This document discusses innovative work behavior and employee creativity. It defines innovative work behavior as individual actions aimed at generating, processing, and implementing new ideas to increase organizational effectiveness. While employee creativity involves generating novel ideas, innovative work behavior also includes championing and applying ideas. The document outlines dimensions of innovative work behavior, including opportunity exploration, idea generation, idea promotion, and idea realization. It provides measures that have been used to assess these constructs and discusses how innovative work behavior differs from but relates to employee creativity.
Employee Value Proposition (EVP) employee engagement in organizational perfor...Seta Wicaksana
A lot of leaders believe that the formula for attracting and keeping talent is simple: Just ask people what they want and give it to them.
The problem is, that approach tends to address only the material aspects of jobs that are top of employees’ minds at the moment, like pay or flexibility.
And those offerings are easy for rivals to imitate and have the least enduring impact on retention.
Organizations instead should focus on what workers need to thrive over the long term, balancing material offerings with opportunities to grow, connection and community, and meaning and purpose.
Designing an EVP that is unique to your organization will considerably improve your talent acquisition and retention, giving you an employer brand that has an edge over your competitors.
Mengelola Risiko di Human Capital dalam Mencapai KeunggulanSeta Wicaksana
Sumber daya manusia merupakan faktor penting dalam suatu organisasi atau perusahaan. Sumber daya manusia yang dimiliki oleh suatu perusahaan harusnya memiliki semangat kerja yang tinggi untuk mencapai tujuan dari perusahaan.
Kemampuan yang dimiliki oleh manusia dapat mempengaruhi sikap maupun perilaku manusia untuk mencapai tujuan hidup, baik individu atau bersama. Sumber daya manusia merupakan salah satu aset penting yang dimiliki oleh suatu perusahaan, sehingga aset penting tersebut harus diperhatikan agar mampu memberikan kinerja yang baik sesuai dengan keinginan perusahaan.
Dalam setiap perusahaan tentunya akan memiliki sumber daya manusia yang berbeda-beda. Baik dalam segi kualitas, kuantitas, pengetahuan ataupun keterampilan. Dari adanya sikap dan sifat sumber daya manusia yang beranekaragam maka akan ada risiko-risiko yang muncul sebagai akibat dari perbedaan tersebut.
Risiko sumber daya manusia dapat diartikan sebagai suatu aktivitas sumber daya manusia yang dapat menimbulkan kerugian bagi pihak perusahaan. Salah satu aktivitas sumber daya manusia yang dapat menimbulkan kerugian bagi perusahaan yaitu turunnya kinerja. Tentunya ada banyak hal yang menyebabkan turunnya kinerja sumber daya manusia yang bisa menjadi timbulnya risiko-risiko sumber daya manusia di perusahaan.
Pemahaman Konsep Pengelolaan SDM BertalentaSeta Wicaksana
Pemahaman konsep secara menyeluruh dan mendalam terkait pembahasan pengelolaan SDM Bertalenta.
Praktek manajemen talenta telah menjadi kebutuhan strategis bagi organisasi. Praktek pola ini dimaksudkan untuk mengoptimalkan peran sumber daya manusia (SDM) yang dimiliki oleh organisasi. Manajemen talenta adalah pengelolaan SDM yang dilakukan dengan menggunakan proses analisis, pengembangan, dan pemanfaatan talenta yang berkelanjutan dan efektif untuk memenuhi kebutuhan bisnis. Tujuan manajemen talenta adalah mengembangkan keunggulan kompetitif (competitive advantage) melalui pemanfaatan potensi sekelompok karyawan untuk meraih kinerja yang optimal. Selain dilakukan dari dalam organisasi management talenta juga bisa dimulai dari pencarian bakat calon karyawan (talent scouting).
Peran Perusahaan dalam Mengembangkan HR di Era VucaSeta Wicaksana
Lingkungan bisnis yang berubah sangat cepat, dinamis, penuh dengan ketidakpastian, kompleksitas serta ketidakjelasan (Politik, Ekonomi. Sosial, Teknologi)
VUCA berpotensi mengganggu keberlangsungan bisnis
Hanya yang dapat beradaptasi dan berinovasi dengan cepat terhadap perubahan yang dapat bertahan. (Sustainibility Competitive Advantage)
HRBP adalah HR professional yang menciptakan hasil dengan bekerja sama dengan manajemen dan manajer divisi perusahaan, juga sebagai mitra bisnis atau penasihat dari aspek pengelolaan SDM dan organisasi.
HRBP merupakan sebuah peran baru dalam bidang HR yang menghubungkan konteks bisnis dengan SDM.
Orang yang bekerja dekat dengan pimpinan perusahaan dan manajer lini untuk menciptakan kapabilitas SDM, perencanaan dan pengelolaan talenta, dan mengembangkan pendekatan-pendekatan yang dapat mencapai tujuan organisasi.
Employee Value Proposition (EVP) employee engagement in organizational perfor...Seta Wicaksana
A lot of leaders believe that the formula for attracting and keeping talent is simple: Just ask people what they want and give it to them.
The problem is, that approach tends to address only the material aspects of jobs that are top of employees’ minds at the moment, like pay or flexibility.
And those offerings are easy for rivals to imitate and have the least enduring impact on retention.
Organizations instead should focus on what workers need to thrive over the long term, balancing material offerings with opportunities to grow, connection and community, and meaning and purpose.
Designing an EVP that is unique to your organization will considerably improve your talent acquisition and retention, giving you an employer brand that has an edge over your competitors.
Mengelola Risiko di Human Capital dalam Mencapai KeunggulanSeta Wicaksana
Sumber daya manusia merupakan faktor penting dalam suatu organisasi atau perusahaan. Sumber daya manusia yang dimiliki oleh suatu perusahaan harusnya memiliki semangat kerja yang tinggi untuk mencapai tujuan dari perusahaan.
Kemampuan yang dimiliki oleh manusia dapat mempengaruhi sikap maupun perilaku manusia untuk mencapai tujuan hidup, baik individu atau bersama. Sumber daya manusia merupakan salah satu aset penting yang dimiliki oleh suatu perusahaan, sehingga aset penting tersebut harus diperhatikan agar mampu memberikan kinerja yang baik sesuai dengan keinginan perusahaan.
Dalam setiap perusahaan tentunya akan memiliki sumber daya manusia yang berbeda-beda. Baik dalam segi kualitas, kuantitas, pengetahuan ataupun keterampilan. Dari adanya sikap dan sifat sumber daya manusia yang beranekaragam maka akan ada risiko-risiko yang muncul sebagai akibat dari perbedaan tersebut.
Risiko sumber daya manusia dapat diartikan sebagai suatu aktivitas sumber daya manusia yang dapat menimbulkan kerugian bagi pihak perusahaan. Salah satu aktivitas sumber daya manusia yang dapat menimbulkan kerugian bagi perusahaan yaitu turunnya kinerja. Tentunya ada banyak hal yang menyebabkan turunnya kinerja sumber daya manusia yang bisa menjadi timbulnya risiko-risiko sumber daya manusia di perusahaan.
Pemahaman Konsep Pengelolaan SDM BertalentaSeta Wicaksana
Pemahaman konsep secara menyeluruh dan mendalam terkait pembahasan pengelolaan SDM Bertalenta.
Praktek manajemen talenta telah menjadi kebutuhan strategis bagi organisasi. Praktek pola ini dimaksudkan untuk mengoptimalkan peran sumber daya manusia (SDM) yang dimiliki oleh organisasi. Manajemen talenta adalah pengelolaan SDM yang dilakukan dengan menggunakan proses analisis, pengembangan, dan pemanfaatan talenta yang berkelanjutan dan efektif untuk memenuhi kebutuhan bisnis. Tujuan manajemen talenta adalah mengembangkan keunggulan kompetitif (competitive advantage) melalui pemanfaatan potensi sekelompok karyawan untuk meraih kinerja yang optimal. Selain dilakukan dari dalam organisasi management talenta juga bisa dimulai dari pencarian bakat calon karyawan (talent scouting).
Peran Perusahaan dalam Mengembangkan HR di Era VucaSeta Wicaksana
Lingkungan bisnis yang berubah sangat cepat, dinamis, penuh dengan ketidakpastian, kompleksitas serta ketidakjelasan (Politik, Ekonomi. Sosial, Teknologi)
VUCA berpotensi mengganggu keberlangsungan bisnis
Hanya yang dapat beradaptasi dan berinovasi dengan cepat terhadap perubahan yang dapat bertahan. (Sustainibility Competitive Advantage)
HRBP adalah HR professional yang menciptakan hasil dengan bekerja sama dengan manajemen dan manajer divisi perusahaan, juga sebagai mitra bisnis atau penasihat dari aspek pengelolaan SDM dan organisasi.
HRBP merupakan sebuah peran baru dalam bidang HR yang menghubungkan konteks bisnis dengan SDM.
Orang yang bekerja dekat dengan pimpinan perusahaan dan manajer lini untuk menciptakan kapabilitas SDM, perencanaan dan pengelolaan talenta, dan mengembangkan pendekatan-pendekatan yang dapat mencapai tujuan organisasi.
Disampaikan pada kegiatan “Reform Leadership Training”
Badan Pengembangan Sumber Daya Manusia Perhubungan
Kementerian Perhubungan Republik Indonesia
2 dan 4 Oktober 2018
Dr. Tri Widodo W. Utomo, SH.,MA
Deputi Bidang Inovasi Administrasi Negara LAN-RI
http://inovasi.lan.go.id
Paradigma baru dalam Manajemen Sumber daya Manusia menganggap bahwa sumber daya manusia merupakan aset organisasi (atau biasa dikenal dengan istilah human capital). Karena itu aset tersebut harus dikelola secara proaktif dan strategik (Ulrich, 1998).
Manajemen talenta merupakan implementasi dari strategi atau mekanisme yang terintegrasi untuk meningkatkan kondisi lingkungan kerja dengan mengembangkan proses-proses dalam rekrutmen dan seleksi, pengembangan, pengikatan, dan mempertahankan sumber daya manusia yang memiliki kemampuan serta attitude yang dibutuhkan organisasi di masa ini dan akan datang.
Peran strategis dalam mengelola SDM atau (strategic human resource management) dimaknai sebagai keterkaitan antara pelaksanaan manajemen SDM dengan strategi organisasi untuk meningkatkan kinerja. Dalam implementasinya, peran strategis dalam mengelola SDM ini diartikan bahwa pengelola SDM harus dapat mengelaborasi semua kapasitas yang dimiliki pegawai atau SDM-nya, untuk dijadikan sebagai competitive advantage bagi organisasi. Manajemen SDM yang strategis seolah sudah menjadi suatu tuntutan untuk dilakukan.
“Creating Innovation and Solution to provide the best services for a better future of all our stakeholders in sharia way .”
Our Vision
“To be an inspiring Sharia Company in providing the best Innovation and Solution of each given HR services by Digital Technology 2025”
Innovation Capability for Sustainable Competitive AdvantagesSeta Wicaksana
Innovation is perennially at the top of CEO agendas, yet many executives continue to be frustrated with their transformation programs' hit-or-miss pace and results. The problem isn’t usually a lack of good ideas. Initiatives take too long, non-strategic projects get greenlighted at the expense of game changers, and dynamic ideas remain captive in the heads of employees.
Innovation contributes to competitive advantage for companies and therefore many researchers have sought to understand how to strengthen the company’s capability to innovate, as this makes enterprises more competitive and perform better financially (Henderson & Clark, 1990).
What’s missing is a system of enablers that work together to support innovation. Our experience with industry leaders shows that when the right people, processes, and metrics come together in a “growth factory,” they can transform how innovation happens, galvanize employees’ creativity, and create long-term competitive advantage.
Innovation is not inherently unpredictable and does not require a heavy dose of serendipity to succeed. When companies take a systems approach, they can pursue innovation in a way that reliably generates repeatable results.
Disampaikan pada kegiatan “Reform Leadership Training”
Badan Pengembangan Sumber Daya Manusia Perhubungan
Kementerian Perhubungan Republik Indonesia
2 dan 4 Oktober 2018
Dr. Tri Widodo W. Utomo, SH.,MA
Deputi Bidang Inovasi Administrasi Negara LAN-RI
http://inovasi.lan.go.id
Paradigma baru dalam Manajemen Sumber daya Manusia menganggap bahwa sumber daya manusia merupakan aset organisasi (atau biasa dikenal dengan istilah human capital). Karena itu aset tersebut harus dikelola secara proaktif dan strategik (Ulrich, 1998).
Manajemen talenta merupakan implementasi dari strategi atau mekanisme yang terintegrasi untuk meningkatkan kondisi lingkungan kerja dengan mengembangkan proses-proses dalam rekrutmen dan seleksi, pengembangan, pengikatan, dan mempertahankan sumber daya manusia yang memiliki kemampuan serta attitude yang dibutuhkan organisasi di masa ini dan akan datang.
Peran strategis dalam mengelola SDM atau (strategic human resource management) dimaknai sebagai keterkaitan antara pelaksanaan manajemen SDM dengan strategi organisasi untuk meningkatkan kinerja. Dalam implementasinya, peran strategis dalam mengelola SDM ini diartikan bahwa pengelola SDM harus dapat mengelaborasi semua kapasitas yang dimiliki pegawai atau SDM-nya, untuk dijadikan sebagai competitive advantage bagi organisasi. Manajemen SDM yang strategis seolah sudah menjadi suatu tuntutan untuk dilakukan.
“Creating Innovation and Solution to provide the best services for a better future of all our stakeholders in sharia way .”
Our Vision
“To be an inspiring Sharia Company in providing the best Innovation and Solution of each given HR services by Digital Technology 2025”
Innovation Capability for Sustainable Competitive AdvantagesSeta Wicaksana
Innovation is perennially at the top of CEO agendas, yet many executives continue to be frustrated with their transformation programs' hit-or-miss pace and results. The problem isn’t usually a lack of good ideas. Initiatives take too long, non-strategic projects get greenlighted at the expense of game changers, and dynamic ideas remain captive in the heads of employees.
Innovation contributes to competitive advantage for companies and therefore many researchers have sought to understand how to strengthen the company’s capability to innovate, as this makes enterprises more competitive and perform better financially (Henderson & Clark, 1990).
What’s missing is a system of enablers that work together to support innovation. Our experience with industry leaders shows that when the right people, processes, and metrics come together in a “growth factory,” they can transform how innovation happens, galvanize employees’ creativity, and create long-term competitive advantage.
Innovation is not inherently unpredictable and does not require a heavy dose of serendipity to succeed. When companies take a systems approach, they can pursue innovation in a way that reliably generates repeatable results.
Innovation is about process and relationships comprehensively and equitably focused on understanding the problems and issues of stakeholders…
…then designing solutions and testing them, with an eye on learning and adaption,
…and, once sufficiently tested, implementing and evaluating the solution before scaling it up
-Seta
Organizational Innovation Report by TrendsSpotting: Implementing innovation i...Taly Weiss
In this review we collects insights from academic research, leading analysts and consultancies and observe related case studies, to come up with best practices for the implementation of innovation in organizations. We review models for innovation leadership, culture, innovation strategy and goals; discuss mechanisms for learning and knowledge sharing, and review the required set of incentives and rewards. Focusing on Innovation challenges we collect insights and best practices regarding strategy alignment, management support, idea generation and commercialization, speed, lean processes, innovation events and sharing platforms as well as innovation metrics. In search for optimal innovation implementation methods, we review studies on high performing companies and present case studies on how innovative companies implement innovation in their organization.
The 130 page PPT report “Organizational Innovation: Implementing innovation in organizations” is targeted at innovation stakeholders and aids in structuring the organization towards effective innovation.
This is a sample report.
Do you struggle to figure out how to create long term sustainable change that moves your company into the next generation? This presentation discusses how we take research and move it into action.
Workstyle augmentation from the viewpoint of workplace innovation - Peter OeijPeter Oeij
Presentation Workstyle Augmentation Project -International Workshop (March 17, 2022), Organised by Human Augmentation Research Center National Institute of Advanced Industrial Science and Technology (AIST), Kashiwa (Tokyo, Japan)
Organizational design is as much an art as it is a science. The process of creating a system in which people can work together to achieve common goals is highly complex and there is no one way to do it right.
In this article, we will explain what organizational design is, what drives organizational design, how to design an organization, and how an effective design can be measured in terms of organizational effectiveness.
The Innovation Process is the structure that ensures your innovation team has novel ideas and the ability to successfully implement them. With the innovation process, you have a strategy that compels you to drag it all the way to the finish.
To know more details, visit us at : https://mitidinnovation.com/recreation/what-is-the-innovation-process-importance-steps-types-and-examples/
Organizational Change and Development - Module 2 - MG University - Manu Melwi...manumelwin
Organizational development –Concept and evolution-nature and characteristics.
First order and second order Change.
Foundations of Organizational Development.
Conceptual frame work of OD –Action Research Model-Positive Model-John Kotter’s eight-stage process Model.
Parallel learning structures.
Process of organizational development – Organizational Diagnosis .
Memahami Organisasi dan Desain Organisasi-Organisasi Publik (Bagian 3)Seta Wicaksana
Hingga sekitar 20 tahun yang lalu, perusahaan mengalami desain ulang organisasi setiap beberapa tahun atau bahkan dekade.
Kebanyakan eksekutif puncak mungkin hanya memiliki pengalaman beberapa kali dalam karier mereka.
Namun, otomatisasi dan tekanan persaingan mulai mempercepat laju perubahan organisasi.
Dalam presentasi ini, kami mengeksplorasi model organisasi tradisional dan bagaimana model tersebut digunakan untuk menyelaraskan struktur dan operasi dengan strategi bisnis.
Kami akan menunjukkan bagaimana model tersebut masih dapat berfungsi sebagai alat diagnostik untuk memahami di mana berbagai faktor organisasi mungkin tidak seimbang.
Kemudian, kami akan menunjukkan bagaimana organisasi telah beralih dari model statis untuk diagnostik dan penyelarasan ke model fleksibel yang membantu organisasi beradaptasi terhadap perubahan yang dinamis dan berkelanjutan.
Bagian 1 Organizations and Organizations Theory
Bagian 2 From Strategy to Organization Design and Effectiveness
Bagian 3 Public Organization
Memahami Organisasi dan Desain Organisasi-from strategy (Bagian 2)Seta Wicaksana
Hingga sekitar 20 tahun yang lalu, perusahaan mengalami desain ulang organisasi setiap beberapa tahun atau bahkan dekade.
Kebanyakan eksekutif puncak mungkin hanya memiliki pengalaman beberapa kali dalam karier mereka.
Namun, otomatisasi dan tekanan persaingan mulai mempercepat laju perubahan organisasi.
Dalam presentasi ini, kami mengeksplorasi model organisasi tradisional dan bagaimana model tersebut digunakan untuk menyelaraskan struktur dan operasi dengan strategi bisnis.
Kami akan menunjukkan bagaimana model tersebut masih dapat berfungsi sebagai alat diagnostik untuk memahami di mana berbagai faktor organisasi mungkin tidak seimbang.
Kemudian, kami akan menunjukkan bagaimana organisasi telah beralih dari model statis untuk diagnostik dan penyelarasan ke model fleksibel yang membantu organisasi beradaptasi terhadap perubahan yang dinamis dan berkelanjutan.
Bagian 1 Organizations and Organizations Theory
Bagian 2 From Strategy to Organization Design and Effectiveness
Bagian 3 Public Organization
Memahami Organisasi dan Desain Organisasi-Pengantar (bagian 1)Seta Wicaksana
Hingga sekitar 20 tahun yang lalu, perusahaan mengalami desain ulang organisasi setiap beberapa tahun atau bahkan dekade.
Kebanyakan eksekutif puncak mungkin hanya memiliki pengalaman beberapa kali dalam karier mereka.
Namun, otomatisasi dan tekanan persaingan mulai mempercepat laju perubahan organisasi.
Dalam presentasi ini, kami mengeksplorasi model organisasi tradisional dan bagaimana model tersebut digunakan untuk menyelaraskan struktur dan operasi dengan strategi bisnis.
Kami akan menunjukkan bagaimana model tersebut masih dapat berfungsi sebagai alat diagnostik untuk memahami di mana berbagai faktor organisasi mungkin tidak seimbang.
Kemudian, kami akan menunjukkan bagaimana organisasi telah beralih dari model statis untuk diagnostik dan penyelarasan ke model fleksibel yang membantu organisasi beradaptasi terhadap perubahan yang dinamis dan berkelanjutan.
Materi dibagi menjadi 3 bagian, yaitu:
Bagian 1 Organizations and Organizations Theory
Bagian 2 From Strategy to Organization Design and Effectiveness
Bagian 3 Public Organization
Organizational Transformation Lead with CultureSeta Wicaksana
Transformation is even harder than we thought
“Only 22% of companies successfully carry out transformation. The failure rate was 78%.”
“Often the business value of digital transformation is not realized. One of the most common causes is an abundance of technology projects, not a true business culture transformation”
- Phil Le-Brun, Enterprise Strategist, AWS
Perspektif Psikologi dalam Perubahan OrganisasiSeta Wicaksana
“Perubahan organisasi merupakan suatu proses yang berkelanjutan dan dinamis. Perubahan tidak berhenti ketika sebuah inisiatif perubahan telah sukses diimplementasikan, tapi akan selalu terjadi perubahan karena lingkungan yang terus menerus berubah.” – Seta A. Wicaksana
“Perubahan hadir karena adanya ketidaksempurnaan, sedangkan ketidaksempurnaan itu adalah ruang untuk belajar, tumbuh dan berkembang, …
itulah yang Sempurna.” – Seta A. Wicaksana
Organizational Structure Running A Successful BusinessSeta Wicaksana
Every company needs an organizational structure—whether they realize it or not.
The organizational structure is how the company delegates roles, responsibilities, job functions, accountability, and decision-making authority.
The organizational structure often shows the “chain of command” and how information moves within the company.
Have an organizational structure that aligns with your company’s goals and objectives.
This article describes the various organizational structures, the benefits of creating one for your business, and specific elements that should be included.
Ten Organizational Design Models to align structure and operations to busines...Seta Wicaksana
Up until about 20 years ago, companies experienced organizational redesign every few years or even decades.
Most top executives would have the experience perhaps only a few times in their careers.
However, automation and competitive pressures had begun to accelerate the pace of organizational change.
In this presentation, we explore traditional organizational models and how they have been used to align structure and operations to business strategies.
We will show how those models can still operate as diagnostic tools to understand where various organizational factors can be out of balance.
Then, we will show how organizations have shifted from static models for diagnostics and alignment to flexible models that help organizations adapt to continuous, dynamic change.
Understanding Business Function and Business ProcessSeta Wicaksana
Enterprise Resource Planning (ERP) programs: Core software used by companies to coordinate information in every area of business
Help manage companywide business processes
Use common database and shared management reporting tools
Business process: Collection of activities that takes some input and creates an output that is of value to the customer
HC Company Profile 2024 Excellence JourneySeta Wicaksana
Humanika Consulting is an HRD and Management consultant brand under the auspices of PT Humanika Amanah Indonesia. As a brand, Humanika Consulting, which was established in 2004, started its career in developing human resources through training program activities using an outdoor activity (Outbound) approach. The Experiential Learning method is promoted in developing people through continuous change so that the S.O.B.A.T. (Semua Orang Bisa Hebat) becomes a platform in the change process, namely Start, Order, Breakthrough, Accelerate, and Transform.
To anticipate high demands regarding Individual Assessment, Humanika Consulting has innovated to create a web-based application and has parameters (Job-Person Profile Matching), by having a subsidiary, PT Humanika Bisnis Digital, which a subsidiary that concentrates on Big Data and research related to HR. in 2019.
Business Strategy Creating and Sustaining Competitive AdvantagesSeta Wicaksana
Effective strategies in an environment of constant change are a key requirement for success.
Corporate strategy: Deciding on the scope and purpose of the business, its objectives, and the initiatives and resources necessary to achieve the objectives.
Strategic Management Organization objective with Appreciative InquirySeta Wicaksana
To introduce the philosophy, practice and process of Appreciative Inquiry so that you can apply it to your setting objectives in strategic management.
Appreciative inquiry (AI) is a positive approach to leadership development and organizational change. The method is used to boost innovation among organizations.
A company might apply appreciative inquiry to best practices, strategic planning, and organizational culture, and to increase the momentum of initiatives.
Developing Organization's Vision, Mission and ValuesSeta Wicaksana
Together, the vision, mission, and values statements provide direction for everything that happens in an organization.
They keep everyone focused on where the organization is going and what it is trying to achieve. And they define the core values of the organization and how people are expected to behave.
Creating a mission, values and vision makes a statement as to how a company and its personnel will interact with the consumer, its colleagues and even competitors.
The value, mission and vision statements of a company are the foundation on which all business is conducted and decisions are made.
The Future of Business, Organization and HRMSeta Wicaksana
In an ever-evolving global landscape, the realm of business development is undergoing a profound transformation.
The convergence of technological advancements, shifting consumer preferences, and dynamic market conditions has created a paradigm shift that promises to reshape the way businesses approach growth and expansion.
The future of business development is not only about adapting to change but also about harnessing emerging trends and innovations to thrive in an increasingly competitive environment.
To better organize a business in the future, leaders should embrace nine imperatives that collectively explain “who we are” as an organization, “how we operate,” and “how we grow.”
Transformasi menuju SDM Unggul dalam Era VUCASeta Wicaksana
Pembangunan Sumber Daya Manusia (SDM) unggul adalah bagian dari proses dan tujuan pembangunan nasional Indonesia. Saat ini Indonesia menghadapi tantangan untuk mengejar ketertinggalan dari bangsa-bangsa lain yang telah lebih dahulu maju. Tantangan menjadi lebih berat karena saat ini berada di era VUCA yaitu Volatility, Uncertainty, Complexity, dan Ambiguity.
Kita hidup di dunia dengan perubahan yang sangat cepat, tidak terduga, dipengaruhi oleh banyak faktor yang sulit dikontrol, dan kompleks. Mustahil kita mampu mencapai kemajuan dan kemandirian bangsa apabila kita mengabaikan pembangunan yang semestinya bertitik berat pada keunggulan sumber daya manusia. Hanya melalui SDM unggul kita akan mampu menghadapi era VUCA ini dan mampu berkompetisi dengan bangsa–bangsa lain. Era VUCA harus kita hadapi dengan mencetak SDM unggul Indonesia.
SDM unggul adalah SDM yang mampu beradaptasi, menerima dan merangkul perubahan sebagai bagian dari lingkungan yang tidak dapat diprediksi. Di samping itu, SDM unggul juga adalah SDM yang mampu memahami sekaligus melaksanakan tugas pekerjaannya secara tuntas dan berkualitas dengan visi kerja yang jelas dalam menghadapi tantangan dan ketidakpastian, yang mampu berkolaborasi dan bersinergi secara efektif dengan kolega, tim kerja, dan menjadi insan penggerak perubahan dan inovasi dalam menghadapi kompleksitas persoalan organisasi. SDM unggul juga diharapkan mampu mengatasi ambiguitas dengan agilitas serta memiliki ketangkasan dan kecerdasan dalam menjalankan tugas pekerjaannya.
Using Workload Analysis for Manpower PlanningSeta Wicaksana
Mengapa Manpower Planning dibutuhkan:
Membantu mengidentifikasi kekurangan atau kelebihan tenaga kerja, sehingga memungkinkan perusahaan mengambil langkah-langkah yang diperlukan untuk mengatasi masalah ini sebelum menjadi masalah.
Memastikan bahwa program rekrutmen dan seleksi didasarkan pada perencanaan tenaga kerja untuk mendapatkan hasil terbaik.
Membantu mengurangi biaya tenaga kerja dengan mengidentifikasi kelebihan staf atau jadwal shift kelebihan staf.
Membantu mengidentifikasi talenta yang tersedia dalam angkatan kerja, seperti pekerja terampil, dan membuat rencana pengembangan untuk mereka.
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Effective Performance Management supports the achievement of both individual and business objectives. Through the Performance Management Process:
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Changing Group to High Performing Teams with SOBATWAY through LeadingSeta Wicaksana
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A trusted leader can also inspire teammates to respect and trust each other.
Changing Group to High Performing Teams with SOBATWAY through ParticipatingSeta Wicaksana
Why is participation important in teams?
Increases productivity
No matter how you measure it, participation promotes productivity by helping teams work through problems, ideate different solutions, raise potential roadblocks, and communicate goals more clearly.
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Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
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Exploring Patterns of Connection with Social Dreaming
Developing Innovative Work Behavior for Sustainable Competitive Excellence
1. Developing Innovative Work Behavior for
Sustainable Competitive Excellence in 4.0
Seta A. Wicaksana
Founder and CEO of
www.humanikaconsulting.com
and hipotest.co.id
2. Seta A. Wicaksana
0811 19 53 43
wicaksana@humanikaconsulting.com
• Business Psychologist
• Pendiri dan Direktur Humanika Consulting dan hipotest.com
• Anggota Komite Nominasi dan Remunerasi Dewan Komisaris PT Askrindo
• Sekretaris Prodi MM Program Pasca Sarjana Universitas Pancasila
• Dosen Tetap dan Peneliti di Fakultas Psikologi Universitas Pancasila
• Pembina Yayasan Humanika Edukasi Indonesia
• Wakil Ketua Asosiasi Psikologi Forensik Indonesia wilayah DKI
• Penulis Buku: Sobat Way (2016), Industri dan Organisasi: Pendekatan Integratif dalam
menghadapi Perubahan (2020), Human Faktor Engineering: Integratif Desain Manusia
dan Lingkungan Kerja (2021), Psikologi Industri dan Organisasi (2021), Psikologi Umum
(2021), Manajemen Pengembangan Talenta (2021), PIODiagnostik: Pengukuran Psikologi
di Lingkungan Kerja (2021), Transformasi Digital: Perspektif Organisasi, Talenta dan
Budaya Organisasi (2021), Psikologi Pelayanan (2021) dan Psikologi Konsumen (2021).
• Dosen Tidak Tetap di: Program Pasca Sarjana Ekonomi di Univ. Pancasila, STP TRISAKTI,
Fakultas Psikologi Universitas Mercu Buana, STIKOM IMA
• Certified of Assessor Talent Management
• Certified of Human Resources as a Business Partner
• Certified of Risk Professional
• Certified of HR Audit
• Ilmu Ekonomi dan Manajemen (MSDM) S3 Universitas Pancasila
• Fakultas Psikologi S1 dan S2 Universitas Indonesia
• Sekolah ikatan dinas Akademi Sandi Negara
3. Agenda
• Introduction: Fourth Industrial Revolution And Innovation
• Characteristics Of Successful Innovating Companies
• Definition of innovation
• OSLO Manual
• Degree Of Novelty
• Classification Of Innovations
• A Suggested Innovation Framework
• Definition of Innovative Work Behavior
• Principal Features In The Innovation Literature
• Innovative work behavior versus Employee creativity
• Creativity Process
• Six Tips To Help You Enhance Your Creativity
• Measures of Employee Innovative Work Behavior and Employee
Creativity
• Dimensions Of Innovative Work Behavior
• The Operationalization Of The IWB
• Antecedents of innovative work behavior
• External Antecedents of Individual Innovative Work Behavior
• internal Antecedents of Individual Innovative Work Behavior
• Impact Factors for Employee IWB in the public sector and the private
sector compared
• Practical Implications For Managers Desiring To Increase The
Innovativeness
4. Fourth Industrial Revolution
And Innovation
• The appearance of the so-called fourth industrial revolution and its technological trends
have forced organizations to choose innovations to move forward or stagger and then
fall behind.
• In business today it is essential to innovate. Organizations need to continuously renew
and improve their offerings to secure long-term survival, profitability, and growth.
Organizations face many challenges and opportunities; the increasingly more
competitive world has created a continuous need for new ways of doing things. The rate
of technological, social, and institutional changes results in shorter life cycles of current
products, services, and business processes. As a consequence, innovation is no longer
reserved for those organizations and people doing scientific or technological work
(Smith, 2002).
• Any organization that is oblivious to this reality and does not innovate will become the
ultimate reason for the decline and demise of existing organizations (Drucker, 1989).
• One option for organizations to become more innovative is to encourage their
employees. Many practitioners and scientists now endorse the view that innovation by
individual employees is a means to foster organizational success (e.g. Van de Ven, 1986;
Smith, 2002), or as Katz (1964) already claimed ‘…an organization which depends solely
upon its blueprints of prescribed behavior is a very fragile social system’ (p.132). Work
has become more knowledge-based and less rigidly defined and specified. In this
context, employees are regarded as being important to realize innovations.
• Creativity is a basis point for innovation in which creative thinking leads to the
successful implementation of innovation. Generally, innovation is the key to raising
greater success either in an organization or a country.
5. Characteristics Of
Successful
Innovating
Companies
• Systematic collection of all impulses
that could lead to innovation
• Creativity of employees
• Ability to evaluate the possibility of
the innovation idea
• Good teamwork
• Project-based approach and ability
to manage projects
6. Characteristics Of Successful
Innovating Companies
• Cooperation with external experts (universities,
research laboratories…)
• Proper rate of risk-taking
• Employees’ motivation (the employees are willing to
improve the product and the operation of the whole
company)
• Continued education of employees
• Ability to finance the innovation activities
7. Definition Of
Innovation
• “Technological innovations are defined as new products
and processes and major technological modifications to
products and processes. An innovation is considered
performed if it is introduced to the market (product
innovation) or implemented in the production process
(process innovation). Innovation includes many
research, technological, organizational, financial, and
commercial activities.
• R&D represents only one of these activities and can take
place during various stages of the innovation process. It
can play not only the role of the original source of the
innovation ideas but also the role of problem solution
framework, which can be turned to at any stage of the
implementation.„
• OECD, Frascati Manual 1992
8. Oslo Manual
• Product innovation - A good or service that is new or significantly improved. This includes
significant improvements in technical specifications, components, materials, software in the
product, user-friendliness, or other functional characteristics.
• Process innovation – A new or significantly improved production or delivery method. This
includes significant changes in techniques, equipment, and/or software.
• Marketing innovation – A new marketing method involving significant changes in product
design or packaging, product placement, product promotion, or pricing.
• Organizational innovation – A new organizational method in business practices, workplace
organization, or external relations.
• Technological innovations – based on a specific technology, invention, discovery,
• Social innovations – in critical historic periods more important than technological ones (mail,
educational system, social system, health care, …)
10. Classification
Of
Innovations
SYSTEM New series of
cars, planes,
computers, TV
New
generation
(MP3 and
download as
substitution of
CD)
Steam engine,
ICT,
biotechnology,
nanotechnology
COMPONENT
Improvement of
components
New
components
for existing
systems
Advanced
materials
improving
component
properties
INCREMENTAL
„do better what
we already do“
„new for the
company“
RADICAL
„new for the
world“
11. A Suggested
Innovation
Framework Problem
and/or
Opportunity
Do not be afraid to fail
Take risks
Move your idea forward
Just Do
It
• Seek novelty in design
• Diversify
• Stop looking for the right answer; look for many right answers
Seek
Novelty
in Design
• Define clearly your goals and objectives
Set Goals and
Objectives
• Challenge all assumptions
• Seek opportunities to innovate
Identify Problems
and/or
Opportunities
• Open your mind
• Mental Floss
• Discover your creative rhythm
• Health Makes Wealth
Seek Opportunities
• Become an expert in a field you
love
• Become passionate about your
field
Find what you love to do
12. Definition of Innovative Work
Behavior
• Kirton’s (1976) Adaption-Innovation Inventory measured two distinct cognitive styles ranging from
adaptors who solve problems within existing perceptual frames and innovators who restructure
them
• Hurt et al., (1977) described individual innovativeness as a generalized willingness to change.
• West’s (1987) measure of role innovation (that records how many changes individuals have initiated
in their jobs) and Bunce and West’s (1995) composite innovation score (multiplying the perceived
effectiveness of innovations by the number of innovations).
• Farr and Ford (1990) described IWB as an individual’s behavior that aims to achieve the initiation
and intentional introduction of new and useful ideas, products or procedures.
• innovation involves application; so just developing something new cannot be regarded as innovative
unless it is used (King & Anderson, 2002)
• Kleyson and Street (2002) defined innovative behavior as “all individual actions directed at the
generation, introduction and or application of beneficial novelty at the organizational level” and
argued that “such beneficial novelty might include the development of new product ideas or
technologies, changes in administrative procedures aimed at improving work relations or the
application of new ideas or new technologies to work processes intended to significantly enhance
their effectiveness and success”
• Yuan and Woodman (2010) conceptualized innovative behavior as both the generation and
introduction of new ideas and the realization or implementation of new ideas.
This Photo by Unknown Author is licensed under CC BY
13. Definition of Innovative
Work Behavior
• all individual actions directed at the generation, processing
and application/implementation of new ideas regarding
ways of doing things, including new product ideas,
technologies, procedures or work processes with the goal of
increasing the effectiveness and success of organizational
processes.
• This behavior does not solely entails producing new ideas and
developing the desire and behaviors to implement them, but
also a general willingness to adopt other’s new ideas rather
than resisting them.
• An employee having adopted and integrated the IWB
philosophy automatically improves aspects of his or her
working environment whenever opportunities to do so are
spotted and is generally willing to adopt improvements posed
by colleagues or others outside the organization.
15. Innovative work behavior
versus Employee creativity
• Employee creativity is usually defined as the production of new and
useful ideas for products, services, processes and procedures (Amabile,
1988; 1996).
• Zhou and George (2001) defined EC that is an idea to be considered a
creative idea that must contain both usefulness and novelty of the idea.
• Joo et al. (2013) noted the difference between “Big C” creativity and
“Little C” creativity is revealed (i.e., “Big C” creativity that is occurred a
big breakthrough to occur for products or services changes occasionally
and “Little C” creativity that is performed by us for minor addition or to
resolve the problem in our daily lives) (Gardner 1993).
• IWB captures employee behaviors intended to achieve the production
of novel products, services and/or work processes
• both concepts Employee Creativity (Zhou and George 2001), and
Innovative work behavior (Scott and Bruce 1994), are separately
disclosed which represented a sequence to convert a new idea into an
execution method (Van de Ven 1999, Woodman et al. 1993).
16. Creativity Process
• Wallas (1926) proposed that creative ideas are
born in four phases: preparation – incubation –
illumination – verification
• Parnes, Noller and Biondi (1977) identified a
five-step process for creative problem solving
that ends with acceptance finding.
• Basadur (2004) distinguishes between problem
finding activity (sensing and anticipating
opportunities for change), problem
conceptualization, problem solving and
solution implementation.
• Mumford (2003) states that past creativity
research has focused mainly on ‘early cycle’
creative skills and circumstances: capacities
and characteristics that make it possible for
people to generate new ideas.
17. Six Tips To Help You Enhance Your Creativity
Open Your Mind - Have one new
experience every day; no matter how
small. New experiences stimulate the
brain and help you make new and
original connections; critical for
boosting breakthroughs.
Diversify - Involve others in your
problem-solving efforts who bring a
different perspective or cultural
experience than yours.
Mental Floss – Relax; Stress,
exhaustion, boredom, and even pain
can block our pathways to creativity.
Stop Looking For the Right Answer -
Look for many right answers.
Discover Your Creative Rhythm - Start
paying attention when you get your
best ideas.
Health Makes Wealth - Regular
exercise not only benefits your body,
but it also boosts brain performance
as well.
From: Innovative Thinking: Six Simple Secrets by Padi Selwyn, M.A.
19. Dimensions Of Innovative
Work Behavior
• To operationalize IWB as a
multidimensional construct, we
follow Scott and Bruce (1994) and
Janssen (2000) by proposing that
innovative work behaviors can be
linked to the phases in the
innovation process.
• Drawing on Kanter (1988) they
derive various behaviors including
the generation of ideas, coalition
building, and implementation.
20. The Employee IWB
Process
• Creative behavior is generally described as one
aspect of IWB because innovative behavior not only
includes individual novel idea generation but also
adopting other’s ideas that can be described as
novel to the firm or work unit (Woodman et al.,
1993).
• creative behavior solely concerns new idea
generation, while IWB includes both the generation
and implementation of new ideas (Shalley; 2004,
Zhou; 2003).
• The same distinction is generally made between
invention and innovation, with invention
emphasizing the generation and construction of new
concepts or artifacts and innovation emphasizing
the commercialization or bringing into use of such
artifacts (Conway & Steward, 2009).
22. The
Operationalization
Of The IWB
• Scott and Bruce (1994) distinguished between
idea generation, idea promotion and idea
realization
• de Jong and den Hartog (2010) concluded on
idea exploration, idea generation, idea
championing and idea implementation.
• Kleysen and Street (2002) concluded that the
process of IWB consists out of opportunity
exploration, generativity, formative
investigation, championing and application.
• implying that the IWB process can be described
as consisting out of the steps of Opportunity
exploration, idea generation, idea promotion
and idea realization
23. The IWB Process
Opportunity Exploration
new begins with a person identifying opportunities (for instance Parnes et al.,
1977; Basadur, 2004).
not limited to business contacts but also informal contacts such as relatives
(Ozgen & Baron, 2007)
Idea Generation
Perceived work-related problems
incongruities and discontinuities
New emerging trends (Drucker, 1985; Janssen, 2004)
Idea Promotion
Coalition building (Galbrath, 1982)
Mobilizing resources (i.e. Staw, 1990; Howell and Higgins, 1990; Ford, 1996)
Challenging and risk-taking (i.e. Kanter, 1983; Amabile 1983)
Idea Realization
Producing a prototype/model to be applied (Janssen, 2004)
Implementing (i.e. Glynn, 1996; Kleyson and Street, 2002)
Modifying (Damanpour, 1991; Kanter 1983; Rogers 1983)
Routinizing (Kleyson and Street, 2002)
24. Opportunity exploration
• Innovation usually starts with the detection of performance gaps - mismatches between
actual and potential performance. Literature shows that the realization of something new
begins with a person identifying opportunities (for instance Parnes et al., 1977; Basadur,
2004).
• Opportunities can be discovered in a variety of sources, not limited to business contacts but
also informal contacts such as relatives (Ozgen & Baron, 2007). Sources of opportunity, as
defined by Drucker (1985), relate to the factors that can initiate innovations:
• The unexpected (unexpected successes, failures, or outside events)
• Incongruities (gaps between ‘what is’ and ‘what should be’)
• Process needs (in reaction to identified problems or causes of failure)
• Changes in industrial- and/or market structures (changes in contemporary markets
like rapid growth, re-segmentation, the convergence of separate technologies, etc.)
• Demographics (changes in population features like birth rates, educational
attainment, and labor force composition)
• Changes in collective perceptions (manufacturing the pill for example was not a
sensible business case fifty years ago, but nowadays it is)
• New knowledge (scientific, technical or social, or combinations of the three).
25. Idea generation
• A creative idea is a necessary condition for innovation as it precedes the
exploitation of opportunities.
• As Kanter (1988) states: ‘Awareness of a need (opportunity) is one element;
ability to construct new ways to address the need is a second’ (p. 175).
Mumford (2000) holds that ultimately individuals are the source of all ideas.
• Idea generation includes behaviors directed at generating concepts for the
purpose of improvement.
• The generation of ideas may relate to new products, services or processes, the
entry of new markets, improvements in current work processes, or in general
terms, solutions to identified problems (examples include Zaltman et al. 1973;
Van de Ven, 1986; Amabile, 1988).
• The key to idea generation appears to be the combination and reorganization of
information and existing concepts to solve problems and/or to improve
performance.
26. Idea Promotion
• Once a creative idea has taken shape it must be ‘sold’. Although ideas can have
some legitimacy, especially when they fill a performance gap, it is uncertain if
ideas will result in successful new applications.
• Only if creative ideas are marginal (appear off the-field so they can slip in
unnoticed) or idiosyncratic (can be accepted by a few people without requiring
much additional support) they are easy to implement (Kanter, 1988).
• However, in most cases innovative ideas face resistance.
• Idea Promotion are the ones who put effort into creative ideas. They are
individuals in informal roles that push creative ideas beyond roadblocks in their
organizations (Shane, 1994).
• Idea Promotion includes behaviors related to finding support and building
coalitions, such as persuading and influencing other employees and pushing
and negotiating (e.g. Zaltman et al., 1973; Van de Ven, 1986; Howell & Higgins,
1990; King & Anderson, 2002).
27. Idea Realization
• Idea Realization means doing what is needed to transform ideas into
reality. It includes behaviors such as developing new products or work
processes, and testing and modifying them (e.g. Van de Ven, 1986;
Kanter, 1988; West & Farr, 1990).
• To be an aspect of IWB, such behaviors need to be proactive, i.e. self-
starting (doing something without being told or without an explicit role
requirement) and persistent (overcoming barriers to bring about
change) (Parker et al., 2006).
• A characteristic that helps to get Idea Realization is self-efficacy. This
construct is defined as individuals’ self-perceptions about their ability
to produce and to regulate events in life (Bandura, 1982).
• Self-efficacy is related to individuals’ perception that change can be
successfully Idea Realization in a given situation (Farr & Ford, 1990).
• Strong perceptions of self-efficacy result in individuals’ approaching
tasks with enthusiasm, expending great amounts of effort on task
accomplishment, and persistence in the face of obstacles (Parker et al.,
2006).
29. External Antecedents of Individual
Innovative Work Behavior
• Competitive pressures and IWB - It has been
generally agreed upon that competition creates an
incentive to perform well. For example, Nelson (1993)
argued that that market forces and competition in
particular, functions as a major motivator for
innovation, as failing to innovate can result in less
competitiveness and may endanger survival.
• Social-political pressures and IWB - Verhoest et al.,
(2007) found that, besides competitive pressures,
political pressures stemming from threats to the
legitimacy of the organization affect the need for
innovativeness.
30. Internal
Antecedents of
Individual Innovative
Work Behavior
• Supervisor-subordinate
interactions, leadership style and
IWB
• Work group interactions and IWB
• Organizational Structure and IWB
• Organizational (empowerment)
practices and IWB
• Individual-level factors and IWB
• The total organizational package:
organizational climate and IWB
31. Impact Factors for Employee IWB in the public sector and
the private sector compared
Impact Factors for Private Employee IWB Public Employee IWB
External Factors Influence of competitive pressures + social-political pressures on
IWB (i.e. Nelson, 1993; Powell & Dimaggio, 1991) (positive as
well as negative)
Little influence of competitive pressures on IWB, significant influence
of social-political pressures (positive / negative) on IWB (i.e. Verhoest
et al.,2007).
Internal Factors Positive relationship high-quality LMX relationships (i.e. Yuan &
Woodman, 2010), adequate communication of expectations (i.e.
Scott & Bruce, 1994) and participative leadership styles (i.e Basu
& Green 1997) and IWB
Positive relationship high-quality LMX relationships, adequate
communication of expectations & participative leadership and IWB
Effect of communication of expectations limited by goal ambiguity in
the public sector; crucial role of supervisor limited to idea-generation
& idea-championing.
Positive relationship high-quality TMX relationships (i.e. Scott
and Bruce (1994) & team environment for innovation (i.e. West,
1990) and IWB
Positive relationship high-quality TMX relationships & team
environment for innovation and IWB
Negative effect of complex, formalized organizational structure
on IWB (i.e. Burns & Stalker, 1961; Chandler, 1990 ;Miles et al.,
1978)
Negative effect of complex, formalized organizational structure (i.e.
Walsch, 1995) on idea-championing and idea-realization
Complex organizational structure forced upon public organizations (i.e.
Boyne & Walker, 2004)
Positive relationship between four empowerment practices and
IWB (i.e. Bowen and Lawler, 1992; Thomas & Venthouse, 1990)
Positive effect of granting freedom and discretion on IWB (i.e.
Fernandez & Moldogaziev, 2012) though limited by the presence of
rules & regulations in the public sector (i.e. Rainey & Bozeman, 2002)
Negative effect of lack of provision of information on goals on idea-
championing and-realization (no positive effect identified);
Strengthened by high degree of goal ambiguity in public sector
(Rainey, 2009)
32. Impact Factors for Employee IWB in the public sector and
the private sector compared
Impact Factors for Private Employee IWB Public Employee IWB
Internal Factors Positive effect of reputational awards & appreciation rather than
monetary rewards on IWB
Negative effect of failing to provide access to job-related skills &
knowledge on idea-championing and idea-realization (no positive
effect identified)
Intuitive problem-solving style more simulative for IWB than
systematic style (i.e. Scott and Bruce, 1994),
Positive effect of Intuitive- & systematic problem-solving style on IWB;
no style preferred (Payne et al., 1990
Positive relationship perceived dissatisfaction with status-quo
and IWB (i.e. Yuan and Woodman, 2010)
Positive relationship perceived dissatisfaction with status-quo and IWB
(i.e. Yuan and Woodman, 2010)
+ Positive effect shared dissatisfaction with status quo on idea
generation & idea-championing
Positive relationship perceived image + performance gains,
negative relation-ship between perceived image threats (i.e.
Yuan & Woodman, 2010) and IWB
Positive effect of perceived performance gains on IWB; negative effect
of perceived image threats on IWB (no effect of low perceived
performance gains & perceived image gains identified)
Positive relationship considering IWB as part of official job
description and tasks and IWB (i.e. Scott & Bruce, 1994)
Positive effect of considering IWB as part of official job description,
tasks and responsibilities, no negative effect of not considering it as
such on IWB identified
33. Impact Factors for Employee IWB in the public sector and
the private sector compared
Impact Factors for Private Employee IWB Public Employee IWB
Specific practices Positive effect of introducing competition within public firms on IWB
(i.e. Domberger et al., 1995)
Positive effect of introducing central steering, and facilitation on idea-
championing and idea-realization
Negative effect of the establishment of project groups and
collaborative networks on IWB
Negative effect of the instalment of R&D centers on IWB
34. Practical Implications For Managers
Desiring To Increase The Innovativeness
• Managers may have to cope with challenges and problems arising from a generally
low perceived necessity and desire of organizational actors to Opportunity
exploration, idea generation, idea promotion, and idea realization efforts as a means
of survival.
• Managers may have to cope with several social-political forces restraining the
motivations and abilities of managers and employees to conduct in IWB.
• The role of the direct supervisor indicates that, in order to stimulate employee IWB,
managers are to ensure that all leaders and supervisors within their organization
adopt supportive and coaching leadership styles, establish high-quality relationships
with their subordinates, demonstrate a general openness towards newness and
innovation and clearly communicate their expectations with regard to employee IWB
in order to prevent goal ambiguity to arise.
• The findings on the role of the workgroup indicate that the presence of perceived
general support for innovation, newness, and change and a group environment that is
favorable towards change and in which creative ideas are fairly evaluated without
fear of retribution is essential for employee IWB to flourish.
35. Practical Implications For
Managers Desiring To Increase
The Innovativeness
• The role of the organizational structure indicates that managers are to
prevent that complex, formalized, and mechanistic organizational
structures are adopted by their organization and that a high degree of
fixed procedures, regulations, and budgetary controls is implemented
• Organizational practices indicate that, in order to stimulate employees
to conduct in IWB, organization’s managers are recommended to
provide their subordinates with freedom and discretion, information on
organizational goals, reputational-based rewards, and rewards aimed
at demonstrating appreciation for innovative efforts.
• Individual characteristics indicate that, whenever employee IWB is to
be stimulated within organizations, managers are recommended to
stress the inefficiencies and flaws of the current working methods in
order to raise a general dissatisfaction with the status quo throughout
the organization and to create confidence among their subordinates
that the generation of innovative approaches is valued and likely to
lead to improved performance.
• it is recommended to managers declare Opportunity exploration, idea
generation, idea promotion, and idea realization approaches as part of
employees’ job description, tasks, and official responsibilities.