Managerial Challenges of Emotional Labor Disruption: The COVID-19 Crisis in Mexico

The purpose of this article is to contribute to the knowledge of managing emotional labor during a crisis. The COVID-19 pandemic has been a disrupting event, particularly affecting frontline healthcare workers and their supervisors who faced pressures to manage emotions during their interactions with patients. Emotional labor has been studied in emergencies; however, the case of Mexico offers insights into an understudied context and a long and singular crisis. Drawing from multi-level storytelling interviews with medical managers, physicians, and nurses in hospitals in different states of Mexico, this article argues that COVID-19 blurred relationships between performance and outcomes of emotional labor. As the organizational goal focused mainly on saving lives, some workers intensified and performed emotional labor innovatively, but others deviated from feeling rules. Managers’ role became crucial for employees to abide by affective requirements facing disruption.

Actualization of Digital Marketing Society 5.0 on MSMES of Sasirangan Cloth in Village Sasirangan in Banjarmasin City

Marketing is part of the main activities carried out by traders in their efforts to maintain the survival of their business to achieve business goals. Strategy is a process of determining an organizational goal, accompanied by the preparation of a way or effort how to achieve that goal. In particular, strategy is an action that is increasing and continuous and is done based on the point of view of what customers expect in the future. This research aims to find out how the actualization of digital marketing of MSMEs in the era of society 5.0. This research method uses quantitative descriptive methods with data collection techniques through questionnaire sharing. The population in this study is MSMEs Kain Sasirangan in Kampung Sasirangan Banjarmasin City. The results of this study show that Sasirangan MSMEs have used digital marketing in the process of buying and selling their products. It is recognized that the utilization of digital marketing can expand market reach and add new customers, facilitate business management with more flexible time, can be done at any time without having to open a store first, so that the profits obtained are also greater. In addition, by utilizing digital marketing, MSME sasirangan fabric actors do not need a place to sell their products, so the costs incurred are also less. Their lack of ability to use technology, only able to make them do marketing their products traditionally.

Chinese Local Governments’ Behavioral Logic of Early-Warning Information Release Regarding Major Epidemic Outbreaks from the Organizational Analysis Perspective

Based on the three-dimensional ‘organizational goal – organizational field – organizational incen­tive’ analysis framework, this paper attempts to conduct a comparative and diachronic analysis of the behavioral logic of Chinese local governments’ early-warning information release in major epidemic outbreaks. The results of the research show that the organizational goal, field and incentive are highly rel­evant to different strategic choices of whether local governments should, will and are willing to perform their governance function; additionally, different combinations of these elements trigger different lo­cal government behaviors. The organizational goal, field and incentive are the starting point, turning point, and end point of local governments’ behavior­al logic, respectively, while the organizational field is prerequisite for the organizational incentive to work. The organizational goal – organizational field – organizational incentive sequence reflects the se­quence and interactive relationship of local govern­ments’ behavioral logic.

Organizational goal ambiguity and public service motivation: evidence from Iran

PurposeThe purpose of this study is to investigate the effect of organizational goal ambiguity (OGA) on public service motivation (PSM) considering the mediating role of job satisfaction (JS), performance appraisal (PA) and perceived organizational fairness (POF) in the Iranian public sector. This research also seeks to answer this question: to what extent PSM confirmed in Western countries is generalizable to the Iranian public sector?Design/methodology/approachA survey of 779 employees working in 16 ministries of Iran was administered. Confirmatory factor analysis (CFA) and hierarchical regression were applied to test the model and the mediators.FindingsThe results indicate that OGA negatively affects PSM, and this relationship is mediated by JS, PA and POF. Furthermore, the research findings have varied across ministries, contract type, positions and gender. Most importantly, the generalizability of the PSM construct is limited in the public sector of Iran since two of four dimensions of PSM were confirmed, that is, an attraction to public service and self-sacrifice (compassion).Practical implicationsThis paper provides managers and decision makers with a clear understanding of the effects of context (including goal ambiguity, the importance of employee's attitudes and HR systems in shaping unique intrinsic motivation for public organizations) on employee's PSM. Also, these findings show how they can manage and motivate employees to engage in PSM. By clarifying organizational goals or making an association between job tasks and higher-level goals, practitioners can stimulate PSM at work.Originality/valueThis paper advances a new and further understanding of antecedent and mediators of PSM in Iran. Also, it provides an explanation of its generalizability and the role of organizational climate in fostering it.

Assistance systems in learning factories - A systematizing overview and case studies

Assistance systems are in use in different domains from their application in everyday life like driving cars and guiding the operation of information systems to industrial usage, e.g., in operating machinery, maintaining facilities, and monitoring production processes. The primary purpose of assistance systems is to extend the capabilities of human operators in different aspects to achieve an individual or organizational goal faster, with fewer errors, or more secure. In the context of learning, they provide new means to engage people in realistic learning scenarios. This paper discusses assistance systems that support learning in production processes. The goal of the paper is to structure the possibilities of assistance systems use regarding different learning goals. It presents a taxonomy of assistance system use and demonstrates this taxonomy in three cases.

Managing Cultural Diversity: Implication for Organizational Innovativeness

It is a known fact that the workplace is a repository of culturally diverse workforce, who brings their difference cultural inclinations and expertise to bear in pursuit of the general organizational goal. A diverse workforce comes with both benefits and challenges which are consequences of how the workforce is managed. This paper examines the theoretical implication of cultural diversity management on organizational innovativeness. The piece began with conceptual exposition of culture and the organization, organizational innovativeness as well as cultural diversity. Further, the paper identified cultural variables in the impeding workforce with subsequent management efforts of the diversity. Eventually, diverse cultural implications on organization innovativeness were emphasized. Findings are that; team that has variety of diverse characteristics can collectively spark a height of inventiveness, and likely exude better capacity to resolve intricate glitches and offers superior solution. Also, organization thrives creatively and innovatively in a culturally diverse workforce tolerant environment.

The importance of vision statements for human resource management – functions of human resource management in creating and leveraging vision statements

Purpose The purpose of this paper is to examine the connections between vision statements, leadership and human resource management (HRM) to clarify what contribution HRM has to make in translating an organizational goal into a vision statement. Design/methodology/approach The importance of vision statements is explained. Empirical data are used to illustrate the failure of many companies to exploit the potential of a vision statement. Finally, the role of HRM in formulating a vision statement is discussed. Findings “Vision statement” is another term for primary organizational goal. Setting this primary goal is an indispensable task of leadership. If the vision statement is missing, HRM should remedy the situation. Originality/value The added value of this paper lies in explaining why vision statements are relevant for both leadership and HRM and the functions and leading role of HRM in actualizing the vision statement.

Understanding Goal Ontology Model to Achieve Organization Goal Conformance

This paper proposes a modelling concept for the organizational goals as a tool to evaluate organization data conformance to achieve the organization goal. This refer to the important in assisting the organization to utilize the organization data and information from the vast amount of data for decision making which will be in line with the organization’s goals. The paper has two aims. The first aim is to develop a model based on organizational goal elements such as the main goal, sub-goals, actions and tasks. A formal ontology is developed to specific role between the organization goal elements. The second aim is to develop a metric model to interpret organization data in relation to the organization’s goal. We apply a case study to evaluate our model development and metric development. Overall contribution of this paper is to propose a conceptual model that seeks to support the evaluation of organization data based on organization goal elements in the achievement of the organization’s goals.