Expanding the HRD Role: Improving employee well-being and organizational performance

2006 ◽  
Vol 9 (4) ◽  
pp. 563-571 ◽  
Author(s):  
Brad Gilbreath ◽  
Max U. Montesino
Keyword(s):  
Organizational Performance ◽  
Well Being

scholarly journals IMPACT OF GREEN SUPPLY CHAIN MANAGEMENT ON ORGANIZATIONAL PERFORMANCE

2020 ◽  
Vol 2 (1) ◽  
pp. 88-102
Author(s):  
KAZIM RIAZ ◽  
DR. MUHAMMAD ASIM ◽  
SALMAN MANZOOR
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Organizational Performance ◽  
Business Performance ◽  
Positive Impact ◽  
Well Being ◽  
Operational Efficiency ◽  
Green Supply Chain Management ◽  
Green Supply Chain ◽  
Chain Management

This study evaluated the relation of implementing the green supply chain management on the entire business performance. This research has been done on the organizations in the e-commerce industry based in Karachi, Pakistan. The research has found that there is a direct relationship between green supply chain management, which includes the variables, Cooperation with Suppliers, Green Purchasing, Green Logistics, And Cooperation with Customers and the organizational performance. The results showed that business performance grows if the green supply chain management enhances operational efficiency and operational efficiency. The study has found and that the implementation of the sustainable supply chain in the firm has a positive impact on the economic performance of the company and competitiveness, hence provide a competitive edge to the company. This study also provides a clear image of how important the green chain plays a part in the organizational performance and that is for the well-being of the employees.

scholarly journals An initial evaluation framework for the design and operational use of maritime STAMP-based safety management systems

2019 ◽  
Vol 18 (3) ◽  
pp. 451-476 ◽  
Author(s):  
Osiris A. Valdez Banda ◽  
Floris Goerlandt ◽  
Johanna Salokannel ◽  
Pieter H. A. J. M. van Gelder
Keyword(s):  
Organizational Performance ◽  
Safety Management ◽  
Well Being ◽  
Realist Evaluation ◽  
Evaluation Framework ◽  
Initial Evaluation ◽  
Natural Ecosystem ◽  
Organizational Safety ◽  
Organizational Policies

Abstract A safety management system (SMS) is the common means used by organizations to assess organizational performance with respect to the safety and well-being of people, property and the natural ecosystem. A SMS provides confidence to diverse stakeholders that organizational safety is at an appropriate level and fulfils the applicable regulatory standards. As a multifaceted system for organizational safety assessment, ensurance and assurance, the evaluation of the design and operational use of SMS is a complex process. An evaluation needs to provide evidence about how well the design and operation of an SMS complies with applicable standards and how well the methods used in the SMS implementation support the organizational policies and practical work. In the maritime domain, SMS is broadly applied. However, there are few theoretically rooted SMS design approaches, and there is a lack of frameworks to evaluate how well the SMS is designed and how effectively it operates. This paper proposes an initial evaluation framework for the design and operational use of a maritime SMS design approach based on Systems-Theoretic Accident Model and Processes (STAMP), realist evaluation and Bayesian Networks. This framework is applied for a case study of vessel traffic services (VTS) Finland to test its relevance and ability to guide the SMS design. The experiences gained in the case study, and the related discussion on the framework, can guide further research in this area. Ultimately, the work can be used as a basis for developing maritime SMS auditing processes, based on specific theoretical and methodological approaches.

scholarly journals Does Stewardship Theory Provide a Viable Alternative to Control-Fixated Performance Management?

2020 ◽  
Vol 10 (4) ◽  
pp. 86
Author(s):  
Jacob Torfing ◽  
Tina Øllgaard Bentzen
Keyword(s):  
Organizational Performance ◽  
Performance Management ◽  
Public Management ◽  
Management Practices ◽  
New Public Management ◽  
Well Being ◽  
Stewardship Theory ◽  
Public Employees ◽  
Public Service Organizations ◽  
Perceived Satisfaction

Stewardship theory provides an interesting alternative to agency theory, which in the recent New Public Management era supported the introduction of rigorous performance management systems based on generalized mistrust in and control of public employees. However, we lack empirical validation of the feasibility and positive outcomes of the new forms of trust-based management recommended by stewardship theory. As such, there are few examples of alternative ways of boosting the motivation of public employees that can serve as beacons for public service organizations (PSOs) eager to find new ways of motivating their staff to create public value for the users of public services and society as a whole. This article aims to remedy this problem by exploring a seemingly successful empirical case of trust-based management to see whether the core principles of stewardship theory apply and how new management practices may influence the motivation and well-being of the employees, the perceived satisfaction and involvement of the users, and overall organizational performance, including cost efficiency.

Artificial intelligence in personnel management: the development of APM model

2020 ◽  
Vol 33 (4) ◽  
pp. 377-388
Author(s):  
Kirk Chang
Keyword(s):  
Artificial Intelligence ◽  
Organizational Performance ◽  
Personnel Management ◽  
Narrative Analysis ◽  
Well Being ◽  
Content Type ◽  
Managerial Practices ◽  
Management Literature ◽  
Job Levels

Purpose Managers have mixed views of how artificial intelligence (AI) affects personnel management (PM). The purpose of this paper is to identify potential knowledge gap and bring new insights to the AI-personnel-management literature. Design/methodology/approach Both applicability and theoretical perspectives are adopted to critically discuss the constraint and opportunity of AI in PM. Tables and narrative analysis are used to clarify the role of AI in managerial practices. Findings Research findings have helped to develop a new model titled AI in Personnel Management (APM). The APM model unfolds itself in three levels, followed by potential outcome. The three levels comprise “organizational, managerial and individual job levels,” and the outcome comprises “organizational performance, employees’ well-being and staff turnover rate”. Research limitations/implications The APM model helps managers to understand the implication of AI in their workplace. With better understanding of AI’s implication, managers are more likely to develop appropriate AI-driven managerial policies, which in turn benefit employees and their organizations. The APM model acts as a reference guide, helping managers to evaluate the AI’s constraint and opportunity in their managerial practices. Originality/value The APM model is valuable and informative to the academic researchers, as it has first responded to Malik et al. (2019)’s call (re: the absence of AI and management literature), and, more importantly, it has advanced the knowledge of AI–management relationship, supporting scholars to further understand the role of AI in PM.

scholarly journals Alienation

2014 ◽  
Vol 22 (3) ◽  
pp. 301-316 ◽  
Author(s):  
Wayne O’Donohue ◽  
Lindsay Nelson
Keyword(s):  
Organizational Performance ◽  
Well Being ◽  
Existential Psychology ◽  
Work Experiences ◽  
Negative Effects ◽  
Content Type ◽  
Negative Work ◽  
State Of Mind ◽  
Psychology Literature ◽  
The Individual

Purpose – This study aims to re-examine the concept of alienation, particularly from the perspective of existential psychology. While research interest continues to centre on links between human resource management (HRM) and organizational performance, such as in studies by Beer et al. (1984), Huselid (1995), Becker and Gerhart (1996) and Guest (2011), there is a growing interest in individual attributes such as employee well-being in addition to organizational performance, as mentioned in studies by Macky and Boxall (2007), Wood and de Menezes (2011) and Guest and Conway (2011). In this paper, we focus on issues related to the individual, and in doing so we suggest that HRM theory needs further development, as pointed out by Guest (2011). Design/methodology/approach – This is a paper in the tradition of critical theory that draws on both classical and modern research in the business and psychology literature. It outlines the development of the concept of alienation from its classic articulation by Marx through to the perspective offered by existential psychologists such as Blauner (1964). How alienation, thus, defined might manifest in the workplace is then discussed, as are its links to other concepts associated in the literature with positive and negative work experiences is presented. Findings – We argue that alienation needs to be addressed at two levels, namely, at the systemic level, in terms of factors external to the individual such as work and organizational systems and processes, and in terms of factors internal to the individual’s “state of mind”. We offer strategies for management to consider counterbalancing the negative effects of residual feelings of powerlessness, meaninglessness, isolation and self-estrangement that systemic change is unable to eliminate. Originality/value – The paper refocuses attention on the individual within the context of HRM, the effects of alienation and other outcomes of positive and negative work experiences such as work engagement and job burnout.

scholarly journals Multitasking in Knowledge Intensive Business Services

2020 ◽  
Vol 4 (4) ◽  
pp. 305-318
Author(s):  
Inese Suija-Markova ◽  
Liene Briede ◽  
Elīna Gaile-Sarkane ◽  
Iveta Ozoliņa-Ozola
Keyword(s):  
Organizational Performance ◽  
Online Survey ◽  
Survey Methodology ◽  
Well Being ◽  
Optimal Number ◽  
Business Services ◽  
Knowledge Intensive Business Services ◽  
Relationship Analysis ◽  
Human Aspects ◽  
Knowledge Intensive

The objectives of this study were two-fold. First, to analyze multitasking activities in Knowledge Intensive Business Services (KIBS) and the employees’ perception of multitasking effects on individual and organizational performance. Second, to explore associations between the perception of multitasking and individual Time Management Orientation (TMO). The research study employed an online survey methodology. The questionnaire contained 56 questions organised in four groups. Methods of relationship analysis and regression analysis were applied to get answers to the research questions. The study indicated that the employees of surveyed KIBS were strongly engaged in multitasking activities in their workplaces. The informants estimated that on average they worked on nine different tasks per day. Additionally, their working days were filled with interruptions, caused either by external factors or self-interruptions. The majority of respondents also admitted that the ability to multitask was considered their job requirement, thus supporting the findings of other studies that KIBS do prefer multitasking employees. The effects of multitasking on individual and organizational performance were perceived ambiguously by the respondents. Meanwhile, the majority of respondents (above 70%), regardless of the level of polychronicity, admitted that they were able to make good decisions and concentrate better when they worked on one task at a time. The data analysis confirmed the findings reported earlier that individuals with more polychronic TMO did perceive multitasking as having more positive than negative effects both at the individual and organisational levels. Human multitasking has been widely researched in such fields as medicine, command and control, aviation, information technologies, but there is little detailed empirical evidence on multitasking in KIBS such as management consulting, research and development, architecture, engineering services, design, and advertising. Our research provides a fresh view on the human aspects of KIBS companies which can be of help in addressing the related managerial issues. The setting of the optimal number of tasks, task allocation considering employees’ individual differences, designing of workflows require further research as this may give the KIBS company managers guidelines and tools for organizing productive multitasking towards enhanced work efficiency and effectiveness and employees’ well-being.

scholarly journals Workplace Innovations as Reflected in the Romanian Economic Press

2015 ◽  
Vol 17 (1) ◽  
pp. 101
Author(s):  
Cristina Leovaridis
Keyword(s):  
Content Analysis ◽  
Organizational Performance ◽  
Work Organization ◽  
Well Being ◽  
Learning And Development ◽  
Flexible Working ◽  
Economic Journals ◽  
Economic Press

<p>Workplace innovations are designed to optimize production processes in firms and improve employees’ working conditions; few researches on this topic have shown that workplace innovations increased employees’ job satisfaction, as well as a sense of responsibility and autonomy, but also employees’ overall well-being, especially regarding to work–life balance and health. Workplace innovation includes aspects regarding work organization (job autonomy, self-managed teams, flexible working etc.), organizational structure and systems (devolution of decision-making to employees, fairness and equality, supporting employee initiative etc.), learning and development (high involvement innovation, staff learning and development, shared knowledge and experience etc.), workplace partnership (social dialogue, representative participation, involvement in change, openness and communication, integrating tacit and strategic knowledge etc.). This paper aims to highlight the main characteristics of workplace innovations in Romanian firms, as they are presented in some economical, business and academic, journals in our country. The research methodology consisted of a content analysis performed on four Romanian economic journals two from academic area (Management and Marketing and Management Dynamics in Knowledge Economy) and two from business area (Cariere and Biz). The dimensions of content analysis included the different types of workplace innovations and their effects on organizational performance as well as on employees’ quality of life at the workplace, the size and the source of capital and economic sector of firms that innovate in human resource management, barriers and drivers to the implementation of workplace innovations etc. The period for journals content analysis was 1 year, between January 1 and December 31, 2013. The paper contains a case study for each journal, including abstracts of the most relevant articles on the workplace innovations and related topics.</p>

scholarly journals Training Programs for Managing Well-being in Companies

2015 ◽  
Vol 61 (4) ◽  
pp. 23-31 ◽  
Author(s):  
Sonja Treven ◽  
Urška Treven ◽  
Simona Šarotar Žižek
Keyword(s):  
Organizational Performance ◽  
Training Programs ◽  
Well Being ◽  
Effect Relationship

Abstract This paper discussed the significance of well-being (WB) and well-being management (WBM). As successful WBM requires the implementation of different training programs, such programs are presented in detail. The cause–effect relationship between training and individual/organizational performance is researched as well. The aim of the research to support this article was to present WBM, its training programs, as well as the determination of WBM activities concerning the mentioned programs implemented in Slovenian organizations.

scholarly journals Public Sector Employee Well-Being

2021 ◽  
pp. 221-238
Author(s):  
Bram Steijn ◽  
David Giauque
Keyword(s):  
Public Sector ◽  
Organizational Performance ◽  
Job Demands ◽  
Theoretical Models ◽  
Well Being ◽  
Public Organizations ◽  
Task Characteristics ◽  
Public Sector Employee ◽  
Sector Employee ◽  
Definition Of

This chapter deals with an important issue in every public organization: employees’ well-being, which the academic literature consistently relates to organizational performance. After addressing the definition of well-being, the chapter presents the two main theoretical lenses through which well-being is considered: the job demands–resources (JD–R) and the person–environment (P–E) fit models. With respect to these two theoretical models, the main empirical findings, specifically for public organizations, are described and discussed. Thus, variables are identified that can be considered as levers for or obstacles to well-being in public organizations. This permits an “institutional” reading of the antecedents of well-being, highlighting, among other characteristics, environmental, organizational, and task characteristics that are particularly important to consider when studying public organizations. Finally, the chapter also points out some gaps in the current literature and proposes new avenues of research for the study of well-being in public organizations.

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