Organizational Career Development Theory: Weaving Individuals, Organizations, and Social Structures

2020 ◽  
Author(s):  
Kate Mackenzie Davey
Keyword(s):  
Social Context ◽  
Career Development ◽  
Organizational Performance ◽  
Psychological Contract ◽  
Management Practices ◽  
Individual Responsibility ◽  
Development Theory ◽  
Structural Factors ◽  
Individual Choice ◽  
Structure And Agency

Organizational career development theory highlights three different perspectives on career. First, and most commonly, organizations are seen as the context that constrains and enables individual careers. Second, careers may be valued as enhancing or limiting organizational performance and subject to talent management practices. Third, careers can be conceptualized as an ongoing process of interaction between individuals, organizations, and the broader social context. The move from a focus on organizational careers to self-driven, boundaryless careers in the 1990s overemphasized individual choice and individual responsibility. These ideas became normalized and prescriptive, leading to a divided workforce, with real choice available only to some categories of workers. The psychological contract between individual and organization was to a greater or lesser extent undermined. The responsibilities of the organization and the importance of contextual and structural factors had been relatively neglected. To move forward, a dualist opposition between structure and agency is best avoided. The future of organizational career development theory requires an understanding of individual agency, social context, and their interaction over time. The universality of concepts of career can be questioned. Abandoning attempts to find a single, dominating career theory allows us to recognize the richness of diverse perspectives.

scholarly journals WARTIME AND POST-WAR RAPE IN FRANCO'S SPAIN

2021 ◽  
pp. 1-23
Author(s):  
ÁNGEL ALCALDE
Keyword(s):  
Social Context ◽  
Spanish Civil War ◽  
Direct Consequence ◽  
Structural Transformations ◽  
Structural Factors ◽  
Political Repression ◽  
War Rape ◽  
And Gender ◽  
Post War ◽  
Spanish Archives

Abstract By examining the experience of rape in Spain in the 1930s and 1940s, this article explains how the Spanish Civil War and Franco's dictatorship dramatically increased the likelihood of women becoming victims of sexual assault. Contrary to what historians often assume, this phenomenon was not the result of rape being deliberately used as a ‘weapon of war’ or as a blunt method of political repression against women. The upsurge in sexual violence was a by-product of structural transformations in the wartime and dictatorial contexts, and it was the direct consequence, rather than the instrument, of the violent imposition of a fascist-inspired regime. Using archival evidence from numerous Spanish archives, the article historicizes rape in a wider cultural, legal, and social context and reveals the essential albeit ambiguous political nature of both wartime and post-war rape. The experience of rape was mostly shaped not by repression but structural factors such as ruralization and social hierarchization, demographic upheavals, exacerbation of violent masculinity models, the proliferation of weapons, and the influence of fascist and national-Catholic ideologies. Rape became an expression of the nature of power and social and gender relations in Franco's regime.

scholarly journals Social origin and educational attainment in China: a historical analysis of 70 birth cohorts

2020 ◽  
Vol 7 (1) ◽  
Author(s):  
Changchun Fang ◽  
Xiaotian Feng
Keyword(s):  
Social Context ◽  
Educational Attainment ◽  
Educational Inequality ◽  
Historical Analysis ◽  
Chinese Society ◽  
Structural Factors ◽  
Social Origin ◽  
Birth Cohorts ◽  
The Social ◽  
The Impact

Abstract The impact of social origin on educational attainment is conditioned on the social context in which people live. In recent decades, with changes in the Chinese society, how has the impact of social origin on educational inequality changed? Based on an analysis of 70 birth cohorts, this study details the effect of social origin on educational inequality and its trends over the past 70 years. The results of this study also indicate that the historical stages hypothesis (HSH) and model-shift hypothesis (MSH) emphasized in previous studies cannot fully describe the historical changes in educational inequality. In addition to macrosocial processes, there may exist other structural factors that also affect educational inequality but are neglected. The social context and its transformation, which shaped the relationship between social origin and educational inequality, need to be examined in more detail.

“Knowledge management practices” as moderator in the relationship between organizational culture and performance in information technology companies in India

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Timothy Shea ◽  
Syed Aktharsha Usman ◽  
Sengottuvel Arivalagan ◽  
Satyanarayana Parayitam
Keyword(s):  
Information Technology ◽  
Organizational Culture ◽  
Knowledge Management ◽  
Organizational Performance ◽  
Management Practices ◽  
Self Report ◽  
Content Type ◽  
And Performance ◽  
Information Technology Companies ◽  
The Relationship

Purpose The purpose of this study is to empirically examine knowledge management (KM) practices as a moderator in the relationship between organizational culture and performance. The effect of four types of organizational culture on organizational performance was studied. In addition to direct effects, most importantly, KM practices as a moderator in strengthening the culture-performance relationship were empirically examined. Design/methodology/approach A carefully crafted survey instrument was distributed and data was collected from 1,255 respondents from 10 information technology companies in India. After checking the psychometric properties of the instrument, this paper performs hierarchical regression to test hypotheses. Findings The results reveal that: cooperative culture, innovative culture, consistent culture and effectiveness culture were all positively and significantly related to organizational performance; KM practices were positively and significantly related to organizational performance, KM practices moderate the relationship between various dimensions of organizational culture and organizational performance. Research limitations/implications As with any survey-based research, the present study suffers from the problems associated with self-report measures. These are common method bias and social desirability bias. However, this study attempts to minimize these limitations by following appropriate statistical techniques. Practical implications This study contributes to both practicing managers and the literature on KM and organizational culture. The study suggests that managers use KM practices, which are all-pervasive and very important for improving organizational performance. The results highlight the importance of implementing KM practices in organizations. Originality/value This study provides new insights into the importance of KM practices in achieving sustained competitive advantage by achieving organizational effectiveness. To the knowledge, the importance of KM practices is underemphasized in organizational culture research.

The Relationship Between Human Resource Management Practices, Knowledge Management Practices, and Performance: Evidence from the Healthcare Industry in India

2021 ◽  
pp. 097215092110372
Author(s):  
Satyanarayana Parayitam ◽  
Shaik Mohamed Naina ◽  
Timothy Shea ◽  
Abdul Hameed Syed Mohideen ◽  
Alex Aruldoss
Keyword(s):  
Knowledge Management ◽  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Management Practices ◽  
Training And Development ◽  
Learning Culture ◽  
Hrm Practices ◽  
The Relationship

The objective of the present study is to examine the impact of human resource management (HRM) practices on organizational performance. Knowledge management (KM) practices as a moderator in the relationship between HRM practices and organizational performance are studied by developing a conceptual model. Using a structured survey instrument, the data were collected from 979 employees from 10 hospitals in the southern part of India (Tiruchirappalli District of Tamil Nadu). After thoroughly checking the instrument’s measurement properties using the LISREL, hierarchical regression was performed to test the hypotheses. The results support (a) compensation and rewards, performance appraisal and learning culture that are positively and significantly related to organizational performance; (b) recruitment and selection, training and development that are not significantly related to organizational performance; and (c) KM practices that moderate the relationship between (a) training and development and organizational performance, and (b) learning culture and organizational performance. Finally, the implications for HRM and KM are discussed.

Transformational Leadership and Leader Member Exchange: An empirical examination of Knowledge Management Practices and Organizational Performance through Employee Involvement

2021 ◽  
Vol 3 (1) ◽  
pp. 38-55
Author(s):  
Arshad Mahmood ◽  
Muhammad Yousuf Khan Marri ◽  
Hussain Ali ◽  
Shahid Nadeem
Keyword(s):  
Transformational Leadership ◽  
Knowledge Management ◽  
Organizational Performance ◽  
Management Practices ◽  
Employee Involvement ◽  
Major Influence ◽  
Leader Member Exchange ◽  
Empirical Examination ◽  
Member Exchange ◽  
Knowledge Management Practices

Purpose: Human resource behaviour tends to play a vital role in organizational overall performance. The study incorporates two of the most prominent behaviours of leadership and examine their influence on organizational performance and knowledge management practices through employee involvement. Method: A sample of 398 participants was collected from different industries from services sector through survey questionnaire. Descriptive statistics were carried out to find means, standard deviation, frequency scores and then tested for model fitness by comparing alternative models through confirmatory factor analysis (CFA). In order to see the direction of hypotheses, we carried out Pearson Correlations analysis. For testing hypotheses PROCESS macro technique was used. Results: The results indicate that (1) the major influence on knowledge management practices and organizational performance is contributed by employee involvement, further transformational leadership has more impact on employee involvement, knowledge management practices and organizational performance as compared to leader member exchange; (2) employee involvement mediates the relationship between leadership behaviours and knowledge management practices as well as organizational performance. Conclusion: This study concludes that better relationship between manager and employee is necessary for the individual and organizational betterment and it occurs only when individuals are comfortable with their mangers. Keywords: Transformational Leadership (TL), Leader Member Exchange (LMX), Employee Involvement (EI), Knowledge Management Practices (KMP), Organizational Performance (OP) Paper Type: Research Paper

Reinforcing the significance of human factor in achieving quality performance in data-driven supply chain management

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sanjana Mondal ◽  
Kaushik Samaddar
Keyword(s):  
Supply Chain ◽  
Organizational Performance ◽  
Industry 4.0 ◽  
Management Practices ◽  
Human Factor ◽  
Research Work ◽  
Data Driven ◽  
Theory Approach ◽  
Quality Performance ◽  
Content Type

PurposeThe paper aims to explore the various dimensions of human factor relevant for integrating data-driven supply chain quality management practices (DDSCQMPs) with organizational performance. Keeping the transition phase from “Industry 4.0” to “Industry 5.0” in mind, the paper reinforces the role of the human factor and critically discusses the issues and challenges in the present organizational setup.Design/methodology/approachFollowing the grounded theory approach, the study arranged in-depth interviews and focus group sessions with industry experts from various service-oriented firms in India. Dimensions of human factor identified from there were grouped together through a morphological analysis (MA), and interlinkages between them were explored through a cross-consistency matrix.FindingsThis research work identified 20 critical dimensions of human factor and have grouped them under five important categories, namely, cohesive force, motivating force, regulating force, supporting force and functional force that drive quality performance in the supply chain domain.Originality/valueIn line with the requirements of the present “Industry 4.0” and the forthcoming “Industry 5.0”, where the need to collaborate human factor with smart system gets priority, the paper made a novel attempt in presenting the critical human factors and categorizing them under important driving forces. The research also contributed in linking DDSCQMPs with organizational performance. The proposed framework can guide the future researchers in expanding the theoretical constructs through initiating further cross-cultural studies across industries.

Sign in / Sign up

Export Citation Format

Share Document