How HR managers of incubators can be more effective: consider the relationships among entrepreneurs

2020 ◽  
Vol 19 (6) ◽  
pp. 285-290
Author(s):  
Subrata Chakrabarty
Keyword(s):  
Human Resource ◽  
Design Methodology ◽  
Content Type ◽  
Entrepreneurial Action ◽  
Hr Managers ◽  
The Relationship ◽  
And Task ◽  
The Ideal

Purpose The purpose of this paper is to explain how human resource (HR) managers of incubators can be more effective by applying Relationship focused theory, wherein the HR managers consider the forms of relationships among entrepreneurs. For helping create successful startups, HR managers of incubators can analyze and govern the practice of entrepreneurial action using a relationship-focused (rather than an individual-focused) approach. Design/methodology/approach A fourfold typology of relationships is used to explain the utility of relationships for practicing entrepreneurial work in an incubator. HR managers of incubators should consider the forms of relationships among the entrepreneurs that they oversee within incubators. Findings Social and task antecedents determine the ideal relationship between budding entrepreneurs, and incubator climate restrains the link between relationships and entrepreneurial outcomes. Originality/value Relationship-focused theory is used to explain the manner in which entrepreneurial action can be organized among budding entrepreneurs within incubators. The focus stays on the ‘relationship’ between budding entrepreneurs housed within incubators.

Managing millennials: tips for global managers

2018 ◽  
Vol 26 (7) ◽  
pp. 29-31
Author(s):  
Terence P. Malloy
Keyword(s):  
Human Resource ◽  
Design Methodology ◽  
Digital Native ◽  
Content Type ◽  
Effective Strategies ◽  
Hr Managers ◽  
Document Review ◽  
The Impact

Purpose This paper aims to review how millennials, since coming into the workforce in 2004, have faired in several countries worldwide. After a synopsis of how the group is characterized in each country surveyed, suggestions are provided to human resource (HR) directors on how to further manage and motivate this employee sector. Design/methodology/approach The paper opted for document review of research from past 15 years on this sector of the workforce to contrast and compare how these workers had progressed (or not) depending on the areas of the globe in which they reside. Findings The paper provides practical insights on possible ways and means to create productivity from these employees. It suggests that successful managers may have to be more creative in their ways to attract and appeal to this group but also be more deliberate in creating effective strategies tailored toward the digital native. Research limitations/implications Because the data in this group are still not voluminous and theories and conclusions on the impact they have made continue to vary depending on the circumstance, continued analysis to recognize new trends is suggested. Originality/value This paper suggests updated criteria for HR managers to better evaluate and motivate a growing sector of their workforces.

scholarly journals Identity, diversity and diversity management

2016 ◽  
Vol 35 (1) ◽  
pp. 48-64 ◽  
Author(s):  
Lotte Holck ◽  
Sara Louise Muhr ◽  
Florence Villesèche
Keyword(s):  
Design Methodology ◽  
Management Practices ◽  
Diversity Management ◽  
Future Research ◽  
Policy Makers ◽  
Content Type ◽  
Hr Managers ◽  
The Relationship ◽  
Practical Implications ◽  
Diversity Research

Purpose – The purpose of this paper is to examine the relationship between the identity and diversity literatures and discuss how a better understanding of the theoretical connections between the two informs both diversity research and diversity management practices. Design/methodology/approach – Literature review followed by a discussion of the theoretical and practical consequences of connecting the identity and diversity literatures. Findings – The authors inform future research in three ways. First, by showing how definitions of identity influence diversity theorizing in specific ways. Second, the authors explore how such definitions entail distinct foci regarding how diversity should be analyzed and interventions actioned. Third, the authors discuss how theoretical coherence between definitions of identity and diversity perspectives – as well as knowledge about a perspective’s advantages and limitations – is crucial for successful diversity management research and practice. Research limitations/implications – The authors argue for a better understanding of differences, overlaps and limits of different identity perspectives, and for a stronger engagement with practice. Practical implications – The work can encourage policy makers, diversity and HR managers to question their own practices and assumptions leading to more theoretical informed diversity management practices. Originality/value – The theoretical connections between identity and diversity literature have so far not been reviewed systematically. The work foregrounds how important it is for diversity scholars to consider identity underpinnings of diversity research to help further develop the field within and beyond the three streams the authors discuss.

All we need is trust: trust and human resource management

2016 ◽  
Vol 22 (3/4) ◽  
pp. 139-155 ◽  
Author(s):  
Aviv Kidron ◽  
Shay S. Tzafrir ◽  
Ilan Meshoulam
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Design Methodology ◽  
The Other ◽  
Content Type ◽  
Research Survey ◽  
The One ◽  
Formal Communication ◽  
The Relationship

Purpose This study aims to reveal the necessary human resource management (HRM) teamwork processes for achieving HRM integration. Design/methodology/approach A research survey was carried out among 233 HRM professionals from 29 HRM teams. Findings The findings revealed significant correlation between formal HRM aspects of HRM teams (HRM goals and strategy, formal communication and formalization) and informal HRM aspects (perceived proximity and trust). Another significant correlation was found between trust and HRM integration. Also, trust fully mediated the relationship between informal communication and centralization, on the one hand, and HRM integration, on the other. Originality/value The study contributed to the understanding of formal and informal aspects of HRM team (HRMT) processes.

Retention intention: does having a proactive personality matter?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Roksana Binte Rezwan ◽  
Yoshi Takahashi
Keyword(s):  
Boundary Condition ◽  
Human Resource ◽  
Work Engagement ◽  
High Performance ◽  
Design Methodology ◽  
Proactive Personality ◽  
Single Model ◽  
Content Type ◽  
The Relationship ◽  
Main Relationship

PurposeIn this study, the authors examine how employees' retention intentions are related to their proactive personalities through the theoretical lens of the model of motivational force of turnover and the model of proactive motivation. More specifically, the authors also verify the partial mediation of work engagement on the main relationship and moderation of high-performance human resource practices (HPHRPs) in the process, which has rarely been explored previously.Design/methodology/approachThe hypothesized model was tested using partial least squares structural equational modeling on a sample of 221 employees of a bank in Bangladesh.FindingsThe results showed that having a proactive personality is positively related to retention intentions due to enhanced work engagement. However, the effect of the interaction between having a proactive personality and HPHRPs was found to be not significant on work engagement and retention intention.Originality/valueThis study contributes to the literature by exploring the reason behind mixed results found in the relationship between having a proactive personality and retention intentions through work engagement as a mediator and HPHRPs as a contextual boundary condition in a single model.

Advertising and promotions budgeting and the role of risk

2009 ◽  
Vol 43 (11/12) ◽  
pp. 1457-1476 ◽  
Author(s):  
Douglas West ◽  
Gerard P. Prendergast
Keyword(s):  
Risk Taking ◽  
Design Methodology ◽  
Measurement Techniques ◽  
Risk Process ◽  
Cultural Norms ◽  
Content Type ◽  
The Relationship ◽  
Advertising And Promotion ◽  
And Task

PurposeThis study aims to look at the conventional wisdom with regards to budgeting methods, processes, and sophistication in light of recent macro work relating budgetary approaches to risk‐taking.Design/methodology/approachBased on a survey of UK advertisers and personal interviews, current advertising and promotions budgeting methods and processes are summarized. A series of hypotheses relating risk, process and experience to advertising and promotions budgeting sophistication were tested.FindingsUK advertisers were found to use a variety of budgeting methods (two methods on average per company). Judgmental methods dominate, especially the “what is affordable” method, but at the same time more sophisticated methods like objective and task and measurement techniques (in particular return on investment) were solidly represented. The relationship between budgeting sophistication and risk was investigated, the premise being that risk and budgeting sophistication are inversely related, as well as budgetary processes and marketing experience.Research limitations/implicationsConsiderable insight is provided into the methods and processes being used. It is concluded that the explanation as to why firms use sophisticated or unsophisticated methods for setting their advertising and promotion budgets is largely related to organizational culture.Originality/valueJust over 1.5 percent of the UK's gross domestic product is spent on advertising and promotions (£19 billion). The study suggested that the primary reason for the lack of consensus on budgetary sophistication is that stakeholders involved with budgeting are far less concerned with specific methods than dealing with cultural norms, personalities, access to supporting data and policies and practices.

Comprehensive social competence and social entrepreneurial action: the mediating role of entrepreneurial tenacity

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Isa Nsereko
Keyword(s):  
Social Sciences ◽  
Social Competence ◽  
Design Methodology ◽  
African Country ◽  
Cross Sectional ◽  
Content Type ◽  
Mediating Role ◽  
Entrepreneurial Action ◽  
The Relationship

PurposeThe purpose of this study is twofold: (1) to examine the relationship between comprehensive social competence, entrepreneurial tenacity and social entrepreneurial action and (2) to test the mediating role of entrepreneurial tenacity in the relationship between comprehensive social competence and social entrepreneurial action among social ventures in Uganda.Design/methodology/approachThe study is cross-sectional and quantitative. Data were analyzed with the help of Statistical Package for Social Sciences and analysis of moment structures.FindingsResults show that both comprehensive social competence and entrepreneurial tenacity are significantly associated with social entrepreneurial action. Results further indicate that entrepreneurial tenacity partially mediates the relationship between comprehensive social competence and social entrepreneurial action.Originality/valueTo the authors' knowledge, this study provides initial empirical evidence on the relationship between comprehensive social competence, entrepreneurial tenacity and social entrepreneurial action using evidence from a developing African country – Uganda. Mostly, this provides an initial evidence of the mediating role of entrepreneurial tenacity on the relationship between comprehensive social competence and social entrepreneurial action.

The contribution of e-recruitment practices to e-recruitment outcomes in Russian companies

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Dmitry Kucherov ◽  
Victoria Tsybova
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Design Methodology ◽  
Quantitative Approach ◽  
Cross Sectional ◽  
Content Type ◽  
Recruitment Practices ◽  
The Impact ◽  
The Relationship

Purpose The purpose of this paper is to investigate the impact of e-recruitment practices on e-recruitment outcomes in Russian companies. Design/methodology/approach This study uses the quantitative approach based on a survey of a sample encompassing 449 companies in Russia. Findings E-recruitment practices are positively related to e-recruitment outcomes. However, e-recruitment usage does not mediate the relationship between e-recruitment practices and e-recruitment outcomes. Research limitations/implications The extent to which the findings of this research can be generalized is constrained by a single country and cross-sectional data. Originality/value The current study is the first to present the e-recruitment practices, including both internet-based ones and internal technology-enabled solutions, within the overall context of human resource management (HRM) digitalization in the companies and specific HRM outcomes.

The logic of projects and the ideal of community development

2016 ◽  
Vol 9 (3) ◽  
pp. 546-561 ◽  
Author(s):  
Svetlana Cicmil ◽  
Eamonn O'Laocha
Keyword(s):  
Social Change ◽  
Community Development ◽  
Design Methodology ◽  
Participatory Approach ◽  
Project Managers ◽  
Content Type ◽  
Social Good ◽  
The Social ◽  
The Relationship ◽  
The Ideal

Purpose – The purpose of this paper is to examine the relationship between project-based organizing and the initiatives labelled as “development” by critically engaging with some unchallenged assumptions inherent in the notion of both projects as a means through which social change can be achieved and the wider possibility of delivering social good as an objective of development. Design/methodology/approach – From a phenomenologically informed critical participatory perspective the authors focus on contradictions within the practices of community development (CD) by attending to the interplay between the dominant project form of organizing that frames those practices and the rhetoric of “development”. Findings – Drawing on two CD examples, the authors illustrate and discuss the contradictions and damaging consequences of the developmentalism-projectification double-act. The position is that social good is local and contextual and draws expediently and contingently on the means through which it can be achieved by the collective action of those who co-define and co-create the social good. Social implications – The authors propose that there is a need to open the dialogue with development practitioners, funders, project managers, project workers, and the recipients and stimulate multiple participation. Originality/value – The authors believe the critical participatory approach that the authors have taken to CD project management could be both novel and useful as it refocuses attention to non-performative aspects of CD, arguing for de-naturalization of project organizing logic and encouraging emancipation from dominant epistemic inequalities. With an uncompromising focus on embedded practices, the authors hope to spur further debate on the important issue of CD and the possibilities of creating “social good”.

scholarly journals Perceived understanding of supply chain integration, communication and teamwork competency in the global manufacturing companies

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Yudi Fernando ◽  
Puspita Wulansari
Keyword(s):  
Supply Chain ◽  
Design Methodology ◽  
Supply Chain Integration ◽  
Manufacturing Companies ◽  
Content Type ◽  
Global Manufacturing ◽  
Competency Based ◽  
The Relationship ◽  
Practical Implications ◽  
And Task

PurposeThis study empirically examines a model that describes the direct path from perceived understanding of supply chain integration (PUSCI) to perceived understanding of supply chain responsiveness (PUSCR) to leverage supply chain manager's communication and teamwork competencies. This study also examines whether knowledge and task skill and proficiency mediate the relationship between PUSCI and PUSCR to improve the communication and teamwork competency of a supply chain manager.Design/methodology/approachThe data were collected using a survey questionnaire that was mailed to the 413 supply chain managers of global manufacturing companies in Indonesia.FindingsThe result from model testing shows that PUSCR significantly and positively affected the communication and teamwork competency of supply chain manager and knowledge, task skill and proficiency as mediating variables improved communication and teamwork competency. The results found that PUSCI was related to supply chain manager's competency.Practical implicationsSupply chain managers are advised to focus on PUSCI and consistently improve effective communication and teamwork competency.Originality/valueThis study will extend the literature by utilizing the competency-based theory to investigate the perceived understanding and communication capabilities of supply chain managers.

Implications for human resource management practice: using a neuroscientific lens

2019 ◽  
Vol 33 (4) ◽  
pp. 9-12
Author(s):  
Poornima Sehrawat ◽  
Rajasshrie Pillai
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Design Methodology ◽  
Management Practice ◽  
Human Resource Management Practice ◽  
Content Type ◽  
Hr Management ◽  
Hr Managers ◽  
Practical Implications

Purpose The purpose of this study is to understand the importance of neuroscience for human resource management (HRM). Design/methodology/approach This study reviewed the extant literature and interviewed doctors and HR managers to understand the implications of neuroscience for HRM. Findings This paper highlights the applications and understanding of neuroscience in various verticals of HRM for effective HR management. Practical implications This paper provides valuable insights to HR managers to develop HR practices considering the implications of neuroscience for HRM. Originality/value This study is valuable, as it provides the details of usage of neuroscience for effective HRM.

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