HR

2021 ◽  
pp. 1-14
Author(s):  
Rachelle K. Scott ◽  
Devi Akella
Keyword(s):  
Human Resources ◽  
Trade Unions ◽  
Senior Management ◽  
Middle Level ◽  
Team Members ◽  
Level Manager ◽  
Hr Managers ◽  
Hr Role ◽  
Middle Level Manager

This case study follows the career of Robert Peters (pseudonym), a middle level manager who faces numerous challenges as a team manager during his fledgling years. He is constantly questioning his role as the managerial representative who has to take care of his team members, their interests, and professional welfare. Scenarios such as the ethicality of senior management in ordering their lower level managers to spy on the employees during unfolding of trade unions activity, employees' rights during various change processes, disciplinary actions taken on employees which may lack human compassion, and issues pertaining to equity due to bias and nepotism are explored. This is an effort to understand the unequal quotient between labor and management, hidden depths in human resources (HR) role and functions, and ethical dilemmas which HR managers confront during their corporate career. This case study will enable readers to critically reflect on the responsibilities of HR, including its challenging role as the intermediary between the labor and management.

Organizational structure transformations of the it company – case study

2017 ◽  
Vol 18 (3) ◽  
pp. 91-104
Author(s):  
Stefan Rozmus
Keyword(s):  
Organizational Structure ◽  
Transformation Process ◽  
Middle Level ◽  
Level Manager ◽  
It Systems ◽  
Retrospective Nature ◽  
Main Factors ◽  
Middle Level Manager

The purpose of this article is to present the problems of transforming the organizational structure of an IT company, seen from the perspective of a middle-level manager, responsible for the production and delivery of products ordered by customers. This article discusses the stages of a long-term transformation process against the background of the core processes of an IT company that produces IT systems. The main factors forcing changes in the organizational structure of the company and the main barriers to their implementation are indicated. This article has a retrospective nature and based on the author’s own experience.

scholarly journals Effect of consideration leadership style on budget participation relationship and managerial performance

2019 ◽  
Vol 6 (5) ◽  
pp. 60-64 ◽  
Author(s):  
Made Ika Klaorina ◽  
Herkulanus Bambang Suprasto
Keyword(s):  
Leadership Style ◽  
Sample Selection ◽  
Sampling Technique ◽  
Simple Random Sampling ◽  
Middle Level ◽  
Managerial Performance ◽  
Level Manager ◽  
Budgetary Participation ◽  
Middle Level Manager ◽  
The Relationship

The research aims to empirically prove the influence of consideration leadership style on the relationship of budgeting participation to managerial performance. Contingency Theory is used as a theoretical foundation in this study. The study population was the middle-level manager (section head) at the Rural Credit Bank (BPR) in Badung Regency. The method of determining the sample is based on the slovin formula, the sample selection technique uses a probability sampling technique that is taken proportionally using simple random sampling so that 135 respondents are obtained. Data were analyzed with Moderated Regression Analysis (MRA). The results of the analysis show that budgetary participation has a positive effect on managerial performance and leadership style consideration reinforces the relationship between budgeting participation and managerial performance.

Triggering Specialised Knowledge in the Software Development Process

2022 ◽  
pp. 434-452
Author(s):  
Hanna Dreyer ◽  
Martin George Wynn ◽  
Robin Bown
Keyword(s):  
Software Development ◽  
Human Resources ◽  
Tacit Knowledge ◽  
Human Resources Management ◽  
Project Team ◽  
Theoretical Development ◽  
Ethnographic Case Study ◽  
Team Members ◽  
Verbal Exchanges

Many factors determine the success of software development projects. The exchange and harnessing of specialized knowledge amongst and between the project team members is one of these. To explore this situation, an ethnographic case study of the product-testing phase of a new human resources management system was undertaken. Extempore verbal exchanges occur through the interplay of project team members in weekly meetings, as the software was tested, analyzed, and altered in accordance with the customer's needs. Utilizing tacit knowledge from the project members as well as the group, new tacit knowledge surfaces and spirals, which allows it to build over time. Five extempore triggers surfaced during the research generated through explicit stimuli, allowing project members to share and create new knowledge. The theoretical development places these learning triggers in an interpretive framework, which could add value to other software development and project management contexts.

Hannah Arendt (1906–1975)

2014 ◽  
Author(s):  
Richard P. Nielsen
Keyword(s):  
Martin Heidegger ◽  
Hannah Arendt ◽  
Process Philosophy ◽  
Middle Level ◽  
Biographical Sketch ◽  
Organizational Behaviour ◽  
Banality Of Evil ◽  
Relevant Today ◽  
Level Manager ◽  
Middle Level Manager

Hannah Arendt was profoundly influenced by Martin Heidegger both intellectually and personally. Arendt’s process philosophy of organizational ethics and politics remains relevant today. In 1963, she published a book entitled Eichmann in Jerusalem: A Report on the Banality of Evil. She is known for her analysis of authoritarian organizations and the emergent archetype of a middle-level manager based on Adolf Eichmann. This chapter provides a biographical sketch of Arendt and Eichmann and discusses the emergent archetype organizational and Eichmann dimensions considered by Arendt, including administrative harm, organizational requirements to obey orders, and ‘banality’ of organizational evil or at least unethical organizational behaviour. It also looks at the views of Heidegger, Eichmann, and Arendt regarding organizational becoming.

scholarly journals THE INFLUENCE OF ORGANIZATIONAL CAPABILITY ON EFFECTIVE STRATEGY IMPLEMENTATION AMONG SACCOS IN KENYA

2018 ◽  
Vol 2 (4) ◽  
pp. 54
Author(s):  
Ambrose Kipruto Chepkwei ◽  
Dr. Daniel Wanyoike ◽  
Dr. Joel Koima
Keyword(s):  
Qualitative Research ◽  
Descriptive Analysis ◽  
Target Population ◽  
Strategy Implementation ◽  
Middle Level ◽  
Effective Strategy ◽  
Organizational Capability ◽  
Quantitative And Qualitative Research ◽  
Level Manager ◽  
Middle Level Manager

Purpose: To establish the influence of organizational capability on effective strategy implementation among SACCOs in Kenya.Methodology: Survey research design while both quantitative and qualitative research methodologies were used in the study. The target population of the study was all 176 Deposit Taking SACCOs in Kenya. Purposive sampling was used to sample at least three employees of the SACCO which includes one top level manager one middle level manager and one low level manage. The sample size was 192 respondents. Questionnaires were uses to collect the data. Descriptive analysis, analysis of variance (ANOVA) and multiple regressions were used in analyzing the data.Results: The results of the study indicate that organization capability is a key determinant of effective strategy implementation.Unique contribution to theory, practice and policy: Every organization has a potential capability that it employs in order to achieve stable competitive advantage and productivity. As long as these capabilities and potential capacities are neither unknown nor realized, it cannot be such efficient to provide barriers for competitors while allowing the organization to surpass competitors.

scholarly journals PENGARUH DESENTRALISASI, KETIDAKPASTIAN LINGKUNGAN DAN PENGENDALIAN AKUNTANSI TERHADAP KINERJA MANAJERIAL PADA PEMERINTAH KOTA BAU-BAU DAN KABUPATEN BUTON

2018 ◽  
Vol 11 (4) ◽  
pp. 473-497
Author(s):  
Muntu Abdullah
Keyword(s):  
Regression Coefficient ◽  
Research Result ◽  
Middle Level ◽  
Survey Method ◽  
Managerial Performance ◽  
Performance Variable ◽  
Determination Coefficient ◽  
Level Manager ◽  
Accounting Control ◽  
Middle Level Manager

The purpose of this research is knowing the effect of decentralization, environment uncertainty and accounting control to the managerial performance. Approach which is used to test the research hypothesis is by using the statistical test. The method of data collection use survey method through questionnaire that allotted to 300 people of low and middle level manager in Governmental Office of Bau-Bau City and Buton Regency. However, the valid questionnaires to be used are 212. Independent variables in this research are decentralization (X1), environment uncertainty (X2), and accounting control (X3). While dependent variable is managerial performance (Y). Regression coefficient of X1 variable = 0.262, X2 variable = -0.260, and X3 variable, regression coefficient = 0.307. Partial determination coefficient of X1 variable is 0.41 (41%), for X2 variable, partial determination coefficient = 0.30 (30%), and X3 variable, partial determination coefficient = 0.38 (38%). The research result indicated that the coefficient of simultaneous correlation is 0.783 (78.3%), it meant by together variable of X1, X2 and X3 are strongest correlation with managerial performance variable (Y). The coefficient of simultaneous determination is 0.612 (61.2%) it meant that by together variable of X1, X2 and X3 can explaine variance of the fluctuation of managerial performance variable (Y) is 61.2% and the remain is 38.8% determined by other factors. The result of F-test, indicated that the result of F-Value is (109.563) > from F-table (2.65) so hypothesis which state that “Variable of X1, X2, and X3 which estimated simultaneously have affected managerial performance variable (Y), indicated that the first hypothesis has been proved or accepted, it is according to probability or significant on 0.000 (0.0 %) which be under 5 % of the tolerance limit. The result of T test, for decentralization variable (X1) t-Value is 7.755 > t-table 1.960 it meant that decentralization significantly affected to managerial performance. For variable of environment uncertainty (X2) t-Value is 5.561 > t-table 1.960, indicated that environment uncertainty significantly affected to managerial performance. For variable of accounting control (X3) t-Value is 7.207 > t-table is 1.960 it meant that the accounting control significantly affected to managerial performance

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