The Research aims on Human Resource Management and innovation has to date relied on a theoretical assumption that there exists an identifiable set of HR practices which organizations seeking to be innovative should adopt. However, analysis of the various prescriptions of HR practices for innovation reveals a high level of internal inconsistency, leading to conflicting advice for practitioners. Furthermore, a review of empirical research on the topic indicates that HR practices within innovative organizations are remarkably similar to those found in the best practice literature This raises questions about the link between strategy and HRM, and about the theoretical foundations of research on HRM and innovation. Drawing on recent research on HRM and firm performance, I suggest that research on HRM and innovation can benefit from incorporating elements from both contingency theory and best practice approaches into the existing configuration theory approach. A change in direction for both theoretical and empirical research on HRM and innovation is proposed. This paper is laid out as follows. In part one, I ask what a strategy of innovation is, and consider what employee behaviors are believed to be consistent with such a strategy. The second section compares and contrasts different authors’ prescriptions of HR practices for innovation, and also compares the findings of research on HRM and innovation with the findings of the best practice approach. In the final part I consider the implications of MY review for future research on this topic. I propose a broadening of the theoretical base on which research on HRM and innovation is founded, and discuss the particular challenges involved in conducting empirical research on HR systems for innovation.
Talent Retention and Employees’ Resilience of Telecommunication Companies in ...Premier Publishers
This study investigated the relationship between talent retention and employee resilience of telecommunication companies in Rivers State, Nigeria. Talent retention was conceptualized the independent variable while interpersonal competence, adaptability, and pro-activeness were used as measures of the dependent variable. The study adopted the cross-sectional survey in its investigation of the variables. The primary source of data was generated through a self- administered questionnaire. A sample of one hundred and nine (109) respondents were drawn from a population of one hundred and thirty-four (134) respondents, using the Taro Yamane’s formula for sample size determination. The research instrument was validated through the supervisor’s vetting and approval while the reliability of the instrument was achieved by the use of the Cronbach Alpha coefficient with all the items scoring above 0.70. Data generated were analyzed and presented using both descriptive and inferential statistical techniques. The hypotheses were tested using the Spearman’s Rank Order Correlation Statistics. The tests were carried out at a 95% confidence interval and a 0.05 level of significance. Empirical findings revealed that talent retention positively and significantly influences employee resilience of telecommunication companies in Rivers State, Nigeria. The result of the findings further revealed that talent retention of telecommunication companies in Rivers State, Nigeria gave rise to interpersonal competence, adaptability, and pro-activeness. The study recommends that management of telecommunication companies should do their best to retain employees who have been a positive impact on the companies and use it to motivate other employees working within the designated department in the company.
Talent Retention and Employees’ Resilience of Telecommunication Companies in ...Premier Publishers
This study investigated the relationship between talent retention and employee resilience of telecommunication companies in Rivers State, Nigeria. Talent retention was conceptualized the independent variable while interpersonal competence, adaptability, and pro-activeness were used as measures of the dependent variable. The study adopted the cross-sectional survey in its investigation of the variables. The primary source of data was generated through a self- administered questionnaire. A sample of one hundred and nine (109) respondents were drawn from a population of one hundred and thirty-four (134) respondents, using the Taro Yamane’s formula for sample size determination. The research instrument was validated through the supervisor’s vetting and approval while the reliability of the instrument was achieved by the use of the Cronbach Alpha coefficient with all the items scoring above 0.70. Data generated were analyzed and presented using both descriptive and inferential statistical techniques. The hypotheses were tested using the Spearman’s Rank Order Correlation Statistics. The tests were carried out at a 95% confidence interval and a 0.05 level of significance. Empirical findings revealed that talent retention positively and significantly influences employee resilience of telecommunication companies in Rivers State, Nigeria. The result of the findings further revealed that talent retention of telecommunication companies in Rivers State, Nigeria gave rise to interpersonal competence, adaptability, and pro-activeness. The study recommends that management of telecommunication companies should do their best to retain employees who have been a positive impact on the companies and use it to motivate other employees working within the designated department in the company.
EFFECTS OF REWARD SYSTEMS ON EMPLOYEE PRODUCTIVITY IN CATHOLIC UNIVERSITY OF ...paperpublications3
Abstract:The main objective of this study was to assess the effects of reward systems on employee productivity in The Catholic University of Eastern Africa, Kenya. It further sought to determine the factors which increase employee motivation to better performance and critically evaluate and focus on the effects of reward systems on employee productivity. Purposive sampling was used to sample 80 respondents from all cadres of staff. Data was collected through self-administered questionnaires on a delivery and collection basis to the respondents. Regression technique was used to analyze the data. The data was analyzed using Statistical Package for Social Scientists (SPSS). The findings of this study revealed that different respondents had different motivational preferences but majority of the Institution’s staff was more exposed to the use of non-financial rewards such as recognition, training, opportunities to handle greater responsibilities, employee promotion and participation in key decision making and challenging jobs to motivate exemplary performers. The study also shows that the rewards offered as a result of good performance were worthwhile and meaningful. The study concluded that employees reward systems is a source of motivation to the employees.
Keywords:employee motivation, effective reward system, performance, Productivity, Reward systems: Financial and non-financial rewards.
Workforce Diversity Management towards Organizational Performance: The Case o...Dr. Amarjeet Singh
This study aims to assess the influence of workforce
diversity management to organizational performance with
particular emphasis on AlAujan Group Company. The Group
is one of the largest private sector companies in Bahrain, with
companies in the food, personal care, fashion and real estate
sectors. The study utilized a descriptive research design
involving 120 conveniently sampled respondents. An adopted
questionnaire was used as data gathering tool. The study
found that over-all organizational climate has a significant
impact on organizational performance. However, looking at
the individual indicators, only Top Management Support and
Personal Diversity Experience are significant at 0.05 while Coworkers Behaviour is significant only at 0.10.
EFFECTS OF STRATEGIC PLANNING DIMENSIONS ON PERFORMANCE OF SMALL AND MEDIUM S...Ahmed Aliyu Palladan, PhD
PAPER PRESENTED AT THE 4TH ANNUAL CONFERENCE OF SOCIAL SCIENCE AND MANAGEMENT ORGANIZED BY YUSUF MAITAMA SULE UNIVERSITY KANO, NIGERIA 17TH OCTOBER 2019
HUMAN CAPITAL MEASUREMENT & ITS IMPACT ON PERFORMANCE OF IT PROFESSIONAL IN P...IAEME Publication
Human Capital measurement is an important source in terms of suggesting and implementing polices regarding human resource. In this paper, researcher reviews human capital definition and previous researches which relates human capital measurement and employee performance in the organization. Some of the parameters for measuring human capital which influences their performance in an organization have been identified.
Focus on Human Resource as Improvement of the Flexible Manufacturing Operatio...ijtsrd
Focus on human resource in organizations regarded as a tool for organizations growth and profitability, strategic innovation, organizational and customer-oriented changes. This article attempts to explain the imperative strategic plan collective by patterns of thinking. The importance of strategic, long-term policy and imperative strategic plan collective is very clear to planners. Imperative strategic managers like to follow a similar and routine imperative strategic behavioral pattern. Imperative strategic plan collective, normally taken, as a part of imperative strategic planning, therefore also tends to run in cycles of around last years. Implementing tailored organization can give a competitive advantage and help foster goodwill toward focus on human resource approach. Studies on corporate organizational imperative strategic have possessed an increasing growth. This paper proposes a learning organization expectations method that considers tailored organization information. In todays tailored organization al environment, there are usually several products and services to fulfill certain functions. The rise of intense competition among the domestic and global markets has revealed the crucial role of organizational imperative strategic in actualization and maintenance of competitive privilege development in the imperative strategic organizations. Dr. Nasser Fegh-hi Farahmand"Focus on Human Resource as Improvement of the Flexible Manufacturing Operation of Organization" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-1 | Issue-4 , June 2017, URL: http://www.ijtsrd.com/papers/ijtsrd2187.pdf http://www.ijtsrd.com/management/hrm-and-retail-business/2187/focus-on-human-resource-as-improvement-of-the-flexible-manufacturing-operation-of-organization/dr-nasser-fegh-hi-farahmand
My dissertation i good very good marks on it i want everyone to look and get the best idea how to get the work done, hope you are gonna love my job, please check chapter 2 and you will get to know how to work on that. I got very good feedback on that from my supervisor too...
An empirical review of Motivation as a Constituent to Employees' Retentioninventy
This study investigated the link between motivation and retention and the effect of motivation on retention at different organisational levels. The research linked motivation and high job satisfaction to explore strategies that help in employees' retention and why public sector employees leave with particular reference to Federal Medical Centre (FMC) Owerri. This was achieved by collecting primary data from Federal Medical Centre (FMC) on non-clinical staff/employees (managers and non-managers and secondary data from published materials and the hospital's human resources (HR) data. The findings were tested using employee motivational attributes to prove that motivation plays a crucial role in enhancing employee retention. Motivation was found to be a core factor that determines the level of employee retention among managers and non-managers within the case study organisation. Specifically, it was found out that employees tend to be motivated if they are subjected to performance-based compensation, recognition for good work, and encouraged to pursue individually fulfilling tasks.
The practitioners and academicians in the business arena are highly concern about the enhancement of employee performance in this competitive age for achievement of business goals. Considering the issue, this study aimed to measure the influence of Human Resource Management (HRM) practices on the performance of employees. The data of this study have been collected from 392 on-the-job operational level employees using survey method who are working at different garment factories in Bangladesh. The collected data are analyzed through structural equation modeling to partial least square method. The study empirically proves that employee training and development, promotion opportunity, and job security has significant influence on the employees’ performance. Theoretically, this study proves that training and development, job security and promotion opportunity together influence on the performance of employees in the developing economy. The practitioners and policy makers of the organizations are expected to make necessary adjustments in their existing HRM practices based on the findings of this study in the context of Bangladesh for enhancing the employees’ performance level so that their whole-hearted efforts can be gained for the achievement of business goals.
QUESTIONIssues facing police department todayWrite a 700- to .docxcatheryncouper
QUESTION Issues facing police department today
Write a 700- to 1,050-word paper in which you describe the issues facing police departments in today’s society.
Include a description of how local, state, and federal law enforcement agencies currently interact with the U.S. Department of Homeland Security (DHS).
Include suggestions for how the relationship between DHS and police departments may be improved.
Format your paper consistent with APA guidelines.
Research study 1- Macduffie (1995)
Industry sector: Automobiles.
Location: USA
No. of companies in study: 70 automobile plants
Theoretical background: MacDuffie’s starting position was in the Walton (1985) tradition. He argued that innovative HR practices are the way to secure employee commitment to the organization and such commitment is essential if employees are to apply the amount of discretionary effort required for high performance. In addition, he was interested in establishing the extent to which a specified ‘bundle’ of HR practices would be more effective than such practices implemented individually.
Research strategy and method: MacDuffie studied flexible production systems in the auto industry. Flexible production systems are characterized by the reduction of stock inventories and the elimination of ‘buffer’ areas such as those concerned with product repair space which create ‘slack’ in the production process. MacDuffie reasoned that these characteristics would have three major consequences:
(1) the increase of interdependencies within the production process;
(2) the highlighting of production problems;
(3) searches for improvements to the production process to solve these problems.
His hypothesis was that innovative HR practices have an important role to play in such flexible production systems. MacDuffie argued that workers in flexible production systems need a good grasp of the production process and analytical skills to diagnose problems.
The data were collected by questionnaires and interviews with plant managers. The study sought to assess the effect upon labor productivity and quality of three variables: (1) the use of ‘buffers’; (2) work systems (e.g. the use of work teams and employee involvement groups); and (3) HR policies, relating to those involved in the production process, of selection, performance-related reward, status differences and training and development.
MacDuffie developed two specific hypotheses: (1) that innovative HR practices affect performance not individually but as interrelated elements in an internally consistent ‘bundle’ and (2) the HR ‘bundle’ is effective in contributing to manufacturing plant productivity and product quality when they are integrated with flexible production systems.
Results and conclusions: MacDuffie argues that the evidence from his study supported the hypothesis that assembly plants using flexible production systems which use HR ‘bundles’ that are integrated with the production strategy outperform plants using traditional m ...
EFFECTS OF REWARD SYSTEMS ON EMPLOYEE PRODUCTIVITY IN CATHOLIC UNIVERSITY OF ...paperpublications3
Abstract:The main objective of this study was to assess the effects of reward systems on employee productivity in The Catholic University of Eastern Africa, Kenya. It further sought to determine the factors which increase employee motivation to better performance and critically evaluate and focus on the effects of reward systems on employee productivity. Purposive sampling was used to sample 80 respondents from all cadres of staff. Data was collected through self-administered questionnaires on a delivery and collection basis to the respondents. Regression technique was used to analyze the data. The data was analyzed using Statistical Package for Social Scientists (SPSS). The findings of this study revealed that different respondents had different motivational preferences but majority of the Institution’s staff was more exposed to the use of non-financial rewards such as recognition, training, opportunities to handle greater responsibilities, employee promotion and participation in key decision making and challenging jobs to motivate exemplary performers. The study also shows that the rewards offered as a result of good performance were worthwhile and meaningful. The study concluded that employees reward systems is a source of motivation to the employees.
Keywords:employee motivation, effective reward system, performance, Productivity, Reward systems: Financial and non-financial rewards.
Workforce Diversity Management towards Organizational Performance: The Case o...Dr. Amarjeet Singh
This study aims to assess the influence of workforce
diversity management to organizational performance with
particular emphasis on AlAujan Group Company. The Group
is one of the largest private sector companies in Bahrain, with
companies in the food, personal care, fashion and real estate
sectors. The study utilized a descriptive research design
involving 120 conveniently sampled respondents. An adopted
questionnaire was used as data gathering tool. The study
found that over-all organizational climate has a significant
impact on organizational performance. However, looking at
the individual indicators, only Top Management Support and
Personal Diversity Experience are significant at 0.05 while Coworkers Behaviour is significant only at 0.10.
EFFECTS OF STRATEGIC PLANNING DIMENSIONS ON PERFORMANCE OF SMALL AND MEDIUM S...Ahmed Aliyu Palladan, PhD
PAPER PRESENTED AT THE 4TH ANNUAL CONFERENCE OF SOCIAL SCIENCE AND MANAGEMENT ORGANIZED BY YUSUF MAITAMA SULE UNIVERSITY KANO, NIGERIA 17TH OCTOBER 2019
HUMAN CAPITAL MEASUREMENT & ITS IMPACT ON PERFORMANCE OF IT PROFESSIONAL IN P...IAEME Publication
Human Capital measurement is an important source in terms of suggesting and implementing polices regarding human resource. In this paper, researcher reviews human capital definition and previous researches which relates human capital measurement and employee performance in the organization. Some of the parameters for measuring human capital which influences their performance in an organization have been identified.
Focus on Human Resource as Improvement of the Flexible Manufacturing Operatio...ijtsrd
Focus on human resource in organizations regarded as a tool for organizations growth and profitability, strategic innovation, organizational and customer-oriented changes. This article attempts to explain the imperative strategic plan collective by patterns of thinking. The importance of strategic, long-term policy and imperative strategic plan collective is very clear to planners. Imperative strategic managers like to follow a similar and routine imperative strategic behavioral pattern. Imperative strategic plan collective, normally taken, as a part of imperative strategic planning, therefore also tends to run in cycles of around last years. Implementing tailored organization can give a competitive advantage and help foster goodwill toward focus on human resource approach. Studies on corporate organizational imperative strategic have possessed an increasing growth. This paper proposes a learning organization expectations method that considers tailored organization information. In todays tailored organization al environment, there are usually several products and services to fulfill certain functions. The rise of intense competition among the domestic and global markets has revealed the crucial role of organizational imperative strategic in actualization and maintenance of competitive privilege development in the imperative strategic organizations. Dr. Nasser Fegh-hi Farahmand"Focus on Human Resource as Improvement of the Flexible Manufacturing Operation of Organization" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-1 | Issue-4 , June 2017, URL: http://www.ijtsrd.com/papers/ijtsrd2187.pdf http://www.ijtsrd.com/management/hrm-and-retail-business/2187/focus-on-human-resource-as-improvement-of-the-flexible-manufacturing-operation-of-organization/dr-nasser-fegh-hi-farahmand
My dissertation i good very good marks on it i want everyone to look and get the best idea how to get the work done, hope you are gonna love my job, please check chapter 2 and you will get to know how to work on that. I got very good feedback on that from my supervisor too...
An empirical review of Motivation as a Constituent to Employees' Retentioninventy
This study investigated the link between motivation and retention and the effect of motivation on retention at different organisational levels. The research linked motivation and high job satisfaction to explore strategies that help in employees' retention and why public sector employees leave with particular reference to Federal Medical Centre (FMC) Owerri. This was achieved by collecting primary data from Federal Medical Centre (FMC) on non-clinical staff/employees (managers and non-managers and secondary data from published materials and the hospital's human resources (HR) data. The findings were tested using employee motivational attributes to prove that motivation plays a crucial role in enhancing employee retention. Motivation was found to be a core factor that determines the level of employee retention among managers and non-managers within the case study organisation. Specifically, it was found out that employees tend to be motivated if they are subjected to performance-based compensation, recognition for good work, and encouraged to pursue individually fulfilling tasks.
The practitioners and academicians in the business arena are highly concern about the enhancement of employee performance in this competitive age for achievement of business goals. Considering the issue, this study aimed to measure the influence of Human Resource Management (HRM) practices on the performance of employees. The data of this study have been collected from 392 on-the-job operational level employees using survey method who are working at different garment factories in Bangladesh. The collected data are analyzed through structural equation modeling to partial least square method. The study empirically proves that employee training and development, promotion opportunity, and job security has significant influence on the employees’ performance. Theoretically, this study proves that training and development, job security and promotion opportunity together influence on the performance of employees in the developing economy. The practitioners and policy makers of the organizations are expected to make necessary adjustments in their existing HRM practices based on the findings of this study in the context of Bangladesh for enhancing the employees’ performance level so that their whole-hearted efforts can be gained for the achievement of business goals.
QUESTIONIssues facing police department todayWrite a 700- to .docxcatheryncouper
QUESTION Issues facing police department today
Write a 700- to 1,050-word paper in which you describe the issues facing police departments in today’s society.
Include a description of how local, state, and federal law enforcement agencies currently interact with the U.S. Department of Homeland Security (DHS).
Include suggestions for how the relationship between DHS and police departments may be improved.
Format your paper consistent with APA guidelines.
Research study 1- Macduffie (1995)
Industry sector: Automobiles.
Location: USA
No. of companies in study: 70 automobile plants
Theoretical background: MacDuffie’s starting position was in the Walton (1985) tradition. He argued that innovative HR practices are the way to secure employee commitment to the organization and such commitment is essential if employees are to apply the amount of discretionary effort required for high performance. In addition, he was interested in establishing the extent to which a specified ‘bundle’ of HR practices would be more effective than such practices implemented individually.
Research strategy and method: MacDuffie studied flexible production systems in the auto industry. Flexible production systems are characterized by the reduction of stock inventories and the elimination of ‘buffer’ areas such as those concerned with product repair space which create ‘slack’ in the production process. MacDuffie reasoned that these characteristics would have three major consequences:
(1) the increase of interdependencies within the production process;
(2) the highlighting of production problems;
(3) searches for improvements to the production process to solve these problems.
His hypothesis was that innovative HR practices have an important role to play in such flexible production systems. MacDuffie argued that workers in flexible production systems need a good grasp of the production process and analytical skills to diagnose problems.
The data were collected by questionnaires and interviews with plant managers. The study sought to assess the effect upon labor productivity and quality of three variables: (1) the use of ‘buffers’; (2) work systems (e.g. the use of work teams and employee involvement groups); and (3) HR policies, relating to those involved in the production process, of selection, performance-related reward, status differences and training and development.
MacDuffie developed two specific hypotheses: (1) that innovative HR practices affect performance not individually but as interrelated elements in an internally consistent ‘bundle’ and (2) the HR ‘bundle’ is effective in contributing to manufacturing plant productivity and product quality when they are integrated with flexible production systems.
Results and conclusions: MacDuffie argues that the evidence from his study supported the hypothesis that assembly plants using flexible production systems which use HR ‘bundles’ that are integrated with the production strategy outperform plants using traditional m ...
The linkage between strategic human resource management, innovation and firm ...IOSR Journals
Innovation is regarded as the driving force of rapid changes in the modern world and one of the key success factors in the competitive market. Firms have to innovate, to survive in the market. The disruptive wave of innovation every year makes so many businesses disappear from the market. On the other hand, successful implementation of innovation programs can guarantee profitability and an acceptable overall performance for any firm. In addition, strategic planning for human resources plays a key role in innovation practices and helps firms achieve their long-term objectives. This paper intends to assess a linkage between strategic human resource management, innovation, and overall performance within a firm. In order to examine such a linkage, an online survey was applied and data were collected from 54 managers of product development projects in Malaysian manufacturing companies. Analysis of the collected data using correlation analysis techniques proved that there is a strong correlation between the three mentioned concepts.
27340265.pdfChesbrough received support from the Center fo.docxeugeniadean34240
27340265.pdf
Chesbrough received support from the Center for Open Innovation at the Haas School of Business
and the Alfred P. Sloan Foundation. Appleyard received support from the National Science Foundation
under Grant No. 0438736. Jon Perr and Patrick Sullivan ably assisted with the interviews of Open
Source Software leaders. Any opinions, findings, and conclusions or recommendations expressed in
this material are those of the authors and do not necessarily reflect the views of the above funding
sources or any other individuals or organizations.
Open Innovation and
Strategy
Henry W. Chesbrough
Melissa M. Appleyard
57CALIFORNIA MANAGEMENT REVIEW VOL. 50, NO. 1 FALL 2007
A
new breed of innovation—open innovation—is forcing firms to
reassess their leadership positions, which reflect the performance
outcomes of their business strategies. It is timely to juxtapose
some new phenomena in innovation with the traditional acade-
mic view of business strategy. More specifically, we wish to examine the increas-
ing adoption of more open approaches to innovation, and see how well this
adoption can be explained with theories of business strategy. In our view, open
innovation is creating new empirical phenomena that exist uneasily with well-
established theories of business strategy. Traditional business strategy has guided
firms to develop defensible positions against the forces of competition and power
in the value chain, implying the importance of constructing barriers to competi-
tion, rather than promoting openness. Recently, however, firms and even whole
industries, such as the software industry, are experimenting with novel business
models based on harnessing collective creativity through open innovation. The
apparent success of some of these experiments challenges prevailing views of
strategy.
At the same time, recent developments indicate that many of these exper-
imenters now are grappling with issues related to value capture and sustainabil-
ity of their business models, as well as issues of corporate influence and the
potential co-option of open initiatives. In our view, the implications of these
issues bring us back to traditional business strategy, which can inform the quest
for sustainable business models. If we are to make strategic sense of innovation
communities, ecosystems, networks, and their implications for competitive
advantage, we need a new approach to strategy—what we call “open strategy.”
Open strategy balances the tenets of traditional business strategy with the
promise of open innovation. It embraces the benefits of openness as a means of
expanding value creation for organizations. It places certain limits on traditional
business models when those limits are necessary to foster greater adoption of an
innovation approach. Open strategy also introduces new business models based
on invention and coordination undertaken within a community of innovators.
At the same time, though, open strategy is realistic about the nee.
Writekraft Research and Publications LLP was initially formed, informally, in 2006 by a group of scholars to help fellow students. Gradually, with several dissertations, thesis and assignments receiving acclaim and a good grade, Writekraft was officially founded in 2011 . Since its establishment, Writekraft Research & Publications LLP is Guiding and Mentoring PhD Scholars.
Our Mission
“To provide breakthrough research works to our clients through Perseverant efforts towards creativity and innovation”.
Vision
Writekraft endeavours to be the leading global research and publications company that will fulfil all research needs of our clients. We will achieve this vision through:
Analyzing every customer’s aims, objectives and purpose of research
Using advanced and latest tools and technique of research and analysis
Coordinating and including their own ideas and knowledge
Providing the desired inferences and results of the research
In the past decade, we have successfully assisted students from various universities in India and globally. We at Writekraft Research & Publications LLP head office in Kanpur, India are most trusted and professional Research, Writing, Guidance and Publication Service Provider for PhD. Our services meet all your PhD Admissions, Thesis Preparation and Research Paper Publication needs with highest regards for the quality you prefer.
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We have PhD experts from reputed institutions/ organizations like Indian Institute of Technology (IIT), Indian Institute of Management (IIM) and many more apex education institutions in India. Our works are tailored and drafted as per your requirements and are totally unique.
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Management, Commerce, Finance, Marketing, Psychology, Education, Sociology, Mass communications, English Literature, English Language, Law, History, Computer Science & Engineering, Electronics & Communication Engineering, Mechanical Engineering, Civil Engineering, Electrical Engineering, Pharmacy & Healthcare
Research Paper Writing
Writekraft Research and Publications LLP was initially formed, informally, in 2006 by a group of scholars to help fellow students. Gradually, with several dissertations, thesis and assignments receiving acclaim and a good grade, Writekraft was officially founded in 2011 . Since its establishment, Writekraft Research & Publications LLP is Guiding and Mentoring PhD Scholars.
Our Mission
“To provide breakthrough research works to our clients through Perseverant efforts towards creativity and innovation”.
Vision
Writekraft endeavours to be the leading global research and publications company that will fulfil all research needs of our clients. We will achieve this vision through:
Analyzing every customer’s aims, objectives and purpose of research
Using advanced and latest tools and technique of research and analysis
Coordinating and including their own ideas and knowledge
Providing the desired inferences and results of the research
In the past decade, we have successfully assisted students from various universities in India and globally. We at Writekraft Research & Publications LLP head office in Kanpur, India are most trusted and professional Research, Writing, Guidance and Publication Service Provider for PhD. Our services meet all your PhD Admissions, Thesis Preparation and Research Paper Publication needs with highest regards for the quality you prefer.
We have PhD experts from reputed institutions/ organizations like Indian Institute of Technology (IIT), Indian Institute of Management (IIM) and many more apex education institutions in India. Our works are tailored and drafted as per your requirements and are totally unique.
From past years our core advisory members, research team assisted research scholars from various universities from all corners of world.
Research study 1- Macduffie (1995)Industry sector Automobiles..docxdebishakespeare
Research study 1- Macduffie (1995)
Industry sector: Automobiles.
Location: USA
No. of companies in study: 70 automobile plants
Theoretical background: MacDuffie’s starting position was in the Walton (1985) tradition. He argued that innovative HR practices are the way to secure employee commitment to the organization and such commitment is essential if employees are to apply the amount of discretionary effort required for high performance. In addition, he was interested in establishing the extent to which a specified ‘bundle’ of HR practices would be more effective than such practices implemented individually.
Research strategy and method: MacDuffie studied flexible production systems in the auto industry. Flexible production systems are characterized by the reduction of stock inventories and the elimination of ‘buffer’ areas such as those concerned with product repair space which create ‘slack’ in the production process. MacDuffie reasoned that these characteristics would have three major consequences:
(1) the increase of interdependencies within the production process;
(2) the highlighting of production problems;
(3) searches for improvements to the production process to solve these problems.
His hypothesis was that innovative HR practices have an important role to play in such flexible production systems. MacDuffie argued that workers in flexible production systems need a good grasp of the production process and analytical skills to diagnose problems.
The data were collected by questionnaires and interviews with plant managers. The study sought to assess the effect upon labor productivity and quality of three variables: (1) the use of ‘buffers’; (2) work systems (e.g. the use of work teams and employee involvement groups); and (3) HR policies, relating to those involved in the production process, of selection, performance-related reward, status differences and training and development.
MacDuffie developed two specific hypotheses: (1) that innovative HR practices affect performance not individually but as interrelated elements in an internally consistent ‘bundle’ and (2) the HR ‘bundle’ is effective in contributing to manufacturing plant productivity and product quality when they are integrated with flexible production systems.
Results and conclusions: MacDuffie argues that the evidence from his study supported the hypothesis that assembly plants using flexible production systems which use HR ‘bundles’ that are integrated with the production strategy outperform plants using traditional mass production systems on both measures of productivity and quality.
Study strengths: (1) Treats HR practices as integrated ‘bundles’ rather than separate practices. (2) Uses contextually relevant measures of organizational performance. (3) Study rooted in specialist knowledge of manufacturing production process.
Study limitations: (1) Employee commitment and competence are theoretical principles which are important to the study but they are not measured. ...
Exploring the Relationship between HR Practices and Employee Retention: A Stu...AI Publications
This academic article investigates the relationship between HR practices and employee retention within the tech industry. The study aims to analyze how specific HR practices impact employee retention and provide insights into effective strategies for organizations. The research sample includes 338 administrative staff members from various tech companies. The study employs a quantitative approach, conducting reliability analysis and regression analysis using SPSS to analyze the collected data.
Linking Theory & PracticeNavigating the innovation landsca.docxsmile790243
Linking Theory & Practice
Navigating the innovation landscape: past
research, present practice, and future trends
Shanthi Gopalakrishnan1,
Eric H Kessler 2,
Joanne L Scillitoe3
1School of Management, New Jersey Institute
of Technology, Newark, NJ, USA; 2Lubin School
of Business, Pace University, New York, USA;
3School of Management, New York Institute of
Technology, Old Westbury, NY, USA
Correspondence:
Shanthi Gopalakrishnan, School of
Management, New Jersey Institute of
Technology, Newark, NY 07102, USA.
Tel: þ973-596-3283;
Fax: þ973-596-3074
Abstract
The management of innovation is among the most critical capabilities
contributing to the success of modern organizations. It is also complex and
frequently misunderstood. In this paper we first provide a broad overview of
the organizational innovation literature [the Past] to distill five fundamental
themes: What is innovation, why is it important, where does it come from,
who engages in it, and how can it be best executed? Second, we illustrate how
these concepts are applied by three companies on the vanguard of innovation
management [the Present] – Google, Walt Disney, and Johnson & Johnson.
Third, we project the discussion forward by considering key issues and emerging
trends [the Future] of innovation management such as nanotechnology, ethical
dilemmas, information technology, globalization, and sustainability. Fourth,
we derive from the above analyses concrete guidelines for managers to
leverage these insights and enable more effective innovation practices.
Organization Management Journal (2010) 7, 262 –277. doi:10.1057/omj.2010.36
Keywords: innovation; management; industry; organization
Introduction
In today’s increasingly turbulent business environment, largely
attributed to continual and rapid globalization and technological
advancements, change has become a ubiquitous phenomenon.
Innovation has emerged as an important mechanism to facilitate
adaptation to this shifting competitive landscape. Although
considered controversial by some skeptics, innovation plays a
critical role in nurturing the economy, creating and radically
transforming industries, sustaining the competitive performance of
firms, and improving the standard of living and creating a better
quality of life for citizens. Understandably, research that is focused
on this climate of change displays a strong “pro-innovation”
perspective (Kimberly, 1981; Abrahamson, 1991) and visualizes
innovation as an inherently beneficial organizational activity with
profound consequences for multiple constituencies. Indeed, it is an
organization’s capability for sustained innovation that oftentimes
determines its success. However, when discussing the management
of innovation, one must also consider the more ambiguous,
potentially destructive, and less readily understood social and
ethical dynamics of the innovation process.
This paper attempts to provide a broad overview of the
innovation management landscape. First, we ...
Linking Theory & Practice Navigating the innovation landscape pas.docxSHIVA101531
Linking Theory & Practice Navigating the innovation landscape: past research, present practice, and future trends Shanthi Gopalakrishnan1 , Eric H Kessler 2 , Joanne L Scillitoe3 1 School of Management, New Jersey Institute of Technology, Newark, NJ, USA; 2 Lubin School of Business, Pace University, New York, USA; 3 School of Management, New York Institute of Technology, Old Westbury, NY, USA Correspondence: Shanthi Gopalakrishnan, School of Management, New Jersey Institute of Technology, Newark, NY 07102, USA. Tel: þ 973-596-3283; Fax: þ 973-596-3074 Abstract The management of innovation is among the most critical capabilities contributing to the success of modern organizations. It is also complex and frequently misunderstood. In this paper we first provide a broad overview of the organizational innovation literature [the Past] to distill five fundamental themes: What is innovation, why is it important, where does it come from, who engages in it, and how can it be best executed? Second, we illustrate how these concepts are applied by three companies on the vanguard of innovation management [the Present] – Google, Walt Disney, and Johnson & Johnson. Third, we project the discussion forward by considering key issues and emerging trends [the Future] of innovation management such as nanotechnology, ethical dilemmas, information technology, globalization, and sustainability. Fourth, we derive from the above analyses concrete guidelines for managers to leverage these insights and enable more effective innovation practices. Organization Management Journal (2010) 7, 262–277. doi:10.1057/omj.2010.36 Keywords: innovation; management; industry; organization Introduction In today’s increasingly turbulent business environment, largely attributed to continual and rapid globalization and technological advancements, change has become a ubiquitous phenomenon. Innovation has emerged as an important mechanism to facilitate adaptation to this shifting competitive landscape. Although considered controversial by some skeptics, innovation plays a critical role in nurturing the economy, creating and radically transforming industries, sustaining the competitive performance of firms, and improving the standard of living and creating a better quality of life for citizens. Understandably, research that is focused on this climate of change displays a strong “pro-innovation” perspective (Kimberly, 1981; Abrahamson, 1991) and visualizes innovation as an inherently beneficial organizational activity with profound consequences for multiple constituencies. Indeed, it is an organization’s capability for sustained innovation that oftentimes determines its success. However, when discussing the management of innovation, one must also consider the more ambiguous, potentially destructive, and less readily understood social and ethical dynamics of the innovation process. This paper attempts to provide a broad overview of the innovation management landscape. First, we survey the exi ...
Running head PAPSYLL Culture Analysis Paper2.docxtoltonkendal
Running head: PAPSYLL Culture Analysis Paper 2
Papsyl
NAME
CLASS
DATE
Introduction
Today world of business is characterized by rapid technological dynamism that intensifies regarding self-changing values and competition. An organization can only remain competitive if they are ready to embrace dynamism. Therefore, there is a need to embrace regular interaction of knowledge and organizational learning (Schein, 2010). Therefore, any organization prevailing organizational structure is critical to the business success. The organization culture to be researched is an IT company called Papsyl that deals with the production of both hardware and software.
Literature review
The organizational culture is based on individual and organizational learning which is based on knowledge psychology (Schein, 2010). Psychology argues that there are two types of knowledge namely procedural and declarative. The declarative refers to an object that is things and persons, and facts such as processes and issues. On the other hand, procedural knowledge involves cognitive actions and processes. Moreover, declarative knowledge can be described as “knowledge of something”’ and is regarded as expertise or process knowledge.
Procedural learning involved mostly in the organization culture includes the stimuli perception and appropriate behavior initiation. The analytical process of prior experience is referred to as contextual placement is emphasized in organization culture (Schein, 2010). On the other hand, there is there is declarative learning that involves the development of cognitive association or behavioral guidelines. However, there is needed to be careful when interpreting the dichotomy. Both types of knowledge and level of learning, there is analogies comparison between organizations and humans that indicates the organizational culture and procedural elements as organizations declarative element. The analogies are based on some assumptions.
· People utilize procedural knowledge in the interaction of environment through their action and reaction. In comparison, firms use appropriate structures (processes, procedures) in the generation of activities that interacts with the environment.
· Primarily, declarative knowledge is the initiation point before procedural knowledge and subsequent actions undertaken by people in the organization. Correspondingly, organization culture is described as the organization declarative knowledge because it provides the guidelines and the meaning for the behavioral patterns assumed by the organization employees.
Consequently, human learning and organizational process assume comparable phases where any organizational structure changes are regarded as procedural learning while culture change is regarded as declarative learning. However, it is possible for a specific learning process to assume a prominent role in the environment people interact. Ostensibly, the individual learning process is the preliminary point i ...
IN THIS ASSIGNEMT THE AIM IS TO TEST YOUR UNDERSTANDING IN THE APPLICATION OF ORGANIZATIONAL THEORIES THAT ARE RELATED TO HUMAN RESOURCE MANAGEMENT .THESE THEORIES CUTS ACROSS FROM NEOCLASSICAL CLASSICAL AND MODERN THEORIES SUCH AS CONTIGENCY THEORIEY. THERE HAS BEEN A RESEACH GOING ON TO WHETHER HUMAN RESOURCE HAS A KEY ROLE IN ORGANIZATIONAL PROCESS AS YOU READ THROUGH YOU WILL BE ABLE TO DISCOVER THE ASUMPTIONS AND FINDINGSHuman capital theory was initially well developed by Becker (1964) and it has
grown in importance worldwide because it focuses on education and training as
a source of capital. It is now widely acknowledged that one of the key
explanations for the rapid development of Asian countries in the 1970s and 80s is
high investment in human capital (Robert 1991; Psacharopolos & Woodhall 1997).
Human capital theory changes the equation that training and development are
‘costs the organisation should try to minimise’ into training and development as
‘returnable investments’ which should be part of the organisational investment
capitalThere is a growing body of knowledge stipulating that since an organisation
operates and thrives in a complex environment, managers must adopt specific
strategies which will maximise gains and minimise risks from the environment (Peter
& Waterman 1982; Scott 1992; Robbins 1992). In this premise, the theory contends
that there is no one best strategy for managing people in organisations. Overall
corporate strategy and the feedback from the environment will dictate the
optimal strategies, policies, objectives, activities and tasks in human resource
management.
Organisational change theory:
Gareth (2009: 291) defines organisational change as the process by which
organisations move from their present state to some desired future state to
increase their effectiveness. Organisations change in response to many
developments taking place in the internal and external environment such as
technology, policies, laws, customer tests, fashions and choices that influence
peoples’ attitudes and behaviour. These developments influence different
aspects of human resource management and in response, organisations have to
change the way organisational structure, job design, recruitment, utilisation,
development, reward and retention are managed (Hersay & Blanchard 1977;
Robbins 1992; Johns 1996). The organisational change theory suggests the
improvement of organisational change and performance by using diagnostic
tools appropriate for the development of effective change strategy in human
resource management.
Although performance appraisal is concerned with the evaluation of workers job performance, it at the same time serves to highlight the specific objectives of an organization. As the employee is being evaluated the organization is also evaluating itself by comparing objectives and standards of performance, reviews the whole appraisal framework and design as well as organizational values and culture. Performance appraisal is a veritable tool for organizations to evaluate and increase the quality of education and training of their workforce with a view to developing lifelong learning patterns and strategies to sustain productivity throughout longer working periods. Motivation as it relates to employee productivity is often behind the drive for performance and self-actualization and provides opportunities for higher productivity. Productivity is an important measure of goal achievement because getting more done with less resources increases organizational profitability. Using the exploratory research design and 109 participants the result of the study indicates a strong positive correlation between performance appraisal and employee productivity. It suggests that the issue of performance appraisal in charitable organizations should be addressed. In view of the result of the study, the paper recommends that performance appraisal should carefully review employee’s strengths and weaknesses against requirements for possible future higher responsibilities.
The integration between innovation and business is a key factor in competitiveness between organizations. That is, innovation applied to a business makes no sense if not considered as an integral tool for the processes of the organization. Companies should therefore adopt a policy where innovation plays a strategic role in the design of business models to become lean, effective and competitive entities (Moraleda, 2004). The objective of this paper is to show the importance of innovation within companies, identifying the concept, the various models that different entities might adopt in order to develop better processes of innovation, as well as indicators that represent innovation at global and national levels in order to develop strategies that lead to an increase in competitiveness. For this work the method used was a bibliographical review of relevant articles from a range of authors was conducted.
Child labor is one of the issues receiving much attention from researchers and scholars around the world. Child labor still occurs in most countries around the world. Viet Nam is also one of the countries with relatively high child labor and increasing trend. This article is based on critical discourse analysis and data from the General Statistics Office of Vietnam to analyze some fundamental issues of child labor in Vietnam, thereby giving policy suggestions to the Vietnam government in minimizing the current child labor situation.
The rapid trend of changes and social issues in managing the global workforce has forced organizations to look for innovative ways of enhancing the job satisfaction of employees. Among these innovative approaches is the provision of Flexible Working Arrangements (FWAs). The purpose of this exploratory research was to identify the effects of FWAs, i.e., flextime schedule, compressed workweek, and telecommuting on job satisfaction from the perspective of the Ethiopian national employees of the United Nations Economic Commission for Africa (ECA) in Addis Ababa. To achieve this objective both descriptive and inferential statistics were conducted. The total population of the study was 250; out of which, 71% of responses were collected. A primary data collection method was implemented using a structured questionnaire. The analysis showed that there is significant positive effect of flextime schedule (R = .39, R2 = .264, p = .001) and compressed workweek (R = .39, R2 = .159, p = .039). This means that increase in the use of flextime schedules and compressed workweek enhances job satisfaction for employees of the ECA in Addis Ababa. The independent variables reported R = .39 and R2 = .15 which means that 15% of corresponding variations in employee job satisfaction can be explained by flexible working arrangements. Nevertheless, this study found out that there are no significant relationship of telecommuting (R = .39, R2 = .065, p = .398) on job satisfaction. Therefore, since the provision of FWAs is at the nascent stage, further studies on the effect of telecommuting on job satisfaction from Ethiopian employees context are highly recommended.
This study evaluates the impacts of urban road investment and operation in China, especially the spillover effect attributable to the investment of urban road projects. Using the synthetic control method and difference-in-differences technique and taking the opening of Jiaozhou Bay Bridge and its Subsea Tunnel in China on 30 June 2011 as a natural experiment, this paper investigates the causal effect between urban road investment and its economic impacts. Results show that the project has a positive externality in terms of its contribution to the output and employment: taken the industrial relative output as outcome variable, no matter whether the covariates are controlled or not, the parameters of the interactive terms are positive; taken the industrial relative employment rate as outcome variable, the gap between the treated unit and its counterpart indicates a direct program effect for the treated city as well as a spillover effect across the cities within the sample province. Furthermore, the permutation test ascertains that the probability of achieving a spillover effect as large as the treated city is around 5.88 per cent. Overall, the investment and operation of urban road transportation infrastructure has a noticeable spillover effect. Our results are robust across a series of placebo tests.
Poor public management defined by corruption and lack of prudence in public life continues to hold Nigeria hostage and makes good governance difficult. Since the 1980s government has been using many methods including the processes of privatization and commercialization as means of re-engineering the public sector for total quality management, and to increase the share of the public sector’s contribution to the gross domestic product. The experiment never achieved the desired level of success partly due to lack of political will on the part of government to wedge a total war against corruption, and also partly because the public sector is a large scale administration that has many entry and revolving doors which government finds difficult to close. These limitations provide the incentives for widespread public corruption that is recognized as one of the greatest challenges of government in carrying out its mandate. 110 respondents participated in this study conducted through the exploratory research design. The participants provided useful data that were triangulated with data from secondary sources for the purpose of the study. To achieve the objective of the investigation, data were analyzed through statistical techniques and the result showed significant positive correlation between good governance and good management. It was recommended that appointments in the public sector should feature a combination of people from private and public sectors of the economy to enhance competence with the aim of reducing public sector corruption. Further study should examine the reasons behind rising budget deficits as a way of reducing cost of governance in Nigeria.
In this article, we analyze in the Malian context the link between the structure of the shareholding and the sustainability of companies based on data from the census of industrial enterprises of the Ministry of Trade and Industry, 2015. The results show that Mali’s economic opening option in the 1980s, strengthened in the 1990s following the implementation of the Structural Adjustment Programs, resulting in the state’s withdrawal from the management of enterprises, have enabled the emergence of private enterprises in almost all sectors of economic activity. However, shareholding in industrial enterprises has suffered from poor governance. It also shows that the number of women entrepreneurs is close to that of men. Between 2010 and 2014, the majority of shareholders are in the agri-food sector. The majority of the investment is in the metal and metallurgical sector.
This paper’s objective is to present the importance of the strategic planning in business management. Speaking of strategic planning is always speaking in general terms and how to fix paths of behavior will necessarily affect deeply and significantly in the future evolution of the company or organization that adopts it. Today we think of the organization as part of an environment and in terms of options or choices based on what you have, of its surroundings and the opportunities or pathways that can lead to achieving the objective, (Garrido, 2009). For this work the method used was a bibliographical review of relevant articles from a range of authors was conducted. The conclusions were that the be properly analyzed and adapted to the precise conditions and characteristics of the small business or, more generally, to any type of business for which the planning is intended. Strategic planning brings multiple benefits (which exceed its disadvantages) if applied in the right way, however, there are inherent risks, which can be overcome with proper monitoring and control.
The study examined the relationship between non-financial incentives and workers’ motivation in Akwa Ibom State Civil Service exploring five key variables of continuing professional development, performance feedback, employee employment, employee participation in decision-making and task autonomy. Survey research design was adopted involving the use of questionnaire to gather data from 392 respondents drawn from a population of 20465 civil servants in state using Taro Yamene Sample Size Determination Table. The sample was drawn across all ministries and departments through stratified and convenience sampling techniques. Data collected were analysed using descriptive and inferential statistics. Hypotheses were tested at 0.05 level of significance. The five dimensions of non-financial incentives were positively correlated with workers’ motivation from the results of the analysis. Continuing Professional Development (CPD) had the highest correlation value (r = 0.33, P<0.01). Also, the five null hypotheses were rejected implying that the variables of study influence workers’ motivation in Akwa Ibom State Civil Service, Nigeria with beta coefficients and t-values of CPD (0.29;4.313); PF (0.117; 3.500); EE (0.2.141); PDM (0.182; 2.935), and TA (0.231;2.817). It was concluded that since workers’ motivation is a vital tool to organizational effectiveness and growth, employers should explore more of non-financial incentives in formulating and implementing employee benefits related policies.
This literature review is organized in five sections. Firstly, we begin with general ideas and continue with the origin of the fraudulent. Secondly, we discuss the struggle of the phenomena, insisting on the available mechanisms. Finally, we’ll discuss the link between audit and fraud.
Accounting function aims at providing accurate and sufficient accounting information to facilitate proper financial reporting and management performance. Accounting information is usually in the form of periodic or annual financial statements which are products of costing, financial and management accounting prepared for the benefit of a number of external interest groups. Accounting has its roots in the stewardship approach and as a management performance tool to guide the agent and the principal over the exact status of the going concern. Accounting function also involves financial statement analysis, interpreting the accounts by computing and evaluating ratios which relate pairs of financial information or items with one another. This analysis of ratios can be cross-sectional comparing the results of one company with another or trend. In doing so close attention is usually paid to profitability ratio to help keep pace with effective management performance. The exploratory research design was adopted for the study and result showed positive correlation between accounting function and management performance. The study was not exhaustive, therefore, further study should examine the relationship between audit failure and business failure as a matter of finding a solution to the problem. It was recommended that management should always carefully study audit reports to enhance decision making and management performance.
This study examines the effect of the trademark on consumer behavior of consumers of air conditioners in Sudan, in order to know the dimensions of the trademark that affect consumer behavior in Sudan, and provide information to companies on the dimensions of the trademark that affect the purchasing decision of the customer and contribute to customer satisfaction. The study adopted descriptive analytical method using a sample of 230 individuals who consume air conditioners in Sudan. The results showed that there is a positive significant relationship between the trademark of air conditioning and consumer behavior as well as a positive significant relationship between the trademark name of air conditioning and consumer behavior and finally there is a positive significant relationship between the trademark logo and consumer behavior.
In recent years, retired workers eligible for social security receive their emoluments from the appropriate regulatory agency and this provides more realistic evidence on the better living standard of the aged (retirees) under the scheme. Empirically, this paper examines the impact of social security on economic growth in Ghana using time series secondary (monthly) data ranging from 2000 – 2018. The author answers in two questions: 1) how significant are pensioners benefit payments dependent on economic growth and also, 2) how business environmental policy is contributing to economic performance as far as pensioners well-being are concerned. Using STATA analytical software, the findings show a positive significant relationship between social security and economic growth. The study concludes by outlining appropriate policy measures to help strengthen the current social security scheme in Ghana.
This research begins by showing the different meanings attributed to the term cluster by different currents and authors, which suggests definitions that are found around its spatial framework. Next, the factors that intervene in the competitiveness of a region and its growth are shown, for the development of these, Porter’s model of competitiveness which was taken as reference, and the contexts: geographical and economic. Therefore, the methodology was used based on a qualitative design, with descriptive and correlational scope since it will analyze differences of each cluster, with respect to the factors of dimensions, establishments, growth, economic impact and policies. To do this, the information-gathering tool was two semi-structured interviews with cluster leaders in both countries, because the approach is based on data collection methods that are not completely standardized or predetermined. And finally, the results of the comparison of the Mexican Bajío automotive cluster with the German cluster located in Baden-Württemberg are presented.
This research aims at identifying the impact of excellence in drawing up the following four marketing mix strategies (Product, Pricing, Promotion and Distribution) of the small and medium enterprises in Jordan, in terms of their marketing performance in its dimensions (Sales Growth, Profit Growth, Customer Attraction and Customer Retention).In order to reach the results of this study, A total of (187) valid questionnaire surveys were collected from companies belong to the SME Association in Jordan. The Statistical Package for the Social Sciences (SPSS) approach was used to analyze the collected data. The empirical results indicated there is a significant relationship between the building of marketing strategies of the marketing mix elements in the Jordanian SME and their marketing performance, by (sales growth, profit growth, customer attraction, and customer retention) dimensions. Consequently, decision makers in small and medium organizations need to choose strategies based on their target market to the positive impact on the mind of the consumer, which in turn could improve modern scientific methods in SME to divide their markets into sub-market sectors.
The study investigates the impact of team building on organisational productivity. The objective of this study is to evaluate the impact of team building among the members of the selected case study and to assess the effect of training and retraining of team members on organisational productivity. The study also x-rayed the absence of team building in a workplace which led to low levels of turnover and productivity. the total population of the study was 750 while researcher employed Yaro Yamane sampling technique to select sample size of 261 because of the large population and hypothesis were tested using Pearson correlation. The finding revealed that if members of the team can work in synergy without considering the differences in the likes of level of educational background and others, the expected productivity will be very high. It was also observed that capabilities of team leader in carrying out the assigned task determined its output especially if the team leader understands the technical knowhow of job and he is friendly with co-team members with a lot of motivation, that this would definitely enhance employees’ efficiencies and productivities. The study recommends that team members should trust, support and respect one another individual differences in order to accomplish group common goals and tasks.
Compared with general commercial reverse logistics operators, the recovery and treatment of expired drugs and medical waste is a complex and highly technically difficult project. The qualifications required by the relevant service providers are also more stringent. For medical institutions, the selection of reverse logistics operators is always a critical issue. On the perspective of sustainability, this paper aims to investigate and explore the critical factors of selecting a medical reverse logistics service provider. Through the process of the Delphi method, the experts’ assessments were collected, and 24 factors affecting the selection of medical reverse logistics service provider were screened and summarized. Then, Decision-Making Trial and Evaluation Laboratory (DEMATEL) was employed to calculate the total influence values and net influence values between factors that could be used to draw the visual causal map. Referring the causal map, “Green process operation level” and “Recycling process greening degree” are significantly higher than other factors in terms of total influence value and net influence value. Therefore, they can be regarded as crucial factors. This finding implies that medical reverse logistics providers must have the ability to improve the greening of facilities, as well as equipment, integrating existing processes to make it greener and environmentally friendly.
The major objective of any firm is to maximize the shareholders wealth. This is evidence through dividend yield and payout ratio and this encapsulate into the dividend policy of a company. The research purpose aimed at examining the influence that dividend policy has on the volatility of share prices among the listed insurance corporations in Kenya. Research design, approach and method: Data was collected from listed insurance corporations over a 10-year period with a total of 49 data points. The Pearson correlation and ordinary regression analysis were employed. The results reveal the existence of a positive link among the study variables. The correlations were found to be substantial at ninety-five percent confidence level. It is worth noting that the model summary shows forty-three-point one percent of changes in the volatility of stock price are explicated by dividend yield and payout ratio. ANOVA statistics which examines whether the analytical model as set out in the study explains variations in the dependent variable concluded that the model is analytically substantial. The outcome revealed a statistically significant positive link between stock price variations and the ratio of dividend payout. Research also established a statistically substantial negative interrelation between volatility of stock prices and dividend return. Results therefore recommend that companies should have dividend policies which are mapped to shareholders wealth maximization objective. The study suggests further studies be undertaken to determine whether there exists an analytically substantial difference between the dividend policies of various sectors in the economy.
This study is about the impact of selected macroeconomic variables on economic growth of Bangladesh. Economic growth of Bangladesh is measured in terms of annual nominal GDP growth rate. Least squared regression model has been employed considering exchange rate, export, import and inflation rate as independent variables and gross domestic product as the dependent variable in this study. The results reveal that export and import have significant positive impact on GDP growth rate. The other variables (exchange rate and inflation) are not significant, indicating that there exists no significant relationship among the variables. The findings will help the policy makers to make policies concerning the country’s economic growth to remain robust in the near future.
This article aims to examine whether the “Stra.Tech.Man” approach (Vlados, 2004), which explores the dialectical synthesis between strategy, technology, and management inside all socioeconomic organisms fulfills the requirements to be an analysis of evolutionary direction. It tries to answer this question, in particular, by examining the theoretical foundations of evolutionary economics and the subsequent evolutionary theorization of the firm that stems analytically from evolutionary economics. With this goal in mind, an overview of the relatively recent literature is attempted by presenting some of the significant contributions to evolutionary economics and the evolutionary theory of the firm. Next, it examines the specific way of building the Stra.Tech.Man approach on the production process of innovation and change management, by analyzing how this can lead to the structuration of an evolutionary direction of business planning for any socioeconomic organism.
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The Role of Human Resource System in Developing a Culture of Innovation
1. Business, Management and Economics Research
ISSN(e): 2412-1770, ISSN(p): 2413-855X
Vol. 5, Issue. 11, pp: 161-169, 2019
URL: https://arpgweb.com/journal/journal/8
DOI: https://doi.org/10.32861/bmer.511.161.169
Academic Research Publishing
Group
161
Original Research Open Access
The Role of Human Resource System in Developing a Culture of Innovation
Dr. Fawaz Ali Thawabieh
Modern College for Science and Business, Oman
Abstract
The Research aims on Human Resource Management and innovation has to date relied on a theoretical assumption
that there exists an identifiable set of HR practices which organizations seeking to be innovative should adopt.
However, analysis of the various prescriptions of HR practices for innovation reveals a high level of internal
inconsistency, leading to conflicting advice for practitioners. Furthermore, a review of empirical research on the
topic indicates that HR practices within innovative organizations are remarkably similar to those found in the best
practice literature This raises questions about the link between strategy and HRM, and about the theoretical
foundations of research on HRM and innovation. Drawing on recent research on HRM and firm performance, I
suggest that research on HRM and innovation can benefit from incorporating elements from both contingency theory
and best practice approaches into the existing configuration theory approach. A change in direction for both
theoretical and empirical research on HRM and innovation is proposed. This paper is laid out as follows. In part one,
I ask what a strategy of innovation is, and consider what employee behaviors are believed to be consistent with such
a strategy. The second section compares and contrasts different authors’ prescriptions of HR practices for
innovation, and also compares the findings of research on HRM and innovation with the findings of the best practice
approach. In the final part I consider the implications of MY review for future research on this topic. I propose a
broadening of the theoretical base on which research on HRM and innovation is founded, and discuss the particular
challenges involved in conducting empirical research on HR systems for innovation.
Keywords: Human Resource Management; It can be said that it is a set of functions and activities used by institutions, whether
public or private to improve productivity in their work efficiently and effectively. Researcher Dr. Fawaz A. Thawabieh, 2019
Innovation: is ‘the intended introduction and implementation within a job, work team or organization of ideas, processes,
products or procedures which are new to that job, work team or organization and which are designed to benefit the job, the work
team or the organization.’ (West and Farr, 1990).
CC BY: Creative Commons Attribution License 4.0
1. Introduction
The organizations around the globe donate best need to innovations, as this leads them in becoming successful
over long period of time, (Chen and Huang, 2009).
What type of HR system is most appropriate for a firm wishing to pursue a strategy of innovation? This question
has attracted attention from researchers since the early 1980s. In fact, it can be argued that this stream of research
predated by as much as a decade a much wider interest in the links between HRM and organizational performance;
Interest in the topic of innovation is also growing rapidly. Global dissemination of information via technology has
ensured that competitive advantage based on a particular product or process is no longer sustainable. In the
information age, sustainable competitive advantage belongs to those firms who continually reinvent themselves at a
pace which is consistent with the rapid pace of change in the environment. The result is that the pressure on firms to
innovate in order to survive is greater than ever before. These parallel developments in HRM research and the
broader business environment ensure that both academic and practitioner interest in the topic of HR systems for
innovation is likely to grow. The question of how research on this topic should proceed is therefore an important
one, and is the subject of this paper.
2. Theoretical Underpinnings of Research on HRM and Innovation
Firm-level research in HRM generally reflects three different theoretical perspectives - the Best Practice view,
the Best Fit or configuration-based view, and contingency approaches. The Best Practice view posits the existence of
clusters or bundles of High Performing Work Practices which can enhance the performance of all firms which adopt
them1
. For example, Pfeffer (1994) recommends fourteen best HR practices for adoption by all firms, including
selectivity in recruitment, high wages, incentive pay, employee ownership and promotion from within (Pfeffer,
1994). The Best Fit or configuration theory approach proposes that firm strategy is the critical factor which should
be considered in deciding which system of HR practices a firm should adopt3
. For example, Miles and Snow (1984)
identify three unique clusters of HR practices which they propose fit best with Prospector, Defender or Analyzer
strategies respectively (Miles and Snow, 1984). Finally, contingency theorists argue that a variety of internal and
external environmental influences combine to determine the optimal mix of HR practices for any particular firm. A
large number of the contingencies which have attracted research attention, including strategy, firm size, firm age,
local labour markets and union coverage (internal) and industry complexity and munificence (external) (Huselid and
Rau, 1997).
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Theory and research on HRM and innovation has to date been firmly rooted in the configuration approach. This
theoretical perspective suggests that there is an identifiable "strategy of innovation" which some firms adopt in
pursuit of competitive advantage, an oft-cited example is the "prospector" type described by Miles and Snow (1984).
Research on HRM and innovation is based on the idea that there is a unique cluster of HR practices which is most
appropriate for firms pursuing a strategy of innovation (Schuler and Jackson, 1987); the underlying premise is that
the adoption of these HR practices will enable any "innovative" firm to outperform innovative rivals who do not
adopt them. However, the latter notion remains untested in the empirical literature on HRM and innovation. Rather,
empirical studies have focused on testing whether the sets of "HR practices for innovation" rooted in prescriptive
research have generally been adopted by firms pursuing a strategy of innovation.
The logic of the theory underlying research on HRM and innovation provides us with two specific criteria
against which we can assess the progress of research on this topic. First, the theory suggests there is a single set of
HR practices which will elicit employee behaviors which are consistent with a strategy of innovation. Second, if the
theory makes sense, this cluster of practices should be in some sense unique; in other words, they must be
identifiably different from HR practices associated with alternative strategies. This paper undertakes an analysis of
research on HRM and innovation and assesses the progress which has been made using the above criteria as a
yardstick. In particular, I compare different prescriptions of HR systems for innovation to assess whether there is a
consensus among researchers about the HR practices which innovative firms should adopt. Contrary to what the
theory would lead one to expect, I find that the prescriptions of HR practices for innovation are rife with internal
inconsistencies and contradictions. Empirical research on the topic has identified HR practices which have been
adopted by firms pursuing a strategy of innovation. I compare these practices with research from the "Best Practice"
literature to assess progress against the second criterion which is, whether these "HR practices for innovation" are in
some sense unique. Remarkably, I find that almost all of the HR practices for innovation have also been identified as
generic "Best HR practices", a finding which presents a further challenge to the theoretical underpinnings of research
on HR systems for innovation.
2.1. What is a Strategy of Innovation?
Due to the speed of changes occurring within certain organizational environments as a result of globalize
competition and rapid technological developments, organizations are faced with challenges never encountered
before. When pursuing a strategy of innovation, organizations attempt to embrace these challenges through the
adoption or development of new products, services, operations or practices.
2.2. Defining Innovation
Despite the fact that there are many descriptions of innovation within the literature, there is still a lack of
consensus on a single definition of the concept. Nevertheless many useful definitions and typologies of innovation
have been provided, adding to MY understanding of the concept. West and Farr define innovation as: the intentional
introduction and application within a role, group or organization of ideas, processes, products or procedures, new
to the relevant unit of adoption, designed to significantly benefit the individual, the group, the organization or wider
society (West and Farr, 1990).
This would suggest that innovative organizations are problem finders, actively focusing on existing customer or
market problems on the one hand, and existing practices and procedures on the other, and then generating ideas
aimed at improving or solving these problems through the development or adoption of new products, services and
procedures.
However, one threat to MY understanding of the concept concerns the use of the terms creativity and
entrepreneurship somewhat synonymously with innovation. Some studies have viewed entrepreneurship as a multi-
dimensional construct used to describe organizations in terms of their innovativeness, proactiveness and their
willingness to take risks (Miller, 1983). This would suggest that innovation is only one attribute, although an
essential one, of the entrepreneurial organization. The distinction between creativity and innovation may be one of
emphasis rather than one of category, where creativity is concerned (Morris and Jones, 1993). with bringing ideas
into existence, while innovation is concerned with implementing these ideas. For the purposes of the present paper,
strategies of innovation and entrepreneurship will be viewed synonymously, while creativity will be viewed as a
desirable attribute of individuals within the innovative organization (Morris et al., 2010).
2.3. Different Types of Innovations
Three of the most widely cited typologies distinguish between specific innovations in terms of whether they are
technical or administrative, whether they are concerned with products or processes, or whether they can be described
as radical or incremental. Damanpour (1991), provides useful descriptions of each of these types of innovations.
Technical innovations refer to products and services, and also production processes and operations and relate to the
technical core of the organization, while administrative innovations are more directly related to management and
concern changes in organizational structures or administrative activities, and therefore pertain to the administrative
core of the organization. Product innovations concern the introduction of new products or services to meet the
customers needs, while process innovations are introduced to production or service operations and may include new
materials, equipment or task specifications. Radical innovations are described as non-routine and represent a
departure from existing practices, operations, processes and technologies, whereas incremental innovations are more
routine, representing smaller departures from existing procedures.
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2.4. Strategic Typologies
Configuration theory suggests that organizations can be described in terms of strategic types, where their degree
of innovativeness depends on their positioning along a strategic continuum (Mintzberg, 1978). At one end of the
continuum are defender organizations which operate in narrow product and market domains, where the focus is on
continuity and reliability and where fundamental changes are rarely made. Such organizations tend to be
characterized by both gradual and cautious growth, paying relatively little attention to other organizations, or events
and trends occurring within the external environment. At the other extreme, prospector organizations operate in
broad product and market domains, constantly seeking opportunities in an environment characterized by change and
uncertainty. They constantly strive to identify emerging trends in their environment so that innovation can be
sustained, compromising internal efficiency if necessary.
In order for organizations to achieve competitive advantage, they must adopt one of three generic strategies.
firms with a specific strategic orientation should outperform those who are "stuck in the middle" and identifies
strategies of cost leadership, differentiation or focus. Strategies of cost leadership aim to provide lower costs to
customers relative to competitors, while focus strategies target a specific market segment or develop particular
product lines. Firms pursuing differentiation strategies emphasize innovation and strive to offer something new or
unique to customers in terms of their products and services (Porter, 1985).
Adopting Porters typology, Schuler & Jackson describe the possible HR implications for organizations pursuing
strategies of cost reduction, innovation and quality enhancement. However, they emphasize that although these
strategies may be presented as distinct types some overlap can occur, and various parts of a firm may pursue one or
more strategy simultaneously (Schuler, 1987).
2.5. Cultural Aspects of Innovation
Innovative organizations need to adopt a "culture of pride and climate of success". In addition, the structures
within such organizations must be compatible with the culture and argues that bureaucratic structures can stifle
innovation. She terms non-innovative organizations as segmentalist, where the structure makes it difficult to solve
problems through the development of innovative solutions since problems are broken up and assigned to various
subunits, with each subunit having only one piece of the problem to solve (Kanter, 1983). On the other hand,
innovative organizations adopt an integrative approach where sub problems are aggregated into larger problems
allowing greater insight into the appropriate action required. Therefore, reduced layers in the hierarchy, greater
lateral communication, and greater empowerment to those at lower levels are favorable characteristics of the
innovative organization.
Tushman and O'Reilly (1997), view culture as one of the most important factors in the management of
innovation and emphasize the need for flexibility, speed and responsiveness in adapting to changing circumstances
on the one hand, while on the other they suggest that some degree of consistency, reliability and stability should be
maintained. Therefore, within the innovative organization a more participative management style is favored, where
communication and teamwork are of paramount importance. In addition new ideas and risk taking behaviors among
employees should be encouraged where mistakes and possible failures are tolerated, particularly if employees are
acting in the interests of the customer. Therefore, drawing from the definition provided by West and Farr (1990) I
suggest that a strategy of innovation requires an organization to be revolutionary, assertive and proactive, where the
primary focus is on implementing new ideas concerning products, services, practices or operations, whether initiated
or adopted. Through constant monitoring of their environments they systematically seek opportunities to exploit,
anticipating and responding to situations before they have to. In order to foster a culture for innovation, they have
flexible structures, empowered employees, and encourage risk taking, while accepting mistakes and occasional
failure.
2.6. Innovative Behaviors and Skills
Research linking competitive strategies and HR practices adopts a behavioral perspective (Miles and Snow,
1984; Schuler, 1987). The logic is that since different firm strategies require different behaviors from employees, the
HR system must not only ensure that employees have the necessary skills but must also motivate the appropriate
behaviors. This requires some consensus about what key employee behaviors are considered consistent with a
Strategy of innovation (Cappelli and Singh, 1992).
Employee skills which have been associated with innovative behaviour include problem solving and
communication skills. Amabile's componential model of creativity identifies "domain-relevant skills" and
"creativity-relevant skills" as two necessary attributes for individual creativity on any given task. Attributes within
these domains include an awareness of the feasibility of implementing innovations, familiarity with the relevant
markets and a cognitive style which favors taking a new perspective to problems (Amabile, 1983).
Since there is a high level of consensus about the types of employee skills and behaviors appropriate for a
strategy of innovation, it might be reasonable to expect a similar degree of consensus about the type of HR system
which firms seeking to pursue a strategy of innovation should adopt. However, as I shall see in the next section, this
is far from being the case.
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3. Review and Analysis of Research on HRM and Innovation
3.1. Structure of the Employment Relationship
The decision on whether to hire from the market at all levels of the organization or limit points of entry and
promote from within is one of the most basic HR issues faced by organizations. To a large extent, a firm’s approach
to this question significantly determines the nature of the employment relationship and the psychological contract
which underpins it. Even more importantly for the argument presented here, the structure of the employment
relationship influences firms’ choice of HR practices by imposing constraints on the choices available to them
(Doeringer and Poire, 1971). Reflecting its fundamental importance, researchers on HRM and innovation have
directly addressed the question of what employment relationship structure should be adopted by firms wishing to
pursue a strategy of innovation.
Unfortunately, the level of internal inconsistency in the prescriptive literature on HRM and innovation is
nowhere more evident than in the treatment of this most basic HR question.
Innovating organizations need to do much of their recruitment externally, to try to retain a fit between their
human resource pool and the changing needs of the organization. Innovative organizations are characterized as
operating in environments which are both unstable and ambiguous, thereby making work role and behaviour
requirements more difficult to define (Delery and Doty, 1996). For example, Miles and Snow (1984) suggest that
prospector organizations are more concerned with sophisticated external recruitment practices at all levels of the
organization than either defender or analyzer organizations (Miles and Snow, 1984). On the other hand, Schuler and
Jackson (1987) present a case which is almost diametrically the opposite of the above (Schuler and Jackson, 1987).
They argue that because innovative organizations require risk taking behaviour and tolerance of inevitable
failures, job security should be provided and a long-term orientation encouraged. They therefore prescribe the use of
entry level recruitment combined with extensive training and job security.
The implications of these two different approaches to structuring the employment relationship are significant.
Configuration theory, on which research on HRM and innovation, posits a single, internally consistent system of HR
practices consistent with a strategy of innovation. As I illustrate below, the HR practices which flow from these two
approaches are very different, and for the most part are mutually exclusive. I will revisit the important issue of the
relationship between the structure of the employment relationship and a strategy of innovation when I review
empirical research later in this section, and again when I discuss future research directions in Section III.
3.2. Recruitment and Selection
A surprisingly small amount of prescriptive attention has been devoted to specifying the methods of recruitment
and selection of employees which should be adopted by organizations pursuing a strategy of innovation. The advice
which is offered is fairly general in nature. For instance, more general, implicit and less formalized selection criteria
are proposed by some authors (Olian and Rynes, 1984). It is also argued that recruitment systems which are more
open will allow employees to select themselves into innovative positions, allowing a better match between the
requirements of the organization and the individual needs of the employee (Morris and Jones, 1993; Schuler and
Jackson, 1987). Miles and Snow, while advocating the acquisition of human resources rather than internal
development, offer little specific advice on how this should be done, apart from suggesting the use of some
psychological testing24
. While Schuler and Jackson specify desirable employee behaviors associated with a strategy
of innovation, they offer little advice on how this should be incorporated into the recruitment and selection process
(Schuler, 1987).
3.3. Socialization
Socialization involves immersing the individual in the culture and practices of the organizations, where they
become aware of the norms, values and attitudes which are consistent with the organization and it’s strategy. It is
suggested that such practices help to forge a psychological commitment by the individual to the organization and
perhaps encourage employee behaviors which are less predictable (Schuler and Jackson, 1987). A number of authors
emphasize the particular importance of extensive socialization and orientation programs for new employees in
innovative organizations (Tushman and O'Reilly, 1997). In fact, this is one of the few HR practices for innovation
concerning which there would appear to be a high level of consensus in the literature.
3.4. Training
The encouragement of creative and experimental behaviour not only requires the necessary skills and
confidence on the part of the individual, but also a long term training and development strategy by the Organization
(Tidd et al., 1997). Training activities in innovative organizations should be spontaneous, informal, and
unsystematic and should encourage high employee participation (Schuler and Jackson, 1987). Similarly, Schafer
argues that in order to fit with the constantly changing environment and variable job requirements, the training
provided should be continuous, less structured and should focus on individualized knowledge requirements. This
should enable employees to adapt to these changing conditions, to respond in unique ways to new challenges, and to
become more comfortable with ambiguity (Schafer, 1990).
HR practices which are believed to facilitate innovative behaviors such as co-operation and interdependence
take a long term approach and include the use of extensive training and development activities, and inter-
departmental transfers31
. In innovative organizations, intensive training should be provided where employees
develop a broad range of skills which can then be used in other parts of the organization. However, an entirely
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different view is offered by Delery and Doty who suggest that innovative organizations provide only a small amount
of informal training Delery and Doty (1996), and Sonnenfield and Peiperl (1988) who argue that due to the
portability of skills, very little training, usually on-the-job, should be provided by such organizations. In general,
these conflicting prescriptions for training are consistent with the fundamentally different approaches to structuring
the employment relationship reviewed above.
3.5. Development/Careers
While the structure of the employment relationship at least partially predetermines how organizations approach
employee development and careers issues, there are a number of interesting issues raised in the treatment of these
issues in the literature. Schuler argues that broad career paths which develop employees based on implicit rather than
specific criteria are more adaptable to changing circumstances, and therefore allow employees to be moved around
the organization and be developed more broadly. Furthermore, since it is more difficult to promote individuals
through traditional methods in innovative organizations, establishing several ladders enlarges the opportunities for
employees to advance (Schuler and Jackson, 1987). Careers can thus be redefined in terms of skill growth and cross-
functional movement in order to overcome reduced opportunities for upward mobility.
Highly skilled employees may be attracted to innovative organizations since they provide greater opportunities
for advancement into a variety of different positions. Schuler suggests that although recruiting internally or
"promoting from within" can serve as an effective reward for good performance, it generally commits the
organization to providing training and career development to high performers (Schuler and Jackson, 1987).
3.6. Performance Appraisal
Performance appraisals which communicate a tolerance for failure and which provide employment security are
believed to influence employee motivation in innovating organizations. Appraisals which reflect the long term,
emphasize results, and assess group rather than individual achievements are most likely to have these effects
(Schuler and Jackson, 1987). performance appraisals should be based on individual achievements, should focus on
behaviors rather than results, and should be used for developmental purposes, rather than evaluative purposes
(Youndt et al., 1996).
3.7. Compensation Systems
Some authors suggest that compensation systems should emphasize individual skills (Dyer & Holder; Delery &
Doty) while Youndt et al. suggest that group-based incentives should also be provided. Jackson & Schuler argue that
organizations pursuing a strategy of innovation should place less emphasis on results-based bonuses or incentives,
which would penalize employees for engaging in risk-taking behaviors (Schuler, 1987).
While some authors also argue that innovating organizations should adopt compensation systems which
emphasize external or market based equity (Arthur, 1994; Miles and Snow, 1984; Schuler, 1987; Youndt et al.,
1996) argue that internal equity should be emphasized. These emphases reflect the general approach to the
employment relationship adopted by these authors. They suggest that basic pay rates can be low but employees
should have the opportunity to become stockholders and have a greater say over the mix of components in their pay.
Dyer and Holder (1988), lend further support for this argument for greater flexibility in pay systems..
3.8. Contradictions and Deadly Combinations
In order to provide support for the underlying theory, the prescriptive and empirical research reviewed on HRM
and innovation should ideally yield a single set of "best HR practices for innovative organizations". Indeed, some
interpretations seem to suggest that this is the case (Morris and Jones, 1993)
3.9. Empirical Evidence Concerning HR Practices and Innovation
My analysis to this point has focused on the prescriptive literature on HRM and innovation. While many of
these prescriptions were based on "empirical" case study research, the approach was one of theory building rather
than theory testing. In this section I briefly review empirical studies which have attempted to test these prescriptions
by comparing them with practices adopted by innovative organizations. I consider the issues in the same general
order as the treatment of prescriptive research above.
Support for a link between innovative strategies and the use of HR practices which offer job security has been
reported by Peck (1994) and other authors (Morris and Jones, 1993).
Peck found that prospector organizations were more rather than less likely to use the internal labour market to
develop skills. Similarly, Delery and Doty (1996) found that prospector banks who made greater use of internal
career opportunities had higher returns than did defender banks.
Morris and Jones (1993), found that innovative organizations tended to place greater emphasis on extensive
socialization of new employees. They also found that while training and development programs in innovative
organizations were continuous or ongoing, they were also systematic and planned. Innovative firms also used
programs which encouraged high employee participation, which were group-focused and which assumed a longer
term perspective. Innovative organizations tended to provide more training overall, focusing on skills for both
present and for possible future roles. With regard to careers, Morris and Jones (1993) found that innovating
organizations were more likely to have selection and staffing procedures designed around multiple career paths.
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The findings by Peck (1994) and Delery and Doty (1996) in relation to the greater use of internal recruitment
would suggest that innovating organizations tend to emphasize promotion from within.
On performance appraisal, empirical research suggests that innovative organizations are more likely to use
results-oriented performance appraisals (Morris and Jones, 1993). Delery and Doty (1996), found that banks
pursuing a strategy of innovation benefited more from results-oriented appraisals than did banks pursuing a defender
strategy. Research also suggests that innovative organizations are more likely to use results from performance
appraisals for evaluative purposes rather than for longer term development (Olian and Rynes, 1984). Innovative
organizations tended to use performance appraisals with a longer term focus, with greater employee participation and
explicit encouragement of risk-taking behaviors (Morris and Jones, 1993).
Compensation practices in innovating organizations were more likely to include bonuses and incentives which
were based on long term performance and which emphasized individual rather than group-based achievements
(Morris and Jones, 1993). In addition, compensation practices tended to place greater emphasis on job security rather
than higher pay. There is no significant association between compensation systems and a strategy of innovation
(Peck, 1994).
3.10. HR Practices for Innovation or Just Best Practices
My second criterion for assessing whether research on HRM and innovation offers support for its theoretical
foundations is that HR practices for a strategy of innovation should be different from HR practices for other
strategies. One way to assess this is to compare the findings of empirical research on HRM and innovation with the
empirical findings of the "best practice" approach to firm-level HRM research. Directly challenging the notion that
the "fit" between strategy and HR practices is critical, the best practice approach to HRM takes the view that the
adoption of a specific set of Best HR Practices enhances firm performance regardless of strategic orientation
(Pfeffer, 1994).
All of the HR practices for innovation which have received empirical support are also proposed as elements of
High Performing Work Systems, also known as Best HR Practices. This suggests that the Best HR practices for
innovation may not, in fact, be strategy specific but are simply good HR practices for any organization whatever
their strategy. Against this second criterion, then, the research on HRM and innovation does not appear to offer
support for the theoretical foundations on which it is based.
4. New Directions for Research on HR Systems for Innovation
The analysis in the foregoing section illustrates that the configuration theory approach to research on HRM and
innovation has yielded ambiguous research findings as well as advice for practitioners which is at best confusing and
at worst dysfunctional. In this section I consider the direction that both theoretical and empirical research on this
topic should now take. On theory, I propose integrating elements of the two other theoretical approaches found in
firm level research in HRM -- contingency theory and best practice -- into the theoretical base for research in this
domain. I argue that this broader approach can resolve many of the internal inconsistencies found in MY literature
review and provide the foundation for further productive research on this topic. For empirical research, I review
major measurement issues faced by researchers on HR systems for innovation, and consider some ways of tackling
them.
4.1. Theory Issues
The literature on HRM and innovation reflects a strongly voluntarily view of the role of management. That is, it
relies on the assumption that management are not only able to choose the strategy they wish to pursue, but they are
then able to change all aspects of the employment relationship to align the HR system with that strategy. Prospector
organizations should in general adopt a "Market type system", while defender organizations are best suited by an
"Internal system" (Delery and Doty, 1996). However, both organizational research and common sense suggest that
the employment system to be found in any organization at any point in time is primarily a function of the history and
culture of the organization as well as the institutional environment in which it operates (Cappelli and Crocker-Hefter,
1996). The degree to which management can change the employment system is thus severely constrained not just by
these factors, but also by more tangible factors such as union agreements or the need to provide particular incentives
to attract and retain employees in particular labour markets.
I therefore suggest that research on HRM and innovation has relied on assumptions about managerial discretion
which may only apply in startup operations and greenfield sites, if they apply at all. This research would, I argue,
benefit from a more deterministic approach which recognizes the reality that at least some aspects of the
employment system in established organizations are characteristics of the organizations rather than HR tools at the
discretion of management. For example, I suggested earlier in this paper that the emphasis on provision of
employment security is not for the most part a discretionary HR practice. If this fundamental aspect of the
employment system is predetermined, then the choices faced by management with respect to other aspects of the
employment system are severely constrained.
A move to a more deterministic ontology will change the basic research question to be tackled by
researchers on HRM and innovation. Rather than asking "what type of HR system is most appropriate for a
firm wishing to pursue a strategy of innovation?", I suggest a more fruitful agenda can be identified by
asking the following:
What discretionary HR practices are consistent with a strategy of innovation?
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This approach if adopted could retain much of the parsimony of the configuration approach while taking
realistic account of the constraints within which firms must operate. Thus, we could avoid the patently inappropriate
prescriptions of organic organizational structures for organizations for whom this is clearly not an option.
In basic theory terms, I am suggesting that elements of contingency theory be integrated with the configuration
"model" which has been driving research on HRM and innovation. The challenge in moving toward a contingency
approach is to optimize the tradeoff between the contingency variables I add to the model (each of which reduces
parsimony) and the gains in validity which result. In practical terms, this requires us to suggest how many "types" of
employment system should be considered. A dichotomous classification of organizations should be adopted in
research on this topic (Damanpour, 1991). A number of authors in HRM have also proposed the existence of two
types of employment system, "Internal type system" and the "Market type system". Internal type systems hire mainly
from within the organization and offer employees a great deal of employment security, well-defined career ladders,
and extensive formal training. By contrast, Market type systems hire almost exclusively from outside the
organization, make very little use of internal career ladders, use extensive profit sharing and offer very little
employment security (Delery and Doty, 1996).
To illustrate the value of the approach I am suggesting, we considered the implications of a dichotomous
classification of organizations into Internal and Market types for the literature reviewed earlier. The following table
provides summary descriptions of two proposed systems of HR practices for innovation-- a Market System and an
Internal System-- derived form the current literature.
4.2. Learning from the Best Practice Approach
My review also indicates that researchers in HRM and innovation need to be more theoretically rigorous when
prescribing HR practices for innovation. In particular, the link between proposed HR practices and the desired
employee behaviors must be clearly articulated. The Best Practice literature can both inform and complement
continued study on the topic of HRM and innovation in this regard. For instance, on a practical level the simple
comparison in Table 3 above could be undertaken for all proposed HR practices for innovation. Discovering that a
proposed practice is also being researched as a Best Practice may indicate a need for greater specificity about the
link to particular innovative behaviors. More efficient use of scarce research resources and greater conceptual clarity
in research on HRM and innovation should result.
4.3. Measurement Issues
Two major measurement dilemmas emerge from MY review of empirical research on HR systems for
innovation. The first concerns whether innovation should be measured in terms of outcomes or as a continual
process, where discrete outcomes are assumed to result from the implementation of an overall process or strategy.
The second dilemma concerns whether we should study particular HR practices in isolation, or should support for
innovation also be measured if HR is assumed to play a role in developing an appropriate culture for innovation?
The way in which each of these dilemmas is resolved has significant implications for research on this topic; we
therefore address each of these issues separately here.
4.4. Measuring Innovation / Strategies of innovation
When I defined innovation in an earlier section, I identified both specific types of innovation (e.g., technical and
administrative), and specific types of strategies (e.g., low-cost, quality enhancement and innovation). Accordingly,
there are two general approaches to measuring innovation, either in terms of it’s outcomes (e.g., number of new
products introduced to the market), or in terms of the strategic positioning of a firm (e.g., innovators Vs. low cost
providers). Researchers focusing on a particular industry have tended to measure outcomes (Goes and Park, 1987).
In these studies panels of "experts" are used to identify products or services within an industry, and inventories
are developed describing both types of innovations. Items are then rated in terms of their innovativeness, and overall
innovation is measured in terms of the rate of adoption of these "innovative" products or services within a given
period.
The second approach has been applied to studies examining a variety of industries using measurements to assess
strategic orientation Dess and Davis (1984) and Shortell and Zajac (1990). These are largely based on strategic
typologies, such as Miles and Snow (1984) prospector and defender types, and place organizations along a
continuum depending on their degree of innovativeness. Dess and Davis using their own instrument, found support
for Porter’s generic strategies where for instance, organizations pursuing a strategy of differentiation emphasized
variables such as new product development and forecasting of market growth.
Although both approaches are no doubt useful, an interesting question arises concerning the degree to which
innovation is actually being measured. For instance, with regard to the first approach, can we assume that the most
innovative organizations are those with the highest rate of product innovation, regardless of how successful these
innovations have been? Similarly, but in relation to the second approach, are we to assume that organizations are
highly innovative because that is how managers within them perceive them to be? Insight on this question might be
gained from adopting both approaches sequentially in a single study; i.e., obtaining a measure of strategic orientation
initially, and then examining how it is achieved by measuring the specific outcomes of innovation (such as rate of
product innovation). For instance, Morris and Jones, in their study included open-ended questions regarding the
number of new products or services planned for the following year, and the amount of time devoted to innovation by
senior management (Morris and Jones, 1993). It can also be argued that studies which have assumed organizations to
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be innovative based on one of the two measures described above, have disregarded important issues such as whether
new ideas and risk taking behaviors are encouraged and whether mistakes are tolerated.
4.5. HR Practices
Studies examining HR practices in innovative organizations have relied almost exclusively on the prescriptions
of HR practices for innovation provided within the literature. For instance, Peck adopted Miles and Snow's typology
of HR practices for both defender and prospector organizations and asked HR managers to rate the extent to which
their organization emphasized a "make" or "buy" orientation in their use of HR practices (Peck, 1994). This method
is useful in the sense that it allows for the fact that different HR practices may be used within different units or at
various levels of the same organization, but that an overall ‘make’ or ‘buy’ policy may prevail. However, on the
other hand, it may result in ‘central’ tendencies in responses, where no definite emphasis on either orientation can be
properly established. With regard to this issue, perhaps a more favorable measure was that employed by Morris and
Jones typology of HR practices for innovative organizations. Similar to Peck, they asked managers to rate the extent
to which particular HR practices were emphasized within their organization but they used a bi-polar scale as opposed
to obtaining ratings.
A further concern is that measuring HR practices in isolation disregards the fundamental issue of whether or not
organizations foster an appropriate climate for innovation. Many studies have failed to identify the source of new
ideas and do not consider other factors such as organizational goals, structure, and flexibility and decision making
styles. One measure which addresses issues such as these is provided by Siegel and Kaemmerer and assesses support
for innovation (Siegel and Kaemmerer, 1978). Clearly, if it is assumed that the use of particular HR practices have a
significant role in developing an appropriate culture for innovation , then studies which illuminate the relationship
between HR practices, culture and strategy would be most welcome.
5. Conclusion
I suggest that the single most important research issue in this domain concerns the nature of the link between
HR practices and organizational performance. Despite the growing body of research on HR systems for innovation,
the specific relationships between HR systems, strategies of innovation and firm performance have not been
addressed. Instead, research has examined whether HR practices in innovative organizations are those prescribed by
for instance, Miles and Snow, or Schuler and Jackson. Although this type of research undoubtedly adds value in
terms of whether these prescriptions are actually applied in organizational settings, a more fundamental issue
concerns whether these practice choices enhance the performance of the organizations which adopt them.
Establishing this HR-performance link has proved to be a major challenge for other firm-level research within
SHRM and several studies have addressed this relationship with varying degrees of success. Within the best practice
literature for instance, studies have found that use of specific practices, or what are now widely referred to as "High
Performance Work Practices" enhances organizational performance. For instance, Huselid65
found that extensive
recruitment and training procedures, incentive compensation and increased employee involvement were associated
with lower levels of turnover, higher productivity and better financial performance. By contrast, the issue of
performance has been notable by its absence from the literature reviewed here. Thus, after fifteen years of research
on the topic, we have no light to shed on whether the choice of HR system has any bearing on the performance of a
firm pursuing a strategy of innovation.
The notion of internal and external "fit" suggests that certain combinations of HR practices - which are
internally coherent with each other, and externally aligned with organizational strategy - can lead to superior
performance. However, in relation to internal fit, there is no support for the existence of complementarities or
synergies of HR practices and firm performance (Huselid, 1995). However, their use of crude measures of
complementarities, and the fact that they did not examine HR systems in relation to specific strategies would suggest
that perhaps such Complementarities are possible. If this were the case then perhaps aligning these practices with
strategy would yield greater effects. Therefore, research is needed to identify whether configurations of HR practices
with particular strategies lead to synergistic effects.
With regard to identifying the ideal HR system for innovation, it may be that such a definitive HR system would
be too rigid for the innovative organization and it’s constantly changing needs, but that a flexible combination of
both practices recommended in the best practice literature, and those found to be contingent on a strategy of
innovation, may be what such organizations need in order to compete successfully.
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