Disruption in HR Through Inclusive Emotional Culture

2022 ◽  
pp. 345-366
Author(s):  
Nitu Ghosh
Keyword(s):  
Sustainable Development ◽  
Content Analysis ◽  
Business Environment ◽  
Global Business ◽  
High Performing ◽  
Emotional Culture ◽  
Framework Model ◽  
Qualitative Technique ◽  
Hr Managers

Diversity in workforce has demanded the need to develop inclusive culture that suffices the needs, interests, and emotions of all equally. High-performing organizations have incorporated emotions in their mission, creating an emotional culture that accentuates emotional intelligence of their talent force rather than suppression of emotions. The chapter explains how and why organizational cultures are transforming into inclusive emotional cultures. Through an analysis of cases of Indian multinationals, the antecedents and outcomes of Inclusive emotional culture is described through Inclusive Emotional Culture Framework model. Views of HR managers are expressed through content analysis qualitative technique. The chapter provides a key to sustainable development of Indian businesses amidst the doldrums of global business environment through inclusive emotional culture integrating values of long-term sustenance and development.

Disruption in HR Through Inclusive Emotional Culture

2020 ◽  
pp. 89-109
Author(s):  
Nitu Ghosh
Keyword(s):  
Sustainable Development ◽  
Content Analysis ◽  
Business Environment ◽  
Global Business ◽  
High Performing ◽  
Emotional Culture ◽  
Framework Model ◽  
Qualitative Technique ◽  
Hr Managers

Diversity in workforce has demanded the need to develop inclusive culture that suffices the needs, interests, and emotions of all equally. High-performing organizations have incorporated emotions in their mission, creating an emotional culture that accentuates emotional intelligence of their talent force rather than suppression of emotions. The chapter explains how and why organizational cultures are transforming into inclusive emotional cultures. Through an analysis of cases of Indian multinationals, the antecedents and outcomes of Inclusive emotional culture is described through Inclusive Emotional Culture Framework model. Views of HR managers are expressed through content analysis qualitative technique. The chapter provides a key to sustainable development of Indian businesses amidst the doldrums of global business environment through inclusive emotional culture integrating values of long-term sustenance and development.

scholarly journals Boomerang hiring: Strategy for sustainable development in COVID-19 era

2021 ◽  
pp. 1-6
Author(s):  
Penumadu V. Raveendra ◽  
Yellappa M. Satish
Keyword(s):  
Sustainable Development ◽  
Organization Culture ◽  
Human Beings ◽  
Hiring Process ◽  
Positive Growth ◽  
The World ◽  
Key Drivers ◽  
Hr Managers ◽  
The Right

BACKGROUND: Many companies are forced to restructure themselves by right sizing due to unexpected fall in demand for their products and services created by the COVID-19 pandemic. COVID 19 not only affected the health of human beings but also their wealth across the world. Global economic parameters are showing a sign of positive growth with decreased number of COVID 19 cases across the world. Many companies are in a dilemma to rehire their former employees or to hire the new candidates to meet the increased demand. OBJECTIVES: The objectives of study are i) to analyze the key drivers for boomerang hiring and ii) to develop a conceptual process for boomerang hiring. METHODS: An exploratory methodology was designed to identify the key drivers of boomerang hiring by studying the various successful stories of those companies which had rehired their former employees. Various papers were reviewed to develop the process for boomerang hiring. RESULTS: Study showed that knowledge about the culture of the company, cost of hiring, morale booster for the existing employees, and customer retention, are the key drivers for boomerang hiring. This hiring process requires special skills from HR Managers, as this decision will impact long term success of the company. CONCLUSION: The process of boomerang hiring cannot be standardized as each organization culture is different and companies cannot have the same strategy for each candidate as every individual is different. Boomerang hiring will work as the right strategy during pandemic situation as former employees would have built relations with the customers. The customers will be happy to see the former employees who had served them better.

scholarly journals SME Managers’ Perceptions of Sustainable Marketing Mix in Different Socioeconomic Conditions—A Comparative Analysis of Sri Lanka and Poland

2020 ◽  
Vol 12 (24) ◽  
pp. 10659
Author(s):  
Magdalena Kowalska
Keyword(s):  
Sustainable Development ◽  
Sri Lanka ◽  
Business Environment ◽  
Marketing Mix ◽  
Socioeconomic Conditions ◽  
Developed Country ◽  
The Social ◽  
Market Requirements ◽  
Sustainable Marketing

Current changes in the business environment mean that the pursuit of economic development—without accounting for social welfare and environmental constraints—is replaced by the concept of sustainable development. Enterprises, in order to meet market requirements, adopt sustainable marketing as part of their strategy to provide long-term benefits in the social, economic, and environmental dimensions. The article aims to assess the differences in the use of marketing mix tools (5P) according to the concept of sustainable development in countries with different socioeconomic conditions. The empirical study was based on 262 questionnaires conducted among small and medium-sized enterprises (SMEs) operating in two different countries, i.e., 150 companies operating in Poland (as an example of a developed country) and 112 in Sri Lanka (as an example of a developing country). The obtained results show that there are statistically significant differences between the analyzed markets in terms of implementing sustainable marketing tools. The results allow us to conclude that the sustainable marketing mix activities are significantly more important for SEM managers in Sri Lanka than in Poland.

Trust in Organizations

2011 ◽  
pp. 293-308
Author(s):  
Muhammad Mohtsham Saeed
Keyword(s):  
Business Environment ◽  
Sensitive Information ◽  
Global Business ◽  
Trust Development ◽  
Knowledge Based ◽  
Internal Customers ◽  
The World ◽  
Innovative Products

Recent changes in the overall global business atmosphere, for example, opening of economies, increase in exchange relations, volatility of the business environment, innovative products and services, rapidly changing markets, and knowledge-based firms and information-based systems all demand quick sharing of quite sensitive information. This swift sharing of sensitive information is a major source of competitive advantage in today’s age and is not possible without trustworthy relationships of top management with external as well as internal customers (employees) of a business. Islam is the second biggest religion in the world with over 1/4th of the world’s population as its followers. Where traditional literature believes that long-term relationships result in trust development, Islam considers that trust development results in building and maintaining long-term relationships. This chapter is specifically meant to highlight the role of trust from an Islamic perspective in a leader-followers relationship as well as a leader-customers relationship.

Financing the Sustainable Development Agenda Goals

2020 ◽  
pp. 57-71
Author(s):  
Bernardo Ivo-Cruz ◽  
Sónia Ribeiro
Keyword(s):  
Sustainable Development ◽  
Private Sector ◽  
Risk Mitigation ◽  
Banking System ◽  
Business Environment ◽  
International Community ◽  
Future Research ◽  
The Sustainable Development ◽  
Development Agenda

The 2030 Agenda is comprehensive, universal, and ambitious. To reach its goals, the world needs to invest US$5 to 7 trillion/year. To finance it, the private sector must be involved. This chapter considers the motivations of business and corporations to incorporate the SDG in their investment agenda and the role DFIs can play in providing financing to their projects. It acknowledges that the private sector is a key element for long-term sustainable development and highlights the difficulties of DFI in assessing impact in risk analysis and therefore financing private investments for sustainable development. Finally, it finds that the international community and developing countries need to work together to improve the business environment on those countries, and concludes that the international community and the banking system do not know how to assess the role and impact of business and corporations projects in the agenda, and that the risk mitigation policy does not consider the nature of DFIs. Looking into the future, the authors present future research topics needed on this subject.

scholarly journals Stimulation of effective ecological and economic interactions in the process of business environment creation

2017 ◽  
Vol 8 (2) ◽  
pp. 57-66 ◽  
Author(s):  
Alexander Ishchenko
Keyword(s):  
Sustainable Development ◽  
Business Environment ◽  
Business And Society ◽  
Green Technologies ◽  
Public Examination ◽  
Framework Document ◽  
Economic Constraints ◽  
National Framework ◽  
Independent Audit

The article substantiates the necessity of introducing a new national framework document that would outline strategic directions for long-term development of Ukraine and facilitate the integration of sustainable development into the national plans, strategies and programs. It provides recommendations concerning the projection of business environment taking into account environmental and economic constraints and green technologies in Ukraine, as well as the use of economic and mathematical modeling. It offers the introduction of ecological and economic projects to enhance control and responsibility for the implementation of the planned measures on all levels, constant examination of the current legislation regarding its compliance with the principles of sustainable development; active use of public examination and independent audit; ensuring continuous dialogue between representatives of business and society.

Organizational Structure Without Hierarchy in a Dynamic Global Business Environment

2011 ◽  
pp. 27-41
Author(s):  
Tomaz Kern
Keyword(s):  
Organizational Structure ◽  
Business Processes ◽  
Business Environment ◽  
Business Systems ◽  
Global Business ◽  
Engineering Project ◽  
Definitive Answer ◽  
Business System ◽  
Business Structures

The chapter deals with the inefficiency of classical business systems in a dynamic global business environment. The main reasons for inefficiency are complicated processes, which are limited and influenced by inadequate classical business structures. But in new circumstances business structures must be designed according to process needs. Classical business systems should be urgently renewed to survive. Furthermore the author concludes that a single business system re-engineering project is not the definitive answer. In the global business environment, changes are constant. The efficiency of business processes can be maintained and increased in the long term only by constant but effortless adaptation of structures. This is possible by the introduction of the organizational structure without hierarchy and the mechanism for dynamic adaptation of structures to business.

Organizational Structure Without Hierarchy in a Dynamic Global Business Environment

2008 ◽  
pp. 2474-2494
Author(s):  
Tom Kern
Keyword(s):  
Organizational Structure ◽  
Business Processes ◽  
Business Environment ◽  
Business Systems ◽  
Global Business ◽  
Engineering Project ◽  
Definitive Answer ◽  
Business System ◽  
Business Structures

The chapter deals with the inefficiency of classical business systems in a dynamic global business environment. The main reasons for inefficiency are complicated processes, which are limited and influenced by inadequate classical business structures. But in new circumstances business structures must be designed according to process needs. Classical business systems should be urgently renewed to survive. Furthermore the author concludes that a single business system re-engineering project is not the definitive answer. In the global business environment, changes are constant. The efficiency of business processes can be maintained and increased in the long term only by constant but effortless adaptation of structures. This is possible by the introduction of the organizational structure without hierarchy and the mechanism for dynamic adaptation of structures to business.

scholarly journals Sustainable organizational development and reflection: A good combination?

2012 ◽  
Vol 9 (2) ◽  
pp. 364-375 ◽  
Author(s):  
Marita Naudé
Keyword(s):  
Organizational Development ◽  
Business Environment ◽  
Practical Implementation ◽  
Corporate Boards ◽  
Global Business ◽  
Business Environments ◽  
Short And Long Term ◽  
Innovative Resources ◽  
Past Experiences

In the current global business environment companies continually face a range of very complex and multi-faceted challenges. Consequently, directors, members of corporate boards and managers need to implement innovative resources, capabilities and strategies to ensure both short and long term success and survival. One possible strategy is a tridimensional approach to Sustainable Development (SD) which includes economic, social and environmental dimensions at an equal level combined with practical SD initiatives, programs and strategies. In addition, reflection is a crucial skill in fast changing business environments as managers and practitioners who use reflection take more thoughtful, purposeful and value-driven action. The author accepts that reflection is a deliberate and complex analytical process to integrate knowledge with the demands of the situation as part of innovative practice, to integrate past experiences and consider influence of future hopes and fears to open a range of possible alternatives while simultaneously taking into account other people’s perspectives. The paper highlights the possibility to combine SD and reflection and describes generic guidelines to enhance practical implementation and highlights both management and research implications relevant to a practical context.

Leadership to Cultivate the Circular Economy

2020 ◽  
pp. 554-565
Author(s):  
Damini Saini ◽  
Juhi Agarwal
Keyword(s):  
Sustainable Development ◽  
Circular Economy ◽  
Critical Role ◽  
Business Environment ◽  
Social Impacts ◽  
The Earth ◽  
The World ◽  
Current Scenario ◽  
Present World

A business meets the need of the present world and the environment without compromising the requirement of the current scenario, that is, sustainability of the resources. Everyone affects the sustainability of the marketplace and the Earth in some way or another. Sustainable development within a business is able to create value for customers, investors, and the environment. This naturally involves taking a long-term perspective and balancing economic, environmental, and social impacts of business. In today's business environment, it is highly important that organizations develop and adhere to the appropriate policies and systems that create a sustainable future for the world. The purpose of this chapter is to highlight the circular economy and the critical role leadership will play in it. The authors describe the circular economy and its major concepts and approaches along with its background. Further, the major challenges and encounters of leadership in a circular economy are also discussed.

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