scholarly journals THE ROLE OF INDIVIDUAL FACTORS IN ASSESSING THE ATTRACTIVENESS OF ORGANIZATIONAL CULTURE

2021 ◽  
pp. 123-141
Author(s):  
Faniya R. Sultanova ◽  
Anna B. Leonova
Keyword(s):  
Organizational Culture ◽  
Working Hours ◽  
Individual Factors ◽  
Stable Operation ◽  
Communicative Interaction ◽  
Career Anchors ◽  
Industrial Enterprises ◽  
Strategic Resources ◽  
Motivational Structure ◽  
Hr Managers

Relevance. Recruitment and organizational culture can be important strategic resources for retaining the most promising employees and reducing organizational turnover. The purpose of the work is to search for predictors of the organizational culture’ attractiveness among individual factors of personnel with access to forecasting staff turnover. Methods and sampling. A comprehensive study of employees of three industrial enterprises was conducted. A total of 131 people, 105 men and 26 women, took part in the study. The package of standardized methods included: “Questionnaire for assessing subjectively important performance characteristics”, “Career anchors”, “Diagnostics of the motivational structure”, “Attractiveness of organizational culture”, “Assessment of the subjective attitude to organizational culture” . Results. The result of statistical analysis was received four factor structure of the organizational culture’ attractiveness: motivational factor, communicative interaction, stable operation and the uncertainty. The contribution of employees’ individual factors for assessing the organizational culture’ attractiveness of industrial enterprises was revealed. In order to reduce the potential employees’ turnover, it is necessary to select personnel with attitudes to the balance of personal and professional life and without a motivation for management. The organizational culture should be focused on providing conditions for sustainable functioning — working hours, wages, working conditions. These factors are crucial for making a decision to leave the organization. Conclusions. The data obtained in our study can be useful for HR managers and managers of industrial organizations. They can influence the employees’turnover by changing the organizational culture or selecting personnel with certain motivation.

Organizational Culture in the Focus of Improving Risk Management in the Enterprise

2020 ◽  
Vol 17 (4) ◽  
pp. 86-95
Author(s):  
R. M. Kachalov ◽  
Yu. A. Sleptsova
Keyword(s):  
Risk Management ◽  
Organizational Culture ◽  
Point Of View ◽  
Economic Risk ◽  
Management Activity ◽  
Economic Agents ◽  
Cultural Aspects ◽  
Industrial Enterprises ◽  
Operational Theory ◽  
Stable Forms

The article considers the manifestations of the phenomenon of economic risk in the socioeconomic ecosystems of industrial enterprises, examines and differentiates the pragmatic and cultural aspects of the concept of "economic risk management". In terms of methodology, the study is based on the operational theory of risk management, and also uses tools to describe the organizational culture of risk management. Pragmatic and cultural differences in the characteristics of economic risk are identified at the level of stable forms of management activity with the involvement of the main provisions of the operational theory of risk management. The phenomenon of risk is considered in the ontological space as an artificial category of activity of industrial enterprises and other economic agents that form a socio-economic ecosystem. This phenomenon is studied as a specific form of social communication associated with the desire to assess the uncertain future in the present time, mainly from the point of view of analysis and management of the level of economic risk in the enterprise.

scholarly journals Do Work–Life Measures Really Matter? The Impact of Flexible Working Hours and Home-Based Teleworking in Preventing Voluntary Employee Exits

2021 ◽  
Vol 10 (1) ◽  
pp. 9
Author(s):  
Charlotte K. Marx ◽  
Mareike Reimann ◽  
Martin Diewald
Keyword(s):  
Organizational Culture ◽  
Working Hours ◽  
Work Life ◽  
Job Quality ◽  
Lower Probability ◽  
Home Based ◽  
Flexible Working Hours ◽  
Flexible Working ◽  
Flexibility Measures ◽  
The Impact

Numerous studies have demonstrated the importance of work–life measures, which are designed to contribute to job quality and help reconcile employees’ work and personal lives. In our study, we asked whether such measures can also work as inducements to prevent employees from voluntarily leaving a firm. We considered flexible working hours and home-based teleworking as flexibility measures that are potentially attractive to all employees. To address the possible bias caused by sketchy implementation and their actual selective use, we chose to examine employees’ perceptions of the offer of these measures. We investigated the moderation of the effect by organizational culture and supervisor and coworker support. We controlled for several indicators of job quality, such as job satisfaction and perceived fairness, to isolate specific ways in which work–life measures contributed to voluntary employee exit, and checked for a selective attractiveness of work–life measures to parents and women as the main caregivers. Using a three-wave panel employer–employee survey, we estimated multilevel mixed-effects logistic regression models for 5452 employees at 127 large German establishments. Our results confirmed that both types of flexibility measures were associated with a lower probability of voluntarily exit. This applied more to men than to women, and the probability was reduced by a demanding organizational culture. Both measures seemed not to be specifically designed to accommodate main caregivers but were attractive to the whole workforce.

A framework for integrating strategic HR and knowledge management for innovation performance

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Karishma Trivedi ◽  
Kailash Bihari Lal Srivastava
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Conceptual Framework ◽  
Business Strategy ◽  
Current Knowledge ◽  
Innovation Performance ◽  
Organizational Strategies ◽  
Content Type ◽  
Hr Practices ◽  
Hr Managers

Purpose Organizations that resort to knowledge management (KM) for innovation need to align their organizational strategies for KM success. The purpose of this paper is to develop a conceptual framework depicting the alignment of strategic HR practices with organizational culture and strategy. This alignment posits to leverage KM processes for improving innovation performance in organizations. Design/methodology/approach Drawing from configurational–contingent HR perspective, this paper reviews the literature critically to identify the role and relationship among strategic HR practices, organizational culture and business strategy in contributing to KM process and innovation. Findings Complementarity between strategic HR practices with business strategy and organizational culture can create a synergistic effect on the KM process for improved innovation performance. Research limitations/implications This paper is theoretical. To validate the proposed conceptual framework, it needs empirical verification by future studies. Practical implications Managements should configure their HR practices with strategy and enable a knowledge-oriented culture to develop employee capabilities, creating intellectual assets for bringing more innovativeness in organizations. Originality/value The paper addresses the gap by relating strategic HR practices, strategy and culture in KM context with firm innovation in a comprehensive model. It is among the few studies to critically review strategic human resource practices-KM relationship from contingent–configurational HR perspective, relevant for HR managers in the current knowledge-based organizations.

scholarly journals THE CONCEPT OF ENSURING THE COMPETITIVENESS OF MANAGERS OF INDUSTRIAL ENTERPRISES

2021 ◽  
Vol 45 (4) ◽  
pp. 111-120
Author(s):  
S.I. Zakharov ◽  
Keyword(s):  
Working Hours ◽  
Scientific Concept ◽  
Research Information ◽  
Technical Literature ◽  
Industrial Enterprises ◽  
Industrial Companies ◽  
Global Innovation ◽  
International Industry ◽  
Methodological Principles ◽  
Innovation Economy

The object of the study is senior employees at all levels of management at industrial enterprises operating in the global innovation economy. The aim of the paper is to develop a concept for ensuring the competitiveness of managers at industrial enterprises, the use of which leads to the harmonization of the socio-economic results of the enterprise and the employee in the global innovation economy. The author applies methods of system and structural-functional analysis, questionnaires, interviews, expert assessments, statistical analysis, production experiments, timekeeping, and photography to record working hours. The research information base includes public reports of leading industrial companies; industry scientific and technical literature; reports and materials of NIIOGR; materials of international, industry, regional conferences, symposia, and seminars; the results of the author’s developments. Based on the results of the paper the author has developed a scientific concept, according to which ensuring the competitiveness of managers of industrial enterprises in the global innovation economy is achieved by increasing the dynamics of development and the efficiency of using their management potential through the formation of an internally competitive environment of the enterprise and congruent external environment. The study concludes that the proposed concept creates a basis for substantiating the criteria, methods, and methodological principles of ensuring the competitiveness of managers of industrial enterprises in the global innovation economy.

scholarly journals DEVELOPMENT OF THE ENTERPRISE PRODUCTION SYSTEM BY ORGANIZATIONAL CULTURE RESOURCES

2020 ◽  
pp. 43-47
Author(s):  
D. V. Shkolnyi
Keyword(s):  
Organizational Culture ◽  
Best Practices ◽  
Production System ◽  
Management System ◽  
Production Systems ◽  
System Management ◽  
Industrial Enterprises ◽  
Management Processes ◽  
Self Development ◽  
Developing System

Organizational culture is the driving force behind the transformation of the enterprise. Effective improvement of production systems of industrial enterprises is based on the use of organizational culture resources. The development of the production system is an ongoing process based on such key elements as the management system, management processes and organizational culture. The quintessence of such development is the formation of the cultural shell of the enterprise and the establishment of ideal production, where people are the only active resource, since without them self-development is impossible. The stages of applied measures to improve the production system with various resources that include key development elements: the management system and processes, the formation of a system for collecting, analyzing and using best practices in order to increase the competitiveness of the enterprise, building a self-developing system of continuous improvements, creating an organizational culture that allows maximize the potential of employees and develop their abilities, have been considered in the article. Each stage of the development of PSP must pursue a goal of forming a loyal team.

Listening and comprehension in interpreting

2020 ◽  
Vol 15 (2) ◽  
pp. 304-323
Author(s):  
Stephanie Díaz-Galaz
Keyword(s):  
Language Proficiency ◽  
Listening Comprehension ◽  
Working Memory Capacity ◽  
Individual Factors ◽  
Communicative Interaction ◽  
Specific Knowledge ◽  
Comprehension Process ◽  
Individual Variables ◽  
And Performance ◽  
Listening Process

Abstract The study of skilled listening comprehension shows that listening is a complex, dynamic, and interactive process that enables listeners to understand a message and respond adequately to the requirements of communicative interaction. Individual factors, such as language proficiency, working memory capacity, and previous knowledge, interact in the listening process and performance. Moreover, skilled listeners deploy controlled strategies directed at making the best use of their abilities to achieve a specific communicative goal. However, our understanding of individual variables, such as language proficiency, topic-specific knowledge, and the strategies that interpreters use when listening for interpreting, remain mostly unexplored. This article presents listening comprehension as a goal-directed activity and articulates recent research on individual factors involved in listening comprehension with current conceptions of comprehension for interpreting. This review identifies relevant gaps in our understanding about the comprehension process in interpreting.

HR MANAGER COMPETENCE FORMATION METHODS REGARDING PERSONNEL RISK MANAGEMENT

2019 ◽  
Vol 1 ◽  
pp. 506
Author(s):  
Natalya Solovova ◽  
Olga Kalmykova ◽  
Natallia Sukhankina
Keyword(s):  
Risk Management ◽  
Research University ◽  
Professional Competence ◽  
Training And Education ◽  
Learning And Teaching ◽  
Professional Activities ◽  
Industrial Enterprises ◽  
Management Approaches ◽  
Hr Managers ◽  
The University

In a post-crisis society, the most valuable economic and social resources of an organization are human capital. Modern strategies of management employed by an organization need special management approaches that would base on analysis of activities’ mechanisms and processes associated with personnel risks. One of the organizational, methodological and pedagogical solutions to this problem is the educational technology for raising competence level of managers in risk management. The research is aimed at methodological, managerial and organizational recommendations for competence formation of MSc in personnel risks management (major "Human Resource Management"). Research methods: expert survey, questionnaires, interview. The main finding of the research study: respondents were interviewed (Bachelors and Masters of Samara National Research University named after academician SP Korolev, of Samara State Technical University, executives, managers, HR managers, employees of industrial enterprises and of organizations providing services) to assess the relevance of competence in management of personnel-related risks for professional activities of an HR manager; learning and teaching support material has been developed to be used in training and education organized at the university and for management consulting of employers and employees of various organizations; samples of tasks for “Evaluation Tools Fund” have been developed, aimed at identifying the level of formation of the components of professional competence in management of personnel-related risks. 

Impact of Organizational Culture on Commitment of Employees: An Empirical Study of BPO Sector in India

2014 ◽  
Vol 39 (3) ◽  
pp. 77-92 ◽  
Author(s):  
Sulakshna Dwivedi ◽  
Sanjay Kaushik ◽  
Luxmi
Keyword(s):  
Organizational Culture ◽  
Focal Point ◽  
Critical Issue ◽  
Attrition Rate ◽  
Cultural Pattern ◽  
Commitment Level ◽  
Hr Managers ◽  
The Relationship ◽  
Better Than ◽  
Made In

Retention of employees has become a critical issue in the corporate arena. With the increasing trend of frequent job switching among employees, it is a big challenge for HR Managers today to fulfill the aspirations of each and every employee and to bring congruence between organizational and individual goals. In the BPO sector of India where attrition rate is as high as 55 percent (ASSOCHAM, 2011), the situation is even more difficult for HR Managers. But the big question is how to make employees feel committed to their organizations especially in such a dynamic work environment where attrition rate is so high and job poaching is the order of the day. An extensive review of literature reveals that employees' ‘commitment‘ to the organization is a function of their interaction and relationship with that organization and, to a great extent, a manifestation of the attitude of management towards the employees. This belief is based on the premise that member's identity with the organization is a result of a set of carefully designed policies within the cultural pattern of the organization. An attempt has been made in this research to study the BPO sector to see whether the organizational culture and commitment level of employees differ across the different strata of employees in the BPO sector and finally to explore the relationship between organizational culture and commitment. The research was carried out in 15 BPO units in and around Chandigarh — Chandigarh, Panchkula, and Mohali which covered three strata of BPO units based on the number of employees and from all the three level of employees, i.e. top, middle, and lower level of employees. Results reveal that employees of smaller BPOs perceive their culture a shade better than medium or larger BPOs. And, as far as overall commitment is concerned, employees of smaller BPOs have significantly more commitment level than employees of medium or larger BPOs. As organizational culture is better in smaller BPOs and so is the commitment, these findings give us a cue that organizational culture has definite impact on commitment of employees. Further results reveal that commitment of employees is particularly sensitive to six dimensions of organizational culture viz. proaction, confrontation, trust, authenticity, experimentation, and collaboration. But, the results failed to support the relationship between autonomy and openness with commitment. Further, findings reveal that the focal point in the development of any strategy is directed towards impacting the commitment of employees towards their organizations

scholarly journals Organizational Support to HRM in Times of the COVID-19 Pandemic Crisis

2020 ◽  
Vol 4 (1) ◽  
pp. 16
Author(s):  
Iza Gigauri
Keyword(s):  
Performance Management ◽  
Organizational Support ◽  
Working Hours ◽  
Top Management ◽  
Emotional Wellbeing ◽  
Employee Wellbeing ◽  
Flexible Working Hours ◽  
Employee Relationship ◽  
Strategic Focus ◽  
Hr Managers

The paper studies organizational support with respect to Human Resource Management during the COVID-19 pandemic. It examines HRM initiatives regarding changing in jobs, working routine, workplaces, and remote working conditions. The paper analyses how HR managers supported employees during the pandemic and how top-management encouraged employee wellbeing. It also explores whether HRM practice and employee emotions are a strategic focus for companies. Quantitative data for this research was collected with survey from forty-eight organizations located in Georgia. The findings suggest that HRM supported staff with helping them to update their skills for remote working, established flexible working hours, and adopted less strict policies regarding performance management. Additionally, HR managers have been encouraged by the top-management in implementing initiatives concerning employee physical and emotional wellbeing. Furthermore, HRM should be a strategic focus for any organization to lay foundation of employee relationship and organizational culture in order to overcome difficulties and adapt to the changes. The novelty of the research highlights the importance of HRM practice when economies are facing the threat of recession. It contributes to HRM in terms of supporting employees during the pandemic as well as from the top-management perspective to promote HR initiatives, and paves the way for further studies in this field.

Sign in / Sign up

Export Citation Format

Share Document