My dissertation i good very good marks on it i want everyone to look and get the best idea how to get the work done, hope you are gonna love my job, please check chapter 2 and you will get to know how to work on that. I got very good feedback on that from my supervisor too...
Antecedents and consequences of employee engagement a literature reviewIJLT EMAS
An organization always focuses on getting success day
by day. And employees are the major resources of it. Manpower
is now no longer taken as resources , but the capital or asset to
the company . Therefore it is only possible to gain success if it is
having its employees engaged to the company. This study focuses
on various aspects of employee engagement. A descriptive study
is carried on to find out the key drivers to engagement and also
some outcomes of the concept were found out and accordingly a
model is proposed. Results demonstrate that Reward System ,
Job enrichment , Effective leadership ,Scope of advancement &
self-development, Employment security, Self-managed team &
decision making authority are the primary factors that brings
commitment towards the organization. The consequences can be
briefed as increased productivity , profitability and improved
employee turnover. The company where employee are engaged
and satisfied, gains a good perception and attention in the
market.
The document discusses self-determination theory and related topics covered in a student newsletter. It begins by outlining the learning objectives of the newsletter, which include describing the association between the Job Demand-Resources model and Self-Determination Theory, discussing potential selection issues in the workforce, analyzing research on high quality leader-member exchanges, explaining the concept of internalization through SDT, and providing ways to enhance intrinsic motivation. The document is then divided into sections contributed by different students, each analyzing a topic in more depth and relating it back to concepts from self-determination theory and cited sources. The sections cover the Job Demand-Resources model and motivation, personnel selection issues and social media, and research on leader-member
This document summarizes a research study on the impact of employee motivation on performance in private firms in Multan, Pakistan. The study found that employee motivation is important for both employee and firm performance. A questionnaire was administered to employees across different levels and departments. The results showed that most employees were satisfied with their work, and that supervisors play an important role in motivating employees through listening, communicating expectations, and supporting development. Overall, the study concluded that motivated employees are more productive and that firms should focus on motivating employees to improve performance.
Inducements like benefits, pay, and career opportunities are meant to motivate employees and improve productivity. When employees feel trusted and supported by management through fair inducements, sales and customer service increase as employees perform at a higher level. Research has found a correlation between supportive human resources practices that develop feelings of organizational support and greater employee commitment, satisfaction, and performance, which can improve an organization's productivity. Proper inducements may reduce employee turnover as high performers feel sufficiently rewarded to stay.
Assessing the effect of hrm practices in university of educationAqsa Nawab
This document discusses assessing the effects of human resource management (HRM) practices on employee job performance at the University of Education in Lahore, Pakistan. The study examines how recruitment, training, and reward practices impact employee job performance. It reviews literature on the relationships between HRM practices and performance. The study aims to determine which HRM practices significantly correlate with employee job performance. It hypothesizes that effective HRM practices positively influence employee job performance.
This document summarizes a research study that examines the relationship between human resource management practices and productivity among banks in Bahawalpur Division, Pakistan. The study focuses on seven key HR variables: incentive pay, recruitment/selection, work teams, employment security, flexible job assignments, skills training, and communication. The objectives are to analyze how these variables impact productivity and to identify which variables contribute most to productivity. The document provides background on human resource management, labor productivity, and the theoretical relationship between HR practices and organizational effectiveness.
Impact of employee motivation and personality on performanceSYEDA KANWAL NOREEN
This document discusses the impact of employee motivation and personality on organizational performance at LMKR, an oil and gas technology company. It covers several key topics:
1. Motivational strategies used at LMKR including job design, enrichment, feedback, and rewarding employees. Job design methods like skill variety, task identity, autonomy, and significance are believed to positively impact motivation.
2. The link between individual personality traits like openness, conscientiousness, extraversion, and agreeableness and workplace performance. Certain traits are correlated with skills relevant to different job types.
3. How personality is important in recruitment and selection processes to identify candidates whose traits match job requirements and organizational culture.
The Effects of Employee Training on Organizational Commitment in Millennials ...Joaquín Van Thienen
This academic research paper served as a final evaluation for the senior-level course "Research Methods in Psychology".
The objectives of this project were:
- to conduct an in-depth literature review on a topic of interest in psychology, and
- to design an experimental research study based on this review.
(Data were provided by the instructor and did not reflect measurements obtained in real life).
Antecedents and consequences of employee engagement a literature reviewIJLT EMAS
An organization always focuses on getting success day
by day. And employees are the major resources of it. Manpower
is now no longer taken as resources , but the capital or asset to
the company . Therefore it is only possible to gain success if it is
having its employees engaged to the company. This study focuses
on various aspects of employee engagement. A descriptive study
is carried on to find out the key drivers to engagement and also
some outcomes of the concept were found out and accordingly a
model is proposed. Results demonstrate that Reward System ,
Job enrichment , Effective leadership ,Scope of advancement &
self-development, Employment security, Self-managed team &
decision making authority are the primary factors that brings
commitment towards the organization. The consequences can be
briefed as increased productivity , profitability and improved
employee turnover. The company where employee are engaged
and satisfied, gains a good perception and attention in the
market.
The document discusses self-determination theory and related topics covered in a student newsletter. It begins by outlining the learning objectives of the newsletter, which include describing the association between the Job Demand-Resources model and Self-Determination Theory, discussing potential selection issues in the workforce, analyzing research on high quality leader-member exchanges, explaining the concept of internalization through SDT, and providing ways to enhance intrinsic motivation. The document is then divided into sections contributed by different students, each analyzing a topic in more depth and relating it back to concepts from self-determination theory and cited sources. The sections cover the Job Demand-Resources model and motivation, personnel selection issues and social media, and research on leader-member
This document summarizes a research study on the impact of employee motivation on performance in private firms in Multan, Pakistan. The study found that employee motivation is important for both employee and firm performance. A questionnaire was administered to employees across different levels and departments. The results showed that most employees were satisfied with their work, and that supervisors play an important role in motivating employees through listening, communicating expectations, and supporting development. Overall, the study concluded that motivated employees are more productive and that firms should focus on motivating employees to improve performance.
Inducements like benefits, pay, and career opportunities are meant to motivate employees and improve productivity. When employees feel trusted and supported by management through fair inducements, sales and customer service increase as employees perform at a higher level. Research has found a correlation between supportive human resources practices that develop feelings of organizational support and greater employee commitment, satisfaction, and performance, which can improve an organization's productivity. Proper inducements may reduce employee turnover as high performers feel sufficiently rewarded to stay.
Assessing the effect of hrm practices in university of educationAqsa Nawab
This document discusses assessing the effects of human resource management (HRM) practices on employee job performance at the University of Education in Lahore, Pakistan. The study examines how recruitment, training, and reward practices impact employee job performance. It reviews literature on the relationships between HRM practices and performance. The study aims to determine which HRM practices significantly correlate with employee job performance. It hypothesizes that effective HRM practices positively influence employee job performance.
This document summarizes a research study that examines the relationship between human resource management practices and productivity among banks in Bahawalpur Division, Pakistan. The study focuses on seven key HR variables: incentive pay, recruitment/selection, work teams, employment security, flexible job assignments, skills training, and communication. The objectives are to analyze how these variables impact productivity and to identify which variables contribute most to productivity. The document provides background on human resource management, labor productivity, and the theoretical relationship between HR practices and organizational effectiveness.
Impact of employee motivation and personality on performanceSYEDA KANWAL NOREEN
This document discusses the impact of employee motivation and personality on organizational performance at LMKR, an oil and gas technology company. It covers several key topics:
1. Motivational strategies used at LMKR including job design, enrichment, feedback, and rewarding employees. Job design methods like skill variety, task identity, autonomy, and significance are believed to positively impact motivation.
2. The link between individual personality traits like openness, conscientiousness, extraversion, and agreeableness and workplace performance. Certain traits are correlated with skills relevant to different job types.
3. How personality is important in recruitment and selection processes to identify candidates whose traits match job requirements and organizational culture.
The Effects of Employee Training on Organizational Commitment in Millennials ...Joaquín Van Thienen
This academic research paper served as a final evaluation for the senior-level course "Research Methods in Psychology".
The objectives of this project were:
- to conduct an in-depth literature review on a topic of interest in psychology, and
- to design an experimental research study based on this review.
(Data were provided by the instructor and did not reflect measurements obtained in real life).
This document discusses employee engagement. It begins by defining employee engagement as having psychological presence, passion for work, emotional and intellectual commitment, and discretionary effort. It then discusses the positive consequences of engagement, citing research finding links between engagement and business growth, profitability, and earnings. The document next examines employee engagement in Australia, finding only 18% of Australians love their work and one in five are actively disengaged. It concludes by identifying some key issues in engagement research and defining engagement as having rational understanding, emotional attachment, and motivation to invest discretionary effort.
Impact of Employee Engagement on PerformanceIJAEMSJORNAL
Employee engagement is a vast concept and has a wide area of interpretation and thus each organisation interprets the meaning of employee engagement on its own terms, knowledge, and culture. Employee engagement is a relationship between the employee and the enterprise, an engaged employee is the one who is entirely engrossed in and ardent about their work and so takes positive steps to further the organisation's prestige and interests. The construct employee engagement is built on the foundation of concepts like organisation citizenship behaviour, employee commitment, and job satisfaction. Though it relates to and besets these concepts but employee engagement is broader in scope. In today's scenario organisations have started looking out for ways more stronger than only monetary incentives to keep employees involved and work towards goals, hence comes the role of employee engagement which helps the employees realise they are a part of the organisation and thus employees are emotionally connected to their organization and highly involved in their job with a great enthusiasm for the success of their employer, going an extra mile beyond the employment contractual agreement assuming all their efforts leads to the growth of what already belongs to them. Since Employee engagement is a fairly novel concept thus a lot of measurement metrics are not present to find out direct relationship between employee engagement and its impact on the performance of employees thus the purpose of this paper is to find out an Impact of employee engagement on the performance of the employees.
This document discusses organizational behavior and related topics. It covers:
1. The S-O-B-C conceptual model of organizational behavior which examines the environmental situation, cognitive mediating processes, organizational behavior, and organizational/behavioral dynamics.
2. Emerging organizations that are more responsive, use new technologies, and focus on quality and learning.
3. Individual level factors like perception, personality, motivation, and learning that influence organizational behavior.
4. Group dynamics, conflict, stress, power, leadership, and change as organizational behaviors.
5. High performance work organizations, traditional vs. network structures, and Indian ethics as related to management.
Effective Leadership-Employee Retention-Work Life Balance: A Cyclical ContinuumIOSR Journals
This document summarizes a study on the relationship between effective leadership, employee work-life balance, and employee retention. It discusses how leadership styles can help balance employees' work and personal lives, leading to improved employee retention. The study presents different leadership theories and styles, and analyzes how they may impact work-life balance and retention. Specifically, it suggests that participative leadership approaches that balance task and employee orientation can foster understanding and job satisfaction, while autocratic styles focused solely on tasks may increase productivity but not retention. The document concludes that synchronized leadership considering employees' capabilities can help identify and retain talented staff.
This document summarizes a research study that examined the influence of person-organization fit and transformational leadership on self-awareness, resilience, and organizational citizenship behavior among lecturers in South Sulawesi, Indonesia. The study found that:
1. Person-organization fit positively influences self-awareness, resilience, and organizational citizenship behavior of lecturers.
2. Transformational leadership positively influences resilience and organizational citizenship behavior of lecturers, but does not influence their self-awareness.
3. Self-awareness positively influences resilience and organizational citizenship behavior of lecturers.
4. Resilience positively influences organizational citizenship behavior of lecturers.
The study recommends that higher education institutions
This document discusses organisation behaviour and management theory. It covers:
1. Organisation behaviour is concerned with how individual and group behavior affects organizational performance. It involves consideration of structure, tasks, technology, people, management processes, and the external environment.
2. Management theory provides a framework for effective action, but theory and practice can differ. An understanding of the development of management thinking helps explain current principles and practices.
3. Early approaches like bureaucracy and scientific management focused on structure, efficiency, and technical requirements. Later human relations approaches emphasized social factors, groups, leadership, and informal organization based on studies like the Hawthorne experiments.
The document discusses factors that affect employee efficiency, including compensation management, organizational climate, and education/training. It presents a model linking these factors to employee motivation and organizational effectiveness. A study of employees in the sales department of a mobile network operator tested three hypotheses: 1) Compensation management positively impacts employee efficiency, 2) Organizational climate impacts employee efficiency, and 3) Education/training positively impacts employee job performance and efficiency. The results supported all three hypotheses, showing relationships between the factors and increased employee and organizational outcomes. The document recommends organizations monitor employee satisfaction and address different group needs to maintain high performance.
Volume 13, issue 3, july 2012 review of ijasmin849794
This document summarizes a study on executive coaching as a tool for implementing organizational change. It discusses how coaching can help executives inspire change in employee behavior to initiate and sustain organizational changes. It outlines two levels of analysis for implementing coaching during change processes - analyzing individual perceptions and their effects, and the institutional approach to change management. It then describes theories of organizational change, such as the four frameworks model and intentional change theory, and how coaching can facilitate change using these frameworks. Coaching aims to help individuals and organizations approach change in a mindful, sustainable way through various stages of discovery and development.
High involvement work practices (HIWPs) are a set of interconnected human resource practices aimed at improving employee performance through increasing skills and motivation. They generally involve high skills requirements for jobs, team-based work designs, and incentive structures. HIWPs allow employees more input and organizations to optimize abilities efficiently. They are connected to workplace changes and are a constructive model for high performance work systems. HIWPs can improve competence and commitment while making organizations more dynamic and adaptable to change.
This document provides an introduction and literature review for a comparative study of employer provided training and organizational performance in the UK and Bangladesh. It discusses relevant theories like human capital theory and Hofstede's cultural dimensions model. For the UK context, it summarizes studies finding mixed results on the relationship between human resource management practices like training and organizational performance. Cultural dimensions show some differences between the UK and Bangladesh that could impact work attitudes and performance.
Human relations theory by keith davies - theories of industrial relations - ...manumelwin
The main proponent of this theory is Keith Davies. According to him, human relations are the integration of people into a work situation that motivates them to work together productively.
1) Power is defined as the ability to influence others to act according to one's wishes through control or dependency, while leadership focuses on goal achievement through compatible goals and downward influence.
2) There are various bases of power, including formal power derived from positions and personal power based on skills/knowledge or traits. Dependency is key to power, with greater dependency resulting in greater power.
3) Politics involves attempts to influence the distribution of advantages through non-required activities, and can be seen positively as effective management or negatively as political behavior depending on perspective.
Human resource management (HRM) is the process of employing people, training them, compensating them, developing policies relating to them, and developing strategies to retain them. HRM involves planning, organizing, directing, motivating and controlling organizational human resources to satisfy organizational, individual and societal needs. Key HRM activities include recruitment and selection, training and development, performance appraisal and feedback, pay and benefits, and labor relations. The role of HRM has evolved from an administrative role to a more strategic role crucial for organizational success.
This document summarizes the key findings from a report on measuring the business impacts of workplace flexibility. It discusses how 29 major companies conducted research on flexibility through various methods:
1. Embedding questions about flexibility availability and importance in annual employee surveys, allowing comparisons between flexible/non-flexible employees.
2. Conducting specialized work-life, diversity or rewards surveys with deeper flexibility questions and analysis of correlations with productivity, stress and performance.
3. Flexibility-focused evaluation surveys examining both formal and informal flexibility across careers/jobs, utilization patterns, and barriers/enablers, with insights into manager/coworker roles.
The research demonstrated flexibility's positive impacts on talent retention, human capital
This document discusses key concepts in human resource management including job analysis, job description, job specification, recruitment, selection, induction, placement, training and development, performance appraisal, wages and salary administration, grievance handling, and job evaluation. It defines each concept and describes the typical processes and methods involved. The overall purpose is to outline the main functions and activities within an organization's human resource management.
The document provides an introduction to organizational behaviour. It defines organizational behaviour as a field of study that seeks to understand, predict, and influence individual behavior in organizational settings. It draws on various disciplines like psychology, sociology, social psychology, and anthropology. Key contributions of these disciplines to OB are discussed. The document also discusses the nature of OB as an interdisciplinary applied science with a humanistic approach oriented toward organizational objectives. Milestones in the history of OB like scientific management and the Hawthorne studies are summarized. Challenges and opportunities for applying OB like responding to economic pressures, globalization, and managing workforce diversity are outlined.
Characteristics of organizational behaviourpascastpt
This document discusses the 7 primary characteristics that define organizational culture:
1. Innovative cultures value flexibility, experimentation, and risk-taking. W.L. Gore is given as an example of an innovative culture.
2. Aggressive cultures value competitiveness and outperforming competitors, sometimes at the cost of ethics. Microsoft is described as aggressive.
3. Outcome-oriented cultures emphasize achievement, results, and action. Best Buy focuses on sales performance and daily metrics.
4. Stable cultures aim for efficiency through predictability and rules. Kraft Foods suffered from being too bureaucratic and resistant to change.
5. People-oriented cultures prioritize fairness, support, and respect for
Fostering employee performance a literature reviewAlexander Decker
This document provides a literature review on fostering employee performance. It discusses how human resource is an important factor for business success and how motivating employees can increase productivity, quality, and customer relations. The review examines several theories of motivation, including Frederick Taylor's scientific management theory, the Hawthorne Studies, and Maslow's hierarchy of needs. The objective is to identify factors that promote positive motivational behavior among employees to ensure organizational success.
11.fostering employee performance a literature reviewAlexander Decker
This document provides a literature review on fostering employee performance. It discusses how motivation is a key factor in job performance and reviews several theories of motivation, including Frederick Taylor's scientific management theory, the Hawthorne Studies, and Abraham Maslow's hierarchy of needs. The objective is to identify factors that promote positive motivational behavior among employees to ensure organizational success. The study focuses on reviewing existing literature related to motivation and human resource management.
The document discusses a study examining the influence of corporate culture dimensions on organizational commitment among employees in the Malaysian semiconductor industry. It presents four hypotheses: that communication, training and development, reward and recognition, and teamwork will each positively influence organizational commitment. The study involved a survey of 377 employees across six major semiconductor firms in Malaysia. The results provide empirical evidence on the relationship between aspects of corporate culture and organizational commitment in this context.
This document discusses employee engagement. It begins by defining employee engagement as having psychological presence, passion for work, emotional and intellectual commitment, and discretionary effort. It then discusses the positive consequences of engagement, citing research finding links between engagement and business growth, profitability, and earnings. The document next examines employee engagement in Australia, finding only 18% of Australians love their work and one in five are actively disengaged. It concludes by identifying some key issues in engagement research and defining engagement as having rational understanding, emotional attachment, and motivation to invest discretionary effort.
Impact of Employee Engagement on PerformanceIJAEMSJORNAL
Employee engagement is a vast concept and has a wide area of interpretation and thus each organisation interprets the meaning of employee engagement on its own terms, knowledge, and culture. Employee engagement is a relationship between the employee and the enterprise, an engaged employee is the one who is entirely engrossed in and ardent about their work and so takes positive steps to further the organisation's prestige and interests. The construct employee engagement is built on the foundation of concepts like organisation citizenship behaviour, employee commitment, and job satisfaction. Though it relates to and besets these concepts but employee engagement is broader in scope. In today's scenario organisations have started looking out for ways more stronger than only monetary incentives to keep employees involved and work towards goals, hence comes the role of employee engagement which helps the employees realise they are a part of the organisation and thus employees are emotionally connected to their organization and highly involved in their job with a great enthusiasm for the success of their employer, going an extra mile beyond the employment contractual agreement assuming all their efforts leads to the growth of what already belongs to them. Since Employee engagement is a fairly novel concept thus a lot of measurement metrics are not present to find out direct relationship between employee engagement and its impact on the performance of employees thus the purpose of this paper is to find out an Impact of employee engagement on the performance of the employees.
This document discusses organizational behavior and related topics. It covers:
1. The S-O-B-C conceptual model of organizational behavior which examines the environmental situation, cognitive mediating processes, organizational behavior, and organizational/behavioral dynamics.
2. Emerging organizations that are more responsive, use new technologies, and focus on quality and learning.
3. Individual level factors like perception, personality, motivation, and learning that influence organizational behavior.
4. Group dynamics, conflict, stress, power, leadership, and change as organizational behaviors.
5. High performance work organizations, traditional vs. network structures, and Indian ethics as related to management.
Effective Leadership-Employee Retention-Work Life Balance: A Cyclical ContinuumIOSR Journals
This document summarizes a study on the relationship between effective leadership, employee work-life balance, and employee retention. It discusses how leadership styles can help balance employees' work and personal lives, leading to improved employee retention. The study presents different leadership theories and styles, and analyzes how they may impact work-life balance and retention. Specifically, it suggests that participative leadership approaches that balance task and employee orientation can foster understanding and job satisfaction, while autocratic styles focused solely on tasks may increase productivity but not retention. The document concludes that synchronized leadership considering employees' capabilities can help identify and retain talented staff.
This document summarizes a research study that examined the influence of person-organization fit and transformational leadership on self-awareness, resilience, and organizational citizenship behavior among lecturers in South Sulawesi, Indonesia. The study found that:
1. Person-organization fit positively influences self-awareness, resilience, and organizational citizenship behavior of lecturers.
2. Transformational leadership positively influences resilience and organizational citizenship behavior of lecturers, but does not influence their self-awareness.
3. Self-awareness positively influences resilience and organizational citizenship behavior of lecturers.
4. Resilience positively influences organizational citizenship behavior of lecturers.
The study recommends that higher education institutions
This document discusses organisation behaviour and management theory. It covers:
1. Organisation behaviour is concerned with how individual and group behavior affects organizational performance. It involves consideration of structure, tasks, technology, people, management processes, and the external environment.
2. Management theory provides a framework for effective action, but theory and practice can differ. An understanding of the development of management thinking helps explain current principles and practices.
3. Early approaches like bureaucracy and scientific management focused on structure, efficiency, and technical requirements. Later human relations approaches emphasized social factors, groups, leadership, and informal organization based on studies like the Hawthorne experiments.
The document discusses factors that affect employee efficiency, including compensation management, organizational climate, and education/training. It presents a model linking these factors to employee motivation and organizational effectiveness. A study of employees in the sales department of a mobile network operator tested three hypotheses: 1) Compensation management positively impacts employee efficiency, 2) Organizational climate impacts employee efficiency, and 3) Education/training positively impacts employee job performance and efficiency. The results supported all three hypotheses, showing relationships between the factors and increased employee and organizational outcomes. The document recommends organizations monitor employee satisfaction and address different group needs to maintain high performance.
Volume 13, issue 3, july 2012 review of ijasmin849794
This document summarizes a study on executive coaching as a tool for implementing organizational change. It discusses how coaching can help executives inspire change in employee behavior to initiate and sustain organizational changes. It outlines two levels of analysis for implementing coaching during change processes - analyzing individual perceptions and their effects, and the institutional approach to change management. It then describes theories of organizational change, such as the four frameworks model and intentional change theory, and how coaching can facilitate change using these frameworks. Coaching aims to help individuals and organizations approach change in a mindful, sustainable way through various stages of discovery and development.
High involvement work practices (HIWPs) are a set of interconnected human resource practices aimed at improving employee performance through increasing skills and motivation. They generally involve high skills requirements for jobs, team-based work designs, and incentive structures. HIWPs allow employees more input and organizations to optimize abilities efficiently. They are connected to workplace changes and are a constructive model for high performance work systems. HIWPs can improve competence and commitment while making organizations more dynamic and adaptable to change.
This document provides an introduction and literature review for a comparative study of employer provided training and organizational performance in the UK and Bangladesh. It discusses relevant theories like human capital theory and Hofstede's cultural dimensions model. For the UK context, it summarizes studies finding mixed results on the relationship between human resource management practices like training and organizational performance. Cultural dimensions show some differences between the UK and Bangladesh that could impact work attitudes and performance.
Human relations theory by keith davies - theories of industrial relations - ...manumelwin
The main proponent of this theory is Keith Davies. According to him, human relations are the integration of people into a work situation that motivates them to work together productively.
1) Power is defined as the ability to influence others to act according to one's wishes through control or dependency, while leadership focuses on goal achievement through compatible goals and downward influence.
2) There are various bases of power, including formal power derived from positions and personal power based on skills/knowledge or traits. Dependency is key to power, with greater dependency resulting in greater power.
3) Politics involves attempts to influence the distribution of advantages through non-required activities, and can be seen positively as effective management or negatively as political behavior depending on perspective.
Human resource management (HRM) is the process of employing people, training them, compensating them, developing policies relating to them, and developing strategies to retain them. HRM involves planning, organizing, directing, motivating and controlling organizational human resources to satisfy organizational, individual and societal needs. Key HRM activities include recruitment and selection, training and development, performance appraisal and feedback, pay and benefits, and labor relations. The role of HRM has evolved from an administrative role to a more strategic role crucial for organizational success.
This document summarizes the key findings from a report on measuring the business impacts of workplace flexibility. It discusses how 29 major companies conducted research on flexibility through various methods:
1. Embedding questions about flexibility availability and importance in annual employee surveys, allowing comparisons between flexible/non-flexible employees.
2. Conducting specialized work-life, diversity or rewards surveys with deeper flexibility questions and analysis of correlations with productivity, stress and performance.
3. Flexibility-focused evaluation surveys examining both formal and informal flexibility across careers/jobs, utilization patterns, and barriers/enablers, with insights into manager/coworker roles.
The research demonstrated flexibility's positive impacts on talent retention, human capital
This document discusses key concepts in human resource management including job analysis, job description, job specification, recruitment, selection, induction, placement, training and development, performance appraisal, wages and salary administration, grievance handling, and job evaluation. It defines each concept and describes the typical processes and methods involved. The overall purpose is to outline the main functions and activities within an organization's human resource management.
The document provides an introduction to organizational behaviour. It defines organizational behaviour as a field of study that seeks to understand, predict, and influence individual behavior in organizational settings. It draws on various disciplines like psychology, sociology, social psychology, and anthropology. Key contributions of these disciplines to OB are discussed. The document also discusses the nature of OB as an interdisciplinary applied science with a humanistic approach oriented toward organizational objectives. Milestones in the history of OB like scientific management and the Hawthorne studies are summarized. Challenges and opportunities for applying OB like responding to economic pressures, globalization, and managing workforce diversity are outlined.
Characteristics of organizational behaviourpascastpt
This document discusses the 7 primary characteristics that define organizational culture:
1. Innovative cultures value flexibility, experimentation, and risk-taking. W.L. Gore is given as an example of an innovative culture.
2. Aggressive cultures value competitiveness and outperforming competitors, sometimes at the cost of ethics. Microsoft is described as aggressive.
3. Outcome-oriented cultures emphasize achievement, results, and action. Best Buy focuses on sales performance and daily metrics.
4. Stable cultures aim for efficiency through predictability and rules. Kraft Foods suffered from being too bureaucratic and resistant to change.
5. People-oriented cultures prioritize fairness, support, and respect for
Fostering employee performance a literature reviewAlexander Decker
This document provides a literature review on fostering employee performance. It discusses how human resource is an important factor for business success and how motivating employees can increase productivity, quality, and customer relations. The review examines several theories of motivation, including Frederick Taylor's scientific management theory, the Hawthorne Studies, and Maslow's hierarchy of needs. The objective is to identify factors that promote positive motivational behavior among employees to ensure organizational success.
11.fostering employee performance a literature reviewAlexander Decker
This document provides a literature review on fostering employee performance. It discusses how motivation is a key factor in job performance and reviews several theories of motivation, including Frederick Taylor's scientific management theory, the Hawthorne Studies, and Abraham Maslow's hierarchy of needs. The objective is to identify factors that promote positive motivational behavior among employees to ensure organizational success. The study focuses on reviewing existing literature related to motivation and human resource management.
The document discusses a study examining the influence of corporate culture dimensions on organizational commitment among employees in the Malaysian semiconductor industry. It presents four hypotheses: that communication, training and development, reward and recognition, and teamwork will each positively influence organizational commitment. The study involved a survey of 377 employees across six major semiconductor firms in Malaysia. The results provide empirical evidence on the relationship between aspects of corporate culture and organizational commitment in this context.
Organizational behaviour theories have developed over the last century as scholars sought to understand how work can be done most effectively. Early 20th century theories like Taylor's focused on financial incentives to increase productivity, but underestimated other human motivators. Modern theories recognize that motivation has intellectual, affective, and social aspects beyond just money. As the global environment changes, organizations must adapt theories to remain relevant and effective.
This summary examines the role of human resource development (HRD) practices in fostering organizational citizenship behavior, with affective organizational commitment serving as a mediator. The study utilized surveys from employees at two public universities in Saudi Arabia. Results from structural equation modeling found significant relationships between HRD practices and affective commitment, HRD practices and citizenship behavior, and affective commitment and citizenship behavior. The findings suggest HRD practices are important for enhancing affective commitment and citizenship behavior among employees, and higher commitment also leads to greater citizenship. Affective commitment was found to partially mediate the relationship between HRD practices and organizational citizenship behavior.
The effects of human development, motivation and excellence in emerging compa...imperial Inc
Human resource development is very important to every business; hence enhancing organisation performance and employees' productivity in an organisation.
Running Head Employee Selection and Training2Employee S.docxjeanettehully
Running Head: Employee Selection and Training 2
Employee Selection and Training 2
Employee Selection and Training
Shauna Davis
I/O Psychology/ Personnel psychology
Walden University
10/20/19
ABSTRACT
Introduction
Employers are facing several risks when it comes to employment selection as well as training and development programs. An organization must, therefore, ensure that statements, overtures as well as advertisements are not suspect as well as ensuring that there is no form of discrimination in its selection process. There should be no references to age as well as gender but instead, be based on the description of the job. Selection is entailing all the activities aimed at choosing a suitable candidate from the applicants to fill a given post while training is consisting of the processes aimed at ensuring that the job holders have the right skills, attitudes as well as knowledge towards achieving the objectives of the organization. New employees should be given an induction program where they are capable of meeting other employees as well as showing the skills they must learn. Organizations thus must have a detailed training scheme which can either be on the job where skills are acquired through experience at work or off the job where learning is via attending courses (Larsen, 2017, p. 114).
Organizational, as well as industrial psychologists, usually use a different process in selecting new employees regarding what the organization needs. The selection is enabling the organization to screen out individuals who are not suited for the role. The goal of industrial or organizational psychology is to give answers to a specified role such as how to select the best employees, choosing the best training, mechanisms for the employees as well as the way of determining the turnover cases alongside ways of reducing it. The industrial psychology is dealing with training, selection as well as placement while organizational psychology is dealing with issues such as increasing job satisfaction as well as determining how employees can be motivated (Larsen, 2017, p. 110).
Literature Review
In Employee Selection and training, there seems to be a gap in the selection part and the fact that, organizations need psychologists to recruit the correct persons for the vacant position. This is not a topic that is not discussed frequently as it is not considered that Important; the only requirement is that the employee needs to be qualified. There are specific factors that contribute to organizations not focusing on employee well-being in terms of industrial psychology. But it is crucial to remember that the purpose of Employee Selection and Training is recruiting the most suitable candidate who meets the requirements of the organization, for better organizational performance. Basically, determining the job applicants that will be successful if they are hired. Which is true according to Gelfand et al. 2017 looking at Cros ...
Talent management practices have a significant impact on employee engagement and satisfaction. The document discusses research on how practices like recruitment, training, performance reviews and leadership development can influence how engaged and satisfied employees feel. It also explores how individual traits, organizational culture and work-life balance contribute to these outcomes. The research aims to analyze the impact of talent management strategies in different company contexts and determine their effects on engagement and satisfaction levels. Understanding these relationships can help optimize human resource strategies and enhance organizational performance.
This document provides an overview of human resource performance at automobile industries in India. It discusses how major automobile manufacturers recruit and train workers to improve performance. The study uses questionnaires and statistical analysis to examine perspectives of both employers and employees. It also reviews literature on the relationship between strategic human resource management and firm performance, and the role of HR functions in developing employee skills and aligning with business objectives. Key factors influencing worker performance are identified as social life, community, family, values, and work environment.
This document is a student essay discussing theories of human resource management (HRM). It covers 9 major theories: organizational behavior theory, motivation theory, AMO (ability, motivation, opportunity) theory, human capital theory, resource-based theory, institutional theory, transaction costs theory, agency theory, and contingency theory. For each theory, the document provides a brief explanation of the key concepts and how it relates to HRM practices. The document includes an introduction, conceptual framework section covering the 9 theories in detail, and a conclusion with recommendations.
This document is a student essay discussing theories of human resource management (HRM). It covers 9 major theories: organizational behavior theory, motivation theory, AMO (ability, motivation, opportunity) theory, human capital theory, resource-based theory, institutional theory, transaction costs theory, agency theory, and contingency theory. For each theory, the document provides a brief explanation of the key concepts and how it relates to HRM practices. The document is structured with an introduction, conceptual framework section covering the 9 theories in detail, and a conclusion with recommendations.
A Study On The Impact Of Human Resource Management On The Performance At An E...Linda Garcia
This document summarizes a research study on the impact of human resource management (HRM) practices on the performance of an educational institution in India. The study examines how HRM practices like training, performance appraisal, career planning, employee participation, job definition, compensation and selection affect the institution's performance. It reviews several models of HRM including the Harvard model, Michigan model, and Guest comparative model. The literature review discusses previous findings on the relationship between HRM practices and organizational performance. The document provides context on the educational institution studied and outlines the objective to identify factors impacting its performance.
Submit your final project. It should address each of the four sect.docxdeanmtaylor1545
Submit your final project. It should address each of the four sections (People, Organization, Workplace, and Behavioral Competencies) that focus on HR initiatives that move across an organization.
1.Strengths
My areas of strength within the business domain include interpersonal skills and teamwork. I relate well with my colleagues and team members in matters associated with work. My interpersonal skills have resulted in positive relationships within the business team and this has been significant in motivating the team members towards achieving out business goals. Teamwork is also my area of strength. I believe that combined effort yields better results than individual effort and this is not limited to execution of duties but also the process of decision-making (Noe, 2017). These strengths are associated with consultation because they involve interaction, sharing of ideas and decision making. I am a human resource management professional and one of my key roles is to lead my team and ensure appropriate decisions are made. Consultation is therefore, a critical management element necessary in human resource management which makes it a strength is execution of human resource management duties (Noe, 2017). Some of the supportive examples within this domain include spearheading the team by embracing opportunities, establishing a culture that fosters intra-organizational teamwork and partnership, identifying missing team roles and fulfilling them, promoting effective teamwork practice and working environment.
Weakness
My weakness within this domain is conflict management. Managing conflicts requires the ability to identify contentious issues among parties in disagreement. This involves bringing together the two parties, listening to their grievances and finding a balance or a solution to the problem. I have never been comfortable with negativity in my life both at a personal level or when other parties are involved. I find it difficult to take sides in cases where two or more individuals are in conflict for the mere reason of being perceived as biased. While my profession requires me to administer organizational policies to members of my team, I have constantly struggled with conflict management despite being a fundamental aspect in leadership.
Every workplace experience conflict among employees and this may be due to personal or company-associated problems. It is my goal to develop a positive mindset towards leadership by embracing conflict management as a critical aspect that impacts team productivity. One of the supportive examples include approaching conflicts in respectful and unbiased manner and referring serious cases to higher levels of management where it deems necessary. Another example is to identify conflict sources and develop strategies to minimize them.
Strategies
Creation and management of a network of relationship within the workplace is one of the elements that define a successful human resource management professional. Communicat.
The document summarizes a research paper examining the relationship between flexible human resource management, innovative work behaviors, and firm innovativeness. It develops a theoretical framework linking these constructs and hypothesizes that flexible HRM positively impacts innovative work behaviors and firm innovativeness. The introduction provides background on the importance of innovation, knowledge workers, and flexible HRM in dynamic business environments. It also outlines the research questions the paper aims to answer regarding the relationships between these factors.
This summarizes a document discussing how human resource management practices influence organizational performance. It provides definitions of HRM from Armstrong and Drucker focusing on managing people. The literature review discusses three key ways HRM impacts performance: 1) increasing employee skills through training, 2) improving quality and productivity, and 3) gaining competitive advantage. The analysis explores each point in more detail. It concludes that combining HRM practices focusing on goals can substantially impact success, and recommends companies focus on development, performance standards, and addressing issues to maintain status.
Leadership plays a key role in influencing innovation in organizations. Leaders establish an organizational culture that encourages innovation by implementing a structure that fosters creativity, such as through specialization and team reflexivity. Transformational and transactional leadership styles both positively impact innovation, though transformational leadership better motivates employees. Leaders also create a supportive psychological climate and strengthen relationships to generate ideas and implement innovations.
DBA 7553, Human Resource Management 1 Course Learndrennanmicah
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DBA 7553, Human Resource Management 1 Course Learnalisondakintxt
This unit will cover strategic human resource management. Students will learn about workflows and job analysis, and how these support organizational structure and strategy. Key topics include organizational, environmental, and individual challenges to workflows, the importance of job analysis for structure, and how workflow analysis supports strategy and structure. Students will read two chapters and complete an annotated bibliography to meet the learning outcomes of understanding these topics.
Influence of Compensation and Reward on Performance of Employees at Nakuru Co...iosrjce
Human Resource Development is concerned with the provision of learning, development and
training opportunities in order to improve individual, team and organizational performance. The objective of
the study was influence of compensation and reward on performance of employees at Nakuru county
government A survey was carried out within the 11 sub-counties in Nakuru County Government with the study
adapting a descriptive research design. Stratified random sampling technique was employed on a target
population of 6,400 respondents from the same geographical area of study. Simple random sampling was used
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questionnaires and interview schedules with a combination of open and closed questions. Statistical Package for
Social Sciences was used to analyze the data. The findings indicated that there was a strong relationship
compensation and reward on employee performance in the county government of Nakuru. The researcher
therefore recommended training needs and other nonmonetary rewards practices in order to enhance employee
performance.
Research proposal of sohail tariq (ms management science) uol SohailTariq16
This document provides information about a research study investigating the relationship between internal social media usage, employee engagement, organizational citizenship behavior (OCB), and power distance. The study aims to determine if internal social media engagement employees and affects OCB, and if power distance moderates the effects of the relationships between internal social media, employee engagement, and OCB. The document outlines the research questions, theoretical model, literature review on the key constructs, and hypotheses. The proposed methodology will target the service sector population but details of the sampling and data collection are not provided.
The role of psychology in human resources management by Dr.Mahboob Khan PhdHealthcare consultant
HRM can be considered to be responsibility of all those who manage people as well as a description of persons who are employed as specialists. It is that part of management that involves planning for human resource needs, including recruitment and selection, training and development. It also includes welfare and safety, wage and salary administration, collective bargaining and dealing with most aspects of industrial relations. The integration between the management of human resources and psychology is arguably the prime factor delineating HRM theory and practice from its more traditional personnel management origins. Selection of the personnel has long been recognized as a key activity within HR and this article seeks to explore the extent to which its practice provides evidence of such strategic alignment.
El Puerto de Algeciras continúa un año más como el más eficiente del continente europeo y vuelve a situarse en el “top ten” mundial, según el informe The Container Port Performance Index 2023 (CPPI), elaborado por el Banco Mundial y la consultora S&P Global.
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Youngest c m in India- Pema Khandu BiographyVoterMood
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My dissertation
1. CHAPTER 2: LITERATURE REVIEW
2.1 Introduction
This chapter aims to provide a theoretical and empirical framework covering all the
aspects related to HRM and creativity, in general. In particular, this chapter covers barriers of
HRM to creativity, practices of HRM to creativity, cultural values within organization, and
implications of HRM to creativity. Similarly, componential theory of organizational creativity
and innovation, and four factor theories to team climate are included in theoretical framework.
2.2 Theoretical Framework
2.2.1 Componential Theory of Organizational creativity and Innovation
The componential theory of organizational creativity is identified as one of the major
theories of creativity for employees and organizations, which serve as an incomplete foundation
for various other theories as well as for a number of empirical investigations. Teresa Amabile
(1988) initially articulated this theory and undergone significant progression since then. The
theory is an explicit model of the social and psychological aspects essential for an employee to
produce creative work. It has been specified within the theory that a combination of four aspects
is required for creativity (Amabile, 2012). In addition, creativity should be highest when an
intrinsically motivated employee works in an environment high to support for creativity, high
domain expertise, and high skill in creative thinking. Knowledge, technical skills, intelligence,
expertise, and talent are included in domain-relevant skills particularly where the problem-solver
is working. The tools and techniques developed from the theory for encouraging creativity and
innovation throughout their organization are used by several managers.
A cognitive style and personality characteristics that are conducive to independence, new
perspectives on problems, a disciplined work style and skills to generate ideas, and risk-taking
2. are included in creativity-relevant procedures. Intrinsic motivation principle of creativity is the
third core aspect (Amabile & Pratt, 2016). Employees are mostly creative when they feel
encouraged primarily by the enjoyment, satisfaction, challenge of the work itself, and the
interest, but not by extrinsic factors. Creativity can be stimulated by a social environment by
providing work teams that are diversely skilled, freedom in conducting the work, encouraging
the development of supervisors toward new ideas, and a sense of positive challenge in the work
(Zhang & Bartol, 2010). Intrinsic motivation is the most directly affected component by the work
environment of the three intra-individual components. In contrast, work environment has
influences on creativity-relevant procedures and domain-relevant skills with respect to its
influences on intrinsic motivation.
2.2.2 Four Factor theory of team climate
West (1990) pointed out the most popular model of team climate for innovation. A four-
factor model of team climate for innovation comprises of support for innovation, task
orientation, participative safety, and support for innovation, which was termed as the Team
Climate Inventory. Working environments are understood and evaluated by the concept of team
climate. It informs several important features with interprofessional collaboration. In this regard,
the four factor theory of climate for work group innovation can offer an effective emphasis to
understand both interprofessional collaboration and teamwork (Anderson & West, 1994).
2.3 Empirical Framework
2.3.1 Barriers to Creativity at Group Levels in Organizations
Both quantitative and qualitative studies have recognized other factors that are apparent
barriers to creativity even though constraints and challenges led to creative problem-solving. It
has been indicated that there is a detrimental influence of controlling and hierarchical structures
3. on business creativity (Hon & Lui, 2016). It has been observed that other barriers to creativity
have a tendency to oppose the behaviors of HR managers. On the other hand, organizational
barriers act to ignore or punish creative problem-solving or have inappropriate methods to
capture individual creativity and to use it for innovative objectives while supervisory
encouragement and organizational support identify and reward creativity (Chae, Seo & Lee,
2015).
In addition, the poor use or insufficient resources of current resources further act as
barriers to creativity. In particular, employee skills and expertise are the most underutilized
resources. Still, one of the most important qualities achievers share is the explicit expertise and
knowledge of their subject matter, developed through a combination of practical experience and
years of study (Blomberg, Kallio & Pohjanpää, 2017). Therefore, investment is important in
employee expertise using training and the opportunity for learning. Risks created on employee
motivation and engagements are considered as the most harmful barriers to employee creativity.
Organizations that are competent to create a culture of innovation and creativity are possible to
empower employee engagement and motivation at the same time, but business creativity is so
dependent on motivation (Walter, 2012).
Extrinsic and intrinsic motivations were identified by Amabile. Indeed, organizations
have more control over extrinsic or external motivators, which include rewards and recognition
(Khalili, 2016). On the other hand, it has been explained that intrinsic motivation tends to exert a
much greater effect of creativity, which include intense interest or passion in a task or subject.
HR once again plays a vital role in order to stimulate this important motivator of creativity while
intrinsic motivation might deem more complex to impact as compared to external drivers (Tian
et al., 2018). HR enhances the odds that individual employees will be linked with the forms of
4. roles that tap into their intrinsic motivation by apparently recognizing the purpose and content of
each job role and exploring the appropriate individuals to do these jobs (Ritzén & Sandström,
2017). Similarly, HR assists that managers do the vital job to assign the right tasks to the relevant
individuals and work teams by working with line managers for communicating the
organizational strategic goals (AllahBakhshian et al., 2017).
It has been identified that social norms, religion, and language are some of the main
motivators affecting creativity with the existing internationalizations and globalization of
organizations in workgroups (Evans, 2018). The reliance on powerful leaders might be a
fundamental need whereas creativity might be led by different social procedures. The association
of culture and language is highly positive and can shape the grammar of an individual. In
addition, the fear of risk taking is the second greatest problem deemed to be evaluating from the
number of post (Ritzén & Sandström, 2017). It is a common perception of employees that they
are either afraid of being ridiculed, criticized, corrected, judged or not accepted in any other way.
Low encouragement from HR or negative experiences led to the feeling of missing
objectiveness. It is assumed that the idea creation and promotion is inhibited by workgroups.
2.3.2 HRM Practices to Creativity and Sustainability
Companies seek for effective human resource management to foster the knowledge and
development in organizations. Gope, Elia & Passiante (2018) conducted a study to examine the
impact of HRM in strengthening the level of creativity along with the knowledge management
capacity (KMC) among individuals working in IT industry. The study has indicated that HRM is
significant in promoting positive attitude among employees that highly values creativity and
knowledge sharing. The study concluded that the given factors are important in improving the
organizational performance of IT companies. Similarly, Kianto Sáenz & Aramburu (2017)
5. studied the role of HRM practices in creating a significant impact over the intellectual capital of
organizations and innovative efforts. The study has indicated that HRM practices are highly
significant in promoting the innovative measures in organizational performances. Besides, HRM
that is integrated through purposeful knowledge is highly impactful in promoting the relational
and structural capital. The study thus identifies that human capital is highly valuable in fostering
and strengthening innovative performances in firms.
Another important identification was related to the role of work team, since they serve as
an important constituent in solving complicated organizational issues. However, in certain cases
work forces failed to acknowledge the role and value of creativity in forming an impactful
organizational environment. Binyamin & Carmeli (2017) conducted an important research in this
regard. The study indicated that the teams were significant in providing maximum contribution
to creativity, while promoting maximum satisfaction level in relation to employee growth. Teams
integrated through low level of structuring were highly evident in positively influencing the level
of creativity among the given group of individuals. Contrary to this, high structuring level
contributed in low levels of growth satisfaction among employees; however no significant
impact was identified in relation to the level of creativity in employees’ performances.
A significant consideration was provided to the influential role of HRM practices in
fostering the job performance of individuals. The impact however was created through effective
trainings initiated as a part of HRM practices. Manzoor et al. (2019) in their study conducted a
survey to identify the relationship between HRM training and job performance. The study has
indicated that training significantly affects the HRM practices while providing a substantial
impact on employee performance. Other variables such as HRM participation, selection, along
with employee empowerment played a crucial role in determining the given relationship.
6. Similarly, training served as a crucial factor in creative a positive impact over HRM practices
that in return influence the performance of individuals. Sustainability in quality HRM practices
was identified as a valuable component in promoting quality practices. Similarly, Jerome (2013)
has elaborated the idea of sustainability as an impactful strategy to improvise the organizational
environment and work force. An important emphasis is provided to the positive impact of
sustainable human resource management to maximize the quality of employee performance.
Alnawafleh, Halim & Tambi (2018) conducted a study to examine the impact of different
HRM practices including, performance recognition and achievement, knowledge management
and employee motivation, training and development etc. on employee performances. The study
has indicated a significant impact of HRM practices in motivating employees. Also, a significant
improvement regarding employee work performance was identified in terms of employing
creative and innovative means to carry out organizational tasks.
2.3.3 Cultural Values
The competitive innovative techniques are employed by various business organization to
maintain a strong market position. This has laid the foundations of a business model that is
entirely based on innovation and creativity. Raj & Srivastava et al. (2013) provided firm focus
towards the impact of organizational learning in influencing employee’s creative abilities. The
idea is employed through HRM practices along with the role of organizational culture.
Organization learning serves as the mediating component in fostering the relationship between
organizational culture, HRM practices along with employee creativity. To promote a culture of
maximum learning and creativity among employees, management should provide a significant
focus towards the formation of culture that values innovativeness and leadership within the
7. business market. Besides, firms should also promote HRM practices that values employees’
autonomy, growth, reward and flexibility.
Liu et al. (2017) investigated the types of HR systems on the basis of employees’
experiences to identify the impact on employee creativity. The study findings were more
significant among cases where employees experienced HRM systems that were oriented through
maintenance. The relationship was highly significant in most of the private owned enterprises, in
comparison to those owned by the state. High level of employee creativity was reflected under
firms operated through the given relationship. Finally, a significant relationship was identified
between employee creativity and firm performance. Similarly, relationship between team
creativity and quality human resource practices were studied by Ma et al. (2017). The study, on
the basis of the input-process-output perspective tested the hypothesis according to which HR
practices and motivation improvement practices are important in significantly impacting the
team creativity. The study has indicated that team efficacy is significant and thus acts as a
mediating variable between HRM practices and team creativity. Besides, knowledge sharing was
another important variable that integrates team creativity and improved motivation practices.
Park et al. (2015) provide a relationship between organizational creativity and HRM
practices. The congruency of communicating various messages shared through HRM practices
following the formality and the informality in response integrated through learning goal
management of CEO was investigated to identify level of growth in organizational creativity.
Organizational creativity depends on the extent to which knowledge is shared. It further depends
upon the maximum learning goal management of CEOs. However, no significant relationship
was identified between organizational creativity and reward system.
2.3.4 Implications of HRM in Affecting Creativity
8. Creativity and innovation are the misunderstood terms in most of the literary studies, as
stated by Zennouche, Zhang & Wang (2014) in their study. According to the study, creativity is
related to the innovative ideas related to the production, process and organizational practices.
Whereas, innovation refers to the process through which novel ideas are gathered, scrutinized,
modified and then implemented in any process. Creativity helps in analyzing the need of
introducing development changes. Innovation on the other hand, helps in assessing the need and
importance of creativity. To maintain the standard bar, organizations are often expected to
provide valuable consideration towards the two ideas that is reflected in the working patterns of
an organization. The study conducted by Jiang, Wang & Zhao (2012) is highly important in
analyzing the effectiveness of management practices in developing a significant impact over
organizational innovation and employee creativity. Employee creativity is completely mediated
among the give four HRM practices along with organizational innovation. Results finally
concluded that HRM practices are important in promoting creativity and innovation in different
organizations.
Song, Gu & Wang (2019) discussed similar idea with an aim to provide the extent to
which HRM system is oriented to creativity. Role of innovative culture was also examined in this
regard. The study has indicated three important dimensions that help in the development of
creativity oriented HRM system. The dimensions include creative practices that are important to
enhance individual skills, motivational activities, along with employee empowerment. The
association between firm performance and creativity-innovation was studied by Heller &
Weisberg (2018) in their study. The idea was examined by providing a significant consideration
towards the role of strategic HRM practices in providing maximum contribution in initiating
innovativeness and creativity in the work environment, while analyzing its impact on firm
9. performance. HRM value commitment fosters the element of creativity in every employee which
is further processed into innovative. This helps in generating a constructive climate that promotes
employees’ knowledge sharing behavior. Organization must provide significant efforts in
developing an atmosphere that encourages creativity-performance relationships between
different employees. The factor is significant in modifying the organizational environment; also
it helps in meeting the modern needs of dynamic businesses.
Elia et al. (2017) discussed the idea in the light of the corporate entrepreneurship (CE)
that serves as an important process that in significant in creating a dominant impact over various
individuals. The success of CE is highly dependent on variables, that incudes various
organizational, psychological and professional characteristics that in combination form an
organization that incorporate essential values of management practices. Creativity and
innovation are the most commonly discussed factors that serve as the base of organizational
success. The factors are important as to provide and ensures long term success of firms (Liu et al.
2017). The phenomenon related to innovation and creativity have been considerably discussed,
still many researchers are initiated for further developments within the given area ranging from
micro to macro organizational factors. Colakoglu et al. (2019) conducted a study in similar
perspectives which aimed to provide a broader perspective of creativity and innovation and its
understanding at both individual and firm level. The study further indicates that organization
with strong HRM system is highly successful in sustaining the ambidexterity learning in an
organization. Role of HRM support is crucial here. Prieto-Pastor & Martin-Perez (2015)
conducted a field study in 182 firms of Spain and indicated that maximum involvement of HR
systems help in attaining the goal of ambidexterity learning.
10. Sue‐Chan & Hempel (2016) discussed the relationship between creativity and employee
performance. The study discussed an important idea, where creativity needs motivation that can
be stimulated through rewards and employee’s performance recognition. The study has indicated
that high level of perceived reward helps in improving the association between novelty and
performance. However, the factor was not sustainable in enhancing the relationship between
employee performance and usefulness. The valuable association between HRM and
organizational innovativeness improves firms’ performances. Akram et al. (2017) provided a
deeper understanding in this regard, by illustrating the relationship in the light role of
organizational learning. The study has illustrated a positive relationship between all the three
variables including HRM, organizational innovativeness and learning. Organizational learning
served as the mediating factor between HRM practices and organizational innovativeness. No
organization can prosper only through the developed relationship, without evolving an
environment of organizational learning (Raj & Srivastava. 2013) Therefore, organizational
success lies behind the idea where, organizational learning is integrated through a specific set of
HRM practices and thus includes innovation.
2.4 Gap in Study
Several studies have been conducted regarding the role of Human Resource Management
in contributing towards the improved organizational performance. As apparent from the above
studies, that most of the researches evaluated the idea in a generalized manner, while providing
firm focus to HRM practices and their role. This determines the gap found in previous studies, as
the idea did not focus on the strategies of HRM practices that may be employed to improve the
overall mechanism of organizations. Studies that were conducted in both eastern and western
11. firms were included in the given section to extract the common HRM practices. This is further
helpful in analyzing the gaps in HRM practices in different companies around the globe.
The study is important in illustrating various barriers that limit HRM practices to ensure
maximum output in the form of employee creativity. Several factors including; employee
recognition, reward system, knowledge sharing attitude etc. were identified as the key
determinants in motivating employees towards creative measures. The study is highly important
for various firms, as the information shared in the study is of greater interest in improving firms’
performances. Human Resource departments in different firms along with policy makers can
equally benefit from the study, as this would help them in formulating useful policies that may
positively influence employees working pattern and creativity levels. It is further helpful for
employees working in different organizations, as the study is competitive in enabling them to
identify the lacking found in the HRM practices of the representative company. Despite of the
availability of abundant literature, the study provides an important contribution in the given field
through its concrete and detailed information.
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