The conflictological profile of the organisation as an element of cultural identity

In contemporary research on organisational effectiveness, the concept of culture is gaining ground. Not only organisational and/or national culture is considered, but also the whole range of local subcultures: professional, personal, age, etc., which also need to be analysed and taken into account. This circumstance affects the micro- and macro-level functioning of the organisation in the cultural code. The article studies the phenomenology of conflict from the perspective of an organisation’s conflictological profile, which is a reflection of its cultural identity. A typological cross-section of the conflict, its operational, strategic and symbolic types has been revealed. They have individual characteristics and have an impact on the functioning of the organisation, shaping its unique conflictological profile.

Knowledge Sharing in Organisations: Finding a Best-fit Model for a Regulatory Authority in East Africa

Knowledge is an essential organisational asset that contributes to organisational effectiveness when carefully managed. Knowledge sharing (KS) is a vital component of knowledge management that allows individuals to engage in new knowledge creation. Until it’s shared, knowledge is considered useless since it resides within the human brain. Public organisations specifically, are more involved in providing and developing knowledge and hence can be classified as knowledge-intensive organisations. Scholarly research conducted on KS has proposed a number of models to help understand the KS process between individuals but none of these models is specifically for a public organisation. Moreover, to really reap the benefits that KS brings to an organization, it’s imperative to apply a model that is attributable to the unique characteristics of that organisation. This study reviews literature from electronic databases that discuss models of KS between individuals. Factors that influence KS under each model were isolated and the extent of each of their influence on KS in a public organization context, were critically analysed. The result of this analysis gave rise to factors that were thought to be most critical in understanding KS process in a public sector setting. These factors were then used to develop a KS model by categorizing them into themes including organisational culture, motivation to share and opportunity to share. From these themes, a KS model was developed and proposed for KS in a medicines regulatory authority in East Africa. The project recommends that an empirical study be conducted to validate the applicability of the proposed KS model at a medicines regulatory authority in East Africa.

Assessing the Effectiveness and Quality of Libraries

<p>A variety of library evaluation methods have been developed, yet few have attempted to evaluate the evaluation methods. This thesis is a meta-evaluation: an evaluation of other evaluations. The merits of different evaluation are analysed. Then the relationships between the different types of evaluation are identified, and a meta-model of library evaluation created. The Research Question posed in this thesis is "What are the most useful types of library evaluation, and how are they related to each other?" A four cell model has been developed. The two axes were chosen based upon systems theory. The y axis (vertical) uses two perspectives: an internal view (from the library) and an external view (the customers). The x axis (horizontal) is about the topic: the library itself; its collection, processes, costs, and the customer' use of its products and services. Four types of library evaluation are each placed in one cell of the matrix. Early chapters examine library effectiveness based upon four models of organisational effectiveness. A two stage project that investigated New Zealand public library effectiveness is described. First, stakeholders said what the best statements for evaluating public library effectiveness were. Second, library staff said how well their library was performing on each of the key statements. This data was subjected to a factor analysis to create clusters of statements that are the 'imensions'of library effectiveness. Then two chapters describe a similar project conducted in university libraries. Later chapters describe research into library service quality based upon the SERVQUAL model. It used the Hernon-Altman method rather than the LibQUAL+ approach. The intention of the research was to understand the concept of service quality for academic libraries and then create an instrument to measure library service quality. Subsequent research adapted the instrument for use with electronic services provided by libraries.</p>

Assessing the Effectiveness and Quality of Libraries

<p>A variety of library evaluation methods have been developed, yet few have attempted to evaluate the evaluation methods. This thesis is a meta-evaluation: an evaluation of other evaluations. The merits of different evaluation are analysed. Then the relationships between the different types of evaluation are identified, and a meta-model of library evaluation created. The Research Question posed in this thesis is "What are the most useful types of library evaluation, and how are they related to each other?" A four cell model has been developed. The two axes were chosen based upon systems theory. The y axis (vertical) uses two perspectives: an internal view (from the library) and an external view (the customers). The x axis (horizontal) is about the topic: the library itself; its collection, processes, costs, and the customer' use of its products and services. Four types of library evaluation are each placed in one cell of the matrix. Early chapters examine library effectiveness based upon four models of organisational effectiveness. A two stage project that investigated New Zealand public library effectiveness is described. First, stakeholders said what the best statements for evaluating public library effectiveness were. Second, library staff said how well their library was performing on each of the key statements. This data was subjected to a factor analysis to create clusters of statements that are the 'imensions'of library effectiveness. Then two chapters describe a similar project conducted in university libraries. Later chapters describe research into library service quality based upon the SERVQUAL model. It used the Hernon-Altman method rather than the LibQUAL+ approach. The intention of the research was to understand the concept of service quality for academic libraries and then create an instrument to measure library service quality. Subsequent research adapted the instrument for use with electronic services provided by libraries.</p>

Transformational Leadership and Organisational Effectiveness in Wellington Secondary School Sport Coordinators

<p><b>Leadership is one of the most commonly observed yet least understood constructs in management. Despite this, many will contend that an effective leader will precede an effective organisation. Of the various theories on leadership, the transformational-transactional model has been promoted as a most desirable and effective style (Bass & Riggio, 2006; Northouse, 2012). This leadership style has been shown to positively enhance followers’ job satisfaction, extra effort and perceived leader effectiveness. Within the New Zealand sporting landscape, and more specifically secondary school sport, a sportscoordinator who exhibits transformational leadership may have the potential to overcome a scarcity of resources and empower coaches to perform beyond the resources available and beyond their expectations.</b></p> <p>This research followed a mixed-methods research design by collecting data through self-administered surveys and semi-structured interviews. At the first stage, a convenience sample of twenty-six Wellington sport coordinators completed a self-rater version of the Multifactoral Leadership Questionnaire (MLQ), in order to determinine their leadership profile, their predominant leadership style and related perceptions of organisational effectiveness. As a second stage, semi-structured interviews with four sport coordinators provided a richer and deeper understanding of the school sport environment and how leadership can positively affect outcomes.</p> <p>More than a decade earlier, Pope (2002) claimed that secondary school sport had seldom been the subject of attention for researchers, particularly within New Zealand educators. To this day, there is still a limited knowledge base; therefore, the aim of this research was therefore to determine what constitutes an effective leader in the New Zealand Secondary School Sport context. In addition, findings are intended to provide insight about which leadership attributes are valued as contributing to a sports coordinators’ ability to manage their school’s sporting provision effectively.</p> <p>Findings show that the transformational leadership behaviours of secondary school sports coordinators are significantly related in several ways to aspects of organisational effectiveness. By contrast, the research also finds that coordinators who exhibited management-by-exception and laissez faire leadership styles and behaviours were perceived as less effective, whilst also having minimal positive impact on coach job satisfaction and exertion of extra effort by followers and others in the system. Of particular interest are findings that indicated transformational leaders are perceived as most effective, especially in attracting and retaining coaches, whilst specific behaviours such as contingent reward behaviours may also impact coaches to exert extra effort in executing their roles.</p> <p>Practical implications are drawn from the findings and are provided to assist secondary schools in considering how to ensure quality and sustainability in sporting provision, and how to seek, recruit, promote, and retain sports coordinators who exhibit transformational leadership behaviours. The insights provided may also allow researchers and educators to better understand the relevance of leadership styles in influencing different aspects of organisational effectiveness in secondary school sport.</p> <p>The research was necessarily limited to secondary school sport in the Wellington region of New Zealand, and generalisability is only possible to the extent that the research complements other studies. The research was also limited by time, and access to relevant secondary school sport coordinators. Nevertheless, the research was intended to explore a previously under-researched domain, and succeeds in this matter. However, future research would benefit from increasing sample size, greater cross-sectional representation of schools, and employing ethnographic research methodology to assist in explaining the phenomenon further and to a greater depth. Additionally, it is recommended to utilise alternative and more comprehensive conceptions of organisational effectiveness to more fully understand the consequences of leadership behaviours.</p>

Transformational Leadership and Organisational Effectiveness in Wellington Secondary School Sport Coordinators

<p><b>Leadership is one of the most commonly observed yet least understood constructs in management. Despite this, many will contend that an effective leader will precede an effective organisation. Of the various theories on leadership, the transformational-transactional model has been promoted as a most desirable and effective style (Bass & Riggio, 2006; Northouse, 2012). This leadership style has been shown to positively enhance followers’ job satisfaction, extra effort and perceived leader effectiveness. Within the New Zealand sporting landscape, and more specifically secondary school sport, a sportscoordinator who exhibits transformational leadership may have the potential to overcome a scarcity of resources and empower coaches to perform beyond the resources available and beyond their expectations.</b></p> <p>This research followed a mixed-methods research design by collecting data through self-administered surveys and semi-structured interviews. At the first stage, a convenience sample of twenty-six Wellington sport coordinators completed a self-rater version of the Multifactoral Leadership Questionnaire (MLQ), in order to determinine their leadership profile, their predominant leadership style and related perceptions of organisational effectiveness. As a second stage, semi-structured interviews with four sport coordinators provided a richer and deeper understanding of the school sport environment and how leadership can positively affect outcomes.</p> <p>More than a decade earlier, Pope (2002) claimed that secondary school sport had seldom been the subject of attention for researchers, particularly within New Zealand educators. To this day, there is still a limited knowledge base; therefore, the aim of this research was therefore to determine what constitutes an effective leader in the New Zealand Secondary School Sport context. In addition, findings are intended to provide insight about which leadership attributes are valued as contributing to a sports coordinators’ ability to manage their school’s sporting provision effectively.</p> <p>Findings show that the transformational leadership behaviours of secondary school sports coordinators are significantly related in several ways to aspects of organisational effectiveness. By contrast, the research also finds that coordinators who exhibited management-by-exception and laissez faire leadership styles and behaviours were perceived as less effective, whilst also having minimal positive impact on coach job satisfaction and exertion of extra effort by followers and others in the system. Of particular interest are findings that indicated transformational leaders are perceived as most effective, especially in attracting and retaining coaches, whilst specific behaviours such as contingent reward behaviours may also impact coaches to exert extra effort in executing their roles.</p> <p>Practical implications are drawn from the findings and are provided to assist secondary schools in considering how to ensure quality and sustainability in sporting provision, and how to seek, recruit, promote, and retain sports coordinators who exhibit transformational leadership behaviours. The insights provided may also allow researchers and educators to better understand the relevance of leadership styles in influencing different aspects of organisational effectiveness in secondary school sport.</p> <p>The research was necessarily limited to secondary school sport in the Wellington region of New Zealand, and generalisability is only possible to the extent that the research complements other studies. The research was also limited by time, and access to relevant secondary school sport coordinators. Nevertheless, the research was intended to explore a previously under-researched domain, and succeeds in this matter. However, future research would benefit from increasing sample size, greater cross-sectional representation of schools, and employing ethnographic research methodology to assist in explaining the phenomenon further and to a greater depth. Additionally, it is recommended to utilise alternative and more comprehensive conceptions of organisational effectiveness to more fully understand the consequences of leadership behaviours.</p>

Sustainability in human resource management

The concept of sustainability is referred to the basic functions of human resources (HR)— recruitment, motivation, assessment and control. They should embrace sustainability, not just for organisational effectiveness and long-term economic benefits, but also for ethical reasons. Owing to SHRM, the awareness and behaviour of the whole organisation may strongly express SD goals in planning and implementing the whole corporate strategy. Frequently, the term ‘sustainable practices’ in SHRM is congruent with CSR. The main goal of the chapter is to explain how Sustainable Development Goals can be implemented in human resource management (HRM) and translated into sustainable human resource management (SHRM).

A Study on Employee Retention as a Tool for Improving Organizational Effectiveness

Background/Purpose: Human sources are those who make the group of workers of a company. It's also recognized via manpower, skills, labour, employees etc. Human Resource department of a business enterprise performs human useful resource control. It entails various elements of the employment consisting of compliance with labour regulation and employment standards, management of worker benefits, and various other sports related to recruitment and choice of the employee. Worker retention is regarding the efforts with the aid of which employers try and retain the personnel in their team of workers. Retention turns into the strategies in place of the final results. Preserving the worker for long duration of time is known as retention. Retention strategies of the organization need to have the capacity to attract and hold their staff. Organizational effectiveness refers to a company's ability to achieve the goals it sets out to achieve. It's far the performance of the organization, group or an organization to fulfill its goal. Six Sigma is a methodology that makes a specialty of improving the overall efficiency of a business process. Objective: This work is carried out at Dinesh Foods, Kannur. Dinesh foods are a subsidiary unit of Kerala Dinesh Beedi Workers Co-op Society. The objective of this study is to observe and to recognize how worker retention facilitates in growing the organizational effectiveness of Dinesh Foods. It additionally assists to investigate diverse retention techniques followed and also the employee turnover within the unit. This work investigates the worker retention is a device for increasing the organizational effectiveness. Design/Methodology/Approach: For the purpose of study the data was collected through primary and secondary source. Questionnaire was distributed among the workers for collecting necessary data for the study, financial statement of the company to study about the financial stability of the organisation and annual report of the company. Findings/Results: This research is done to find out whether the employee retention in the organisation helps in improving the organisational effectiveness. Varies conditions applied for the hypothesis and it can be proved that the employee retention is a tool for increasing the organisational effectiveness. Based on the analysis, findings and suggestions Dinesh Foods, Kannur can give more concentration towards retaining the employees in the organisation as it is important in any organization. Conclusion: This study focusses on whether employee retention is a tool for improving the organisational effectiveness. It is found that the employee retention is a tool for improving organisational effectiveness and employee retention helps in increasing the productivity. Paper Type: Case study-based Research Analysis