Strategic drivers to promote employee suggestion schemes in GCC organizations

2020 ◽  
Vol 8 (3) ◽  
pp. 273-294 ◽  
Author(s):  
Fauzia Jabeen ◽  
Khalid Mehmood ◽  
Mehrajunnisa Mehrajunnisa
Keyword(s):  
Organizational Performance ◽  
Employee Participation ◽  
Small Sample ◽  
Theory And Practice ◽  
Organizational Level ◽  
Public And Private ◽  
Content Type ◽  
Private Organizations ◽  
Gcc Countries ◽  
Middle East Countries

PurposeThis study applies a decision support tool to prioritize the various drivers that influence employee suggestion schemes (ESSs) in both public and private organizations based in the Gulf Cooperation Council (GCC) countries for better organizational performance.Design/methodology/approachUsing theories of organizational creativity, an analytic hierarchy process (AHP) model was developed with 5 criteria and 24 sub-criteria. Data were collected from executives (n = 48) from both public and private organizations in the GCC. Later, the data were interpreted with a priority vector assigned to each criterion and sub-criterion.FindingsThe results indicate that leaders/management support, individual traits and organization culture are the key drivers that influence employees' involvement in an ESS.Research limitations/implicationsThe study is limited to a small sample size, and data were collected only in three GCC countries. The study provides insights into ESS in the context of developing countries and is a relevant contribution to both theory and practice. The results will be of interest to businesses and academics for improving understanding on the various enablers of successful employee participation programme implementation and subsequent increase in organizational performance in the GCC.Originality/valueThe novelty of this study is that it resolves the lack of empirical research in the Middle East countries/GCC. The transition phase of knowledge-based economies highlights the significance of innovation and creativity through active employee participation to improve business results. The study attempts to prioritise both individual- and organizational-level drivers for promoting ESS by leveraging theories of creativity in alignment with the GCC National Innovation Agenda. This study can be generalized from the GCC context due to homogeneity in organizational governance and cultural aspects.

Employee participation and outcomes: organizational strategy does matter

2015 ◽  
Vol 37 (5) ◽  
pp. 604-622 ◽  
Author(s):  
Rhokeun Park
Keyword(s):  
Organizational Commitment ◽  
Organizational Performance ◽  
Organizational Support ◽  
Financial Incentives ◽  
Employee Participation ◽  
Organizational Strategy ◽  
Organizational Level ◽  
Content Type ◽  
The Relationship

Purpose – The purpose of this paper is to investigate the mediating role of perceived organizational support (POS) in the relationship between employee participation and organizational commitment, and the moderating role of organizational strategy in those relationships. Design/methodology/approach – The proposed hypotheses were tested by multilevel analyses with data from surveys of 1,105 employees and 49 managers in 49 companies located throughout South Korea. Findings – The results demonstrated that POS mediated the relationship between employee participation and organizational commitment, and that participation practices were related more strongly to POS and organizational commitment in companies with a prospector or analyzer strategy than in companies with a defender strategy. Research limitations/implications – Organizational-level variables were measured by one manager in each company. This study provides important implications regarding the fit between participation practices and organizational strategy. Practical implications – Managers in prospector or the most innovative companies should provide employees with more opportunities to make decisions and to receive financial incentives for their contributions. Originality/value – This study is unique in that it simultaneously examined the horizontal fit and the vertical fit while focussing on individual employees’ outcomes rather than organizational performance.

Using action research in innovation project management: building legitimacy and organizational learning in an SME during a merger process

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Constance Elizabeth Kampf ◽  
Charlotte J. Brandt ◽  
Christopher G. Kampf
Keyword(s):  
Project Management ◽  
Organizational Learning ◽  
Action Research ◽  
Management Practices ◽  
Innovation Process ◽  
Theory And Practice ◽  
Organizational Level ◽  
Content Type ◽  
Innovation Project

PurposeThe purpose is to explore how the process of action research (AR) can support building legitimacy and organizational learning in innovation project management and portfolio practices in merger contexts.Design/methodology/approachMeta-reflection on method issues in Action Research through an action research case study with an innovation group during an organizational change process. This case demonstrates an example of an action research cycle focused on building practitioner legitimacy rather than problem-solving.FindingsKey findings include (1) demonstrating how AR can be used for building legitimacy through visualizing the innovation process, and embedding those visuals in top management practices of the organization; and (2) demonstrating how AR can work as an organizational learning tool in merger contexts.Research limitations/implicationsThis study focuses on an action research cooperation during a two-and-a-half-year period. Thus, findings offer the depth of a medium term case study. The processes of building legitimacy represent this particular case, and can be investigated in other organizational contexts to see the extent to which these issues can be generalized.Practical implicationsFor researchers, this paper offers an additional type of AR cycle to consider in their research design which can be seen as demonstrating a form of interplay between practitioner action and organizational level legitimacy. For practitioners, this paper demonstrates a connection between legitimacy and organizational learning in innovation contexts. The discussion of how visuals were co-created and used for building legitimacy for an innovation process that differs from the standard stage gate model demonstrates how engaging in AR research can contribute to developing visuals as resources for building legitimacy and organizational learning based on connections between theory and practice.Originality/valueThis case rethinks AR practice for innovation project management contexts to include legitimacy and organizational learning. This focus on legitimacy building from organizational learning and knowledge conversion contributes to our understanding of the soft side of innovation project management. Legitimacy is demonstrated to be a key concern for innovation project management practices.

The individual and organizational level effects of TQM practices on job satisfaction

2017 ◽  
Vol 38 (2) ◽  
pp. 215-225 ◽  
Author(s):  
Daniel I. Prajogo ◽  
Brian Cooper
Keyword(s):  
Job Satisfaction ◽  
Organizational Climate ◽  
Organizational Performance ◽  
Employee Attitudes ◽  
Organizational Level ◽  
Total Quality ◽  
Content Type ◽  
Multi Level ◽  
The Individual ◽  
A Company

Purpose The purpose of this paper is to examine the multi-level relationship between people-related total quality management (TQM) practices and employee job satisfaction. The authors draw upon organizational climate theory to hypothesize that TQM is related to job satisfaction at the individual employee level, as well as at the organizational level in the form of shared perceptions of TQM practices in the workplace. Design/methodology/approach Multi-level modelling was used to test the study hypotheses. The sample was drawn from 201 employees working in 23 organizations in Australia. Findings The findings show that people-related TQM practices are positively related to job satisfaction at both individual and organizational levels, with a stronger effect on employee attitudes observed at the organizational level. Research limitations/implications The statistically significant multi-level relationship between people-related TQM practices and job satisfaction extends the findings of previous studies conducted only at the individual level; thus, supporting the sustainability of TQM as a management principle at a company-wide level. Practical implications The findings broadly support the implementation of people-related TQM practices as part of a strategy of creating a “high performance” climate in organizations, which in turn, will likely to positively affect both individual and organizational performance. Social implications From a wider social perspective, the implementation of TQM practices as a company-wide initiative could facilitate greater corporate social responsibility of the organization. Such practices as training, involving, and empowering employees can promote social commitment by valuing employees as one important stakeholder. Originality/value This is the first empirical study to the best of the author’s knowledge that uses multi-level modelling to examine the relationship between TQM practices and employee attitudes such as job satisfaction.

Workforce diversity and organizational performance: a study of IT industry in India

2017 ◽  
Vol 39 (2) ◽  
pp. 160-183 ◽  
Author(s):  
Subhash C. Kundu ◽  
Archana Mor
Keyword(s):  
Organizational Performance ◽  
Gender Diversity ◽  
Diversity Management ◽  
Employee Perceptions ◽  
Theory And Practice ◽  
Self Report ◽  
Potential Contribution ◽  
It Industry ◽  
Content Type ◽  
Future Studies

Purpose The purpose of this paper is to examine the relationship between employee perceptions of diversity (i.e. significance of diversity and diversity management, and value of diversity practices employed) and perceived organizational performance. It also attempts to examine whether the perceptions of diversity vary among employees from different diversity backgrounds (i.e. across gender and categories) in Indian IT industry. Design/methodology/approach Primary data based on 402 respondents were analysed using statistical tools like factor analysis, correlations, analysis of variance, means, grand means, and regression. Findings Results indicated that employees irrespective of their diversity backgrounds positively acknowledged diversity and diversity management. However, limited but significant differences were observed among employee perceptions regarding valuing the diversity practices employed based on their diversity backgrounds. Further, employees’ perception of promotion of gender diversity was found to be positively related to perceived organizational performance. Research limitations/implications This paper relied on self-report surveys for data collection. Future studies should collect data using multiple methods to avoid common-method bias. As the sample was drawn from India, specifically from IT industry, the conclusions may not be generalized to other industries. Future studies may be conducted across industries covering different cultural settings. Practical implications Implications are first, that, in addition to investing in initiatives for promoting diversity, especially gender diversity, organizations need to ensure positive perceptibility of these initiatives by employees. Second, to foster acceptance and effectiveness of gender/diversity initiatives in organizations, managers need to ensure men and majority group employees are part of these initiatives. Third, IT industry needs to reassess their hiring strategies and should design diversity programmes with goals in mind, if not quotas, to hire and retain diverse employees to explore their potential contribution. Originality/value Inclusion of employees of Indian IT industry of different categories will definitely add value to the existing knowledge on diversity, management theory, and practice.

Drivers and differentiators: a grounded theory study of procurement in public and private organizations

2020 ◽  
Vol 20 (3) ◽  
pp. 265-285
Author(s):  
Dolores Kuchina-Musina ◽  
John Charles Morris ◽  
Joshua Steinfeld
Keyword(s):  
Decision Making ◽  
Grounded Theory ◽  
Decision Making Process ◽  
Theory Approach ◽  
Public And Private ◽  
Content Type ◽  
Private Organizations ◽  
Contracting Process ◽  
Federal Contracting ◽  
Grounded Theory Approach

Purpose The purpose of this study is to examine procurement professionals’ perceptions of public-private partnerships in contract arrangements and to explore decision-making that takes place in the contracting process. Design/methodology/approach A grounded theory approach is applied to Simon’s (1947) model of decision-making to better understand the perceptions of procurement professionals, especially because it pertains to public vs private sector contexts. The researchers collected data by conducting interviews and observing a compliance webinar of federal contracting employees. Findings The results show that in the decision-making process, Simon’s illustration of a means-end hierarchy is applicable for procurement decision-making because it is driven by activities that are evaluated using aims established by the organization. Practical implications The implications are that, in the procurement decision-making process, a means-end hierarchy is driven by the activities that are evaluated using aims established by the organization. Essentially, the activities are associated to a mean, a mean is associated to a sub-goal and the sub-goal supports the main aim of the organization. Social implications This study supports the notion that training, information and procedures are a way for organizations to control behaviors and promote consistent results from their subordinates. Originality/value This study contributes by examining the drivers of procurement decision-making. Despite previous literature that focuses on practitioner discretion or emphasizes on socio-economic factors, this study highlights the linkages between practitioner decision-making and organizational aims and objectives. As such, the paper serves to illustrate the vital connection between procurement activities and outputs.

The relationship between learning transfer climates and innovation in public and private organizations in Korea

2014 ◽  
Vol 35 (7) ◽  
pp. 956-972 ◽  
Author(s):  
Hee Jun Choi ◽  
Ji-Hye Park
Keyword(s):  
Organizational Innovation ◽  
Learning Transfer ◽  
Public Organizations ◽  
Performance Outcomes ◽  
Performance Expectations ◽  
Public And Private ◽  
Content Type ◽  
Organizational Type ◽  
Private Organizations ◽  
And Performance

Purpose – The purpose of this paper is to examine the results of an empirical exploration of the relationship between learning transfer climates and organizational innovation. Additionally, factors associated with learning transfer climate that could account for innovation in Korean public and private organizations have been explored. Design/methodology/approach – This study relies on quantitative data obtained from two survey questionnaires. The sample consists of 390 employees working for seven private and five public organizations; further, each employee has completed at least one training program within a one-year period. Findings – Results of the study demonstrate that private, rather than public organizations, have significantly higher mean scores for all five learning transfer climate variables and for perceived organizational innovation. The results of multiple regression analyses reveal that openness to change and performance coaching have common and significant impacts on perceived innovation in both private and public organizations. However, the other three variables (i.e., transfer effort-performance expectations, performance-outcomes expectations, and performance self-efficacy) have varied effects on perceived innovation depending on organizational type. Specifically, transfer effort-performance expectations has a relatively meaningful impact on perceived innovation in public organizations. Performance-outcomes expectations and performance self-efficacy have relatively meaningful effects on perceived innovation in private organizations. Research limitations/implications – The sample for this study consists of employees solely from Korean organizations. Therefore, further studies encompassing a greater sampling variety are required to determine the generalizability of these results. In addition, this study is limited to an investigation of the possible differences between public and private organizations with respect to their learning transfer climates and innovation. In studies to follow, researchers can further investigate these relationships in segmented organizations. Originality/value – The results of this study will assist human resource practitioners to promote innovation effectively and efficiently based on organizational type.

Exploring the relationships between the learning organization and organizational performance

2015 ◽  
Vol 38 (2) ◽  
pp. 126-148 ◽  
Author(s):  
Mohan P. Pokharel ◽  
Sang Ok Choi
Keyword(s):  
Public Sector ◽  
Organizational Performance ◽  
Learning Organization ◽  
Positive Impact ◽  
Mediating Effect ◽  
Organizational Level ◽  
Individual Group ◽  
Content Type ◽  
Public Sector Organizations ◽  
The Individual

Purpose The purpose of this research is to evaluate the Dimensions Of Learning Organization Questionnaire (DLOQ) framework from the perspective of public sector organizations. We have used performance indicator data after organizational learning inspired intervention in a semi-autonomous network of public sector organizations. Design/methodology/approach This study used original administrative data to track the learning progress, as measured by a ratio of access to funding sources. The study also collected survey data using tailored DLOQ instruments and then determined the efficacy of DLOQ framework for public sector organizations. Several data analysis techniques were used to specify a final set for the learning organization instrument with construct validity and instrument reliability. Confirmatory factor analysis was selected to test the construct validity for the measurement of the dimensions of the learning organization and to verify the adequacy of the item to factor associations and the number of dimensions underlying the construct. Findings We found evidence that confirms that the organizational level (particularly the system connection) has a positive impact on organizational performance and a mediating effect on the relationships between the individual/group levels of learning organization characteristics and organizational performance. This study extends the Watkins and Marsick’s (1993, 1996) learning–organization framework that helped to produce case-specific outcomes such as the extent of error reduction. This framework provides a useful structure for other researchers to study learning dimensions and their relationships with other organizational performance variables. The results also show evidence of internal consistency and the construct reliability of the dimensions of the learning organization. Research limitations/implications Care should be taken in generalizing the structural equation model identified in this study. Because of the multidimensional and complex nature of the learning organization, the research setting for this study might be only one of the possible settings that specify the relationships among different levels of the learning organization and performance outcomes. There are rather complicated interactions among these dimensions and in each attribute of a learning organization. Originality/value This study theoretically confirms that the organizational level (particularly the system connection) has a positive impact on organizational performance and a mediating effect on the relationships between the individual/group levels of learning organization characteristics and organizational performance. This study also methodologically shows evidence of internal consistency and the construct reliability of the learning organization measures along with significant efficiency gain in theory.

Leader, “know yourself”: bringing back self-awareness, trust and feedback with a theory O perspective

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ngaio Crook ◽  
Ozan Nadir Alakavuklar ◽  
Ralph Bathurst
Keyword(s):  
Leadership Development ◽  
Organizational Context ◽  
Small Sample ◽  
Theory And Practice ◽  
Self Awareness ◽  
Structured Interviews ◽  
Theory U ◽  
Conceptual Tool ◽  
Content Type ◽  
Experience Of Change

PurposeThis paper explores how leaders identify their roles and selves when they lead change in a dynamic organizational context.Design/methodology/approachUsing a qualitative approach, ten ICT leaders participated in semi-structured interviews depicting their experiences of change. A thematic method of interpretative analysis was used to develop findings, supported by Theory U as a conceptual tool for leadership self-awareness.FindingsLeaders struggle with organizational constraints and boundaries, specifically the complexities that form and limit their leadership underpinned by unrealistic expectations due to the construction of romanticized heroic leadership. While these restrictions lead to feelings of detachment of leaders from their organizations, leadership development exists in the acts of letting go of old behaviors, and welcoming emergence and experimentation by trusting more.Research limitations/implicationsThis study may be limited by its small sample and the use of one framework to make sense of the leaders' experience of change. It confirms that change can challenge organizing norms and how leadership is identified.Practical implicationsDespite the feeling of detachment from their organizations, developing greater self-awareness, being open to new ideas and trusting more can bring about better organizational outcomes, which is represented with Theory O as a contribution both for theory and practice.Originality/valueThis study illustrates (1) leaders' inner work or personal experience of change, and (2) how improvement of self-awareness can contribute to the involvement of leaders to the change process. Based on self-awareness, trust and feedback relationship, this study suggests a new practical and conceptual tool called Theory O by advancing Theory U.

scholarly journals Abusive Supervision and its influence on Employee Silence and Organizational Productivity: Evidence from Pakistan

2021 ◽  
Vol 3 (2) ◽  
pp. 355-384
Author(s):  
Kamran Phulpoto ◽  
Nazar Hussain Phulpoto ◽  
Manzoor Ali Brohi ◽  
Saifullah Memon
Keyword(s):  
Organizational Performance ◽  
Abusive Supervision ◽  
Leadership Team ◽  
Decision Makers ◽  
Organizational Productivity ◽  
Public And Private ◽  
Fair Treatment ◽  
Private Organizations ◽  
Supervisor Relationships ◽  
Employee Silence

It is the need of every organization to maximize its profits by working with efficient and effective organizational tools and to make the best use of organizational resources. For a business to gain profit it is essential for managers and decision-makers to keep the pace of generating profits always at a certain mark. This study aims to identify potential managerial problems for businesses operating in Pakistan, specifically related to employee-supervisor relationships. The study is a novel attempt in this field as it intends to uncover the employee silence aspects in the event of abusive supervision and finds its impact on overall organizational performance. The research was carried out with a sample of 110 responses collected from public and private organizations in Pakistan. This research has identified that with the increase in abusive leadership, there will be a decrease in organizational productivity and employees’ silence will also significantly increase. Meanwhile, employee silence has a comparatively larger effect i.e., 12% on the productivity of an organization, than the direct effect of abusive supervision on productivity. The study findings accentuate that the organizational leadership team should work on maintaining fair treatment of every employee and decrease the extent of abusive supervising behaviour at work in order to maximize profits and let employees use their potential creativity to give the best output that organizations really expect them to provide.

The benefits of executive coaching: voices from the C-suite

2020 ◽  
Vol 19 (1) ◽  
pp. 22-27
Author(s):  
Clinton Longenecker ◽  
Mike McCartney
Keyword(s):  
Leadership Development ◽  
Organizational Performance ◽  
Executive Coaching ◽  
Boards Of Directors ◽  
Small Sample Size ◽  
Small Sample ◽  
Senior Leaders ◽  
Content Type ◽  
Personal Support ◽  
Executive Coach

Purpose The purpose of this paper is to provide readers with research findings based on qualitative data that describe the benefits of executive coaching from a sample of 70 senior business executives, all of whom have a personal executive coach. In addition, the paper provides readers with specific questions concerning their organizations’ approach to executive leadership development and the application of these potential benefits to their enterprise. Design/methodology/approach The findings of this study are based on personal interviews with 30 executives and ten four-person focus groups in which both sets of participants were asked to describe personal and organizational benefits associated with their experiences in using executive coaches. Findings Interviews and focus group findings converged around a number of benefits associated with effective executive coaching. These benefits included improved executive focus, better alignment of key leadership behaviors, candid and ongoing feedback, accountability for appropriate leader behaviors, improved emotional intelligence and ego control and personal support and encouragement, among others. Research limitations/implications This qualitative study provides empirical evidence of the benefits of executive coaching from the perspective of senior business leaders. These findings provide researchers with specific criteria that can be tested and measured on a larger scale. The primary limitation of the study is the small sample size of only 70 executives. Practical implications The findings of this research provide a compelling set of benefit trends that individual executives, boards of directors and organizations need to consider in the development of their senior leaders. Specific questions are included to guide practitioner’s thinking concerning executive coaching and its role in their organizations. Social implications These findings make a compelling case that senior leaders can become more effective and can experience great benefits when they properly make use of an effective executive coach. The development of senior leaders using this tool can have a powerful impact on organizational performance and organization’s culture. Originality/value A review of the literature will reveal that anecdotal evidence abounds, but there is limited empirical research chronicling the true benefits of executive coaching.

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