Design of Experimental Research on the Formation of Nonverbal Communication Skills and Impression Management of Police Officers

Increasing competition in the organizational environment and strengthening human capital can greatly contribute to the ability to close existing gaps in the development process and ensure a more competitive level, and the professional development process includes not only setting career goals and training agreements, but also evaluations and the feedback needed to assess progress. By optimizing nonverbal skills and forming impression management strategies promoted by psychological training in enhancing the knowledge and skills of police employees, they serve as a basis for organizational projects designed to facilitate self-realization of internal potential and stimulate their involvement in the organization. Organizational behavior is the study of the behaviors of individuals, which involves understanding, predicting and controlling human behavior, models and structures, in order to improve the environment, performance and efficiency of the organization. The original of this paper is that the research results led to the identification of components and mechanisms for producing change at the macro-, meso- and microsocial level, which uses a perpetual mobilization of social actors in organizations. Another novelty, for a wider geographical area of ​​scientific research, is the application of an intervention methodology in the training impression management strategies through nonverbal communication, with the purpose and purpose in developing relational skills and optimizing professional activity. The information obtained in research on nonverbal communication and impression management tactics on the organizational environment, can be applied for the development of programs for organizational counseling activities, business coaching and large-scale developmental training, promoted through managerial and corporate profile.

The Values of a Balanced Culture

Organizational values, as the criteria that guide decision-making, play a central role in the implementation of management by missions (MBM). Most social organizations today develop a set of values. These sets of values are normally treated as fixed and even as untouchable. However, over time, some values change and evolve both in the organizational environment and within the organizations themselves. Some values may fall into the background, while others should come to the forefront. As a result, leaders need to adapt to these changes and create corporate cultures that best align with their corporate purpose over time. In this chapter, we propose a framework to help organizations create balanced sets of values in four categories: business, relational, development and contribution values.

Self-efficacy of Employees in Educational Institutions: Determinants and Pillars

The study aims to identify the self-efficacy of workers in Libyan educational institutions. The problem of the study lies in the low self-efficacy of workers in Libyan educational institutions, which negatively affects the job performance of workers in these institutions. The study highlights the importance of highlighting the elements of self-efficacy to be used in all Libyan educational institutions. The study followed the descriptive analytical approach to describe and analyze the self-efficacy of workers in Libyan educational institutions. The study reached many results, including that self-efficacy has a prominent role in improving the job performance of workers in Libyan educational institutions. The results of the study also showed that one of the most prominent determinants of self-efficacy is the previous experience that workers can use in all the situations they face within the Libyan educational institutions. Also, the results of the study concluded that verbal persuasion can be used to highlight self-efficacy at work, and the results of the study showed that emotional influence is one of the most prominent determinants of self-efficacy, as well as previous experiences of the most prominent determinants of self-efficacy in Libyan educational institutions. The results also showed that employees and the organizational environment are among the most important pillars of self-efficacy in Libyan educational institutions. The study recommended the necessity of working to provide the employees with the opportunity to clarify their self-efficacy and work to improve the performance of Libyan educational institutions significantly.

A Retenção de Talentos e o Novo Normal de Recursos Humanos / Talent Retention and the New Normal of Human Resources

O presente estudo teve como propósito fazer uma investigação sobre a Retenção de Talentos nas Organizações e como objetivo, diagnosticar como é feito o processo de Retenção de Talentos nas Organizações atualmente, buscando delinear os fatores preponderantes para a retenção, com o propósito de atender às novas exigências para tal e continuidade de resultados almejados, diante do cenário desafiador de pandemia vivenciado nos últimos dois anos. Foram realizadas pesquisas exploratórias, por meio de uma revisão bibliográfica embasada nos conteúdos de autores da área, a fim de apresentar conceitos aprofundados sobre o tema em questão. Observou-se que embora, a retenção de talentos é um dos desafios do RH perante o “novo normal”, as ferramentas relacionadas à retenção de talentos das empresas evoluíram consideravelmente diante das circunstâncias, cenários atípicos e modificações no ambiente organizacional. O artigo resultou no melhor entendimento sobre o progresso organizacional e a transformação na visão dos talentos, os quais foram diretamente influenciados pela Covid-19. Por isso, almeja-se que este estudo contribua para o compartilhamento de conhecimentos interligados a essa nova realidade no mercado de trabalho durante e no pós-pandemia.---The purpose of this study was to investigate the Talent Retention in Organizations and to diagnose how the Talent Retention process is currently carried out in Organizations, seeking to outline the predominant factors for retention, to meet the new requirements for this and continuity of desired results, given the challenging pandemic scenario experienced in the last two years. Exploratory research was carried out, through a literature review based on the contents of authors in the area, to present in-depth concepts on the topic in question. It was observed that, although talent retention is one of the HR challenges facing the “new normal”, the tools related to talent retention in companies have evolved considerably considering circumstances, unusual scenarios, and changes in the organizational environment. The article resulted in a better understanding of organizational progress and the transformation in the vision of talent, which were directly influenced by Covid-19. Therefore, it is hoped that this study will contribute to the sharing of knowledge linked to this new reality in the labor market during and after the pandemic.

ANALISIS MOTIVASI DAN LINGKUNGAN ORGANISASI TERHADAP PENERAPAN GOOD CORPORATE GOVERNANCE MELALUI KEPEMIMPINAN PADA SEKRETARIAT KABUPATEN MAMUJU TENGAH

Tujuan penelitian ini untuk mengetahui sejauh mana pengaruh motivasi dan lingkungan organisasi terhadap penerapan good corporate governance melalui kepemimpinan pada Kantor Sekretariat Daerah Kabupaten Mamuju Tengah. Jumlah responden sebanyak 50 orang yaitu pegawai pada kantor tersebut. Metode analisis yang digunakan adalah regresi berganda melalui pendekatan jalur atau path. Hasil analisis menunjukan bahwa motivasi dan lingkungan organisasi berpengaruh positif dan signifikat terhadap kepemimpinan dan penerapan good corporate governance secara langsung, artinya koefisien regresi yang dihasilakan bertanda positif dengan tingkat signifikan yang lebih kecil dari signifikasi standar jika dihubungkan secara langsung atau tanpa dimediasi variable lain. Kepemimpinan juga memiliki pengaruh positif dan signifikat terhadap penerapan good corporate governance secara langsung, koefisien regresi yang dihasilakan bertanda positif dengan tingkat signifikan yang lebih kecil dari signifikasi standar jika dihubungkan secara langsung atau tanpa dimediasi variable lain. Untuk mengukur hubungan tidak langsung antara motivasi dan lingkungan organisasi terhadap penerapan good corporate governance melalui kepemimpinan hasil yang ditunjukan bahwa motivasi dan lingkungan organisasi memiliki hubungan positif dan signifikan terhadap penerapan good corporate governance melalui kepemimpinan. Hubungan tidak langsung memiliki koefisien regresi yang lebih besar dari hubungan langsung yang terjadi. Hal ini diperoleh dari nilai koefisien total yang lebih besar. The purpose of this study was to determine the extent of the influence of motivation and organizational environment on the implementation of good corporate governance through leadership at the Regional Secretariat Office of Central Mamuju Regency. The number of respondents as many as 50 people, namely employees in the office. The analytical method used is multiple regression through the path or path approach. The results of the analysis show that motivation and organizational environment have a positive and significant effect on leadership and the implementation of good corporate governance directly, meaning that the resulting regression coefficient is positive with a significant level that is smaller than the standard significance if it is connected directly or without being mediated by other variables. Leadership also has a positive and significant influence on the implementation of good corporate governance directly, the resulting regression coefficient is positive with a significant level that is smaller than the standard significance if it is connected directly or without being mediated by other variables. To measure the indirect relationship between motivation and organizational environment on the implementation of good corporate governance through leadership, the results show that motivation and organizational environment have a positive and significant relationship to the implementation of good corporate governance through leadership. The indirect relationship has a regression coefficient that is greater than the direct relationship that occurs. This is obtained from the larger total coefficient value.

Success factors of long-term CIOs

Although the average tenure of CIOs has increased over the last years, the majority of CIOs have been in their positions for only three years or less. Nevertheless, some CIOs have been successful in their position for a long time. In this study, we use tenure as a proxy for success as a CIO. The goal of this paper is to examine factors that are critical to the success of long-term CIOs. For this purpose, we created and analyzed resumes of 384 CIOs. Out of these 384, we conducted 19 interviews with CIOs from top-tier companies and collected and analyzed both qualitative and quantitative data. In the process, we were able to identify nine factors that are critical for the success (CSF) of CIOs. These factors fall into three categories. Category “Personality” includes “Accepting and embracing change” (CSF #1), “Being perseverant to pursue long-term goals” (CSF #2), “Anticipating the future through visionary thinking” (CSF #3), and “Being empathetic to deal with uncertainty felt by co-workers” (CSF #4). The “Role Fulfilment” category includes “Cross-functional involvement and integration of the IT organization” (CSF #5), “Positioning and restructuring of the IT organization” (CSF #6), and “Well-connected and communicative leadership” (CSF #7). The “Organizational Environment” category consists of “Availability of skilled workforce” (CSF #8) and “Reporting line to the CEO” (CSF #9). CSFs 1, 2, and 3 were perceived as most important by the participating CIOs. The results may be of particular interest both to aspiring CIOs and equally their employing organizations, as they reflect what long-term CIOs value during their time in office.

Zagadnienie skuteczności pomocy społecznej. Symboliczna (oczekiwana) tożsamość klienta pomocy społecznej. Pomoc społeczna jako gra o kontrolę sfer niepewności. (Raport z badań)

The article pertain to a case study research of social assistance processes in a social policy system of G. city. A main method of investigation was opened, unstandardized systematic interviews with social workers, political figures and administrators of the system. Social services in experiences of our respondents we have interpreted as games for uncertainty control. The games in perspectives of social workers and administrators of the system we understand as pedagogical environments for customers which in the processes of these interactional games shape many of the social, adaptive skills. Such skills enable customers institutional identity management and effective winning spheres of freedom from control. Behavioural strategies of social workers in institutional and organizational environment in relation to customers we conceptualize as exchange models of a “gift for power” above customers spheres of uncertainty control. Inefficiency of social assistance comes from incapacity of such aid to effectively exchange gifts for uncertainty control in daily situations for customers. The Institution of social services has many functional substitutes in social, political and economic environments which are much more effective. Second goal of our investigation was a presentation and portrayal of the real pedagogical environment of social workers. Theory of social intervention and social pedagogy suffers from too many abstracts from reality foundations, premises und presumptions. So social pedagogy as practical science needs also careful and diligent investigation of real social practices in institutional and organizational environment of social policy systems.

Content Analysis of Gossip at Different Levels of a Hospital

Background: Most societies have a negative attitude toward gossip and managers are concerned about the impact of gossips on the communication in an organizational environment. Our study examined the perception of gossip, and the context of gossip at different levels of a hospital, a case of organization with high communicational relation among staff. Also, the differences between the gossip context within the organizational context and within the social environment have been considered. Methodology: Semi-structured interviews were conducted with 27 informants, 9 in each of three groups: nurses, supervisors and managers of the Hospital. Recorded interviews were analyzed using content analysis, and results for each group of respondents were compared. Finally, the main gossiping issues for each group were categorized. Results: The study revealed that the topics of gossip in a hospital can be divided into eight main categories, and 34 sub-categories all identifiable by special topics. These main topics included confidentiality issues, merits, financial status/standing, personal characteristics, position, communications, biography, and job conditions. In terms of organizational gossip, a person’s merit in the workplace and financial standing were of particular interest to the participants of this study. Also, the gossip topics at different levels among nurses, administrators, and managers had significant differences. Conclusion: Managers should acknowledge different gossip contents among people at different organizational levels, and that employees do not have the same motives for communication at different organizational levels. Additionally, the distances between contents in the Tendency to Gossip Questionnaire and categories in the organizational environment need more studies, to explore precedents and outputs. Managers may use these findings to facilitate organizational change and communication.