The minimum value in this data set is 14 while maximum value is 23. Table 1.4 shows the following values for the Social Recognition variable. The mean Value is 12.6. The standard deviation is 8.099. Variance is square of standard deviation which is 65.6. The value of kurtosis and skewness are -1.553 and -0.447 respectively which shows data is not normally distributed. Range which is defined as the highest minus lowest is 21. The minimum value in this data set is 12 while maximum value is 22. Table 1.5 shows the following values for the Proactive Learning Attitude variable. The mean Value is 21.5. The standard deviation is 6.433. Variance is square of standard deviation which is 41.38. The value of kurtosis and skewness are 0.469 and 0.624 respectively which shows data is not normally distributed. Range which is defined as the highest minus lowest is 22. The minimum value in this data set is 12 while maximum value is 34. Table 2: Influence of employee organizational dreaming on employee occupational contributions 2.1: t-Test: Two-Sample Assuming Equal Variances Male 1 Female 2 Mean 9 7.222222 Variance 36.25 11.69444 Observations 9 9 Pooled Variance 23.97222 Hypothesized Mean Difference 0 df 16 t Stat 0.770246 P(T<=t) one-tail 0.226189 t Critical one-tail 1.745884 P(T<=t) two-tail 0.452378 t Critical two-tail 2.119905 Since the calculated t-value (0.77) is less than the critical t-value (2.1), implying that the two populations means are equal.
    • International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 - 6510(Online), Volume 5, Issue 4, April (2014), pp. 137-144 © IAEME 141 2.2: Anova: Single Factor SUMMARY Groups Count Sum Average Variance Group 1 10 74 7.4 18.71111 Group 2 10 74 7.4 42.26667 Group 3 10 45 4.5 6.055556 ANOVA Source of Variation SS df MS F P-value F crit Between Groups 56.06667 2 28.03333 1.2546 0.301291 3.354131 Within Groups 603.3 27 22.34444 Total 659.3667 29 The calculated F-Value (1.2546) is less than the critical F-Value (3.35), implying that the population mean of at least one group is different from other groups. Table 3: Interactional effect between organizational dreaming and workplace adjustments Anova: Two-Factor With Replication SUMMARY Group 1 Group 2 Group 3 Total Organizational Dreaming Count 4 4 4 12 Sum 87 42 24 153 Average 21.75 10.5 6 12.75 Variance 44.91667 1 10 63.11364 Workplace Adjustments Count 4 4 4 12 Sum 50 30 25 105 Average 12.5 7.5 6.25 8.75 Variance 73.66667 25.66667 18.91667 40.20455 Total Count 8 8 8 Sum 137 72 49 Average 17.125 9 6.125 Variance 75.26786 14 12.41071 ANOVA Source of Variation SS df MS F P-value F crit Sample 96 1 96 3.307177 0.085657 4.413873 Columns 520.75 2 260.375 8.969856 0.001983 3.554557 Interaction 93.25 2 46.625 1.60622 0.228106 3.554557 Within 522.5 18 29.02778 Total 1232.5 23
    • International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 - 6510(Online), Volume 5, Issue 4, April (2014), pp. 137-144 © IAEME 142 The calculated F is 1.60 while the critical F-Value is 3.55. The computed value of F is 3.30 while the critical F is 4.41. Hence there is no significant difference in responses across the groups. The column effect, computed F is 8.96 while critical F is 3.55, since calculated F is less than the critical F. This implies that there is no significant difference in responses on organizational dreaming and workplace adjustments. CORE FINDINGS Majority of the respondents opined that managed organizational dreaming has higher impact on person-job fit. Whenever individuals are able to connect rightly with their jobs results in enhanced commitment and engagement; in simple it creates professional attitude towards work and organization. Perceived organizational support element is the internal impression of the employee on organization at various phases of employment. Organizational dreaming is an integral part of that and moreover it is decisive in case of employee assessments on organizational loyalty i.e. perfect bonding. Tackling organizational trance is linked with social relations and influences workplace relationships. Generally learning attitude development rests with the organizational values and treatment given to the human resources. Participative environment creates such an intention and helps in becoming proactive at various organizational critical times. The ideologies towards influence of organizational dreaming on employee occupational contributions between male and female population are same and accepted its impact. All groups of the population like software engineers, senior software engineers and project managers expressed positively towards organizational dreaming contemplations on work commitments. Human resource excellence is all about devising proactive strategies and perfect implementation. In this regard the interaction effect between the organizational dreaming and workplace adjustment are noticeable. The degree of workplace adjustments of the employee maximizes their occupational contributions and assists the organization in sustaining competitive advantage. PRACTICAL IMPLICATIONS AND CONCLUSIONS Organizations should realize that the employee dreaming is the common phenomenon and needs special attention to handle it. In fact organizational dreaming insists the employer to understand and analyze the impressions of the employee on organization which have long run impact in all the ways. Organizational dreaming is a psychological contact and managing this tendency creates and sustains employer-employee bonding. Creativity and innovations at workplace are the outcomes of managed human resource possibilities to excel. The employee assumptions and perceptions are rightly managed through harmonizing organizational dreaming enhances the degree of organizational integration. Assessing employee impressions is a strategic move performed by the organizations to sustain competitive edge. Person-job fit area is interlinked with the balancing of employee dreaming. It reduces mismatches which arise due to meager assimilation of employee with the organization. Organizational dreaming maximizes the degree of employee perceived organizational support in a positive way. Workplace relationships are subject to the social factors like recognition, acceptance and approval. The level of interaction with the job and organization by the employee optimizes the bonding and engagement. Proactive learning intentions of employees facilitate the organizations in leading critical business problems including competition. The organizational advancements depend on employee
    • International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 - 6510(Online), Volume 5, Issue 4, April (2014), pp. 137-144 © IAEME 143 involvement and integrating firm vision and mission with personal progress. The top level management has to rethink about issues related to managing employee organizational dreaming. The company’s should adopt unique strategies to deal with this typical trance. Managed organizational dreaming improves and optimizes the degree of workplace adjustments of employees. Because when the employees are able to integrate their views on organization with reality creates sound and healthy work climate. Employees start unearthing the possibilities to excel due to match between personal and organizational philosophies. It boosts the morale and level of job commitment. Effective communication system can be sustained through understanding exactly employee perceptions toward organization and taking efficient measures with a proactive approach. Self-analysis factor helps the employees to assess their strengths and weaknesses at workplace. This solves many professional enigmas and increases the confidence levels of human resources. Managing organizational dreaming can be used as an effective tool to tackle performance and retention issues of employees. In short it is an interactive approach in which employer-employee relations strengthened with an accurate spirit. Organizational transformation will begin with human resource effective utilization. Harmonized organizational dreaming ensures the paradigm shift in form of organizational strategic accomplishments. It encourages the employees to optimize their occupational contributions through connecting the individual continuous learning, assessments and career management with organizational requirements. SCOPE FOR FURTHER RESEARCH This study is confined to the assessing the concept of organizational dreaming on human resource performance issues beyond time and financial constraints. So, there is ample amount of scope to explore further in this area like Personality Assessments, Proactive Training Programs, Workplace Conflicts, Managing Difficult People and Deviant Intelligence etc. REFERENCES [1] Agho A.O., Mueller C.W. & Price J.L., (1993). Determinants of employee job satisfaction: An empirical test of a casual model. Human Relations, 46, 1007-1027. [2] Chet, R. Douglas B, Bly, J, Paul R. (2008). Relationship between Major Personality Traits and Managerial Performance: Moderating Effects of Derailing Traits. International Journal of Management; (Accessed Online). [3] Esque, T.J, & Gilmore, E.R (2003). Making an Impact; Building a Top Performing Organization from the Bottom up. Performance Improvement, Volume 42, Issue 1, pp. 47–49, January 2003. [4] Jacobson, R. (1990). Unobservable Effects and Business Performance. Marketing Science, 9(1), pp.74-85. [5] Kim, T., Hon, A., & Crant, J. J. (2009). Proactive Personality, Employee Creativity, and Newcomer Outcomes: A Longitudinal Study. Journal of Business & Psychology, 24(1), 93-103. [6] Parkinson, J., & Taggar, S., (2006). Intelligence, Personality and Performance on Case Studies. Journal of Business and Psychology, 20(3), pp. 395- 408. [7] Smitha Nair, (2013). “Impact Influence of Moderators on the Market Orientation-Business Performance Relationship”, International Journal of Management (IJM), Volume 4, Issue 2, pp. 78 - 84, ISSN Print: 0976-6502, ISSN Online: 0976-6510.
    • International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 - 6510(Online), Volume 5, Issue 4, April (2014), pp. 137-144 © IAEME 144 [8] Patillo, E.J., Moran, B.B., & Morgan, J. (2009). The Job Itself: The Effects of Functional Units on Work Autonomy among Public and Academic Librarians. Library Trends, 58(2), 276-290. [9] Juturu Viswanath and Dr. B.Gangaiah, (2014). “‘Management Teaching Fraternity Services’ Role in Sustaining Entrepreneurial Intentions Among Students: A Study on Management Colleges in Kadapa District of Andhra Pradesh”, International Journal of Management (IJM), Volume 5, Issue 2, pp. 107 - 115, ISSN Print: 0976-6502, ISSN Online: 0976-6510. [10] Rotemberg, J., J., (1994). Human Relations in the Workplace. The Journal of Political Economy, 102(4), pp. 684-717. [11] Smitha Nair, (2013). “Measuring Entrepreneurial Orientation & Business Performance Relationship in an Indian Setting”, International Journal of Management (IJM), Volume 4, Issue 4, pp. 165 - 169, ISSN Print: 0976-6502, ISSN Online: 0976-6510. [12] Sridharan, U.V. & Caron, H. (1998). The effects of organizational stability and leadership structure on firm performance. Journal of Managerial Issues; (Accessed Online). [13] Dr. Amarja Satish Nargunde, (2013). “Importance of Interpersonal Relations at the Workplace”, International Journal of Advanced Research in Management (IJARM), Volume 4, Issue 3, pp. 50 - 55, ISSN Print: 0976 – 6324, ISSN Online: 0976 – 6332. [14] Westerman, J.W. & Simmons, B.L. (2007). The effects of work environment on the personality-performance relationship: an exploratory study. Journal of Managerial Issues: pp.339-97.