In an uncertain environment, today's companies have an interest in attracting and retaining employees who are able to manage change. Knowing and managing your employees well is of paramount importance. They would therefore benefit from broadening their vision of human resources management while drawing on neuroscientific contributions. The combination of these two disciplines makes it possible to create a new management style that is nothing other than neuromanagement, which aims to study the conditions and processes that contribute to the development and well-being of individuals and the optimal functioning of companies. The objective of this work is to study the impact of neuromanagement on human resources performance. This research will then be completed by a quantitative empirical study with a sample of large Moroccan companies.
Part of Management Process. How the management process evolved from the early years.
Many experts contributed for this evolution. I compiled the list and little bit history along with the theory developed by each contributor for this process.
Part of Management Process. How the management process evolved from the early years.
Many experts contributed for this evolution. I compiled the list and little bit history along with the theory developed by each contributor for this process.
While the principles of scientific management unfold its basic philosophy, the important question is how to implement these principles in practicality. Below are discussed the techniques as proposed by Taylor for implementing the principles of scientific management.
Peter Ferdinand Drucker (November 19, 1909 – November 11, 2005) was a writer, management consultant, and self-described “social ecologist.” His books and scholarly and popular articles explored how humans are organized across the business, government and the nonprofit sectors of society. He is one of the best-known and most widely influential thinkers and writers on the subject of management theory and practice. His writings have predicted many of the major developments of the late twentieth century, including privatization and decentralization; the rise of Japan to economic world power; the decisive importance of marketing; and the emergence of the information society with its necessity of lifelong learning. In 1959, Drucker coined the term “knowledge worker" and later in his life considered knowledge work productivity to be the next frontier of management.
Frederick W. Taylor (1856-1915)
Father of “Scientific Management.
attempted to define “the one best way” to perform every task through systematic study and other scientific methods.
believed that improved management practices lead to improved productivity.
Three areas of focus:
Task Performance
Supervision
Motivation
Scientific management incorporates basic expectations of management, including:
Development of work standards
Selection of workers
Training of workers
Support of workers
Behavioral Theories Of Leadership PowerPoint Presentation SlidesSlideTeam
Need to present types of behavior and personality traits associated with effective leadership? To help you out in presenting management theories, we have come up with content-ready behavioral theories of leadership PowerPoint presentation. This leadership behavioral approaches PPT design contains slides such as definition, who is a leader, quotes, difference between leaders and managers, qualities of good leader, formal and informal, styles of leadership, entrepreneurial and transactional, four components, trait, contingency and behavioral and situational theory, traits and skills, managerial grid, Fielder's contingency model, LPC scale, path goal theory, Hersey and Blanchard's, member exchange theory, normative decision model, participative process and participative decision making. Additionally, with this studies of leadership PowerPoint template, you can present topics like situation and trait based leadership, organizational behavior, business management, transformational leadership, contingency approaches, behavior learning theory, governance model, behaviors of manager, functional leadership etc. Download our behavioral theories of leadership presentation slides to convey your message convincingly.Good habits evolve with our Behavioral Theories Of Leadership PowerPoint Presentation Slides. They are based on the best customs.
UNIT - I: FOCUS AND PURPOSE: Definition, Need and Importance of organizational
behaviour – Nature and scope – Framework – Organizational behaviour models.
Neuroleadership is an emerging trend in the field of management..docxmayank272369
Neuroleadership is an emerging trend in the field of management. As we look at the importance of global leadership in our ever-changing business environment, we find a connection between our way of thinking and our leadership and decision-making style. Below are several articles related to this topic.
Please choose 2-3 articles from below to read on the subject and then evaluate and discuss the rise of neuroleadership in the human resource and organizational development disciplines.
Articles:
David Rock. (2013).
T + D, 67
(10), 84-85
.
Dr. David Rock presented on the brain science behind performance at PeopleFluent global user conference WISDOM 2015. (2015, Mar 10).
Business Wire.
Dr. David Rock presents 'the brain science behind performance' at PeopleFluent WISDOM 2015. (2015). Professional Services Close - Up.
Fox, A. (2011). Leading with the brain.
HRMagazine, 56
(6), 52-53
.
In an interview, David Rock, founder of the NeuroLeadership Institute, talked about how scientists' growing understanding of the brain illuminates techniques for leadership and decision-making. Rock said mindfulness is the ability to be meta-cognitive or to think about your thinking. Labeling is the ability to put words on your mental state -- for instance, to articulate when you are feeling anxious. All involve an area of the brain that is central for self-regulation -- the ventrolateral prefrontal cortex. Researchers are discovering that self-regulation -- regulating emotion, regulating your thoughts, regulating your attention -- is essential in leadership. The optimal leader is adaptive. Leaders have to know when to be dogmatic in their beliefs and when to be collaborative, when to get granular and when to be big-picture-focused. To be adaptive, you must have an integrated brain. A big part of the creative process is using your non-conscious brain, because the problems being tackled are simply too big for conscious processing resources.
Hogan, T. (2010). Neuroscience provides tools to navigate the new business reality.
People and Strategy, 33
(4), 8-9
.
The four domains of NeuroLeadership; problem solving, emotion regulation, collaborating and facilitating change provide an interesting lens through which to examine the field of global leadership development. Leaders today face greater challenges than ever before as they work across multiple geographies, functions, product lines and national cultures. Neuorscience provides a useful framework for understanding how leaders gain insights while learning to work in new ways across traditional boundaries in a borderless world. Leaders, therefore, need to be able to see and process information in new ways, making connections between phenomena that have never been linked before in their minds. This is systems thinking, and it is the hallmark of resourceful and innovative leaders throughout history
.
Kiefer, T. (2010). Neuroleadership-more than another leadership framework.
People and Strategy, 33
(4), 1.
While the principles of scientific management unfold its basic philosophy, the important question is how to implement these principles in practicality. Below are discussed the techniques as proposed by Taylor for implementing the principles of scientific management.
Peter Ferdinand Drucker (November 19, 1909 – November 11, 2005) was a writer, management consultant, and self-described “social ecologist.” His books and scholarly and popular articles explored how humans are organized across the business, government and the nonprofit sectors of society. He is one of the best-known and most widely influential thinkers and writers on the subject of management theory and practice. His writings have predicted many of the major developments of the late twentieth century, including privatization and decentralization; the rise of Japan to economic world power; the decisive importance of marketing; and the emergence of the information society with its necessity of lifelong learning. In 1959, Drucker coined the term “knowledge worker" and later in his life considered knowledge work productivity to be the next frontier of management.
Frederick W. Taylor (1856-1915)
Father of “Scientific Management.
attempted to define “the one best way” to perform every task through systematic study and other scientific methods.
believed that improved management practices lead to improved productivity.
Three areas of focus:
Task Performance
Supervision
Motivation
Scientific management incorporates basic expectations of management, including:
Development of work standards
Selection of workers
Training of workers
Support of workers
Behavioral Theories Of Leadership PowerPoint Presentation SlidesSlideTeam
Need to present types of behavior and personality traits associated with effective leadership? To help you out in presenting management theories, we have come up with content-ready behavioral theories of leadership PowerPoint presentation. This leadership behavioral approaches PPT design contains slides such as definition, who is a leader, quotes, difference between leaders and managers, qualities of good leader, formal and informal, styles of leadership, entrepreneurial and transactional, four components, trait, contingency and behavioral and situational theory, traits and skills, managerial grid, Fielder's contingency model, LPC scale, path goal theory, Hersey and Blanchard's, member exchange theory, normative decision model, participative process and participative decision making. Additionally, with this studies of leadership PowerPoint template, you can present topics like situation and trait based leadership, organizational behavior, business management, transformational leadership, contingency approaches, behavior learning theory, governance model, behaviors of manager, functional leadership etc. Download our behavioral theories of leadership presentation slides to convey your message convincingly.Good habits evolve with our Behavioral Theories Of Leadership PowerPoint Presentation Slides. They are based on the best customs.
UNIT - I: FOCUS AND PURPOSE: Definition, Need and Importance of organizational
behaviour – Nature and scope – Framework – Organizational behaviour models.
Neuroleadership is an emerging trend in the field of management..docxmayank272369
Neuroleadership is an emerging trend in the field of management. As we look at the importance of global leadership in our ever-changing business environment, we find a connection between our way of thinking and our leadership and decision-making style. Below are several articles related to this topic.
Please choose 2-3 articles from below to read on the subject and then evaluate and discuss the rise of neuroleadership in the human resource and organizational development disciplines.
Articles:
David Rock. (2013).
T + D, 67
(10), 84-85
.
Dr. David Rock presented on the brain science behind performance at PeopleFluent global user conference WISDOM 2015. (2015, Mar 10).
Business Wire.
Dr. David Rock presents 'the brain science behind performance' at PeopleFluent WISDOM 2015. (2015). Professional Services Close - Up.
Fox, A. (2011). Leading with the brain.
HRMagazine, 56
(6), 52-53
.
In an interview, David Rock, founder of the NeuroLeadership Institute, talked about how scientists' growing understanding of the brain illuminates techniques for leadership and decision-making. Rock said mindfulness is the ability to be meta-cognitive or to think about your thinking. Labeling is the ability to put words on your mental state -- for instance, to articulate when you are feeling anxious. All involve an area of the brain that is central for self-regulation -- the ventrolateral prefrontal cortex. Researchers are discovering that self-regulation -- regulating emotion, regulating your thoughts, regulating your attention -- is essential in leadership. The optimal leader is adaptive. Leaders have to know when to be dogmatic in their beliefs and when to be collaborative, when to get granular and when to be big-picture-focused. To be adaptive, you must have an integrated brain. A big part of the creative process is using your non-conscious brain, because the problems being tackled are simply too big for conscious processing resources.
Hogan, T. (2010). Neuroscience provides tools to navigate the new business reality.
People and Strategy, 33
(4), 8-9
.
The four domains of NeuroLeadership; problem solving, emotion regulation, collaborating and facilitating change provide an interesting lens through which to examine the field of global leadership development. Leaders today face greater challenges than ever before as they work across multiple geographies, functions, product lines and national cultures. Neuorscience provides a useful framework for understanding how leaders gain insights while learning to work in new ways across traditional boundaries in a borderless world. Leaders, therefore, need to be able to see and process information in new ways, making connections between phenomena that have never been linked before in their minds. This is systems thinking, and it is the hallmark of resourceful and innovative leaders throughout history
.
Kiefer, T. (2010). Neuroleadership-more than another leadership framework.
People and Strategy, 33
(4), 1.
DiscussionsW1 = Problem Solving and Decision Making1. HoDustiBuckner14
Discussions
W1 = Problem Solving and Decision Making
1. How does an ethical approach encourage problem solving skills in the workforce? What role does HR play in fostering this type of culture?
2. How can the HR department partner with managers in their effort to improve the decision making performance of a department’s team? What roles do problem solving and decision making play in strategy formulation?
Critical Analysis - Discussion postings display an excellent understanding of the required readings and underlying concepts including correct use of terminology. Postings integrate an outside resource, or relevant research, to support important points. Well-edited quotes are cited appropriately. No more than 10% of the posting is a direct quotation. (It is important that you integrate the weekly readings in your response. One way to do that is to make position statements, then add citations to support and validate your position. A key focus is your ability to present your position in your own words, which is why no more than 10% of the post should be a direct quote. Paraphrasing is the best alternative)
W2 – HR ROLES
It is often stated that HR deals with the problem not the cause of the problem - please explain why this may or may not be true.
1. What is the difference between a person doing the daily operations of a human resource function versus the role of a strategic human resource partner? At what level in the organization do you become strategic?
2. Compare and contrast the role of a strategic Human Resource Partner in a national and global organization.
W3: Recruitment and Selection
1. What types of strategic choices do managers have when deciding on recruiting and selection efforts?
2. How can the HR department and line manager collaborate to develop an authentic environment built on trust for a virtual and global workforce? How do they make it work?
W4: Job redesign
What is the appropriate manner for a HR professional to transition to the strategic role as executive partner on HR related issues?
Should a job redesign be undertaken if it will improve efficiency even if the employees do not want it?
W5: Orientation and Training
1. Do you agree or disagree with the following statement? Defend your answer: "Money is the most important tool that a manager has for motivating employees.
2. When is it to an organization's advantage to hire employees who need training, and when is it advantageous to hire employees who are already trained?
W6: Change Management
1. How do you get employees engaged in a change management initiative? What role does HR, managers, and the C-Suite play?
2. What is the best way to roll out a change management initiative?
W7: Employee Rights
1. Why should HR and managers be concerned about whether or not employees are engaged and are satisfied with their jobs? What does one do if employees are concerned about certain organizational policies? What's the impact?
2. In your opinion, should m ...
IMPACT OF EMOTIONAL INTELLIGENCE ON HUMAN RESOURCE MANAGEMENT PRACTICES AMONG...IAEME Publication
There is increasing acceptability of emotional intelligence as a major factor in personality assessment and effective human resource management. Emotional intelligence as the ability to build capacity, empathize, co-operate, motivate and develop others cannot be divorced from both effective performance and human resource management systems. The human person is crucial in defining organizational leadership and fortunes in terms of challenges and opportunities and walking across both multinational and bilateral relationships. The growing complexity of the business world requires a great deal of self-confidence, integrity, communication, conflict and diversity management to keep the global enterprise within the paths of productivity and sustainability. Using the exploratory research design and 255 participants the result of this original study indicates strong positive correlation between emotional intelligence and effective human resource management. The paper offers suggestions on further studies between emotional intelligence and human capital development and recommends for conflict management as an integral part of effective human resource management.
There is increasing acceptability of emotional intelligence as a major factor in personality assessment and effective human resource management. Emotional intelligence as the ability to build capacity, empathize, co-operate, motivate and develop others cannot be divorced from both effective performance and human resource management systems. The human person is crucial in defining organizational leadership and fortunes in terms of challenges and opportunities and walking across both multinational and bilateral relationships. The growing complexity of the business world requires a great deal of self-confidence, integrity, communication, conflict, and diversity management to keep the global enterprise within the paths of productivity and sustainability. Using the exploratory research design and 255 participants the result of this original study indicates a strong positive correlation between emotional intelligence and effective human resource management. The paper offers suggestions on further studies between emotional intelligence and human capital development and recommends conflict management as an integral part of effective human resource management.
The purpose of this study is to analyze empirically by using secondary data on the possibility of corporate fraud by using various fraud theory approach. The research model in this study was tested using the ordinary least square (OLS) analysis method. A total of 310 company data were collected which consisted of financial data and other supporting data published by companies listed on the Indonesia Stock Exchange in the range of 2012 to 2017. This study provides empirical evidence that all the variant of fraud theory (fraud triangle theory, fraud diamond theory and fraud pentagon theory) can be investigated for its significant effect on corporate fraud by only using secondary data that are available and freely accessed by the public. The empirically tested research model in this study can provide a comprehensive understanding of practitioners, academics, government agencies and the general public in analyzing the topic of corporate fraud.
Traditional markets in Indonesia were created so that people from all walks of life can fulfill their needs, especially staple food products, without having to spend a lot of money. However, the prices of food products in different markets vary depending on the consumers of the particular market. The aims of this article were to compare the price difference of staple food products in several traditional markets and to find out the factors that cause the price difference. The data were collected by carrying out a survey to five traditional markets around Jakarta regarding the prices of ten staple food products. The data were analyzed quantitatively using statistical calculation ANOVA from SPSS version 22, and also qualitatively to discuss several factors underlying the price differences. Results revealed that price differences of staple food products were not only caused by market location, but other factors such as pricing strategy and consumer specification. This research implied that traditional markets were still chosen by Indonesian consumers to fulfill their needs because of the competitive price.
Airport enterprise innovation performance is a crucial issue that planners, decision makers and managers should focus in order to drive the airport enterprise performance towards sustainable development. The strategic infrastructure needs, and investments need to include improvements across all major factors that affect the innovation dimension of sustainable development.
Key objective of the paper is to highlight the challenges in airport enterprise management towards sustainable development in terms of innovation improvement. A performance evaluation towards innovation and sustainable development framework is adopted and a case study application highlights the crucial role of airport enterprise management performance innovation dimension towards sustainable development. Conventional wisdom is to stimulate the interest on topic and promote a framework addressing to evaluate airport enterprise management performance towards innovation and sustainable development.
In the business world, companies need high performance. Performance is the result or overall success rate of a person over a period of time in carrying out tasks compared to various possibilities, such as predetermined standards of work, targets, or criteria. The purpose of the study was to analyze the influence of intellectual intelligence, emotional intelligence, and spiritual intelligence on employee performance. The population in this study were 63 employees of PT PLN (Persero). This study uses quantitative associative, with data analysis used is multiple linear regression analysis. The results showed that both intellectual intelligence, emotional intelligence, and spiritual intelligence had a positive and significant effect on employee performance. Intellectual intelligence has the greatest influence on employee performance, followed by spiritual intelligence and emotional intelligence. Intellectual intelligence, emotional intelligence and spiritual intelligence together have an effect of 52.4% on employee performance, and the remaining 47.6% is influenced by other factors not explained in this study.
The main purpose of the research study is to analyze the effect of organizational commitment, job satisfaction and work insecurity as well as their impact on the performance of Bank Aceh Syariah. The samples of the research are 209 employees which are selected with survey methods. Data was collected by using questionnaire, and then the data was analyzed with statistical methods of structural equation model (SEM). The study found that the organizational commitment and job satisfaction have a negative effect on turnover intention, but positive effect on the performance of Bank Aceh Syariah. The work insecurity has a positive effect on turnover intention, but negatif effect on the performance of the bank.
This study aims to test the effect of employee engagement and organization trust on organization citizenship behaviour and its impact on organization Effectiveness. The object of this research is the government organization of Pidie Jaya with Echelon IV Officers as a respondent. The number of sample is determined by using proportional sampling technique and Slovin equation, and it provides 171 respondents. Data is analyzed using the path analysis with the SPSS program assistance. The findings describes that employee engagement, organization trust, organization citizenship behaviour and organization Effectiveness have been going well. For the verification test of direct effect provides: employee engagement effects organization citizenship behaviour; organization trust effects organization citizenship behaviour significantly; employee engagement effects organization Effectiveness significantly; organization trust effects organization effectiveness significantly, and; organization citizenship behaviour effects organization Effectiveness significantly. These all findings prove that the previous theories are still applicable, and these also apply in Government organization of Pidie Jaya District. The originality of this research is in its novelty in term of the object, time, and statistic approach. This result contributes to academic and research area in order to develop the next model and method. For the practical, this has verified that the variables in this research need more attention from the managers especially in organization related.
This paper is an analysis on the impact machine learning, Artificial Intelligence, and robotics has on the supply chain management. The analysis covers the basis of AI in the SCM mechanisms while defining it from the ground up. Later on, to shed a true light on supply first the paper zooms in on the effects of machines in marketing. From what particular methodologies are deployed in today’s environment extending all the way to its anticipated outcomes. As the reader progresses he/she will find valuable studies on the main segments of machine learning within the supply chain itself. Certain novelties and innovations are scrutinized regarding SCM alongside these studies. These innovations are exemplified by certain cases presented in Part 3. The penultimate section briefly examines the possible drawbacks of the surge in machine application in SCM. The final section compiles the ideas presented in the paper as a whole and gives a glimpse of an estimate for the near future.
Huang (2018) decomposes the differences in quantile portfolio returns using distribution regression. The main issue of using distribution regression is that the decomposition results are path dependent. In this paper, we are able to obtain path independent decomposition results by combining the Oaxaca-Blinder decomposition and the recentered influence function regression method. We show that aggregate composition effects are all positive across quantiles and the market factor is the most significant factor which has detailed composition effect monotonically decreasing with quantiles. The main decomposition results are consistent with Huang (2018)
In Kenya, the newly promulgated constitution of 2010 (CoK, 2010), provides the basis of monitoring and evaluation as an important tool for operationalizing National and County Government projects to ensure projects success, integrity, transparency and accountability. The county governments are responsible for delivering basic services in collaboration with other agencies and partners to enhance quality of life: however, the county government projects has been marred by lack of integrity, transparency, accountability and litany of other monitoring and evaluation weakness which has undermined the impacts and success of projects including Regional Economic Blocs. Lake Region Economic Bloc (LREB) which comprised of fourteen counties bordering Lake Victoria Basin is not sparred either. The study was conducted in six LREB Counties namely, Migori, Homabay, Kisumu, Siaya, Kakamega and Vihiga chosen in a random manner. This study specifically assessed the effectiveness of Monitoring and Evaluation methods on the Performance of County Governments Projects. The study was guided by the theory of change. The research was carried out using descriptive survey design which entails both qualitative and quantitative data collection procedures. The researcher used stratified random sampling techniques to draw a sample from the study population. The qualitative method focused on group discussion and in-depth interviews. The quantitative techniques employed questionnaires to 398 purposively selected subjects from the county projects. Data collection was from two main sources; primary and secondary. Secondary sources included relevant county documents, constitution, legislations, policy documents and reports among others. The Study employed questionnaires, Focus group discussion and Interview guide as its primary data collection method. Statistical Package for Social Science (SPSS) version 18.0 was used for analysis. Data was analyzed using descriptive and inferential statistics techniques and presented in tables and figures. The study findings indicated thatM&E methods, indicated by the coefficient of effectiveness (R2) which is also evidenced by F change 109.403>p-values (0.05). This implies that this variableis significant (since the p values<0.05) and therefore should be considered as part of effectiveness of M&E systems on the performance of County Governments projects. The study concludes that there are no effective and adequate projects monitoring and evaluation methods in place for County Government Projects, which can facilitate the achievement of desired projects performance and outcomes. The study recommends that the County Government should develop a clear M&E methods for each project with clear data collection, analysis, reporting and implementation methods. This Study recommends further research to be conducted in the other Regional County Economic Blocs.
Regardless of where the Igbo man is, within or without the Igbo regions, trust is one of the foremost vital tool in business dealings and negotiations. This study aims at revealing the kind of trust apparent, and unique to the Igbo-men in business, how the Igbo-men build trust in their business, the antecedents of trust building in Igbo land, and the impacts of those trust in business dealings and negotiation. Through the process of content data analysis, results were drawn from a percentage margin of answers and feedbacks generated from real life experiences and discussions from unstructured interview from selected Igbo-men across the five states of the south-east region of Nigeria, which shows that 70% percentage of the Igbos practice the affective based trust in business dealings and negotiations, while 18% percentage practice cognitive based trust, 7% engages in both affective and cognitive based trust, and the remaining 5% are undecided.
This study is directed to determine the role of government treasurer in state university in tax compliance. With the spirit of the state apparatus, especially the Civil Servant, in reporting the taxes, it is expected to become a continuously growing and infectious snowball to the taxpayers to report their taxes correctly, completely and clearly as well as to avoid administrative sanctions that are subject to such non-compliance. This study method used is qualitative, the source of this study is government treasurer. The use of this qualitative approach is based on the concept of natural setting, grounded theory, descriptive, more concerned with the process than the outcome, temporary design, and research results are negotiated and agreed upon. The results show that treasurers have a big role in tax compliance, but however, there are still many obstacles that must be faced in fulfilling their financial obligations. this research was conducted only in one state university, so that data that could be processed was very limited.
The corporate governance is a popular topic within two last decade, and the emerging economies are practicing &enhancing their performances. The review is conducted to assess the effectiveness of the corporate governance implications on firm’s performances. The study followed the deductive approach and the journal articles, and the reports have used the source of the review. As per the literature findings, the researcher developed a conceptual design for the case review. The independent variable is the corporate governance mechanism, and the dependent variable is organizations performances. Both independent and dependent variables comprise the different type of corporate governance practice and the different function of the organizational performances. The review found that all the types of corporate governance practices are influenced to the organizational performance and the better corporate governance mechanism can enhance all type of performances.
Innovative work behavior is likely to be an important need for the increasing performance of the hospital to provide the health public services. Theoretically and empirically, the behaviors be related to employee perception on management support, information technology and employee empowerment. The study aims to determine the effect of management supports and information technology on employee empowerment as well as their impact on the innovative work behaviors of the employee of dr. Zainoel Abidin District Hospital Banda Aceh. The study conducted of 302 employees of the hospital. The data collected by questionnaire and then the data is analyzed by statistical means of structural equation model (SEM). The study found that management support and information technology have a positive and significant effect on the employee empowerment and innovative work behavior. The employee empowerment mediates the effect of management supports and information technology on the innovative work behavior.
This research deals with an insight and analysis of the economy projectification in a smaller country, here represented by Croatia. The study was inspired by similar research conducted in Germany, Island and Norway and it is based on similar but partly adapted methodology. The objective of this study is to measure level of economy projectification in a smaller country, and to provide relevant data related for the level of project work. The random sample of 250 companies, from both public and private sectors, was selected across nine sectors of the economy. A stratified random sampling was drawn and interviews were conducted via telephone, so as on-line survey. While analysing collected data and considering the objectives of this paper, only basic statistical analyses were applied for calculating averages and mean values. This study confirmed that projectification trends and figures in a smaller country are similar to those in larger or developed countries. During the period of last five years, the projectification level of the Croatian economy was increased from 27% (in 2013.) to33% (in 2018.). The results show significant difference in projectification among the different sectors of economy, so as changes and trends over the recent time period.
This paper is designed to show how integrated process planning and cross employee planning can be a vital part to any business operation. It will also uncover how different integrated processes and employee relations will help a business to grow. Various topics ranging from enterprise resource planning, integrated planning in supply chains, the non-linear approach, innovation and digitalization coupled with cross training and empowerment, Human resources, and Manager Employee relations complement each other and could bring an organization together. Various thought processes and intellectual reasoning skills were instrumental in all consideration of this project. Many antiquated processes were changed over the years to update operations in the business world where conventional means were not effective. Integrating product planning and employee planning optimized operations both in the product and service industry and I will accent many of these optimizations. With recent technological advances and human relations tactics, project management and organization has been streamlined and works more productively than its predecessors. Regardless of the industry, integrated process planning, and cross employee planning could possible turn a dinosaur into a competitive part of the economy.
One of the problems in big cities are transportation.They solve this problem by providing mass transportation such bus or train. People use this facility to travel between surrounding cities or within the city. Jakarta recently has a new public transportation called TransJakarta which serving people travelingfrom nearby cities and in the city.In order to move or doing business between places people in Jakarta use TransJakarta This research aims to analyse ticket price, service quality and customer value toward customer satisfaction. We conducted a research by using questionnaires given to thepassangers and developed a model using a multiple regression to process the result from questionnaires. Samples were taken from The number of sample for this reseach was 130 customers taken from one bus stop which passengers traveled from BSD City to Grogol and Slipi. The results from partial testing showed that customer value andservice quality have effect on customer satisfaction while ticket price does not have effect on customer satisfaction.
This study aims to examine the mediating effect of Trust in the relationship between Perceived Website Quality (PWQual), eWOM, and Perceived Benefits on Consumer Attitudes Toward Online Shopping in Indonesia. The sample in this research are online shopping consumers in Indonesia there 118 respondents. The design research used a survey model purposive sampling method as a sampling technique. The data analyze in this research used Structural Equation Modeling (SEM) as an analysis technique with AMOS as analysis tools. This research shows that : Perceived Website Quality has a significant effect on Perceived Benefits and Trust, Perceived Benefits and Trust has a significant effect on Consumer Attitudes Toward Online Shopping, Perceived Website Quality has a significant effect on Consumer Attitudes Toward Online Shopping through Trust
Dairying is one of the livestock productions practiced almost all over Ethiopia, involving a vast number of small, medium, or large-sized, subsistence or market-oriented farms. However, the structure and performance of dairy sectors and its products marketing both for domestic consumption and for export is generally perceived poor in Ethiopia due to different challenges. These challenges vary across different production system to another and/or from one location to another. Among other challenges seasonality of production, spoilage (lack of milk collecting facilities), poor animal health and management, inadequate supply of quality feed, low productivity and genetics ,quality problem, weak vertical integration, absence processing plant, inadequate permanent trade routes and other facilities like feeds, water, holding grounds, lack or non-provision of transport, lack of access to land, ineffectiveness and inadequate infrastructural and institutional set-ups, prevalence of diseases, lack of credit and inadequate market information are dominant in Ethiopia. Therefore, market infrastructure facilities, producers cooperative, feed quality and quantity provision system need to be strengthen for effective dairy value chain development.
This research paper examines customer intention to reorder in respect to delivery service and product satisfaction. Our research model includes delivery service, satisfaction and reorder intention. Satisfaction in this research model work as mediating variable. A survey method was adopted to collect data, collected data were analysis using SPSS to see the correlation between variables. A significant relationship was found between delivery service and reorder intention as well as moderating role was also note with satisfaction and reorder intention.
This paper examines the impact of internet use on student performance. In this cross-sectional study, one hundred twenty survey responses were collected from plus two-level students from BirendranagarSurkhet. The respondents were selected from class 11 and 12 students randomly. Frequency of internet use, location of internet use, cooperation from teachers for internet learning and peer group influence on internet use for academic purpose has been analyzed with their academic performance.one sample t test was used to analyze the data. The finding concludes all these variables have positive impact if the student use internet for learning process. Similarly, the analysis shows that the student who used internet at home for learning purpose has found highest academic achievement.
More from The International Journal of Business Management and Technology (20)
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
An introduction to the cryptocurrency investment platform Binance Savings.Any kyc Account
Learn how to use Binance Savings to expand your bitcoin holdings. Discover how to maximize your earnings on one of the most reliable cryptocurrency exchange platforms, as well as how to earn interest on your cryptocurrency holdings and the various savings choices available.
In the Adani-Hindenburg case, what is SEBI investigating.pptxAdani case
Adani SEBI investigation revealed that the latter had sought information from five foreign jurisdictions concerning the holdings of the firm’s foreign portfolio investors (FPIs) in relation to the alleged violations of the MPS Regulations. Nevertheless, the economic interest of the twelve FPIs based in tax haven jurisdictions still needs to be determined. The Adani Group firms classed these FPIs as public shareholders. According to Hindenburg, FPIs were used to get around regulatory standards.
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
FIA officials brutally tortured innocent and snatched 200 Bitcoins of worth 4...jamalseoexpert1978
Farman Ayaz Khattak and Ehtesham Matloob are government officials in CTW Counter terrorism wing Islamabad, in Federal Investigation Agency FIA Headquarters. CTW and FIA kidnapped crypto currency owner from Islamabad and snatched 200 Bitcoins those worth of 4 billion rupees in Pakistan currency. There is not Cryptocurrency Regulations in Pakistan & CTW is official dacoit and stealing digital assets from the innocent crypto holders and making fake cases of terrorism to keep them silent.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Neuromanagement; key to maintaining performance literature review
1. www.theijbmt.com 130 | Page
The International Journal of Business Management and Technology, Volume 3 Issue 1 January - February 2019
ISSN: 2581-3889
Research Article Open Access
Neuromanagement; key to maintaining performance
literature review
(1)
Atika KARIM, (2)
Mohammed FARIDI, (3)
Souad RAFIQ
1. Ph.D. Student, National School of Business and Management University Hassan 1 SETTAT-
Morocco/atika1karim@gmail.com
2. Professor, National School of Business and Management University Hassan 1 SETTAT- Morocco/mfaridicom@yahoo.fr
3. Professor, National School of Business and Management University Hassan 1 SETTAT- Morocco/souadrafiq10@gmail.com
Abstract: In an uncertain environment, today's companies have an interest in attracting and retaining employees who
are able to manage change. Knowing and managing your employees well is of paramount importance. They would
therefore benefit from broadening their vision of human resources management while drawing on neuroscientific
contributions. The combination of these two disciplines makes it possible to create a new management style that is
nothing other than neuromanagement, which aims to study the conditions and processes that contribute to the
development and well-being of individuals and the optimal functioning of companies. The objective of this work is to
study the impact of neuromanagement on human resources performance. This research will then be completed by a
quantitative empirical study with a sample of large Moroccan companies.
Keywords: Human Resources, Neuromanagement, Performance, Professional environment, work
I. Introduction
In the current context, the company is concerned about its sustainability, which can only be ensured thanks to the
human resources that make it up. But unfortunately, too much energy is wasted in tensions, conflicts and sterile
competition between staff members, something that weakens most employees in the face of stress and illness, which
inevitably influences their performance. Companies would therefore benefit from expanding and revisiting their human
resources management methods, while offering advantageous working conditions, it becomes more than necessary to
implement innovative and creative practices in human resources management.
Today we are seeing more and more the emergence of a new vision of human resources management that has emerged
thanks to a rapprochement between management and neuroscience, whose ultimate objective is to take into account the
human being in his realities and his multiple resources. It promotes the manager's knowledge of his own internal
functioning, that of his employees. This new vision, which mainly refers to neuroscientific contributions, aims to study
the conditions and processes that contribute to the development and well-being of individuals and the optimal
functioning of companies, and to build a renewed vision of the company: it is both a challenge in terms of well-being
and performance. The originality of this scientific research work is to propose a study that highlights
Neuromanagement and Human Resources performance within the company. In this perspective, our problem would be
to answer the following question: To what extent does neuromanagement influence human resources performance?
In an attempt to address this issue, this paper attempts to analyze the influence of neuromanagement on human
resources performance. This research will then be supplemented by a quantitative empirical study.
II. Neuromanagement; neuroscience for management
Neuroscience has recently made considerable progress, making it possible to completely revise the understanding
of human functioning, which has created a revolution in the human and social sciences, from education to marketing
and management, something that has given a rise to new names and concepts quickly adopted by those who hear them
(Neuromanagement, Neuromarketing, Neuroeconomics, Neuropédagogie, Neurocoaching).
2. www.theijbmt.com 131 | Page
Neuromanagement; key to maintaining performance literature review
Human resources management to maintain its place in the human and social sciences, it must take advantage of
neuroscientific contributions. The interest of neuroscience applied to management can only be greater, insofar as it
provides new insights into how we operate and is useful for the well-being, motivation, decision-making and
performance of human resources within the company. It is new; science brings us new techniques of awareness and
personal and professional development.
The temptation to revisit human resources management based on neuroscience is not a magic wand of self, others and
business transformation, but it is a combination of skills and good practices that can change our vision and go beyond
the limits of traditional human resources management, and even be up-to-date in a changing environment and a world
characterized by the amount of scientific research that grows exponentially day after day. The idea of taking advantage
of neuroscientific contributions therefore seemed quite natural, something that has given a rise to a new approach to
human resources management that merges neuroscience and management and obviously opens the door to a new
world of knowledge, which is Neuromanagement.
1.1 Definitions and history of neuromanagement
Neuroeconomics is the first disciplinary field that was created by economists (Tversky and kahneman 1974), whose
objective is to better understand the decision-making processes of economic agents based on paradigms and knowledge
of neuroscience and cognitive psychology. Zak proposed the following definition: “Neuroeconomics is an emerging
interdisciplinary field, which uses neuroimaging techniques to identify neural substrates associated with economic decisions”1.
Following the same reasoning, we can define Neuromanagement as follows: “Neuromanagement is an emerging
interdisciplinary field, which uses neuroimaging techniques to identify neural substrates associated with human
resource decisions and behaviors in the professional environment”. It is therefore a new management approach
designed to clarify human functioning, human behavior in various professional situations and how to encourage this
resource to live its professional life to the full. To this end, knowledge, if not mastery, of new neuroscientific study
techniques seems necessary, insofar as they provide and will provide new, richer and more solidly established
perspectives; they make it possible to pre-test and validate good management practices. This contributes to the
advancement of human resources management, while providing clear and clear answers to questions that have long
been of concern to managers and human resources managers alike.
Consequently, the possible use of neuromanagement in the company today is necessary, given its growing influence not
only on individual but also on collective and organizational performance. The concept of Neuromanagement is
composed of two terms; neuro, because we rely on the most recent mechanisms in brain processes, and management,
which refers to all the techniques implemented for the management of the company, in other words it is the art of
directing human resources to obtain better organizational performance, so we can say that “Neuromanagement is the art
of directing human resources to obtain better organizational performance based on the most recent mechanisms in brain
processes”.
Neuromanagement is a new concept, which links neuroscience, behavioral and organizational sciences and
management. It is a generic theme and opens up an undefined field of investment. It is the result of research on
neuroscience and human behavior, the aim of which is to provide business leaders and the human resources that make
up the company with neuroscientific tools that are scientifically validated, based on a detailed understanding of how the
brain works.
Neuroscience has now provided important insights into self-knowledge, the activation of our potentials, and also into
understanding how we function, how we think, act or react, we are increasingly coming to understand how humans
function in this or that situation, when we have fear, anxiety, stress, and demotivation, all this can be explained.
Neuromanagement is very broad, it aims to understand human behavior in its entirety, which makes it possible to have
people who are able to adapt, even if they have very few skills.
This approach has been developed since 1987 by Jacques Fradin and a group of French researchers at the Institute of
Environmental Medicine, to remedy the management problems encountered within the company, designed to improve
human resources, it is not a therapy but rather a scientifically validated approach to effectiveness, "its objective is neither
to replace nor to be close to psychoanalysis. The aim is to help leaders understand basic emotions, intentions and
behavioral changes based on neuroscience" Chantal Vander Vorst (2013).
(1)
Zak P.J. (2004), Neuroeconomics, Philosophical Transactions of the Royal Society London B, 359,1737-1748.
3. www.theijbmt.com 132 | Page
Neuromanagement; key to maintaining performance literature review
In the same vein, David Rock 2 also points out that “Neuromanagement has nothing to do with reading minds or
controlling them. It is a question of decoding human functioning and building companies taking these data into
account”, it is the fact of applying the knowledge of neuroscience to company management. “By thinking from the
brain, we introduce a completely new language to describe mental and relational experiences (...), he explains. Of
course, we do not yet know everything about the brain, but we do know that learning and knowledge are damaged by
high stress, for example, while creativity is also surprisingly reduced when there is low stress. We should therefore no
longer follow biology, use interesting discoveries, and push back the boundaries of our knowledge. (…). About 3% of
American companies are now in the process of radically changing their performance management systems and many
are influenced by our research, which shows that existing systems reduce exchange, creativity and performance”.
According to the American organization NeuroLeadership Institute, nearly 1,000 large American companies use
Neuromanagement in their performance management systems. David Rock confirmed that in the United States,
companies are inspired by the precepts of Neuromanagement, one of whose particularities is to totally reject the
effectiveness of the threat on the employee to “reorganize personal interviews, focusing on the objective of being less in
the threat and more in understanding to bring about changes in behavior”.
Also adopted by European companies for nearly five years, where training on this track is booming, by offering
solutions adapted to the needs of the company's employees, to reconcile performance, adaptability and well-being at
work.
Neuromanagement is a very broad cocktail of knowledge, combining neuroscience, psychology, cognitivism and
behaviouralism. HR managers must therefore always take a critical look at new discoveries in neuroscience in order to
identify what could really boost their company.
III. Human resources performance
Performance has long been analysed as a one-dimensional concept, measured by profit alone, and in this context its
measurement is aimed only at creating value for shareholders. Then it becomes a multidimensional concept because the
company considers itself as a meeting place for the motivations of all stakeholders, who do not all have the same
perception of performance. The perception changes if we put ourselves from the point of view of employees, managers
and customers. Therefore, the concept has several meanings. For an employee, it may be the working climate; for a
manager or executive, it may be competitiveness or profitability; and for a client, the quality of the services provided.
This diversity of the actors that make up the company makes performance an indeterminate concept (Jean-Yves
Saulquin, Guillaume Schier, 2007). Human resources performance is a crucial component of overall performance.
Improving and maintaining the performance of human resources, is a concern of all companies, how to achieve this goal
in the current context, is the main issue, borrowing neuroscientific input into human resources management is a new
approach to improve HR performance.
1.2 Definition of the concept of performance
The concept of performance has given rise to numerous debates in the literature (Bouquin H, Bescos P.L,
Bourguignon A, Lorino P, Lebas, bessire, Rugman, Verbeke, 2002. Penrose (1959, Charreaux and Desbrières, 1998,
Waddock, Graves, 1997, Orlitzky et al., 2003). Moreover, it is a subject treated by several scientific disciplines, each in its
own way (Bourguignon, 1995). Outside the corporate sphere, performance refers to the results achieved (Mazouz and
Tardif, 2006). The root of the word performance is Latin, but it was English that gave it its meaning (KHEMAKHEM
Abdellatif, 1986). The French and English terms are close and mean accomplishment and success (Gauzente, 2000).
The terms productivity, efficiency and performance are used in several theoretical (Pinder, 1984; Katzell and Thompson,
1990) and empirical (Blau, 1993) studies as being very similar. According to Morin et al., (1994), productivity is a purely
economic term, while the concept of efficiency is used to assess organizational success (Pradhan, Kumar, Singh and
Mishra, 2004; Brassard, 1996; Morin, Savoie and Beaudin, 1994), while performance is used to measure individual work.
A. Bourgignon (1996) defined it from an etymological and semantic analysis, in three different meanings:
(2)
David Rock, "Your Brain at Work": the effective instructions for use, InterEditions, 2009.
4. www.theijbmt.com 133 | Page
Neuromanagement; key to maintaining performance literature review
The performance is a success. Performance does not exist in itself; it is a function of the representations of
success, which vary according to the companies and actors.
Performance is the result of the action, an ex-post evaluation of the results obtained.
Performance is action, reading as the process that leads to success.
Morin et al., (1994) represent four dimensions of organizational performance, namely: The economic dimension, the
social dimension, the systemic dimension and the political dimension.
The reconciliation between the different types of performance, in particular economic performance, financial
performance and social performance (HR Performance), has been regularly addressed in the literature for the past
fifteen years or so (Charreaux and Desbrières, 1998, Waddock, Graves, 1997, Orlitzkyet al., 2003). Indeed, all forms of
performance interact and evolve jointly upwards or downwards. In this perspective, Preston and O'Bannon, 1997, point
out that social performance influences financial performance by increasing or decreasing it, the idea that individual
employee performance influences financial and economic performance is a given among researchers and practitioners.
In our research work we will focus our attention on the social approach to performance, which emphasizes the human
dimension of the organization; it comes from the contributions of the school of human relations. It also integrates the
climate and working conditions and well-being. It is based on a very significant observation that assumes that achieving
social objectives allows financial and economic objectives to be achieved.
In the literature, the notion of resource is a fundamental element to achieve performance. They refer to the elements
necessary for the optimal functioning of the company (Wernerfelt, 1984; Grant, 1991; Arrègle, 1995, 1996; Véry and
Arrègle, 1997; Moingeonet al., 1998). Wernerfelt (1984) defines a company's resources as "the tangible or intangible
assets, which are attached to the company". Indeed, resource theory considers that a company's HR is a competitive
advantage. For this advantage to emerge from HR, four factors must be combined (W'right and McMahan, 1992):
HR must create value in the firm's production process;
Human resources must be considered as a scarce resource;
The combination of human capital investments within the firm is not easily imitable;
Human resources must not be subject to easy replacement by technological progress.
The Resources Based approach suggests that HRM practices can affect employee performance through impacts on
motivation, skills, and organizational structures designed to improve working conditions. This leads to an improvement
in turnover and productivity, which will also influence financial performance indicators (Barney, 1991).
After this general vision on the notion of performance, it is necessary to address the measurement and evaluation of HR
performance.
1.3 Measuring and evaluating human resources performance
Performance measures are, in most cases, performance evaluations conducted by the supervisor (Dorfman et al.,
1986; Barrick et al., 2002; Blau, 1986; Campbell, 2007). Indeed, performance can be measured by results (Bernardin and
Beatty, 1984; Blau, 1993; Klehe and Anderson, 2007; Locke and Latham, 1984; Rau, Goa and Wu, 2008; Tauer and
Harackiewicz, 2004), where performance is defined as "the total results generated by the individual during an activity
over a certain period of time". In this case, the supervisor may have to evaluate the performance level of his employees;
high, medium or low, (Roy and Gosselin, 2006). It can also be measured by behaviour (1994; Motowidlo, 2003; Campbell
et al., 1996; McCloy et al.; Viswesvaran and Ones, 2000). Here the supervisor can evaluate the actions of his employees
over a period of time (Eisenberger et al., 1999; Motowidlo, 2003).
Also for Chloé Guillot-Soulez (2008), "evaluation is a judgment made on the behaviour of an employee in the
performance of his duties. Judgment can be expressed in different forms: by a rating; by an inventory of strengths and
weaknesses in relation to the function performed; by a professional assessment in relation to the objectives of the period
preceding the interview.... ». For Tania Saba et al (2008), "evaluation is a structured and formal system to measure,
evaluate and modify the characteristics, behaviors and outcomes of an employee in a given position". According to Jean-
François Dhénin and Brigitte Fournier (1998), "the annual appraisal interview makes it possible to establish a
professional assessment: it consists of a direct interview between the employee and his direct superior where career
development and promotion are examined". It consists in comparing the results of the criteria or indicators selected
5. www.theijbmt.com 134 | Page
Neuromanagement; key to maintaining performance literature review
with reference values and making a significant judgement. It has therefore become a priority for today's company,
because the main objective is to achieve good results and develop employees' skills and performance, evaluation is
therefore a managerial act that affects almost all HRM practices, and consists of making an objective and global
judgment on a person about the exercise of his activities during a given period in a company, based on explicit criteria
and established standards (SEKIOU, 1986, p. 304).
According to PERETTI, (2005-1994), performance evaluation is an important tool for employees insofar as it provides
feedback on their work and efforts, it also makes it possible to identify strengths and weaknesses both in terms of
knowledge; know-how and know-how, motivation and support for employees in their career development. For the
manager and the company insofar as it serves to justify decisions taken in terms of training, promotions, transfers and
other actions.
We therefore note that performance evaluation is a set of procedures whose ultimate objective is to assess the merits and
qualifications of the people who make up the company. It may be biased due to insufficient knowledge of the
information by evaluators (SEKIOU, 1995, p. 289). According to Gérard-Philippe REHAYEN (2008, p.147) "the
supervisor is not entirely immune to errors of judgment. Thus, it must avoid making the mistake of comparing
employees with each other; instead, it must compare their respective work results with established performance
standards. In the same context, M. Emeriaud (2006) states that "to assess the skills or performance of its employees, the
company must have a good knowledge of its businesses, the main skills required for their exercise and the level
required for each of them to lead to the maximum performance of the employee. Without this prerequisite, the company
manager or line manager will not have objective elements to compare the level acquired with the level required when he
is in a position to evaluate his employee(s)".
Christel Decock, Good, Laurent Georges (2003), stipulates that performance evaluation can be based on a number of
variables, including:
The remuneration
The training
Working conditions
The social climate
The resignation rate
Absenteeism rate
In the same context, C.P. VINCENT (1990) states that the company expects a very high performance from its human
capital that can be measured through:
The degree of competence of individuals in their tasks, also their ability to give the best of themselves and the
ability to identify strengths and weaknesses;
The degree of integration into the organization, relying on his or her talents and energies;
The extent of responsibility and initiative;
Team spirit. (3)
The method of developing the measurement can:
Be direct and simple: using technical means in terms of physical processes (stopwatch,...);
Be carried out on the basis of data collection through questionnaires, surveys or market studies and their
interpretation by statistical tools;
Be carried out using mathematical or physical operations, for example productivity calculation
(labour/machine ratio).
The frequency of the measurement is decided according to the nature and importance of the phenomenon to be
measured. It can be continuous in order to identify the progress of the activity to be measured; or event corresponding
to an event or phenomenon or at the end of its execution. The debate on performance is enriched, in particular, with the
emergence of concepts such as social responsibility, stakeholders...
(3)
C.P. VINCENT, 1990. « Des systèmes et des hommes : pour une nouvelle approche du management », Les éditions
d’Organisation, p.193.
6. www.theijbmt.com 135 | Page
Neuromanagement; key to maintaining performance literature review
After defining the notion of neuromanagement and performance, we will discuss the relationship between the two
concepts.
IV. Neuromanagement; key to maintaining performance
At present, HRM practices seem to become a major concern for researchers and companies, and much HRM
research has recently attempted to examine the link between certain practices and performance (Bogaert and Vloeberghs
(2005). This link has been empirically tested by many studies, but to our knowledge, there are no studies that have
tested the link between neuromanagement practices and HR performance, as the subject is quite new. Indeed, we
consider as Hesketh and Fleetwood (2006) underline it "that the absence of empirical relationships between HRM
practice and performance does not mean that there is no relationship between the two concepts". It is quite possible that
a link exists but it is not yet tested or the relationship between the two concepts is difficult to capture. However, it
would be interesting for us to discuss this relationship; this study is not an end in itself, but a starting point for
understanding this relationship. The initial idea is to analyze whether neuromanagerial practices have an effect on
human resources in terms of motivation and well-being, which in turn have an effect on HR performance.
Today's efforts by companies have led to managerial innovation that can be defined as "the implementation of new
management practices, processes and structures that differ from established standards" (Birkinshaw and Mol, 2006).
Shultz (1961) and Becker (1975) focus on human capital and not the firm, questioning the essential importance of
investment in training. Black (1995); Lynch and Bartel (1991) show that, training undoubtedly increases productivity
within the company. Each structure is called upon to set up a collaborative and innovative management method,
enabling each employee to be in a position to give the best of him.
We have extraordinary performances in us, both cognitively and physically, and we can release them under certain
conditions. For example, in a work situation, where an employee is called upon to make a decision or perform an
important task, this person can give extraordinary things if he/she feels motivated. Of course, his motivation depends
on several factors (respect, recognition, integration, quality of the manager, good atmosphere, challenge, self-
accomplishment, consideration, achievement of objectives, etc.) which also depend on each person.
In this context, IDRISS ABERKANE (2016) states that “The existence of captive performances confirms that we can" free our
brain “from its automatisms and fears. What we know is greater than what we think we know, and what we know how to do is
greater than what we think we know how to do. On the other hand, our brains tend to conform to what they believe of themselves,
and in fact, when we convince ourselves that we are unable to perform a task, we are much more likely to fail”. This is the
phenomenon of self fulfilling prophecy or pygmalion effect (4)
Human resources managers and managers therefore have an interest in treating employees as highly qualified and
efficient people to motivate them and encourage them to give their best, which encourages them to progress to the
highest level, to develop new know-how and a great ability to adapt to all situations, as well as a very practical sense of
initiative, even those who are incompetent and have a low level of performance will try to prove the contrary. The signs
of recognition and respect we express to others are visible actions of our beliefs and prejudices. They can be incredible
factors of success, motivation and inclusion. Developing the Pygmalion effect in the workplace will be beneficial for all.
The link between Neuromanagement and social performance deserves to be addressed, questioning the link between the
two concepts is of crucial importance, insofar as Neuromanagement constitutes a new discipline with the objective of
revisiting HRM, while influencing motivation, well-being and performance, but as researchers we note the rarity of
documents (articles or books) dealing with the link between the two concepts, and even empirical results on this subject.
Indeed, Neuromanagement highlights the development of individuals, teams and companies, and is particularly
relevant to work on the added value of human resources management.
Neuromanagement creates a working atmosphere where understanding, motivation and collaboration become the main
drivers of the company's success, it allows employees to integrate quickly into the company, find balance and fulfillment
at work, improve their ability to mobilize and motivate staff, use a coaching method to recruit staff and improve team
performance. Certainly the neuromanager, who exploits neuroscientific contributions in the management of his teams,
has a head start. He or she will not need a long apprenticeship to decipher behaviors, manage change and control stress.
(4)
MERTON ROBERT K. (1948). « The self fulfilling prophecy», Antioch review, 8.
7. www.theijbmt.com 136 | Page
Neuromanagement; key to maintaining performance literature review
It would therefore seem that Neuromanagement is significantly linked to HR performance. From this perspective, our
research model is as follows:
Figure 1: Research model
V. Empirical envisaged research
1.4 Hypothesis
Research conducted as part of the resource-based approach (Huselid, 1995 and Grinyer et al., 1.990) suggests that
HRM practices can have an impact on motivation and can lead to an improvement in working conditions and social
climate (Wellbeing), which would increase HR productivity and performance. This leads to the following hypothesis:
Neuromanagement has a positive influence on human resources performance.
This hypothesis will be analyzed and discussed in the light of the results of a future quantitative study.
1.5 Materials and methods
Within the framework of our research work, it is a question of approaching neuromanagement in relation to the
performance of human resources, from this perspective it seemed relevant to us to test and measure the impact of
neuromanagement on performance.
In this context, our research is positioned from the epistemological point of view, in the principles of the positivist
paradigm, based on a postulate of objectivity of reality (Girod and Perret).
Our research problem is clearly oriented towards testing and verification, our research objective is aimed at theoretical
construction within the framework of a hypothetical-deductive reasoning mode, which concludes from premises,
hypotheses to the truth of a proposal by using inference rules (Chalmers, 1987), we have therefore considered it
important to be part of a quantitative approach, insofar as quantitative tools are most frequently used to serve the test
logic (Thiétart, 1999).
The test phase is dominated by the use of a questionnaire survey followed by statistical processing (Ackroyd, 1996), so
we plan to use a questionnaire to be administered to a sample of large Moroccan companies.
VI. Conclusion
The objective of this research work is to examine the link between Neuromanagement and Human Resources
performance, the literature has shown that there are strong correlations between the two variables.
Through this theoretical work we have tried to show that the contributions of neuroscience make HRM a new vision
that will go further. Renewing human resources management through neuroscience is an evolving vision of HR
management, essentially promoting knowledge and understanding of human foundations. Its impact on performance is
very significant. Because it allows the interests of the individual, the group and the organization to converge, to design
an organization that integrates human reality as a key factor for performance and efficiency.
References
[1] Aberkane, I. (2016). Libérez votre cerveau!: traité de neurosagesse pour changer l'école et la société. Robert Laffont.
[2] Aktouf, O. (1992). Méthodologie des sciences sociales et approche qualitative des organisations. Presses de l'Université du
Québec.
Neuromanagement HR Performance
8. www.theijbmt.com 137 | Page
Neuromanagement; key to maintaining performance literature review
[3] Amar, P. (2012). Psychologie du manager-2e éd.: Pour mieux réussir au travail. Dunod.
[4] Ashford, B. E., & Humphrey, R. H. (1993). Emotional labor in service roles: The influence of identity. Academy of
Management Review, 18(1), 88-115.
[5] Ashforth, B. E., & Kreiner, G. E. (2002). Normalizing emotion: Making the extraordinary seem ordinary. Human
Resource Management Review, 12(2), 215-235.
[6] Bar-On, R., Tranel, D., Denburg, N.L., et Bechara, A. (2003) „Exploring the neurological substrate of emotional and
social intelligence‟, Brain 126(8) : 1790-1800.
[7] BORRY.M. (2014). Le neuromanagement des connaissances ; les sciences cognitives appliquées au knowledge
management. l‟Harmattan.
[8] Bournois, F., Duval-Hamel, J., Roussillon, S., & Scaringella, J. (Eds.). (2010). Handbook of top management teams.
Springer.
[9] Branche, R. (2008). Neuromanagement: pour tirer parti des inconscients de l'entreprise. Ed. du Palio.
[10] Cherniss, C. (2000) „Social and emotional competence in the workplace‟, in R. Bar-On and J.D.A. Parker (Eds)
Handbook of emotional intelligence : Theory, development, assessment, and application at home, school and in the
workplace, pp. 433-458. San Francisco: Jossey Bass Inc. Publishers.
[11] Christel Decock Good, Laurent Georges« Gestion des ressources humaines et performance économique : une étude
du bilan social », Comptabilité - Contrôle - Audit 2003/2 (Tome 9), p. 151-170. DOI 10.3917/cca.092.0151
[12] Cooper, D. R., Schindler, P. S., & Sun, J. (2006). Business research methods (Vol. 9). New York: McGraw-Hill Irwin.
[13] De Rivera, J. H. (1992). Emotional climate: Social structure and emotional dynamics. In K. T. Strongman (Ed.),
International Review of Studies on Emotion. New York: John Wiley & Sons.
[14] DELANEY, J.T. and Huselid, M.A. (1996). The impact of human resource management practices on perceptions of
organizational performance. Academy of Management Journal, 39, p. 949-969.
[15] FERGUSON, K. L. et, Reio T. G. Jr (2010). Human resource management systems and firm performance. Journal of
Management Development, 29(5), p.471-494. with a suggestion for a consensual definition », Motivation and
Emotion, 5(3), p.263- 292.
[16] Gray, J. A. (1987). The psychology of fear and stress (Vol. 5). CUP Archive.
[17] Hatfield, E., Cacioppo, J. T., & Rapson, R. L. (1993). Emotional contagion. Current directions in psychological
science, 2(3), 96-100
[18] Jex, S. M. (1998). Stress and job performance: Theory, research, and implications for managerial practice. Sage
Publications Ltd.
[19] Marie-Pierre Feuvrier, « Bonheur et travail, oxymore ou piste de management stratégique de l'entreprise ? »,
Management & Avenir 2014/2 (N° 68), p. 164-182. DOI 10.3917/mav.068.0164
[20] Maryline Meyer, « Innovations en grh pour une double performance : le cas des entreprises d'insertion par
l'économique », Innovations 2009/1 (n° 29), p. 87-102. DO 10.3917/inno.029.0087
[21] Morad Mousli, « La mesure de la performance sociale par le système budgétaire : d'un contexte favorable à un
contexte de crise. Approche exploratoire de 2 sociétés cotées françaises », Management & Avenir 2010/5 (n° 35), p.
71-90. DOI 10.3917/mav.035.0071.
9. www.theijbmt.com 138 | Page
Neuromanagement; key to maintaining performance literature review
[22] Morin, Québec, p 500Ernst et Young. 2008, « Performance de la fonction RH : perspectives et approches
opérationnelles », Ed. EUPAN. 91
[23] Patrick Collignon, Chantal Vander Vorst. (2013). Le management toxique. Eyrolles.
[24] Rice, C. L. (1999). A quantitative study of emotional intelligence and its impact on team performance. Unpublished
master‟s thesis, Pepperdine University, Malibu, CA.
[25] Thiétart, R. A. Coll (2007). Méthodes de recherche en management. Dunod, Paris.
[26] Zablocki, B. (2009). Du stress au bien-être et à la performance. Edipro.
[27] Zak, P. J. (2004). Neuroeconomics. Philosophical transactions of the royal society B: Biological Sciences, 359(1451),
1737.