scholarly journals Organizational Development Interventions In Learning Organizations

2012 ◽  
Vol 17 (1) ◽  
pp. 65
Author(s):  
John Theodore
Keyword(s):  
Human Resources ◽  
Organizational Development ◽  
High Performance ◽  
Learning Organizations ◽  
Open Systems ◽  
Planned Change ◽  
Bottom Line ◽  
Action Orientation ◽  
Development Interventions ◽  
Change Efforts

The purpose of this article was to demonstrate that organizational development interventions in key areas of learning organizations assist to further develop such organizations because they are open systems and accustomed to planned changes. Therefore, their resistance to planned developmental changes is limited in comparison to non-learning organizations that are not accustomed to this process. The ultimate goal of organization development is to make the organization more open and more adaptive through increases in capability and potential in order for it to continue making such planned change efforts on an action orientation basis. Learning organizations are viable and vital means for developing an organizations culture of high performance learners who become transformed people much better adapted to get results that affect the bottom line and the quality of life in their organizations. The author of this article focused organizational development interventions on a number of key areas in learning organizations which are: human resources policies and procedures, evaluation of human resources, structure and design, training and development of human resources, communication, and leadership. In this article, the above cited areas are referred to as concentrations. The organizational development intervention process consists of the diagnosis in order to identify the elements to be evaluated in the areas of concentration; the presentation of the results of the diagnoses in proposals for the implementation of the results; and the implementation through planned change efforts.

Pritchett Controls: ten years into employee ownership

2018 ◽  
Vol 14 (3) ◽  
pp. 305-322
Author(s):  
Richard C. Hoffman ◽  
Wayne H. Decker ◽  
Frank Shipper
Keyword(s):  
Human Resources ◽  
Organizational Development ◽  
High Performance ◽  
Secondary Data ◽  
Employee Ownership ◽  
Strategic Human Resource Management ◽  
The Body ◽  
Primary Data ◽  
Content Type ◽  
In The Beginning

Synopsis This case illustrates the rationale for adopting employee ownership, and difficulties in implementing employee empowerment beyond investment. In the beginning it focuses on why Jerry Pritchett, one of the co-founders of Pritchett Controls, decided to convert it to an employee-owned company. In the body of the case, it details the efforts of the company to operate under its new ownership structure in an increasingly competitive environment. Although Pritchett established employee owners, only selected High Performance Work Systems (HPWS) practices have been implemented. The issue that reader must grapple with is whether other HPWS practices should be adopted or not. Research methodology Primary data were collected by interviewing eight managers including the current and former CEO at two of the firm’s three locations. Secondary data were used to supplement industry and competitive information. Relevant courses and levels Human resources courses, especially those that focus on strategic human resource management, organizational development, and how high performance organizations can be built, would be most appropriate for this case. Theoretical bases The primary theoretical foundations for this submission are shared entrepreneurship and HPWS. Knowledge of leadership, employee ownership, human resources, corporate governance, organizational culture and strategy would also be helpful in analyzing this case.

scholarly journals Corporate Blogging: The New Age PR Tool

2017 ◽  
Vol 3 (3) ◽  
pp. 65
Author(s):  
Leena Philip
Keyword(s):  
Public Relations ◽  
Human Resources ◽  
Organizational Development ◽  
Communication Channels ◽  
New Age ◽  
Internal Communication ◽  
Planned Change ◽  
Mutual Understanding ◽  
Internal Environment ◽  
The Public

Effective public relations can create and build up the image of an individual or an organisation or a nation. At the time of adverse publicity or when the organisation is under crisis an effective Public Relations can remove the "misunderstanding" and can create mutual understanding between the organisation and the public. Public relations, in the internal environment area, are directed to both the entire organization and to its individual departments and units. Internal communication and good internal communication channels are of paramount importance. From an internal perspective, organizations must be able to communicate effectively with its human resources in order to streamline organizational development. Finally, public relations must also be an important part of internal communication to promote planned change and development within the organization.

scholarly journals Corporate Blogging: The New Age PR Tool

2017 ◽  
Vol 8 (1) ◽  
pp. 65 ◽  
Author(s):  
Leena Philip
Keyword(s):  
Public Relations ◽  
Human Resources ◽  
Organizational Development ◽  
Communication Channels ◽  
New Age ◽  
Internal Communication ◽  
Planned Change ◽  
Mutual Understanding ◽  
Internal Environment ◽  
The Public

Effective public relations can create and build up the image of an individual or an organisation or a nation. At the time of adverse publicity or when the organisation is under crisis an effective Public Relations can remove the "misunderstanding" and can create mutual understanding between the organisation and the public. Public relations, in the internal environment area, are directed to both the entire organization and to its individual departments and units. Internal communication and good internal communication channels are of paramount importance. From an internal perspective, organizations must be able to communicate effectively with its human resources in order to streamline organizational development. Finally, public relations must also be an important part of internal communication to promote planned change and development within the organization.

Organizational Effectiveness through Technology innovation and HRM Strategies

2016 ◽  
Vol 6 (1) ◽  
Author(s):  
Rajkumar Singh ◽  
Rajkamal Prajapati
Keyword(s):  
Human Resources ◽  
Organizational Development ◽  
Organizational Effectiveness ◽  
High Performance ◽  
Technology Innovation ◽  
Human Resources Management ◽  
Professional Service ◽  
Organizational Strategy ◽  
Main Theme ◽  
Resources Management

The main theme is to understand the organizational effectiveness from recent developments in technology innovation and human resources management. The editorial first describes the need for technology innovation and HRM integration. A three-strategy model for global technology innovation and organizational development was adopted: personnel strategy, system strategy, and organizational strategy. The personnel strategy could play a crucial role in enhancing the effects of human resources management (HRM) and entrepreneurship by supporting the main dimensions of HRM. The system strategy was used to facilitate technology innovation through knowledge management while the organizational strategy was adopted to create positive organizational culture and high performance systems. The paper suggests that globally distributed engineering and international technology entrepreneurship be new area for theory building. The strategies from this special issue have implications for the study of new information technology innovation and e-HR developmental approaches as well as professional service, customer relations modeling and strategic HRM.

scholarly journals A Sustainable Plan to Rescue HR from Itself

2021 ◽  
Vol 13 (14) ◽  
pp. 7587
Author(s):  
James W. Westerman
Keyword(s):  
Human Resource ◽  
Triple Bottom Line ◽  
Transformational Change ◽  
Bottom Line ◽  
Cost Center ◽  
Strategic Role ◽  
Business Function ◽  
Hr Function ◽  
Change Efforts

The Human Resource (HR) function is often viewed by those in organizations as a process function and a cost-center, which results in an enhanced risk of outsourcing and automation. However, HR is also uniquely positioned to engage firms in cross-functional transformational change efforts, as its work is embedded in every business function within an organization. Sustainable HR and the triple bottom line (TBL) present opportunities for HR to build a strategic role within organizations. This essay provides strategic and tactical models, with specific steps for implementation, to assist HR in re-assert its role in driving the competitiveness of the firm through Sustainable HR.

scholarly journals Impact of Organizational Development Interventions

2017 ◽  
Vol 7 (6) ◽  
pp. 1-6
Author(s):  
J. Chandrasekar , MA. Velusamy J. Chandrasekar , MA. Velusamy ◽  
Keyword(s):  
Organizational Development ◽  
Development Interventions

Human resources flexibility as a mediating mechanism between high-performance work systems and organizational performance: a multilevel quasi-longitudinal study

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Anastasia A. Katou
Keyword(s):  
Human Resources ◽  
Organizational Performance ◽  
Structural Equation ◽  
High Performance ◽  
Behavioural Flexibility ◽  
Work Systems ◽  
Content Type ◽  
High Performance Work Systems ◽  
Functional Flexibility ◽  
The Impact

PurposeThe purpose of this study is to investigate the impact of high-performance work systems (HPWS) on organizational performance through the mediating role of human resources (HR) flexibility (expressed by functional flexibility, skills malleability and behavioural flexibility).Design/methodology/approachThe study examines theoretical relationships in the Greek context, which reflects changing economic and financial crisis, based on multilevel structural equation modelling estimation, using three waves of sample data collected in years 2014, 2016 and 2018 from organizations operating in the private sector.FindingsThe study finds that although HPWS positively influences all three HR flexibility dimensions, this positive effect is not transferred equally to organizational performance. The dominant effect on organizational performance is attributed to skills malleability, a smaller effect to behavioural flexibility and a negligible effect to functional flexibility.Research limitations/implicationsAlthough the data collected refer to three different years, most of the companies and individuals responded to sampling were different. As such, the study does not allow for dynamic causal inferences due to its quasi-longitudinal nature.Practical implicationsThe findings of this study may influence managerial decisions in developing bundles of HPWS policies and practices in relation to HR flexibility attributes.Originality/valueSince most studies consider HR flexibility as an aggregated construct, this study is possibly one of the very few studies that is examining the differential impact of the HR flexibility dimensions on organizational performance in turbulent times.

Managing Human Resources in Family Businesses

2014 ◽  
pp. 96-112 ◽  
Author(s):  
Santiago Gutiérrez-Broncano ◽  
Mercedes Rubio-Andrés ◽  
Pedro Jiménez Estévez
Keyword(s):  
Human Capital ◽  
Human Resources ◽  
High Performance ◽  
Negative Impact ◽  
Business Owners ◽  
Family Businesses ◽  
Future Research ◽  
Research Directions ◽  
Positive Effects ◽  
Future Research Directions

Although a lot of research has been carried out in the field of family businesses in recent years, not much of it has focused on human resource management. After compiling the major studies, both negative aspects (e.g. nepotism) and positive ones (e.g. employee commitment) have been identified. Therefore, the authors propose high-performance human resources practices to reduce the negative impact of family in business and boost the positive effects, increase their human capital, and achieve a competitive advantage in this field. Finally, the authors provide key insights for practitioners, family business owners, and managers, and they propose future research directions.

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