Finally, let us understand that when we stand together, we will always win. When men and women stand together for justice, we win. When black, white and Hispanic people stand together for justice, we win.
- Bernie Sanders
“We sense that ‘normal’ isn’t coming back, that we are being born into a new normal: a new kind of society, a new relationship to the earth, a new experience of being human.”
― Charles Eisenstein
The importance of culture to your company
Culture is a key advantage when it comes to attracting talent and outperforming the competition. ... The culture of an organization is also one of the top indicators of employee satisfaction and one of the main reasons that almost two-thirds (65%) of employees stay in their job.
To be a champion, I think you have to see the big picture. It's not about winning and losing; it's about every day hard work and about thriving on a challenge. It's about embracing the pain that you'll experience at the end of a race and not being afraid. I think people think too hard and get afraid of a certain challenge. Summer Sanders
“Business people need to understand the psychology of risk more than the mathematics of risk.”
― Paul Gibbons, The Science of Successful Organizational Change: How Leaders Set Strategy, Change Behavior, and Create an Agile Culture
In many organisations the habitual approach to workforce planning is just a short-term budget and headcount exercise. Attempting to be this granular and precise is not useful when looking longer term, especially when the environment is uncertain.’
Julia Howes, Principal, Mercer
“We sense that ‘normal’ isn’t coming back, that we are being born into a new normal: a new kind of society, a new relationship to the earth, a new experience of being human.”
― Charles Eisenstein
The importance of culture to your company
Culture is a key advantage when it comes to attracting talent and outperforming the competition. ... The culture of an organization is also one of the top indicators of employee satisfaction and one of the main reasons that almost two-thirds (65%) of employees stay in their job.
To be a champion, I think you have to see the big picture. It's not about winning and losing; it's about every day hard work and about thriving on a challenge. It's about embracing the pain that you'll experience at the end of a race and not being afraid. I think people think too hard and get afraid of a certain challenge. Summer Sanders
“Business people need to understand the psychology of risk more than the mathematics of risk.”
― Paul Gibbons, The Science of Successful Organizational Change: How Leaders Set Strategy, Change Behavior, and Create an Agile Culture
In many organisations the habitual approach to workforce planning is just a short-term budget and headcount exercise. Attempting to be this granular and precise is not useful when looking longer term, especially when the environment is uncertain.’
Julia Howes, Principal, Mercer
“To succeed in today’s complex business world, individuals, leaders and organizations must be adaptable, resilient and open to innovative thinking. And above all, they need one essential quality — ‘Learning Agility’.”
- Steve Newhall - Korn Ferry’s
Talent Development As A Journey: from Competencies to CapabilitiesSeta Wicaksana
Talent Development is a set of integrated organizational HR processes designed to attract, develop, motivate, and retain productive, engaged employees.
Competency traps are the mistaken beliefs that the factors that led to past success will also be associated with future success. Digital technologies are changing the competitive landscape — providing new ways of delivering value to customers and new service opportunities — and factors associated with past successes may not be associated with future success.
“People will have the greatest influence on productivity, excellence, and quality, but only if leaders can empower employees and give them more autonomy while maintaining effective accountability.”
~ The Coach: Creating Partnerships for a Competitive Edge
Program Evaluation and Performance MeasurementSeta Wicaksana
Performance measurement data describes program achievement, and program evaluation explains why we see those results.
I don't want to give myself grades. I will leave evaluation of my achievements to history.
- Helmut Kohl
“If you want to be a leader who attracts quality people, the key is to become a person of quality yourself. Leadership is the ability to attract someone to the gifts, skills and opportunities you offer as an owner, as a manager, as a parent. I call leadership the great challenge of life.”
– Jim Rohn
7 Best Practices for Effective Human Resource ManagementBill Gottlin
Great employee teams are the result of a well-organized system. 7 Best Practices for Effective Human Resource Management will give you the tools to build your structure.
“To succeed in today’s complex business world, individuals, leaders and organizations must be adaptable, resilient and open to innovative thinking. And above all, they need one essential quality — ‘Learning Agility’.”
- Steve Newhall - Korn Ferry’s
Talent Development As A Journey: from Competencies to CapabilitiesSeta Wicaksana
Talent Development is a set of integrated organizational HR processes designed to attract, develop, motivate, and retain productive, engaged employees.
Competency traps are the mistaken beliefs that the factors that led to past success will also be associated with future success. Digital technologies are changing the competitive landscape — providing new ways of delivering value to customers and new service opportunities — and factors associated with past successes may not be associated with future success.
“People will have the greatest influence on productivity, excellence, and quality, but only if leaders can empower employees and give them more autonomy while maintaining effective accountability.”
~ The Coach: Creating Partnerships for a Competitive Edge
Program Evaluation and Performance MeasurementSeta Wicaksana
Performance measurement data describes program achievement, and program evaluation explains why we see those results.
I don't want to give myself grades. I will leave evaluation of my achievements to history.
- Helmut Kohl
“If you want to be a leader who attracts quality people, the key is to become a person of quality yourself. Leadership is the ability to attract someone to the gifts, skills and opportunities you offer as an owner, as a manager, as a parent. I call leadership the great challenge of life.”
– Jim Rohn
7 Best Practices for Effective Human Resource ManagementBill Gottlin
Great employee teams are the result of a well-organized system. 7 Best Practices for Effective Human Resource Management will give you the tools to build your structure.
Leadership & Organization Development JournalEmployee justic.docxsmile790243
Leadership & Organization Development Journal
Employee justice perceptions and coworker relationships
Monica Forret Mary Sue Love
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http://dx.doi.org/10.1108/01437730810861308
Employee justice perceptions and
coworker relationships
Monica Forret
Department of Managerial Studies, St Ambrose University,
Davenport, Iowa, USA, and
Mary Sue Love
Department of Management and Marketing,
Southern Illinois University Edwardsville, Edwardsville, Illinois, USA
Abstract
Purpose – The purpose of this investigation is to explore whether perceptions of organizational
justice are related to coworker trust and morale. As jobs have become more broadly defined and
collaboration with colleagues has become increasingly important for accomplishing work, coworker
relationships are especially critical to manage effectively.
Design/methodo ...
Organizational Justice and Job Satisfaction of Health Workers in Example of P...inventionjournals
The purpose of this study is to determine the levels of organizational justice perceptions and job satisfaction of health workers, and to show the relationship between organizational justice and job satisfaction. Within the study, organizational justice and job satisfaction scales were administered by 377 personnel in a public hospital in Turkey. According to the findings of the research, it has been found that there is a moderately significant relationship between three dimensions of organizational justice and job satisfaction. In particular, interaction justice and procedural justice have been found to affect employees' job satisfaction levels more particularly.
Strategic human resource practice implementation the critical role of line manager. it was a design to write a new research paper on which this presentation was given. it is also a model for new researcher paper writer to how to write and develop a bases for your paper.
step by step details given in PPT
at the end of last PPT further steps are also mentioned.
A Comprehensive Model of Organizational LearningAriful Saimon
Banking & Insurance
Assignment on: A Comprehensive Model of Organizational Learning
Submitted to
Lecture: Ms.Tasmia Tahlil
Department of Finance
Faculty of Business Administration
Premier University, Chittagong.
Group: B
Prepared By:
.
Md. Ariful Islam Saimon Chy
1022114412
Chapter 1 Introduction to Organizational BehaviorOutline · O.docxsleeperharwell
Chapter 1 Introduction to Organizational Behavior
Outline
· Overview
· What Is Organizational Behavior?
· Challenges for Organizational Behavior
· Challenge 1: The Changing Social and Cultural Environment
· Challenge 2: The Evolving Global Environment
· Challenge 3: Advancing Information Technology
· Challenge 4: Shifting Work and Employment Relationships
· Summary
· Exercises in Understanding and Managing Organizational Behavior
· Appendix 1: A Short History of Organizational Behavior
What is Organizational Behavior?
To begin our study of organizational behavior, we could just say that it is the study of behavior in organizations and the study of the behavior of organizations, but such a definition reveals nothing about what this study involves or examines. To reach a more useful and meaningful definition, let’s first look at what an organization is. An organization is a collection of people who work together and coordinate their actions to achieve a wide variety of goals. The goals are what individuals are trying to accomplish as members of an organization (earning a lot of money, helping promote a worthy cause, achieving certain levels of personal power and prestige, enjoying a satisfying work experience, and so forth). The goals are also what the organization as a whole is trying to accomplish (providing innovative goods and services that customers want; getting candidates elected; raising money for medical research; making a profit to reward stockholders, managers, and employees; and being socially responsible and protecting the natural environment). An effective organization is one that achieves its goals.
Organization
A collection of people who work together and coordinate their actions to achieve individual and organizational goals.
Police forces, for example, are formed to achieve the goals of providing security for law-abiding citizens and providing police officers with a secure, rewarding career while they perform their valuable services. Paramount Pictures was formed to achieve the goal of providing people with entertainment while making a profit in the process. Actors, directors, writers, and musicians receive well-paid and interesting work.
Organizations exist to provide goods and services that people want, and the amount and quality of these goods and services are products of the behaviors and performance of an organization’s employees—of its managers, of highly skilled employees in sales or research and development, and of the employees who actually produce or provide the goods and services. Today, most people make their living by working in or for some kind of company or organization. People such as a company’s owners or managers—or company employees who desire to become future owners or managers—all benefit from studying organizational behavior. Indeed, people who seek to help or volunteer their time to work in nonprofit or charitable organizations also must learn the principles of organizational behavior. Like most employ.
Memahami Organisasi dan Desain Organisasi-Organisasi Publik (Bagian 3)Seta Wicaksana
Hingga sekitar 20 tahun yang lalu, perusahaan mengalami desain ulang organisasi setiap beberapa tahun atau bahkan dekade.
Kebanyakan eksekutif puncak mungkin hanya memiliki pengalaman beberapa kali dalam karier mereka.
Namun, otomatisasi dan tekanan persaingan mulai mempercepat laju perubahan organisasi.
Dalam presentasi ini, kami mengeksplorasi model organisasi tradisional dan bagaimana model tersebut digunakan untuk menyelaraskan struktur dan operasi dengan strategi bisnis.
Kami akan menunjukkan bagaimana model tersebut masih dapat berfungsi sebagai alat diagnostik untuk memahami di mana berbagai faktor organisasi mungkin tidak seimbang.
Kemudian, kami akan menunjukkan bagaimana organisasi telah beralih dari model statis untuk diagnostik dan penyelarasan ke model fleksibel yang membantu organisasi beradaptasi terhadap perubahan yang dinamis dan berkelanjutan.
Bagian 1 Organizations and Organizations Theory
Bagian 2 From Strategy to Organization Design and Effectiveness
Bagian 3 Public Organization
Memahami Organisasi dan Desain Organisasi-from strategy (Bagian 2)Seta Wicaksana
Hingga sekitar 20 tahun yang lalu, perusahaan mengalami desain ulang organisasi setiap beberapa tahun atau bahkan dekade.
Kebanyakan eksekutif puncak mungkin hanya memiliki pengalaman beberapa kali dalam karier mereka.
Namun, otomatisasi dan tekanan persaingan mulai mempercepat laju perubahan organisasi.
Dalam presentasi ini, kami mengeksplorasi model organisasi tradisional dan bagaimana model tersebut digunakan untuk menyelaraskan struktur dan operasi dengan strategi bisnis.
Kami akan menunjukkan bagaimana model tersebut masih dapat berfungsi sebagai alat diagnostik untuk memahami di mana berbagai faktor organisasi mungkin tidak seimbang.
Kemudian, kami akan menunjukkan bagaimana organisasi telah beralih dari model statis untuk diagnostik dan penyelarasan ke model fleksibel yang membantu organisasi beradaptasi terhadap perubahan yang dinamis dan berkelanjutan.
Bagian 1 Organizations and Organizations Theory
Bagian 2 From Strategy to Organization Design and Effectiveness
Bagian 3 Public Organization
Memahami Organisasi dan Desain Organisasi-Pengantar (bagian 1)Seta Wicaksana
Hingga sekitar 20 tahun yang lalu, perusahaan mengalami desain ulang organisasi setiap beberapa tahun atau bahkan dekade.
Kebanyakan eksekutif puncak mungkin hanya memiliki pengalaman beberapa kali dalam karier mereka.
Namun, otomatisasi dan tekanan persaingan mulai mempercepat laju perubahan organisasi.
Dalam presentasi ini, kami mengeksplorasi model organisasi tradisional dan bagaimana model tersebut digunakan untuk menyelaraskan struktur dan operasi dengan strategi bisnis.
Kami akan menunjukkan bagaimana model tersebut masih dapat berfungsi sebagai alat diagnostik untuk memahami di mana berbagai faktor organisasi mungkin tidak seimbang.
Kemudian, kami akan menunjukkan bagaimana organisasi telah beralih dari model statis untuk diagnostik dan penyelarasan ke model fleksibel yang membantu organisasi beradaptasi terhadap perubahan yang dinamis dan berkelanjutan.
Materi dibagi menjadi 3 bagian, yaitu:
Bagian 1 Organizations and Organizations Theory
Bagian 2 From Strategy to Organization Design and Effectiveness
Bagian 3 Public Organization
Organizational Transformation Lead with CultureSeta Wicaksana
Transformation is even harder than we thought
“Only 22% of companies successfully carry out transformation. The failure rate was 78%.”
“Often the business value of digital transformation is not realized. One of the most common causes is an abundance of technology projects, not a true business culture transformation”
- Phil Le-Brun, Enterprise Strategist, AWS
Perspektif Psikologi dalam Perubahan OrganisasiSeta Wicaksana
“Perubahan organisasi merupakan suatu proses yang berkelanjutan dan dinamis. Perubahan tidak berhenti ketika sebuah inisiatif perubahan telah sukses diimplementasikan, tapi akan selalu terjadi perubahan karena lingkungan yang terus menerus berubah.” – Seta A. Wicaksana
“Perubahan hadir karena adanya ketidaksempurnaan, sedangkan ketidaksempurnaan itu adalah ruang untuk belajar, tumbuh dan berkembang, …
itulah yang Sempurna.” – Seta A. Wicaksana
Organizational Structure Running A Successful BusinessSeta Wicaksana
Every company needs an organizational structure—whether they realize it or not.
The organizational structure is how the company delegates roles, responsibilities, job functions, accountability, and decision-making authority.
The organizational structure often shows the “chain of command” and how information moves within the company.
Have an organizational structure that aligns with your company’s goals and objectives.
This article describes the various organizational structures, the benefits of creating one for your business, and specific elements that should be included.
Ten Organizational Design Models to align structure and operations to busines...Seta Wicaksana
Up until about 20 years ago, companies experienced organizational redesign every few years or even decades.
Most top executives would have the experience perhaps only a few times in their careers.
However, automation and competitive pressures had begun to accelerate the pace of organizational change.
In this presentation, we explore traditional organizational models and how they have been used to align structure and operations to business strategies.
We will show how those models can still operate as diagnostic tools to understand where various organizational factors can be out of balance.
Then, we will show how organizations have shifted from static models for diagnostics and alignment to flexible models that help organizations adapt to continuous, dynamic change.
Understanding Business Function and Business ProcessSeta Wicaksana
Enterprise Resource Planning (ERP) programs: Core software used by companies to coordinate information in every area of business
Help manage companywide business processes
Use common database and shared management reporting tools
Business process: Collection of activities that takes some input and creates an output that is of value to the customer
HC Company Profile 2024 Excellence JourneySeta Wicaksana
Humanika Consulting is an HRD and Management consultant brand under the auspices of PT Humanika Amanah Indonesia. As a brand, Humanika Consulting, which was established in 2004, started its career in developing human resources through training program activities using an outdoor activity (Outbound) approach. The Experiential Learning method is promoted in developing people through continuous change so that the S.O.B.A.T. (Semua Orang Bisa Hebat) becomes a platform in the change process, namely Start, Order, Breakthrough, Accelerate, and Transform.
To anticipate high demands regarding Individual Assessment, Humanika Consulting has innovated to create a web-based application and has parameters (Job-Person Profile Matching), by having a subsidiary, PT Humanika Bisnis Digital, which a subsidiary that concentrates on Big Data and research related to HR. in 2019.
Business Strategy Creating and Sustaining Competitive AdvantagesSeta Wicaksana
Effective strategies in an environment of constant change are a key requirement for success.
Corporate strategy: Deciding on the scope and purpose of the business, its objectives, and the initiatives and resources necessary to achieve the objectives.
Strategic Management Organization objective with Appreciative InquirySeta Wicaksana
To introduce the philosophy, practice and process of Appreciative Inquiry so that you can apply it to your setting objectives in strategic management.
Appreciative inquiry (AI) is a positive approach to leadership development and organizational change. The method is used to boost innovation among organizations.
A company might apply appreciative inquiry to best practices, strategic planning, and organizational culture, and to increase the momentum of initiatives.
Developing Organization's Vision, Mission and ValuesSeta Wicaksana
Together, the vision, mission, and values statements provide direction for everything that happens in an organization.
They keep everyone focused on where the organization is going and what it is trying to achieve. And they define the core values of the organization and how people are expected to behave.
Creating a mission, values and vision makes a statement as to how a company and its personnel will interact with the consumer, its colleagues and even competitors.
The value, mission and vision statements of a company are the foundation on which all business is conducted and decisions are made.
The Future of Business, Organization and HRMSeta Wicaksana
In an ever-evolving global landscape, the realm of business development is undergoing a profound transformation.
The convergence of technological advancements, shifting consumer preferences, and dynamic market conditions has created a paradigm shift that promises to reshape the way businesses approach growth and expansion.
The future of business development is not only about adapting to change but also about harnessing emerging trends and innovations to thrive in an increasingly competitive environment.
To better organize a business in the future, leaders should embrace nine imperatives that collectively explain “who we are” as an organization, “how we operate,” and “how we grow.”
Transformasi menuju SDM Unggul dalam Era VUCASeta Wicaksana
Pembangunan Sumber Daya Manusia (SDM) unggul adalah bagian dari proses dan tujuan pembangunan nasional Indonesia. Saat ini Indonesia menghadapi tantangan untuk mengejar ketertinggalan dari bangsa-bangsa lain yang telah lebih dahulu maju. Tantangan menjadi lebih berat karena saat ini berada di era VUCA yaitu Volatility, Uncertainty, Complexity, dan Ambiguity.
Kita hidup di dunia dengan perubahan yang sangat cepat, tidak terduga, dipengaruhi oleh banyak faktor yang sulit dikontrol, dan kompleks. Mustahil kita mampu mencapai kemajuan dan kemandirian bangsa apabila kita mengabaikan pembangunan yang semestinya bertitik berat pada keunggulan sumber daya manusia. Hanya melalui SDM unggul kita akan mampu menghadapi era VUCA ini dan mampu berkompetisi dengan bangsa–bangsa lain. Era VUCA harus kita hadapi dengan mencetak SDM unggul Indonesia.
SDM unggul adalah SDM yang mampu beradaptasi, menerima dan merangkul perubahan sebagai bagian dari lingkungan yang tidak dapat diprediksi. Di samping itu, SDM unggul juga adalah SDM yang mampu memahami sekaligus melaksanakan tugas pekerjaannya secara tuntas dan berkualitas dengan visi kerja yang jelas dalam menghadapi tantangan dan ketidakpastian, yang mampu berkolaborasi dan bersinergi secara efektif dengan kolega, tim kerja, dan menjadi insan penggerak perubahan dan inovasi dalam menghadapi kompleksitas persoalan organisasi. SDM unggul juga diharapkan mampu mengatasi ambiguitas dengan agilitas serta memiliki ketangkasan dan kecerdasan dalam menjalankan tugas pekerjaannya.
Using Workload Analysis for Manpower PlanningSeta Wicaksana
Mengapa Manpower Planning dibutuhkan:
Membantu mengidentifikasi kekurangan atau kelebihan tenaga kerja, sehingga memungkinkan perusahaan mengambil langkah-langkah yang diperlukan untuk mengatasi masalah ini sebelum menjadi masalah.
Memastikan bahwa program rekrutmen dan seleksi didasarkan pada perencanaan tenaga kerja untuk mendapatkan hasil terbaik.
Membantu mengurangi biaya tenaga kerja dengan mengidentifikasi kelebihan staf atau jadwal shift kelebihan staf.
Membantu mengidentifikasi talenta yang tersedia dalam angkatan kerja, seperti pekerja terampil, dan membuat rencana pengembangan untuk mereka.
Membantu mengoptimalkan penggunaan sumber daya manusia yang ada, sehingga menghasilkan produktivitas yang lebih tinggi dan biaya yang lebih rendah.
Membantu meningkatkan kepuasan karyawan dengan memastikan bahwa tenaga kerja yang ada terlibat dalam pekerjaan yang bermakna.
The Talent Management Navigator Performance ManagementSeta Wicaksana
Effective Performance Management supports the achievement of both individual and business objectives. Through the Performance Management Process:
Employees understand how the work they are doing supports the broader goals of the organization
Employees understand what is expected of them, how they’re performing against those expectations, and how they can continue to improve their performance and contributions to advance their own career and business objectives
Managers provide feedback and coaching throughout the year to support employees in sustaining and improving their performance and developing their capabilities in alignment with their career goals
Employees and managers maintain on-going communications about performance and development progress and use the Company’s approved documents and/or technology to document progress
“Most companies still earn profits per employee at close to the same low levels earned in the 20th century because they have not become very adept at mobilizing the mind power of their workforces.
As a comparison, the average top-30 company increased profits per employee 70 percent
The target should be to improve profits per employee by 30 to 60 percent or more. “
“The opportunities to improve the performance of workers just from increased efficiency alone are huge: Surveys show that a majority of workers in thinking-intensive jobs in large companies feel they waste from half a day to two days out of every workweek...
The opportunities to improve the effectiveness of such workers are even larger. The opportunities to mobilize the latent intangible assets (that is, knowledge, skills, relationships and reputations) of a company’s workforce are vast.”
Changing Group to High Performing Teams with SOBATWAY through coachingSeta Wicaksana
Teamwork is important because it promotes a positive work environment where employees can achieve more opportunities and overcome more obstacles.
Businesses and organizations need teamwork the most when a project is time-sensitive and requires a diverse set of skills and experiences.
Teamwork can improve efficiency and productivity.
Efficiency rules when work is appropriately divided within a team, responsibilities are shared, and tasks are more likely to be finished within a set time frame. Good teamwork also enhances group outcomes and the measurable effectiveness of organizations.
Changing Group to High Performing Teams with SOBATWAY through LeadingSeta Wicaksana
A productive leader can help to improve efficiency by getting the most out of their team.
Leaders can help improve efficiency by ensuring everyone is working towards the same goal and doing what they do best.
They can provide guidance and direction and delegate tasks to make the most of everyone's strengths.
Someone who leads by example can expect to receive trust and respect from their team.
Superiors see them as someone who is capable of running a team, and employees see them as trusted mentors.
A trusted leader can also inspire teammates to respect and trust each other.
Changing Group to High Performing Teams with SOBATWAY through ParticipatingSeta Wicaksana
Why is participation important in teams?
Increases productivity
No matter how you measure it, participation promotes productivity by helping teams work through problems, ideate different solutions, raise potential roadblocks, and communicate goals more clearly.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
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• Ahli Senior di Komite Kebijakan Pengelolaan Kinerja Organisasi
dan SDM (KPKOS) Dewan Pengawas BPJS Ketenagakerjaan
• Dosen Tetap Fakultas Psikologi Universitas Pancasila
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• Mathematics: Cryptology sekolah ikatan dinas Sandi Negara
4.
5. Organizational Justice
• Organizational justice, first postulated by Greenberg in
1987, refers to an employee’s perception of their
organization’s behaviors, decisions and actions and how
these influence the employees’ own attitudes and
behaviors at work.
• The term is closely connected to the concept of fairness;
employees are sensitive to decisions made on a day-to-day
basis by their employers, both on the small and large scale,
and will judge these decisions as unfair or fair. These
judgements influence an individual’s behavior and can, in
cases where the actions have a personal effect on the
employee and are judged as unfair, lead to workplace
deviance.
• Organizational justice is concerned with all matters of
workplace behavior, from treatment by superiors to pay,
access to training and gender equality. It is originally
derived from equity theory, which suggests individuals
make judgements on fairness based on the amount they
give (input) compared to the amount they get back
(output).
• Ensuring organizational justice should be a priority for
organization – it can reduce the incidence of workplace
deviance, absence, disengagement and counterproductive
workplace behaviors (CWB) and also encourage positive
attributes like trust and progressive communication.
6. Organizational Justice
• Organizational justice is a personal evaluation about the ethical and moral standing of managerial conduct.
• Concerns how employees’ view fairness in the workplace. It means the perception of an employee and/or
group of employees regarding the fairness received from an organization.
• The study of fairness in the workplace. This construct includes four components: distributive justice,
procedural justice, interpersonal justice, and informational justice
• Is based on an individual’s perception of the fairness of treatment received from an organization, and their
behavioral reactions to such perceptions.
• The extent to which employees perceive fairness of the distribution of resources, procedures, and
interactions within a diverse organization.
• The ways fair and unfair attitudes and behaviors in organizations are perceived by individuals.
https://www.igi-global.com/dictionary/understanding-and-managing-organisational-culture-and-justice/21510
7. Definition
• Within the organizational science
literature, it is well understood that
organizations that treat their
employees well tend to be more
effective.
• Organizational justice has been
linked to job performance at the
individual, team, and organizational
level, including both task and
contextual performance.
• Its three components distributive,
procedural, interactional justice.
• Furthermore, we will introduce a
set of practical ways how you can
achieve organizational justice and
the benefits associated with it in
your organization.
9. Distributive justice
occurs when
employees believe
that outcomes are
equitable
Distributive Justice: Fairness of
Outcome Distribution
• These outcomes are either
tangible, such as pay, or
intangible, such as positive
feedback.
• When employees believe
that they are being paid or
treated equally, then this
results in distributive justice
(Adams, 1965).(Colquitt et al., 2013)
10. Whereas distributive
justice focuses on
outcomes,
procedural justice
focuses on the
fairness of the
decision-making or
process that leads to
these outcomes.
Procedural Justice: Fairness of
Decision-Making Processes
• Employees perceive
procedural justice when
they feel they
can voice their opinion
regarding the process.
• Employees also believe
procedures are fair when
they are consistent,
accurate, ethical, and lack
bias.(Colquitt et al., 2013)
11. Interactional justice
focuses on the way in
which an individual is
treated when
decisions are made
Interactional Justice: Fairness of Decision-
Making Treatment and Communication
• Individuals feel they are being
treated fairly when employers
provide explanations for
decisions and treat employees
with dignity, respect, and
sensitivity.
• Interactional justice can also
be broken down into two
types – interpersonal and
informational justice.(Colquitt et al., 2013)
12. Interpersonal and
Informational Justice
• Interpersonal justice
Interpersonal justice focuses on the way in which
organizations treat employees, with an emphasis
on respect and courtesy.
• Informational justice
Informational justice focuses on whether
employers provide adequate explanations to
employees with an emphasis on timeliness,
specificity, and truthfulness (Colquitt, 2011)
13. How to Improve Organizational Justice?
EFFECTIVE
ORGANIZATIONAL
COMMUNICATION
EMPLOYEE
PARTICIPATION
EMPLOYEE MOOD AND
EMOTIONS
14. Effective Organizational
Communication
• When employers use effective
communication, this can result in perceptions
of interpersonal and informational justice
(Kernan & Hanges, 2002).
• It is important that organizations use quality
communication when explaining decisions to
employees because this can increase trust, for
both management and the organization
(Kernan & Hanges, 2002).
• An example of this is when organizations need
to make several job positions redundant. It is
important to explain to all employees why the
redundancies are occurring and to also treat
those laid off with dignity and fair treatment.
15. Greenberg’s Research
• Greenberg (1990) tested this rationale in a field-
based experiment, whereby a manufacturing
organization reduced pay in two of its plants. In one
of the plants, the reason for the pay cut was
explained in a sensitive and respective manner and
in the other plant, no explanation was given to
employees.
• Following the pay cut, Greenberg (1990) examined
the amount of employee theft that occurred in the
two plants.
• As expected those whose pay was cut had higher
theft rates whereas those who received a sensitive
explanation stole less; moreover, perceptions of
inequity were reduced (Greenberg, 1990)
16. Employee Participation
• Another predictor of organizational justice is
employee participation.
• When organizations include employees in decision-
making processes regarding organizational
procedures this increases perceptions of justice.
• This increase in organizational justice occurs even
when the outcome is not in the employee’s favor
(Bies & Shapiro, 1988).
• Research has also shown that when employees are
given voice or input in organizational procedures this
increases perceptions of both procedural and
interpersonal justice (Kernan & Hanges, 2002)
17. Employee Mood and Emotions
• When organizational events occur, this can have an
impact on employee mood and emotions.
• Moreover, employees interpret events differently and
this can depend on employee disposition; for
example, when a crisis occurs some employees might
be more anxious than others.
• In fact, a meta-analytic review found that state and
trait level affect can influence justice perceptions
(Barsky & Kaplan, 2007).
• When employees experience both positive state and
trait positive affectivity, they are more likely to have
higher perceptions of interactional, procedural and
distributive justice (Barsky & Kaplan, 2007).
• Depressed individuals also tend to have more
negative perceptions of organizational justice (Lang et
al., 2011).
18. Organizational Justice is an
Individual and Team Level
Phenomenon
• Organizational justice is both an individual and team level
phenomenon. Most research has been conducted at the
individual level yet there is research showing that organizational
justice operates at the team level, particularly in terms of team
climate. Employees are influenced by colleagues and team levels
in their perceptions of justice and this can lead to team level
perceptions of organizational justice in the form of a justice
climate (Li & Cropanzano, 2009).
• For example, if there is a crisis within the organization, team
members can share their perceptions with each other and this
can lead to a shared interpretation of events. Team members are
also influenced by each other and this can lead to homogeneity
in team perceptions of justice, creating a strong climate
(Roberson & Colquitt, 2005). Colquitt and colleagues also
showed that teams with a high justice climate tend to perform
more effectively, in terms of performance and
less absenteeism (Colquitt, Noe & Jackson, 2002).
19. Benefits of Organizational
Justice
• Organizational justice is an important construct because it
affects outcomes at the individual, team and organizational
level. Research has shown that organizational justice is
linked to positive outcomes such as
• trust,
• job performance and satisfaction,
• organizational commitment, and
• organizational citizenship behaviors (Colquitt et al.,
2013).
• Organizational justice is also linked to negative outcomes
such as counterproductive work behaviors, turnover
and burnout, such that employees who perceive fairness in
outcomes and processes tend to engage less in these
negative behaviors (Colquitt et al., 2013).
• It is important for organizations to ensure that they treat
their employees fairly through ensuring that both outcomes
and processes are equitable and just. Organizations can
ensure that organizational practices are transparent and
equitable so that employees remain committed to the goals
of the organization
20. Critical Appraisal of Organizational Justice:
Solidity Level 5
BASED ON THE EMPIRICAL EVIDENCE
FOR THE RELATIONSHIP BETWEEN
TEAM-EFFICACY AND TEAM
PERFORMANCE, THIS DOSSIER IS
ASSIGNED A LEVEL 5 RATING, (BASED
ON A 1- 5 MEASUREMENT SCALE).
A LEVEL 5 IS THE HIGHEST RATING
SCORE FOR A DOSSIER BASED ON THE
EVIDENCE PROVIDED ON THE EFFICACY
OF ORGANIZATIONAL JUSTICE. TO DATE,
THE RESEARCH ON ORGANIZATIONAL
JUSTICE HAS DEMONSTRATED THE
IMPORTANCE OF THIS CONSTRUCT ON
A MYRIAD OF ORGANIZATIONAL
OUTCOMES.
MOREOVER, THE RESEARCH HAS BEEN
CONDUCTED AT THE INDIVIDUAL,
TEAM, AND ORGANIZATIONAL LEVEL
21. Key Take-
Aways
• Organizational justice consists of three
main forms – distributive, procedural, and
interactional.
• Distributive justice occurs when employees
believe that outcomes are equitable
• Procedural justice focuses on the fairness
of the decision-making
• Interactional justice focuses on the way in
which an individual is treated when
decisions are made
• Effective communication results in
interactional justice
• Perceptions of justice increase when
employers include employees in decision-
making
• State and trait affect influence perceptions
of justice
• Organizational justice is both an individual
and team-level phenomenon
• Organizational Justice influences outcomes
at the individual, team and organizational
level
22. … and Further Readings
• Barsky, A., & Kaplan, S. A. (2007). If you feel bad, it's unfair: A quantitative synthesis of affect and
organizational justice perceptions. Journal of Applied Psychology, 92, 286–295.
• Bies, R. J., & Shapiro, D. L. (1988). Voice and justification: their influence on procedural fairness
judgments. Academy of Management Journal, 31, 676-685.
• Colquitt, J. A. (2001). On the dimensionality of organizational justice: A construct validation of a
measure. Journal of Applied Psychology, 86, 386–400.
• Colquitt, J. A., Noe, R. A., & Jackson, C. L. (2002). Justice in Teams: Antecedents and Consequences of
Procedural Justice Climate, Personnel Psychology, 55, 83-109.
• Colquitt, J. A., Scott, B. A., Rodell, J. B., Long, D. M., Zapata, C. P., Conlon, D. E., & Wesson, M. J. (2013).
Justice at the millennium, a decade later: A meta-analytic test of social exchange and affect-based
perspectives. Journal of Applied Psychology, 98, 2, 199-236.
• Greenberg, J. (1987). A taxonomy of organizational justice theories. Academy of Management Review, 12, 9-
22.Greenberg, J. (1990). Employee theft as a reaction to underpayment inequity: The hidden cost of pay
cuts. Journal of Applied Psychology, 75, 5, 561-568.
• Kernan, M. C., & Hanges, P. J. (2002). Survivor reactions to reorganization: antecedents and consequences
of procedural, interpersonal and information justice. Journal of Applied Psychology, 87, 916-928.
• Lang, J., Bliese, P. D., Lang, J. W. B., & Adler, A. B. (2011, February 7). Work Gets Unfair for the Depressed:
Cross-Lagged Relations Between Organizational Justice Perceptions and Depressive Symptoms. Journal of
Applied Psychology.
• Li, A., & Cropanzano, R. (2009). Fairness at the group level: Justice climate and intra-unit justice
climate. Journal of Management, 35, 564-599.
• Roberson, Q. M., & Colquitt, J. A. 2005. Shared and configural justice: A social network model of justice in
teams. Academy of Management Review, 30, 595-607.