This document discusses national identity as a motivational factor for better performance in the public sector, using the volunteers of the 2004 Athens Olympic Games as a case study. It reviews literature on how national identity and sports can foster a sense of national pride and solidarity. The paper argues that national identity, understood as patriotism and voluntary contribution, could be a factor in greater public sector performance when redefined in a broader, non-nationalistic context.
COMPARISON ON COMPANY LEVEL OF MANUFACTURING BUSINESS SENTIMENT SURVEY DATA A...Kees Nieuwstad
Ā
COMPARISON ON COMPANY LEVEL OF MANUFACTURING BUSINESS SENTIMENT SURVEY DATA AND TURNOVER --- Published by Statistics Netherlands.
Using a classification method developed in this paper, the quality of qualitative survey data of the manufacturing industry at micro-economic level is investigated. For single companies, recent opinions on recent production developments are compared to quantitative results of industrial turnover. The results show that 57.6% of the analyzed companies give useful qualitative answers for calculating meaningful balance statistics such as producersā confidence. The level of agreement between quantitative and qualitative data for companies with seasonal patterns in turnover on average is 10.6%-points higher than for companies without seasonal patterns.
Keywords: Survey data, Quality, Qualitative data, Single company performance, Seasonal correction, Manufacturing industry turnover
The document provides an overview of entrepreneurship and the entrepreneur. It defines entrepreneurship as an individual's ability to identify opportunities and assemble resources to create goods or services for profit. The document then covers several topics in 3-4 sentences each, including: the concept of entrepreneurship throughout history; characteristics of successful entrepreneurs like risk-taking and innovation; common myths and fears that discourage entrepreneurship; and both the advantages and disadvantages of becoming an entrepreneur.
The document discusses entrepreneurship and introduces key concepts:
1) Entrepreneurship is creating something new of value by devoting time and effort while accepting risks and potential rewards.
2) An entrepreneur actively starts and leads their own business to grow and prosper by recognizing opportunities and managing resources.
3) Entrepreneurship can lead to innovation, job creation, and economic growth through organizing resources and creating new products/services.
This powerpoint presentation defines entrepreneurship and discusses its history and modern applications. It begins by defining an entrepreneur as someone who organizes and manages a business while taking on financial risk. It notes that agricultural students have been involved in entrepreneurship since the early 20th century through programs like raising livestock and growing crops. Today, agricultural entrepreneurship can involve many diverse activities beyond farming like custom harvesting or operating a small engine repair service. The presentation concludes by discussing characteristics of successful entrepreneurs and different types like social and lifestyle entrepreneurs.
Part One of Entrepreneurship Lecture Notes on Students Enterprise Club at www.studentsenterpriseclub.com.
This is a Study guide for intending Entrepreneurs.
This document summarizes a research study from 1994 that examined employee motivation at a UK defense systems manufacturer. The study aimed to understand motivation from the employees' perspective. A survey was administered to 51 employees across levels and departments. The results showed that while the company created a mostly positive work environment, employees gave very low scores for feelings of warmth and support from leadership. Further analysis revealed deep issues in how operators and engineers experienced leadership. The study highlights the importance of understanding employee perceptions in order to close gaps between reality and company goals/philosophy regarding culture and motivation.
Organizational Behaviour Research: A Critical Analysisiosrjce
Ā
The paper examines the current trend in OB research. It looks into the different dynamics in public
and private sector, it analyses the transformational change in Indian organizations. It also reflects the future
directions inresearch focus.
This document summarizes a multi-phase change management model. It describes 5 typical phases of an organizational transformation process: 1) letting go of the past, 2) emerging vision of the future, 3) making the future vision more concrete through practical steps, 4) broad implementation and anchoring changes, 5) stabilizing new processes and culture. It notes that phases 4 and 5, which focus on integration and consistency, typically last longer than earlier phases but are often neglected. The document also includes a "system curve" that tracks an organization's perceived ability to perform through the change process across three dimensions: orientation to the past, present business indicators, and future sustainability.
COMPARISON ON COMPANY LEVEL OF MANUFACTURING BUSINESS SENTIMENT SURVEY DATA A...Kees Nieuwstad
Ā
COMPARISON ON COMPANY LEVEL OF MANUFACTURING BUSINESS SENTIMENT SURVEY DATA AND TURNOVER --- Published by Statistics Netherlands.
Using a classification method developed in this paper, the quality of qualitative survey data of the manufacturing industry at micro-economic level is investigated. For single companies, recent opinions on recent production developments are compared to quantitative results of industrial turnover. The results show that 57.6% of the analyzed companies give useful qualitative answers for calculating meaningful balance statistics such as producersā confidence. The level of agreement between quantitative and qualitative data for companies with seasonal patterns in turnover on average is 10.6%-points higher than for companies without seasonal patterns.
Keywords: Survey data, Quality, Qualitative data, Single company performance, Seasonal correction, Manufacturing industry turnover
The document provides an overview of entrepreneurship and the entrepreneur. It defines entrepreneurship as an individual's ability to identify opportunities and assemble resources to create goods or services for profit. The document then covers several topics in 3-4 sentences each, including: the concept of entrepreneurship throughout history; characteristics of successful entrepreneurs like risk-taking and innovation; common myths and fears that discourage entrepreneurship; and both the advantages and disadvantages of becoming an entrepreneur.
The document discusses entrepreneurship and introduces key concepts:
1) Entrepreneurship is creating something new of value by devoting time and effort while accepting risks and potential rewards.
2) An entrepreneur actively starts and leads their own business to grow and prosper by recognizing opportunities and managing resources.
3) Entrepreneurship can lead to innovation, job creation, and economic growth through organizing resources and creating new products/services.
This powerpoint presentation defines entrepreneurship and discusses its history and modern applications. It begins by defining an entrepreneur as someone who organizes and manages a business while taking on financial risk. It notes that agricultural students have been involved in entrepreneurship since the early 20th century through programs like raising livestock and growing crops. Today, agricultural entrepreneurship can involve many diverse activities beyond farming like custom harvesting or operating a small engine repair service. The presentation concludes by discussing characteristics of successful entrepreneurs and different types like social and lifestyle entrepreneurs.
Part One of Entrepreneurship Lecture Notes on Students Enterprise Club at www.studentsenterpriseclub.com.
This is a Study guide for intending Entrepreneurs.
This document summarizes a research study from 1994 that examined employee motivation at a UK defense systems manufacturer. The study aimed to understand motivation from the employees' perspective. A survey was administered to 51 employees across levels and departments. The results showed that while the company created a mostly positive work environment, employees gave very low scores for feelings of warmth and support from leadership. Further analysis revealed deep issues in how operators and engineers experienced leadership. The study highlights the importance of understanding employee perceptions in order to close gaps between reality and company goals/philosophy regarding culture and motivation.
Organizational Behaviour Research: A Critical Analysisiosrjce
Ā
The paper examines the current trend in OB research. It looks into the different dynamics in public
and private sector, it analyses the transformational change in Indian organizations. It also reflects the future
directions inresearch focus.
This document summarizes a multi-phase change management model. It describes 5 typical phases of an organizational transformation process: 1) letting go of the past, 2) emerging vision of the future, 3) making the future vision more concrete through practical steps, 4) broad implementation and anchoring changes, 5) stabilizing new processes and culture. It notes that phases 4 and 5, which focus on integration and consistency, typically last longer than earlier phases but are often neglected. The document also includes a "system curve" that tracks an organization's perceived ability to perform through the change process across three dimensions: orientation to the past, present business indicators, and future sustainability.
- The document discusses the impact of intellectual capital and social capital on human resource performance in the chemical industry of Pakistan. It provides background on intellectual capital and defines it as the collective knowledge and competencies within an organization.
- Social capital is discussed and defined as the relationships, norms, and values that govern interactions between people and contribute to economic and social development. Strong social networks and relationships within an organization can be considered a form of social capital.
- Human resource practices are argued to influence the development of intellectual capital and social capital within an organization. Effective knowledge management and social relationships are posited to enhance organizational performance. The document reviews relevant literature on these topics.
THE IMPACT OF KNOWLEDGE MANAGEMENT ON THE FUNCTION OF EMPLOYEE PERFORMANCE AP...IJMIT JOURNAL
Ā
The study aimed at identifying the impact of knowledge management on the function of employee performance appraisals (it is one of the most important functions of human resources management) in Jordanian industrial public shareholding companies, relying on the descriptive analytical approach. A questionnaire has been developed and distributed on individuals of the study sample consisting of managers of departments and sections of human resources in each company. The number of questionnaire retrieved and valid for statistical analysis (294) representing (86.5%) of the distributed questionnaires. In order to analyze the study sample, reliance was placed on descriptive statistics, represented in the
arithmetic means and standard deviations, in addition to the multiple linear regression analysis in hypothesis testing. The study reached a number of findings, most importantly, the presence of statistically significant impact at the level of (Ī±=0.05) for the knowledge management including its dimensions (knowledge generation, knowledge storage, knowledge sharing, knowledge application) on the function of
employee performance appraisals in Jordanian industrial public shareholding companies. The study has recommended that the Jordanian industrial public shareholding companies should follow an efficient evaluationsystem capable of identifying the employeesā weaknesses
The user's judgment: conceptualization, construction and validation of a meas...Sanae HANINE
Ā
The purpose of this article is to construct and validate a measurement scale of judgment and to test it in the context of public service. The challenge of this research lies in the fact that it is about a princeps work. To our knowledge, there isnāt up today a measurement scale of the ājudgmentā construct in marketing. Regarding its latent nature, the "judgment" construct can not be directly observed and can be apprehended only through indicators to represent it. In addition to its construction, the psychometric properties of the scale have been verified so that it can be used in future studies and predict the judgment of the public service user. From exploratory and confirmatory analysis through structural equations, we arrive at a measure that presents a reliable and stable structure. The results of the exploratory research highlight seven facets of the user's judgment following a public servuction: rationality, jugeability, mood, affectivity, familiarity, hedonism and warmth. Confirmatory factor analysis has endorsed a measurement model that demonstrates that the user's judgment following a public service is composed of five (5) main dimensions: rationality, judgment, affectivity, familiarity and hedonism.
The user's judgment: conceptualization, construction and validation of a meas...Sanae HANINE
Ā
Managerial Summary
Understanding the way in which the user judges the public service offer following a servuction is one of the indicators that can be integrated into the management repositories for steering the performance of public administrations. Indeed, in a context marked by the commodification of the public service with its corollary of increased users requirements, public administrations are led forcibily to enhance the operation of servuction during which they come into direct contact with them. The purpose of this article is to develop a scale of the user's judgment following a public servuction and test it in the context of a public administration. A survey was conducted among 422 users who actually have benefited from public service services. It highlights five (5) main dimensions of judgment: rationality, stereotyping, affective valence, value of familiarity and ultimately hedonic value.
This document summarizes a research paper that explores the relationship between human resource management (HRM) practices and innovation in knowledge-intensive firms (KIFs). It presents case studies of 4 innovative companies, 2 manufacturers and 2 KIFs, from Denmark and Australia. The summary finds that while HRM practices differ between traditional manufacturers and KIFs, the case companies all emphasized the importance of knowledge retention and used similar practices like selective hiring, training, performance management, and pay tied to performance to support innovation. More research is still needed on how HRM can best facilitate different types of innovation and on how country-specific factors may influence HRM strategy.
Assessment of Neural Network and Goal Programming on Cross Cultural ManagementYogeshIJTSRD
Ā
For achieving success in a global arena cross cultural training should be provided to employees to settle down between the global business environment and culture as one of the factors contributing to economic success, revenue generation, surplus booking, goodwill enhancement, market fame and many more. More the revenue, more the profit booking leads to rise companyās goodwill and builds customers faith as well as provides employee satisfaction which motivates employees to be more productive, more efficient, more energetic, more enthusiastic, and never let employees to get stressed from their work.AI ANN and goal programming is being used a method to find something fruitful to mitigate cross cultural issues in an organization. Shefali G | Dr. Rajesh Singh "Assessment of Neural Network and Goal Programming on Cross Cultural Management" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-4 , June 2021, URL: https://www.ijtsrd.compapers/ijtsrd41217.pdf Paper URL: https://www.ijtsrd.comcomputer-science/computer-network/41217/assessment-of-neural-network-and-goal-programming-on-cross-cultural-management/shefali-g
This document summarizes a study on employee empowerment. The study aimed to analyze the level of empowerment existing in organizations and the role of management in promoting empowerment. A literature review identified factors that influence empowerment like decision making, communication, culture, and authority. The research methodology involved surveys to collect data on employees' perceptions of empowerment. Data analysis found that most employees agree that participation in decision making and opportunities to achieve goals motivate them. In conclusion, the study emphasized that employee empowerment is important for organizational success and positively impacts employee morale.
Grievance Resolution Mechanism on Employee Productivity: Commercial Banks in ...paperpublications3
Ā
Abstract: Motivation of employees has always been quantified in financial attributes. For productivity to occur then there is need for using non-financial motivational initiatives. This study purposed to analyze the role of motivational initiatives on employee productivity with specific reference to commercial banks in Bungoma County. The study was guided by the objective: to establish the role of grievance resolution on employee productivity. The study adopted a survey design with a focus on 536 bank employees of different job cadres drawn from 11 banks. A sample size of 229 was obtained using Yamaneās formula. Stratified sampling technique was employed with six strataās obtained from six job cadres from top management to clerical staff. Structured questionnaires were the main data collection tools and analysis was aided by use Statistical Program for Social Scientist (SPSS) where descriptive and inferential statistics was applied and there after presentations of findings was done using tables. There was a positive strong correlation between grievance resolution and employee productivity. r = .754, p (0.00) < Ī± (0.05). The study concludes that the non-financial motivation strategy influenced employee productivity in commercial banks. The study recommends introduction of impartial dispute meetings to resolve grievances.
Assessment of the level of employee performances in some selected.pdfPUBLISHERJOURNAL
Ā
Assessment of the level of employee performances in some selected organizations in Kampala, Uganda.
1Tom Mulegi, 2Mary Tunde Nalubega, and 2Eleanor Kirahora Barongo
1Department of Public Administration, College of Humanities and Social Sciences, Kampala International University.
2Department of Development Peace and Conflict studies, College of Humanities and Social Sciences, Kampala International University.
________________________________________
ABSTRACT
This study assessed the level of employee performances in some selected organizations in Kampala, Uganda. The study objective was achieved through descriptive, cross sectional and correlative survey designs. A study population of 484 was earmarked, from which a sample population of 219 respondents were derived using Sloveneās Formula. Data was collected primary using self-administered questionnaires (SAQs) and structured interviews. An extensive review of literature contributed a significant amount of secondary data. Findings showed that the r-value indicated that 67.7% of employee performance is influenced by job safety, implying that the remaining 23.3% of change in employee productivity could be explained by other factors other than Job safety. The study recommended that the Different stakeholders including government and non-governmental organizations need to put in place mechanisms to ensure that employees are protected from work. The government should put in place laws aiming at protecting workers against health issues associated with work related Hazards.
Keywords: Employee, performances, and organizations
This document discusses the importance of talent management in business strategy. It reviews literature on the topic and finds that talent management plays a key role in modern organizational strategies. Specifically:
1) Talent management helps organizations discover and utilize the unique behavioral attributes of human resources, which can contribute greatly to an organization's value if harnessed effectively.
2) Recent literature emphasizes that organizations must develop their intellectual talent pools in order to grow and improve performance according to changing global business needs.
3) Talent management has become a critical aspect of organizational development, as the global competition for top talent has intensified over the last decade and will continue doing so. Developing and retaining talent is seen as worth fighting for.
Hi! Here are some amazing phd research proposal examples. For more samples go to https://www.phdthesiswriting.biz/see-phd-research-proposal-examples-here/
Employee Experience for the Future Workforcehippo9702
Ā
We are open to share our findings and approach with our clients in webinars and workshops. In the end, to master the employee drivers identified, HR needs to leverage the insight from the one truth data we already process for them.
Corporate efficiency through cultural narrativesQuinn Thurman
Ā
This document provides a literature review and proposed methodology for a study examining how cultural narratives contribute to corporate efficiency at Southern Utah University. The literature review discusses previous research showing that strong organizational culture and internal communication can improve efficiency. The proposed methodology is to interview university staff involved in recruitment to identify common narratives told to students. These narratives will then be analyzed using grounded theory methods to develop categories of stories and evaluate which types of stories align with factors known to increase efficiency, such as those identified in the literature review. The goal is to determine what narrative themes and types are most effective for establishing an efficient organizational culture.
This document discusses human resource management models and how they relate to knowledge management and corporate social responsibility. It analyzes several HRM models that show the relationship between HRM practices, factors influencing practice choice, and organizational outcomes. Models differ in their unitary or pluralistic approaches. The document also discusses the importance of knowledge and knowledge management in organizations. It provides definitions of knowledge management and explains how KM relates to people management and improving organizational effectiveness through acquiring, exchanging, and disseminating knowledge.
1. The document discusses several research papers on topics related to organizational culture such as how organizational culture impacts performance, why organizational culture matters, creating a positive work environment, employee engagement, defining business processes, and identifying and managing constraints.
2. Key points from the papers include that organizational culture is based on shared workplace norms and practices and is a crucial factor in organizational success. A positive culture attracts talent, increases employee engagement, and builds momentum for business success.
3. Clearly defining business processes and having process owners is important for efficiency, as is identifying and managing constraints that can limit productivity and workflow.
KNOWLEDGE MANAGEMENT AND ORGANIZATIONAL PERFORMANCE IN ENGINEERING ORGANIZATIONIAEME Publication
Ā
This document summarizes a research paper on the relationship between knowledge management practices and organizational performance in engineering organizations. The paper reviews literature on knowledge management and organizational performance. It develops a research model and hypotheses that knowledge management practices positively impact an organization's financial, non-financial, and operational performance. A survey was conducted of 125 engineers at an engineering organization to examine the effects of knowledge management practices on these three aspects of organizational performance. The findings of the study revealed relationships between knowledge management practices and improved organizational performance.
This document summarizes a study that evaluated leadership styles, effectiveness and their relationship to innovation management among 400 executives from 48 organizations. It found dominant styles were selling and sharing ideas. Leadership effectiveness was moderate. There was a strong positive relationship between leadership effectiveness and innovation management success, measured by a value innovation index. The document also describes models and instruments used to measure leadership styles, effectiveness and innovation management performance.
This document discusses ratio analysis and its importance for evaluating company performance. Ratio analysis involves grouping financial ratios into categories like liquidity and profitability to analyze variables like bankruptcy risk, loan defaults, and stock prices. Ratios allow comparison of a company's performance over time, against industry benchmarks, and between different time periods or industries. Ratio analysis is used by companies, investors, and creditors to evaluate financial position, predict future performance, and identify strengths and weaknesses. The document then provides an overview of the objectives, need, importance, scope, and methodology of ratio analysis as well as a profile of SujalaPipes Private Limited, the company used for this case study.
- The document discusses the impact of intellectual capital and social capital on human resource performance in the chemical industry of Pakistan. It provides background on intellectual capital and defines it as the collective knowledge and competencies within an organization.
- Social capital is discussed and defined as the relationships, norms, and values that govern interactions between people and contribute to economic and social development. Strong social networks and relationships within an organization can be considered a form of social capital.
- Human resource practices are argued to influence the development of intellectual capital and social capital within an organization. Effective knowledge management and social relationships are posited to enhance organizational performance. The document reviews relevant literature on these topics.
THE IMPACT OF KNOWLEDGE MANAGEMENT ON THE FUNCTION OF EMPLOYEE PERFORMANCE AP...IJMIT JOURNAL
Ā
The study aimed at identifying the impact of knowledge management on the function of employee performance appraisals (it is one of the most important functions of human resources management) in Jordanian industrial public shareholding companies, relying on the descriptive analytical approach. A questionnaire has been developed and distributed on individuals of the study sample consisting of managers of departments and sections of human resources in each company. The number of questionnaire retrieved and valid for statistical analysis (294) representing (86.5%) of the distributed questionnaires. In order to analyze the study sample, reliance was placed on descriptive statistics, represented in the
arithmetic means and standard deviations, in addition to the multiple linear regression analysis in hypothesis testing. The study reached a number of findings, most importantly, the presence of statistically significant impact at the level of (Ī±=0.05) for the knowledge management including its dimensions (knowledge generation, knowledge storage, knowledge sharing, knowledge application) on the function of
employee performance appraisals in Jordanian industrial public shareholding companies. The study has recommended that the Jordanian industrial public shareholding companies should follow an efficient evaluationsystem capable of identifying the employeesā weaknesses
The user's judgment: conceptualization, construction and validation of a meas...Sanae HANINE
Ā
The purpose of this article is to construct and validate a measurement scale of judgment and to test it in the context of public service. The challenge of this research lies in the fact that it is about a princeps work. To our knowledge, there isnāt up today a measurement scale of the ājudgmentā construct in marketing. Regarding its latent nature, the "judgment" construct can not be directly observed and can be apprehended only through indicators to represent it. In addition to its construction, the psychometric properties of the scale have been verified so that it can be used in future studies and predict the judgment of the public service user. From exploratory and confirmatory analysis through structural equations, we arrive at a measure that presents a reliable and stable structure. The results of the exploratory research highlight seven facets of the user's judgment following a public servuction: rationality, jugeability, mood, affectivity, familiarity, hedonism and warmth. Confirmatory factor analysis has endorsed a measurement model that demonstrates that the user's judgment following a public service is composed of five (5) main dimensions: rationality, judgment, affectivity, familiarity and hedonism.
The user's judgment: conceptualization, construction and validation of a meas...Sanae HANINE
Ā
Managerial Summary
Understanding the way in which the user judges the public service offer following a servuction is one of the indicators that can be integrated into the management repositories for steering the performance of public administrations. Indeed, in a context marked by the commodification of the public service with its corollary of increased users requirements, public administrations are led forcibily to enhance the operation of servuction during which they come into direct contact with them. The purpose of this article is to develop a scale of the user's judgment following a public servuction and test it in the context of a public administration. A survey was conducted among 422 users who actually have benefited from public service services. It highlights five (5) main dimensions of judgment: rationality, stereotyping, affective valence, value of familiarity and ultimately hedonic value.
This document summarizes a research paper that explores the relationship between human resource management (HRM) practices and innovation in knowledge-intensive firms (KIFs). It presents case studies of 4 innovative companies, 2 manufacturers and 2 KIFs, from Denmark and Australia. The summary finds that while HRM practices differ between traditional manufacturers and KIFs, the case companies all emphasized the importance of knowledge retention and used similar practices like selective hiring, training, performance management, and pay tied to performance to support innovation. More research is still needed on how HRM can best facilitate different types of innovation and on how country-specific factors may influence HRM strategy.
Assessment of Neural Network and Goal Programming on Cross Cultural ManagementYogeshIJTSRD
Ā
For achieving success in a global arena cross cultural training should be provided to employees to settle down between the global business environment and culture as one of the factors contributing to economic success, revenue generation, surplus booking, goodwill enhancement, market fame and many more. More the revenue, more the profit booking leads to rise companyās goodwill and builds customers faith as well as provides employee satisfaction which motivates employees to be more productive, more efficient, more energetic, more enthusiastic, and never let employees to get stressed from their work.AI ANN and goal programming is being used a method to find something fruitful to mitigate cross cultural issues in an organization. Shefali G | Dr. Rajesh Singh "Assessment of Neural Network and Goal Programming on Cross Cultural Management" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-4 , June 2021, URL: https://www.ijtsrd.compapers/ijtsrd41217.pdf Paper URL: https://www.ijtsrd.comcomputer-science/computer-network/41217/assessment-of-neural-network-and-goal-programming-on-cross-cultural-management/shefali-g
This document summarizes a study on employee empowerment. The study aimed to analyze the level of empowerment existing in organizations and the role of management in promoting empowerment. A literature review identified factors that influence empowerment like decision making, communication, culture, and authority. The research methodology involved surveys to collect data on employees' perceptions of empowerment. Data analysis found that most employees agree that participation in decision making and opportunities to achieve goals motivate them. In conclusion, the study emphasized that employee empowerment is important for organizational success and positively impacts employee morale.
Grievance Resolution Mechanism on Employee Productivity: Commercial Banks in ...paperpublications3
Ā
Abstract: Motivation of employees has always been quantified in financial attributes. For productivity to occur then there is need for using non-financial motivational initiatives. This study purposed to analyze the role of motivational initiatives on employee productivity with specific reference to commercial banks in Bungoma County. The study was guided by the objective: to establish the role of grievance resolution on employee productivity. The study adopted a survey design with a focus on 536 bank employees of different job cadres drawn from 11 banks. A sample size of 229 was obtained using Yamaneās formula. Stratified sampling technique was employed with six strataās obtained from six job cadres from top management to clerical staff. Structured questionnaires were the main data collection tools and analysis was aided by use Statistical Program for Social Scientist (SPSS) where descriptive and inferential statistics was applied and there after presentations of findings was done using tables. There was a positive strong correlation between grievance resolution and employee productivity. r = .754, p (0.00) < Ī± (0.05). The study concludes that the non-financial motivation strategy influenced employee productivity in commercial banks. The study recommends introduction of impartial dispute meetings to resolve grievances.
Assessment of the level of employee performances in some selected.pdfPUBLISHERJOURNAL
Ā
Assessment of the level of employee performances in some selected organizations in Kampala, Uganda.
1Tom Mulegi, 2Mary Tunde Nalubega, and 2Eleanor Kirahora Barongo
1Department of Public Administration, College of Humanities and Social Sciences, Kampala International University.
2Department of Development Peace and Conflict studies, College of Humanities and Social Sciences, Kampala International University.
________________________________________
ABSTRACT
This study assessed the level of employee performances in some selected organizations in Kampala, Uganda. The study objective was achieved through descriptive, cross sectional and correlative survey designs. A study population of 484 was earmarked, from which a sample population of 219 respondents were derived using Sloveneās Formula. Data was collected primary using self-administered questionnaires (SAQs) and structured interviews. An extensive review of literature contributed a significant amount of secondary data. Findings showed that the r-value indicated that 67.7% of employee performance is influenced by job safety, implying that the remaining 23.3% of change in employee productivity could be explained by other factors other than Job safety. The study recommended that the Different stakeholders including government and non-governmental organizations need to put in place mechanisms to ensure that employees are protected from work. The government should put in place laws aiming at protecting workers against health issues associated with work related Hazards.
Keywords: Employee, performances, and organizations
This document discusses the importance of talent management in business strategy. It reviews literature on the topic and finds that talent management plays a key role in modern organizational strategies. Specifically:
1) Talent management helps organizations discover and utilize the unique behavioral attributes of human resources, which can contribute greatly to an organization's value if harnessed effectively.
2) Recent literature emphasizes that organizations must develop their intellectual talent pools in order to grow and improve performance according to changing global business needs.
3) Talent management has become a critical aspect of organizational development, as the global competition for top talent has intensified over the last decade and will continue doing so. Developing and retaining talent is seen as worth fighting for.
Hi! Here are some amazing phd research proposal examples. For more samples go to https://www.phdthesiswriting.biz/see-phd-research-proposal-examples-here/
Employee Experience for the Future Workforcehippo9702
Ā
We are open to share our findings and approach with our clients in webinars and workshops. In the end, to master the employee drivers identified, HR needs to leverage the insight from the one truth data we already process for them.
Corporate efficiency through cultural narrativesQuinn Thurman
Ā
This document provides a literature review and proposed methodology for a study examining how cultural narratives contribute to corporate efficiency at Southern Utah University. The literature review discusses previous research showing that strong organizational culture and internal communication can improve efficiency. The proposed methodology is to interview university staff involved in recruitment to identify common narratives told to students. These narratives will then be analyzed using grounded theory methods to develop categories of stories and evaluate which types of stories align with factors known to increase efficiency, such as those identified in the literature review. The goal is to determine what narrative themes and types are most effective for establishing an efficient organizational culture.
This document discusses human resource management models and how they relate to knowledge management and corporate social responsibility. It analyzes several HRM models that show the relationship between HRM practices, factors influencing practice choice, and organizational outcomes. Models differ in their unitary or pluralistic approaches. The document also discusses the importance of knowledge and knowledge management in organizations. It provides definitions of knowledge management and explains how KM relates to people management and improving organizational effectiveness through acquiring, exchanging, and disseminating knowledge.
1. The document discusses several research papers on topics related to organizational culture such as how organizational culture impacts performance, why organizational culture matters, creating a positive work environment, employee engagement, defining business processes, and identifying and managing constraints.
2. Key points from the papers include that organizational culture is based on shared workplace norms and practices and is a crucial factor in organizational success. A positive culture attracts talent, increases employee engagement, and builds momentum for business success.
3. Clearly defining business processes and having process owners is important for efficiency, as is identifying and managing constraints that can limit productivity and workflow.
KNOWLEDGE MANAGEMENT AND ORGANIZATIONAL PERFORMANCE IN ENGINEERING ORGANIZATIONIAEME Publication
Ā
This document summarizes a research paper on the relationship between knowledge management practices and organizational performance in engineering organizations. The paper reviews literature on knowledge management and organizational performance. It develops a research model and hypotheses that knowledge management practices positively impact an organization's financial, non-financial, and operational performance. A survey was conducted of 125 engineers at an engineering organization to examine the effects of knowledge management practices on these three aspects of organizational performance. The findings of the study revealed relationships between knowledge management practices and improved organizational performance.
This document summarizes a study that evaluated leadership styles, effectiveness and their relationship to innovation management among 400 executives from 48 organizations. It found dominant styles were selling and sharing ideas. Leadership effectiveness was moderate. There was a strong positive relationship between leadership effectiveness and innovation management success, measured by a value innovation index. The document also describes models and instruments used to measure leadership styles, effectiveness and innovation management performance.
This document discusses ratio analysis and its importance for evaluating company performance. Ratio analysis involves grouping financial ratios into categories like liquidity and profitability to analyze variables like bankruptcy risk, loan defaults, and stock prices. Ratios allow comparison of a company's performance over time, against industry benchmarks, and between different time periods or industries. Ratio analysis is used by companies, investors, and creditors to evaluate financial position, predict future performance, and identify strengths and weaknesses. The document then provides an overview of the objectives, need, importance, scope, and methodology of ratio analysis as well as a profile of SujalaPipes Private Limited, the company used for this case study.
Bozbura, beskese 2007 - prioritization of organizational capital measuremen...
Ā
The National Identity As A Motivational Factor For Better Performance In The Public Sector
1. The Emerald Research Register for this journal is available at The current issue and full text archive of this journal is available at
www.emeraldinsight.com/researchregister www.emeraldinsight.com/1741-0401.htm
National identity
The national identity as a
motivational factor for better
performance in the public sector
579
The case of the volunteers of the Athens 2004
Olympic Games
Panos Karkatsoulis and Nikos Michalopoulos
Ministry of the Interior, Public Administration, Athens, Greece, and
Vasso Moustakatou
European Commission, Brussels, Belgium
Abstract
Purpose ā The paper seeks to concern itself with the research ļ¬eld of public sector performance
measurement and to introduce the national identity as a performance factor, through a case study.
Design/methodology/approach ā The paper attempts an innovative presentation and
identiļ¬cation of the attitudes, motivations and beliefs of both Greek people and the volunteers
regarding the organisation, the success and the beneļ¬ts of the Athens 2004 Olympic Games. The paper
reviews the literature on the relation of national identity and sports and analyses the opinion polls on
the Athens 2004 Olympic Games.
Findings ā The paper demonstrates that national identity has been the major motivational factor for
the volunteers, whose contribution represented a signiļ¬cant added value to the success of the
Olympics. The measurement of performance in such a qualitative analysis is supported by
self-reported customersā satisfaction.
Research limitations/implications ā It is not a quantitative, structured and executed initial
survey, but a secondary, qualitative one.
Practical implications ā The paper suggests the re-deļ¬nition of the usually negatively conceived
notion of national identity, in a new managerial framework, as a performance factor.
Originality/value ā This paper is original in its conception, when linking national
identity/patriotism with sports and volunteerism in the context of performance measurement, and
has a practical dimension, since it proposes tools for measuring performance in cases where a
qualitative analysis is appropriate.
Keywords Performance measures, Sports, Greece
Paper type Case study
1. Open questions for a public sector performance measurement
Going through the current bibliography on public sector performance and
productivity, one could sort the relevant concepts and the methodological and
practical tools into two major categories:
International Journal of Productivity
(1) the standard managerial ones, such as strong executive leadership, top-down and Performance Management
Vol. 54 No. 7, 2005
control, intensive inspections and strict audits, which are inspired by the pp. 579-594
economic sciences and implemented successfully, mostly in the private sector; q Emerald Group Publishing Limited
1741-0401
and DOI 10.1108/17410400510622241
2. IJPPM (2) the newer, āqualitativeā ones, such as customer service, long-term strategic
54,7 planning, analysis and quality measurement of products and procedures.
It is evident that there is a growing inļ¬uence of the so-called āsoftā elements of
performance measurement tempering the āinstrumental rationalityā, which
underpinned earlier performance models. For example, the shift of human resources
580 management, to include a more cultural perspective of performance measurement
opens new, differentiated ways to understand the motivation of involved stakeholders.
It is generally accepted that subjective factors ā not conceived in an
abstract/metaphysical form, where the cognitive/acting subject seems to be the last
point of analysis/measurement, but in pragmatic terms ā play a crucial role in the
transformation of inputs to outputs. The study of human behaviour and human
reactions to any organisational regulation or change is absolutely necessary, if the long
sought goal of āefļ¬ciencyā is to be achieved. In cases where organisations treat staff as
their greatest resource, they deliver outstanding performance. Where the involvement
of the workforce is absent, performance is lacklustre, customer service is poor, and
management often resort to rules and bureaucracy to try and deliver improvement.
These organisations are likely to have high labour turnover, high absenteeism and
stress causing repeated health problems, and industrial relations are likely to be
confrontational and focused on monetary reward. Before putting standards of
performance and/or relevant regulations into force, it is helpful to examine certain
socio-psychological in order to capture the āvalueā of the human behaviour (Ilgen and
Pulakos, 1999). Included among them are:
.
personal professional behaviour (including counter-productive behaviours);
.
collective labour performance;
. self-evaluation by employees of job satisfaction; and
.
direct/indirect correlations between the previous variables and concrete
organisational outcomes.
If it is a fact that such factors can hardly be measured in a strictly ļ¬nancial way, it is
even more difļ¬cult to convert customer satisfaction from a āwell performedā
administrative action into ļ¬nancial-quantitative standards and to isolate its speciļ¬c
value (Callahan and Holzer, 1999). In most cases, the ācustomerā appears under
different ā often contradictory ā āhatsā and to measure satisfaction we need quite
differentiated tools ā arising out of a ļ¬exible methodology ā which often do not exist
or are not used.
The above-mentioned constraints constitute some of the problematic areas in
performance measurement and, consequently, we need to enrich our measurement
instrumentarium ā especially in the public sector. To repeat a well-known passage of
Mintzberg (1996):
Since proļ¬t is not the driver of public sectorās activities, mission accomplishment replaces
ļ¬nancial outcomes as the organisationās top level objective.
There has been some recent research focusing on the factors that can motivate a
collective action with signiļ¬cant impact on the productivity/performance of public
agencies. These factors include trust/distrust, credibility and legitimacy relating to
organisational performance (Bouckaert, 2002).
3. When searching for such motivational factors, several āolderā, traditional ones, National identity
which are well-known in the political/social sciences (social anthropology, ethnology,
psychology, etc.) re-emerge. Relating them to the newer notions, arising from
administrative science and management, or just setting them into a different context,
re-interprets their meaning and widens their analytical capacity.
The paper attempts to introduce this approach to the performance management of
public organisations. 581
2. The notion of national identity
The issue of national identity has been developed through a range of social theories.
Toenniesās distinction between āGemeinschaftā and āGesellschaftā and Weberās
ācharismatic leadershipā are re-examined to identify whether they can be included in a
sociological deļ¬nition and understanding of performance. The modern sociology of
emotions also contributes to this āproblem areaā.
National identity as a social phenomenon involves feeling proud to be the national
of a particular country, appreciating the nationās problems and participating in
problem solving, believing the country is fulļ¬lling its goals, taking personal pride and
joy in achievements, introducing oneself openly as a national, and encouraging friends
and close acquaintances to see oneās country in a positive light. Any individual might
not embrace all attributes of national identity because of social dynamics and
personality elements. How strong or weak one is in terms of national consciousness
and identity depends on inļ¬uence systems (positive or negative) projected and
propagated by the nation and its people. There are differences in the general opinions
of people towards their country in different periods and in different generations. People
who grew up in a time of national solidarity, such as the second world war, might be
more likely to acquire a lifelong attachment to their nation than those who grew up in a
time of āexternalismā such as when a country is seeking entry to the European
Community. A country in recession will normally see lower national pride than a
country in a boom period, ceteris paribus. Also, different amounts of information are
available to people within a country, and opinions will differ because of these differing
levels of information. It is also relatively common to see a polarity between urban and
rural areas and between regions (Matthew et al., 2000).
It is quite difļ¬cult to regenerate national identity in a non-nationalistic context.
There are two particular attributes of nationalism (Tilley et al., 2005). One, which
draws most attention, is its relationship to conļ¬ict between nations (Hobsbawm, 1990).
The other, which has received less attention, is its role in promoting solidarity within
the nation (Colley, 1992). Nationality can thus become a basis of mutual obligation and
social solidarity: one feels obligations to oneās fellow nationals, for example to provide
for them in their old age, that one does not feel towards members of other nations. In a
related fashion, Verba (1965) has argued that shared national sentiment can provide a
basis for the legitimacy of the state. Metaphorically speaking, we can see shared
national identity as providing the social āglue that holds a nation togetherā (Smith and
Jarkko, 1998). As Jacobson (1997) has pointed out, there are several different aspects of
national identity.
āNationalistā has often been used as an antonym to ācosmopolitanā. Similarly, there
is an understanding that ālocalā (identity) is opposite to āglobalā, with globalisation ā
by deļ¬nition ā implying negation of local characteristics. We are still thinking in
4. IJPPM mutually excluding dipoles: good-bad, right-wrong, legal-illegal, homeland-the world.
54,7 Even though during this century efforts have been made to perceive, through the
existence of networks and systems, a āthird wayā of understanding, where
differentiated qualities co-exist and reproduce themselves (e.g. self-referential
systems theory), we still face difļ¬culties in comprehending distinguished social
values in an effective whole.
582
2.1 National identity as motive: making volunteering count
The issue of public mood and its crucial role as far as the psychological centrality of
identities is concerned affects public action through normative conceptions about what
it actually means. Social theory suggests that national identity constitutes one of the
prevailing factors for the motivation of stakeholders to perform.
The paper argues that, in the current context of global governance, āpre-modernā
concepts and tools, such as national identity, could have an added value to
performance, when re-deļ¬ned in a broad āpost-modernā way. National identity,
understood as patriotism that constitutes a source of happiness and self-fulļ¬lment
through altruism and voluntary contribution, could be a factor in greater performance
and productivity. All can feel patriotic: patriots often feel that they belong to a network,
where no hierarchical relations among them exist. The network is a way of
self-organising and the values of the network are recognised as personal. In that sense,
patriotism can be perceived as a cognitive and self-organising network in a complex
socio-economic environment.
Furthermore, connecting patriotism with volunteering offers greater scope for
understanding both concepts. Volunteering has been, on several occasions, a
performance measurement topic with all its āinstrumentalā weaknesses. The essential
basis of volunteering is altruism: people dedicate their energy and time to helping
others. The hypothesis that the work of a paid employee and a volunteer can be
compared seems to us rather over-simpliļ¬ed. According to those who support such a
hypothesis (Anderson and Zimmerer, 2003), the dollar value of the volunteerās time
equates to the dollar value of a paid employeeās time. Perhaps one of the most widely
used calculations for assigning a dollar value to volunteer work is the Independent
Sectorās Annual Estimate ($16,54):
The hourly value, updated yearly, is based on the average hourly earnings of all
non-agricultural workers as determined by the US Bureau of Labour Statistics.
Independent Sector takes this ļ¬gure and increases it by 12 per cent to estimate for
fringe beneļ¬ts (Independent Sector, 2003).
The difļ¬culty with, or even inappropriateness of, quantiļ¬cation of volunteering
effort in ļ¬nancial terms does not negate the invaluable social contribution of
volunteering, which has been described as the āglue that holds societies togetherā
(Leigh, 2002). To move beyond dollar values for volunteering, there has been an
increasing emphasis on outcome or impact evaluation, measuring the impact of
volunteer services on clients on the basis of self-stated customer satisfaction.
2.2. The Olympic Games as an issue in national identity
Sport appears to permeate every level of life. Some sport organisations have assumed
the status of quasi-religious institutions. The World (Soccer) Cup and the Olympic
5. Games are probably the two most visible events of international stature: they ignite National identity
passions, provide for communal focus and enable an otherwise much divided world to
come together and celebrate the best that humanity has to offer (Yiannakis et al., 2003).
However, much more is celebrated during such events. We often see demonstrations
of great determination, courage and personal sacriļ¬ce; we see teamwork and strategy;
we see how the latest in human ingenuity manifests itself in the use of sport
technology; and we see how the demonstration of some of humanityās core values 583
elevates the human spirit. The impact of sport does not appear to be contained solely
within the world of sport. Literature suggests that sport contributes to the quality of
life (Sheppard, 1998) and has the power to inļ¬uence how people feel about themselves,
their state and their country (Yiannakis, 1994).
In the international arena, whether it be the Olympics or the World Cup, the
exposure that a nation receives on the world stage is often deemed adequate
compensation for all the investment that has to be made to prepare and send teams to
such prestigious international events. The major recipients of the beneļ¬ts of such
exposure, however, are the nations that produce the winners and the world record
breakers. As a result of the public relations impact from demonstrating such excellence
on the world stage, these nations often enjoy high prestige, which is believed to
translate into signiļ¬cant economic, political and socio-cultural beneļ¬ts. Such success
also contributes greatly to enhancing national pride (Calgary Report, 1988; Johnston,
1985; Ritchie and Lyons, 1990).
Hosting world-class events such as the Olympic Games, is another way to beneļ¬t
from such exposure. While the immediate economic beneļ¬ts may not always be
evident (in some cases the cost of producing such spectacles may be greater than the
immediate economic beneļ¬ts), the exposure that the host nation receives ultimately
translates into a variety of both tangible and intangible beneļ¬ts. These beneļ¬ts include
increased tourism money and goodwill toward the host nation, enhanced political
inļ¬uence abroad, increased foreign exports, increased prestige in the eyes of the world,
and more (Johnston, 1985; Ritchie and Lyons, 1990). They may also help educate the
rest of the world about who you are, and what your country has to offer.
Sports have a speciļ¬c contribution to national pride and to national identity. Today,
there is a developed literature on the relationship between sports (Olympic Games
especially) and the fostering of national identities (Ikhioya, 2001). The modern era of
the Olympic Games, starting in 1896, experienced a transformation from city-state
expectations and aspirations to expectations and aspirations of nations.
Reasons why nations participate in the Olympics include:
.
to be known and recognised in terms of the nationās unique attributes and status;
.
to provide opportunities for political, social, and economic diplomacy;
.
to secure release from political, social, and economic problems ā at least for the
period the games last;
.
to enhance image and credibility of national governments and their people;
.
to be known as a sovereign and independent nation among other nations; and
.
to show the world the nature and vibrancy of the nationās youth ā men and
women of unique and superior status and inļ¬uence in terms of vitality and
versatility.
6. IJPPM The Olympic Games reinforce these attributes when nations participate. Successes in
54,7 the Olympics instil credibility to national governments, increase sense of belonging
and identity among the populace and afford opportunities for nations to be identiļ¬ed in
terms of international awareness and recognition in building international conļ¬dence,
friendships and cooperation. Winning the right to host the Olympic Games implies
mobilisation and reorientation of both government agencies and the populace. It is a
584 period for a host nation to show the worth and strength of its people, including
resources and values and in this way national identity can also be fostered.
3. Athens 2004 Olympic Games
As the smallest country to host the biggest ever Olympic Games (a record 202 nations
participated in the 28th Olympiad) āGreece has not been given enough creditā
(statements of foreign specialists, involved in the preparations, to āThe Observerā).
These games broke a number of records. Athens hosted 11,099 athletes, the largest
number ever, including the largest number of women athletes ever. The Olympic ļ¬ame
travelled for the ļ¬rst time to all continents, allowing 260 million people to see it in their
city. The shot put was held in Olympia and women competed there for the ļ¬rst time.
Four billion viewers all over the world watched the Athens games.
The āmakeoverā of the city of Athens was impressive. Massive EU-funded works,
that might otherwise never have been completed, have rejuvenated the capital. Fears of
the notorious trafļ¬c congestion stopping spectators even getting to venues were
quashed with the creation of one of Europeās most sophisticated transport systems and
a spectacular archaeological park united its cultural treasures. Greece has invested
heavily in new roads and highways, in a brand new world-class airport, in a brand new
metro system, in new hotels and in a program of refurbishment of historic buildings
and sites. It has built new sports facilities and upgraded existing ones, intended to be
available for use by the nation after the games. The effects of such development on
Greece, and on Athens in particular, are expected to make a signiļ¬cant impact on the
quality of life in the longer term, on easing trafļ¬c congestion and pollution, on tourism
and on national pride. As has been said:
The true legacy of the games is the sense of accomplishment and pride among the citizenry
(Powers, 2004).
Today, the Athens 2004 Olympics are recognised world-wide as probably the best in
modern times. Praise has come from the most testing of critics ā the athletes
themselves. Athens rolled out an elaborate test-event programme that enabled
international sports federations to get a ļ¬rst-hand feel of the facilities. And most
concurred that the venues were world-class. Andrew Ryan, the chief operating ofļ¬cer
of the International Badminton Federation, enthused:
We believe that the Goudi hall will be the best-ever venue for badminton at an Olympiad.
The Greeks were forced to implement unprecedented security measures as hosts of the
ļ¬rst, post-11 September, summer games. At around e1.2 billion, Athens spent four
times more on security than Sydney in 2000. David Riordan, an Australian who helped
train Athensās 100,000-strong Olympic workforce, said:
Sydney was a great success but Iāve no doubt these games will be just as great. Theyāll have a
sense of history, culture and mood that no other city has offered before. Given what has been
7. happening since 11 September, and that this is the ļ¬rst time the world will be coming National identity
together, it makes the games even more meaningful. Itās very ļ¬tting that Athens should be
hosting them.
Herman Frazier, Chief of Mission of the 2004 US Olympic Team thanked Athens 2004
organisers:
Because theyāve done a great job of hosting these games. 585
Athens 2004 President, Gianna Angelopoulos-Daskalaki, was presented with the IOC
Woman of the Year in Sports for 2004, the European Achiever of the Year Award for
2004 and the gold medal of the International Special Olympics Committee.
Jacques Rogge, the president of IOC, said at the end of the games: āThe Greek people
have won!ā and indeed they had. Juan Antonio Samaranch, former president of IOC,
admitted that āAthens organised fantastic, amazing Olympic Gamesā and now Athens
2004 exports Olympic know-how to Beijing and to candidate cities for future Olympic
Games.
3.1 The Hellenic identity as a new national ideology: its impact on the volunteers
In this paper we focus on the affective aspect, the degree to which volunteers as
individuals have emotional bonds with their nation and how that inļ¬uences their
performance.
In that context, the paper seeks to identify how the special Hellenic values (i.e.
tolerance, sense of measure, solidarity, repulsion to violence and formalism and human
dignity) co-existed harmoniously with the āmodernā managerial values (economy,
effectiveness, efļ¬ciency) that are essential for the successful implementation of a
project of the magnitude of the Olympic Games.
That harmony would have been impossible without political and social consensus
around a ānational goalā. This, in fact, constitutes a new ideology for modern Hellas.
It was hoped that the Athens 2004 Olympic Games would be a catalyst in changing
the image of the country abroad and a locomotive for the modernisation of
infrastructure and the development of economic, commercial and tourist transactions
(V-PRC, 2004). Public opinion polls showed right from the beginning a high acceptance
of the Olympic Games, and high regard for the organising committee, the ATHOC.
From the data of the Weekly Barometer of Telephonic Interviews undertaken by the
consortium MRB-VPRC-RI in the period between 21/2/2003-10/1/2004, it is evident that
the āideological-visionā of the games was both shared and intense in Hellenic Society
(V-PRC, 2004). This supports the view that there is a long-standing relationship
between sports (especially the Olympic Games) and ānational prideā. This feeling of
pride and support for the games crossed all age, local and political boundaries (V-PRC,
2004).
This immense social consensus around the ideological and political dimensions of
the games constituted a precondition for the signiļ¬cant numbers expressing a desire to
make a participatory contribution to the games, even though Greece is a country with a
low tradition of volunteerism and weak (until today) in terms of volunteer and
non-governmental organisations. The numbers of volunteers, their performance and
the quality of their work play an important role in the organisation and cost of the
games, as well as contributing to the overall impression given of the organising
8. IJPPM country; this represents one of the key criteria of success of the modern Olympic
54,7 Games.
3.2 ATHOC, 2004 as a public organisation
The aim of ATHENS 2004 as a public entity was to deliver the beneļ¬ts that are
586 commensurate with the major investment in the Olympic Games.
The mission of the ATHOC, 2004 was:
.
to organise a technically excellent Olympic Games;
.
to provide to the athletes, spectators, viewers and volunteers a unique Olympic
experience, thus leaving behind a legacy for the Olympic movement;
.
to display the Olympic ideals in a contemporary setting through their traditional
Hellenic symbols;
.
to promote and implement the Olympic truce through the torch relay;
.
to control the commercial aspect of the Olympic Games;
.
to promote the cultural and natural heritage of Greece to the eyes of the world;
.
to showcase the achievements of modern Greece and its potential for the future;
.
to protect and enhance the natural environment and promote environmental
awareness; and
.
to promote the beneļ¬ts of the games throughout the country.
The organisationās values were envisaged in: ācelebrationā, āhuman scaleā, āheritageā
and āparticipationā. With renewed civic pride, a massive surge in volunteerism and the
return of the Olympic Games to their ancient birthplace, ATHOC, 2004 aspired to leave
the legacy of the ATHENS 2004 Olympic Games to the world.
ATHOC, 2004 as an organisation set the following values and motivational
messages for its employees/volunteers, and the Greek people in general, in its
communication campaign:
.
The case of Greece, as far as its relationship with the Olympic Games is concerned,
is unique. The main message: āthe games return back homeā, signiļ¬ed clearly the
difference of Greece: the small country that offered its heritage to the rest of the
world and, centuries after, re-animated the idea of the Olympics in the modern
age, was about to host them once more.
.
The human being is the measure of everything. The central message of the
Hellenic philosophy became the leading ethical, and at the same time, operational
imperative for the games. Against the gigantism and commercialisation of the
Ā“
games, the ethical value of human endeavour and āfair playā (ā1y agvnız1suaiā)
gave a different perspective to the Olympic Games in the current world.
.
The Olympic Games are all a matter of participation. The more people, the better!
The games became not only an experts-issue, but a forum where the largest
possible participation was a measure and a guarantee of success.
.
The Olympic Games is the biggest celebration in the world. Athens 2004 Olympic
Games were an event of happy encounters and optimism, a challenge for
humanity to demonstrate that people can compete peacefully.
9. The various conjectural applications of the games were based on these values: the National identity
emblem of the games, the mascots, the iconogramms, the medals and the Olympic
torch were designed both to appeal aesthetically, particularly to Greek citizens, and to
āspeak to their heartsā, motivating them towards stronger participation and
performance. There was, in fact, an evolution of this design process: in the
beginning there was a tendency to base designs on the classic patterns of the ancient
civilization. This approach was later abandoned in favour of a post-modern synthesis 587
of antiquity and archetypes. This change was popular with a majority of the
population (especially young people), who saw in these changes an expression of new
perceptions and an integration of the past into the present.
As has been mentioned already, the ATHOC, 2004 followed previous the principles
and values above when designing the volunteering policy, building upon them with
managerial tools and priorities. The following shows the approach to the recruitment
and management of the volunteering process:
.
the selection of volunteers was based on merit;
.
a personal interview was followed by training;
.
the people and their diversity were valued;
.
working in partnership was promoted; and
. open and communicative methods were used.
3.3 The volunteers in ATHOC, 2004
The massive participation of people in the volunteering program of the ATHOC, 2004
suggests that the approach was practical and lucid.
The number of volunteers in Athens was, especially considering the size of the
population, impressive, larger than ever before: 65,000 volunteers in Athens, against
35,000 volunteers in Barcelona, 60,500 in Atlanta and 47,000 in Sydney.
It is noteworthy that overall 160,000 people applied for the original 45,000 positions.
This is a record number in comparison with the 76,000 applications for Sydney and the
78,000 applications for the Atlanta Olympic Games. The applicants were 55 per cent
women and 45 per cent men. A total of 78 per cent of the candidates were 35 years old
or younger, and 41 per cent of applicants were highly educated. A total of 65 per cent of
the applicants were residents of Greece, 9.5 per cent were Greeks residing in other
countries and 25.5 per cent were nationals of 188 different countries, the most from the
US, then Spain and Germany. More than 90,000 interviews were conducted among the
candidates to select the volunteers that would participate in the corps (ATHOC, 2004).
A total of 70 per cent of the potential volunteers for the Athens Olympic Games
were applying for the ļ¬rst time ever to a volunteer program of any kind. A total of 21
per cent of the young people aged 15-17 years declared in face to face interviews
conducted in 2003, a āgreat interestā in volunteering, while the respective percentage in
the age group of 18-24 year olds was 12.1 per cent. The percentage was equally high
among students and the unemployed (19.6 per cent and 16 per cent respectively). In the
older age-groups the percentage of those āvery interestedā varied from 5 per cent
(citizens over 65 year-old) to 8 per cent (35-44 year-olds).
Also very interesting is the partial differentiation in motive among the applicants.
From the younger group (15-17 years-old) through to the older (over 65) interviewees
expressed patriotic reasons for volunteering (āto serve my countryā). However, the
10. IJPPM 18-24 year old group ā which constituted the āhard coreā of volunteers ā declared that,
54,7 in addition to this widely-held motive (34.3 per cent), a more pragmatic one existed ā
that of professional experience (25.9 per cent) (V-PRC, 2004).
Some interesting facts about the perceptions and the general attitude of candidate
volunteers for the Olympic Games, in relation to their pride in the nation and their
psychological ties to it, emerged from an opinion poll conducted throughout all parts of
588 Greece between 15 March and 15 April 2004, by the MRB, V-PRC and Research
International (2004b) joint venture, an ATHENS 2004 partner. The poll was conducted
among a sample of 2,000 individuals aged 18 through 65, who had submitted
applications for the Organising Committeeās Olympic Volunteer Programme, some of
them being accepted and accredited.
The survey suggested that Greeks did indeed feel proud of their country and that
the psychological ties binding them were on the whole strong. Volunteers were
generally strenuously patriotic when abstract concepts like pride, sense of belonging
and āwhat Greece means to themā were mentioned. People were willing to work for the
Olympic Games without getting paid, suggesting that this ānational prideā was more
than mere rhetoric; they placed notions like pride above their economic well-being.
In more details, the survey showed that the attitude of the candidate volunteers
towards the Olympic Games was extremely positive. They believed these games to be
of special importance to Greece and the games to be āquite importantā or āvery
importantā for them (95.2 per cent). They found themselves directly affected by the
holding of the games. A total of 81.7 per cent of the volunteers declared that the
Olympics concerned them directly as Greeks. The percentage was higher for women
candidate volunteers (83.2 per cent) than for men (79.5 per cent). In Athens, the
percentage was 84.4 per cent, while for the rest of Greece it was somewhat lower (73.5
per cent) ā except in Volos, where it rose to 85.0 per cent. By age group, those
identifying the games as particularly important for them constituted 85.1 per cent for
ages 18-19, 87 per cent for ages 40-49, and as much as 90 per cent for those over 60.
Candidate volunteers saw their participation as essential to the gamesā success. One
in three said they had served as volunteers in the past. This means that two-thirds
were coming forward as volunteers for the ļ¬rst time in their lives, motivated by the
presence of the Olympic Games in Greece and their chance to contribute.
Two-thirds of candidate volunteers said they would like to continue voluntary
service in other sectors of society after the Olympic and Special Olympics Games.
Though the wish to serve as volunteers after the games was evident in all age groups,
it is notable that the percentage was over 80 per cent for ages 50-59 and the over-60s.
This is surely a signiļ¬cant legacy of the Athens Olympics. It suggests that the
Olympic Volunteers Programme has helped strengthen a sense of community service
in Greek society that is left to be exploited by the state and other public bodies.
Responses indicated that the three main reasons for serving as an Olympic
volunteer were:
(1) Making a contribution to the motherland.
(2) Enjoying the unique opportunity to participate in such an experience.
(3) The importance of the objective.
The positive attitude of candidate volunteers towards the games emerges from some
revealing phrases used. āThe games are a watershed in the history of Greeceā. āThe
11. Olympic Games are important because they are returning to the land that gave them National identity
birthā. āIt is a unique opportunity for Greece to be promoted all over the worldā. āThe
event will require sacriļ¬ce but, in the end, it will be Greece that will beneļ¬tā. To the
question āhow important do you consider the volunteers contribution to the success of
the games to be?ā, 92.4 per cent replied āextremely important.ā
The answers to the question āwhat do you consider the main beneļ¬ts to Greece from
hosting the Olympic Games?ā were, in descending order of frequency: public 589
infrastructure works; promotion of Greece abroad; and boosting of Greek tourism.
There were no attempts to cross-validate the results of this survey by including
details on the time frame as well as the national and economic backdrop in which it
was conducted. However, the general mood and performance of the Hellenic nation at
the time may have had an inļ¬uence. The nation was undergoing improved economic
performance and the national team had recently won the European (Soccer) Cup; pride
had already been given a boost.
Volunteers were employed on average for ten hours per day, for seven to ten days
during the 14 days of the Olympic Games (or Special Olympics). Their main areas of
involvement were:
.
administration services;
. communications;
.
energy management;
.
environment;
.
information technology;
.
international relations;
.
language services;
.
medal ceremonies;
.
medical services and doping control;
.
Olympic transport;
.
Olympic youth camp;
.
opening and closing ceremonies;
.
press operations;
.
public relations;
.
security;
.
spectator services;
.
sports;
.
telecommunications; and
.
tourism and hospitality.
Following the āinstrumentalā logic of equalising the compensation of a volunteer with
that of a paid employee, interesting results may come out as far as the added value of
their contribution is concerned.
Their presence and their appearance was valued. They were collectively considered
to be one of the best-trained and most helpful ācorps of volunteersā seen at an
12. IJPPM Olympics. All were dressed in an attractive, common uniform making the āmost
54,7 cheerful corps of volunteers in memoryā (Powers, 2004). As spectators left the stadium
and the Olympic grounds, dozens of well-groomed and cordial staff called out from
judges chairs āgood nightā, āgoodbyeā, āsweet dreamsā, ātravel safelyā and other such
hospitable farewells (Rosandich, 2004).
Taken together, the statements of visitors, guests and experts do suggest that it was
590 national pride that mainly motivated the Greeks (people, government, organisers and
volunteers) to successfully organise the Olympics ā and, in turn, the success of the
games, contributed to their justiļ¬able pride. It was āthe joy, the passion, the easygoing
skill of the Greeksā, in other words, āthe irresistible Hellenic ļ¬avourā (Powers, 2004)
that made this Olympics successful.
The Sydney games had already shown the importance of volunteers; they made a
very important contribution at the success of the Sydney games; in Atlanta, as in
Sydney, the Olympic Volunteer Programme relied on a large, well-organised pool of
volunteers. Greece had no civic tradition of volunteering and many had feared the
worse. But Riordan, who also worked with volunteers, said he had been genuinely
struck by just how āhelpful, friendly and capableā, they had been. āTheyāre a much
younger group, all bilingual and very willing. At the end of the day, itās they who are
going to be the face of Greece. What some four and a half billion television viewers are
going to seeā.
The World Federation of Aquatic Sports (FINA) president Mustapha Larfaoui
presented the federationās highest distinction, the FINA Order, to the Athens 2004
Organising Committee (ATHOC) Chief Gianna Angelopoulos-Daskalaki for her
contribution, and that of her staff and the ATHOC volunteers, to the aquatic sport
events at the Athens 2004 Olympic Games. FINA said in an announcement:
This award represents FINAās highest recognition to the President of ATHOC, her
collaborators and especially the volunteers for their participation in the organisation of
aquatic sports (swimming, water polo, diving and synchronised swimming), leading to the
great FINA success here in Athens.
In presenting the award, Larfaoui said that the volunteers were the soul of the Athens
games and had contributed to the maximum to the smooth organisation of all the
aquatic sports: the swimming competitions and the other three pool events.
USOC praised Athens for the success of the games, Chairman of the US Olympic
Committee Board of Directors, Peter Ueberroth, said during a press conference in
Athens at the closure of the XVIII Olympiad:
It was a great games. History will record that these games are among the greatest, if not the
greatest games of all time.
Ueberroth thanked Athenians and the Greeks in general for the gift they had provided,
on behalf of the USOC and the American people. He thanked the volunteers who put
their life on hold for a short time in order to provide their services selļ¬essly:
Everyone thanks the volunteers, but you have to focus for a moment on these people, who
have given up a month of their lives to train and perform for nothing ā no tickets or anything,
but to make their country proud. They have done that indeed. To the Olympic ofļ¬cials and to
the citizens of Greece, who have proven that this is a friendly country, a successful country, a
country to be proud of.
13. Athens is a āsafe destinationā (74.6 per cent), Greece is a āmodern European Countryā National identity
(72.3 per cent) that organised ātechnically excellentā Olympic Games (64.6 per cent)
with a āhuman dimensionā (66.2 per cent). This is the new āHellenic identityā that
emerges after the hosting of the games of the XXVIII Olympiad (Vernardakis, 2004), as
perceived by citizens in ļ¬ve countries (the US, the UK, Spain, Germany and France)
and reļ¬ected in the above results of a public opinion poll conducted in these countries
in September 2004 on behalf of ATHOC, 2004 by a consortium consisting of MRB, 591
V-PRC and Research International (2004c). More speciļ¬cally, the survey was carried
out in the period from 1-22 September 2004 in the US (1,001 respondents), Spain (502
respondents), Germany (507 respondents), the UK (519 respondents) and France (502
respondents). It was a telephone survey conducted in accordance with the Codes of
Practice laid down by the Association of Greek Market and Opinion Research
Companies (SEDEA) and ESOMAR. The respondents were selected at random from
among the adult members of every household, following a random calling process.
In total, the Olympic Games of Athens were characterised as successful by a
percentage of the respondents that ranges from 94 to 97 per cent, while 40 per cent of all
respondents considered the Athens games to be the best games ever organised in the
history of the modern Olympic Games. More speciļ¬cally, 35 per cent of respondents in the
US found the games successful, with 59.3 per cent ļ¬nding them very successful. In
Europe, 52.8 per cent of the respondents believed the games were successful and 44 per
cent very successful. In the UK 59 per cent found the games very successful and 38 per cent
successful. In Germany, 62.7 per cent believed they were successful and 32.5 per cent very
successful. A total of 58.4 per cent of Spanish respondents considered the games
successful with 38.8 per cent ļ¬nding them very successful. Finally in France, 53 per cent
found that the games were successful and 45.2 per cent very successful.
These survey results also show that the majority of respondents felt āmore positiveā
about Greece after the games, based on what they saw or heard during that period, and
that there are increased positive opinions about Greece. The data collected allow the
conclusion to be drawn that, after the success of the games, Greece has strengthened
the future of its tourism industry. Indeed, 38.7 per cent of Americans expressed their
intention to visit Greece in the future, with 49.2 per cent of Europeans expressing the
same intention, both ranking Greece as their second most popular destination after
Italy. In terms of their intention to travel to Greece for their holidays, Germans
represent the largest āclient-baseā.
That the undertaking of the 2004 Athens Olympics was wholly successful is also
the conclusion drawn from a games-time poll by the consortium MRB, V-PRC and
Research International (2004a). The focus of the poll was the level of satisfaction of
games spectators, 96 per cent of whom were totally satisļ¬ed by the volunteers and the
organisers of the games as far as the quality of service within the Olympic venues was
concerned. The percentage remains the same when the analysis is based on nationality
and age. That means that all age-groups, as well as both Greeks and foreign residents
in Greece were totally satisļ¬ed by the work of the volunteers.
In particular, the exit poll was conducted on a statistically signiļ¬cant sample of
5,028 Greek and foreign spectators at all stadiums in Attica. It is striking that there is
no difference between the percentage of Greek and foreign visitors that were
completely satisļ¬ed and quite satisļ¬ed with the sport they had watched (95.2 per cent
and 94.4 per cent respectively), nor among age groups (percentage ranges between 93.4
14. IJPPM per cent and 96.3 per cent). Percentages were similarly high for visitor satisfaction with
54,7 the opening and closing ceremonies, or with the infrastructure (stadiums and other
venues) (above 95 per cent).
The most critical element in the success of the Athens Olympic Games was, almost
by deļ¬nition, the human factor. The poll implied that the organisation (the ATHENS
2004 workforce) and its volunteers were fully alive to their responsibilities and strained
592 every nerve in order that the Olympic Games should be executed ļ¬awlessly. Thus 96
per cent of spectators polled said they were completely satisļ¬ed and/or quite satisļ¬ed
with the stadium personnel (97.1 per cent for Greeks, 95.4 per cent for foreigners).
Similarly, Greek and foreign visitors to the games commented favourably on the
people they had been meeting and keeping company with (96.2 per cent satisļ¬ed), with
only 2.9 per cent commenting unfavourably. Among visitors as a whole, 96.8 per cent
had quite positive or very positive feelings towards Greece. Most positive of all were
spectators from Latin America (83.7 per cent), Africa (81 per cent), the UK (80.5 per
cent), and the US (78.3 per cent), while the lowest percentage of very positive feelings
towards Greece belonged to spectators from Turkey (40 per cent), though as many as
53.3 per cent of them did express quite positive feelings.
A separate nation-wide survey conducted in Greece on a sample of 2,000 citizens
after the end of the Olympic Games, in September 2004, showed that the majority of
Greeks believes that the success of the Olympics has enhanced perceptibly the position
of Greece on the international stage. To the question ācompared to one year before, the
position of our country internationally has become more powerful, weaker, or remained
the same?ā 58 per cent of the respondents expressed the view that Greeceās position on
an international level is now more powerful. This view is complemented by the opinion
that the successful organisation of the Olympic Games was of beneļ¬t to the country, an
opinion shared by 72.3 per cent of the citizens who participated in the survey. A
percentage of 79.2 of the respondents expressed the view that āundertaking to host the
games was the right choice for Greeceā, with only one in ten respondents holding an
opposite view (10.9 per cent).
4. Concluding remarks
The quality of the games was praised by all competent international organisations and
the international press. IOC characterised the Athens Olympics as āuniqueā and
ādream gamesā, the international public broke all records of TV viewing and the
numbers of international donors and athletes reached their peak.
We believe that the Athens 2004 Olympic Games provide evidence of the added
value of the Hellenic identity as far as the motivation of the volunteers for increased
productivity is concerned. It has already been shown that national identity was a major
driving force of the volunteers in overcoming the difļ¬culties of a very complicated
project. The analysis of personal interviews and commentary on everyday operations
verify, in our view, the crucial role of āHellenismā in this motivation. This was achieved
by accentuating the core values that are an enduring strength of the Greek people and
by raising the capacity of the volunteers to secure outcomes and to adapt to changing
circumstances.
National identity is enriching national pride and, consequently, pride strongly
motivates people to work. However, the actual performance is still to be measured in a
more detailed analysis of their offer.
15. National identity, re-deļ¬ned as a ādistinctionā between the collective consciousness National identity
and its global environment, can function as a strong vision for different stakeholders in
front of complicated, ambitious political and economic projects and consequently as a
performance-productivity factor.
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