The Fungsi-Fungsi yang Membentuk Framework dari Corporate University

Implementation of a Corporate University in various organizations was truly able to realize organizational expectations in achieving organizational goals and objectives. Corporate University, which is part of an organizational learning process, is believed to assist organizations to move agile, be able to adapt, be responsive, and ready to face changes that continue to occur in times of uncertainty or known as VUCA. The functions chosen by an organization informing the Framework of the Corporate University can vary and change so that in the end a Framework from the Corporate University can be formed which is proven to have a positive impact in realizing the goals and objectives of the organization over a long period of time and requires considerable costs. For organizations that are just about to implement a Corporate University, it is crucial to be able to identify effective and efficient functions in the process of forming a Framework from a Corporate University that is suitable for their organization. This research was conducted using a qualitative descriptive research method approach to reveal the respective functions that make up the Corporate University framework to provide understanding and consideration for any organization that is new to implementing Corporate University. Sources of data in this study were obtained from the results of benchmarking with institutions or organizations that are considered established in the application of the Corporate University and literature studies from books, journals, and related laws and regulations.

The Body

Chapter 4 illustrates how congregants’ perceptions of women’s bodies prove incongruent with their preferred conceptions of authority and leadership. It then draws on interview data to show how women pastors are simultaneously expected to conceal and accentuate their femininity, are sexualized by male congregants as they engage in leadership tasks, and face organizational expectations about their weight and appearance that are often contradictory. Moreover, this chapter demonstrates how gendered congregational perceptions related to the body create impossible and additional expectations for women pastors that are not applied in the evaluation of male pastors’ performances. Finally, this chapter highlights how women maneuver through these organizational barriers in ways that are perhaps necessary to succeed but ultimately reinforce the inequitable gender structure of these congregations.

The Role of Organizational Culture in the Implementation of E-Administration: A Field Study at Banks in Hodeidah

The study aimed to identify the organizational culture practice and its impact on the application of e-administration in the banks operating in Hodeidah. The study used the descriptive analytical method. Since the study population consisted of only (146) administrative staff members, (126) members were selected by the complete census method to whom the questionnaire was distributed to collect relevant data. Major findings showed various degrees in the level of organizational culture and e-administration in favor of the independent variable (organizational culture). Findings also showed statistically significant positive impact of organizational culture represented by its four dimensions (organizational norms, organizational expectations, organizational values, and organizational beliefs) on the application of e-administration. Furthermore, it was found that there were no statistically significant differences of the mean scores among sample's responses on the level of application of e-administration attributed to their demographic variables. However, there were statistically significant differences in the level of organizational culture attributed to gender and courses of computer skills, but there were no differences in other demographic variables. The study recommends that organizational culture in banks regulations should be promoted in order to help them introduce modern technology (e-administration) in all their activities.

Old Paradigms, New Learners

The chapter will be divided into three sections. The first section provides a brief look at the history and inception of online degree programs, supporting technology, learning platforms, and the early demographics of the typical online degree seeking student. The second section will address the changing online degree student demographics of the past five years, organizational expectations of graduating students, and the stagnant online learning model that is less than effective in student skills acquisition and knowledge retention. The third will address the COVID-19 effect on online learning, degree-student demographics, the cultural shifts that are emerging in the student population, and the need for new interactive online models to engage the student. This section will also address the need for new models of online training for faculty to provide a quality educational environment for the online student. The chapter will close with assumptions about the future of online degree programs.

“I Don’t Really Know What the Magic Wand Is to Get Yourself in There”: Women’s Sense of Organizational Fit as Coach Developers

Building on the body of research that has addressed the experiences of female coaches, the present study examines women’s role as coach developers. English football served as the context for the research. Figures demonstrate women are underrepresented in this role more so than they are as coaches, and their distribution across the coach developer pathway is unevenly balanced, with most women qualified at Level I of the pathway. Using the concept of ‘organizational fit’, the research connects the experiences of the 10 coach developers interviewed, to the structural practices of their national and local governing bodies. These practices were symptomatic of the organizations’ culture that is created and upheld by masculine ideals. Work expectations and the environment were structured on the image of men as coaches and coach developers. Cultural barriers to women’s sense of organizational fit were specifically found to be: the incentive to progress (return on investment from higher coaching qualifications), the degree of organizational support and nurture, and the opportunity to progress and practice. Consequently, organizational expectations and values do not support the ambitions of women to climb the coach developer career ladder, and restrict their sense of choice and control. Future research should direct its attention towards a greater interrogation of aspects of sport organizational culture that may serve to ‘push’ female coaches away from its core, or alternatively, pull them closer to engage and make use of their expertise and abilities as coach developers.

Department chair leadership: Exploring the role’s demands and tensions

Research exploring the challenges department chairs face has long suggested the role is difficult and lacks tangible reward (Buller, 2012, 2015; Gmelch et al., 2017). Yet, as higher education demographics, settings, and organizational expectations change and chairs function in more uncertain and increasingly complex institutional environments, it is important to understand how chairs describe the challenges they encounter, the ways in which they respond to those challenges, and the knowledge and skills they draw on to do so. Drawing on 45 interviews with chairs across a variety of institution types, this study focuses on chairs’ perceptions of their role, contextualization of their learning, and understanding how orientations toward faculty, staff, and students contribute to their work. Findings suggest chairs struggle to balance their approaches to the work, striving to employ common sense while decision making, humanity when working with others, and savvy when approaching an unavoidable and often overwhelming political landscape, all while possessing limited institutional authority. These are expressed as tensions of task, organization, and role, and the people and relationships that chairs must reconcile, rather than resolve, if they are to be successful.

The Invisible Leash: The Impact of Organizational Expectations for Email Monitoring After-Hours on Employee Resources, Well-Being, and Turnover Intentions

Emerging research demonstrates detrimental effects of work-related email use after-hours on employee emotions and well-being. This article extends existing literature by examining organizational expectations for email monitoring (OEEM) during nonwork hours as an antecedent of employee low work detachment, emotional exhaustion, diminished work–life balance, and increased turnover intentions. Adapting the conservation of resources perspective, we theorize that OEEM leads to negative individual and organizational outcomes via two different paths: lack of work detachment, and emotional depletion. The findings of a study with time-separated data collected from a large sample of 570 working adults support our predictions that OEEM decreases employee work–life balance through both low work detachment and emotional exhaustion, while the indirect effect of OEEM on employee turnover intentions is mediated by employee emotional exhaustion, and by work detachment through emotional exhaustion. We also find that decrease in work–life balance is negatively correlated with employee intentions to leave the company, but that this direct effect is not significant in the full model. Finally, we demonstrate that the time employees spend on work-related emails after-hours is not the main driver of negative outcomes. Taken together, our findings highlight deleterious implications of OEEM on employee resources and subsequent organization-related outcomes.

Killing Me Softly: Organizational E-mail Monitoring Expectations’ Impact on Employee and Significant Other Well-Being

This paper tests the relationship between organizational expectations to monitor work-related electronic communication during nonwork hours and the health and relationship satisfaction of employees and their significant others. We integrate resource-based theories with research on interruptions to position organizational expectations for e-mail monitoring (OEEM) during nonwork time as a psychological stressor that elicits anxiety due to employee attention allocation conflict. E-mail–triggered anxiety, in turn, negatively affects the health and relationship quality of employees and their significant others. We conducted three studies to test our propositions. Using the experience sampling method with 108 working U.S. adults, Study 1 established within-employee effects of OEEM on anxiety, employee health, and relationship conflict. Study 2 used a sample of 138 dyads of full-time employees and their significant others to replicate detrimental health and relationship effects of OEEM through anxiety. It also showed crossover effects of OEEM on partner health and relationship satisfaction. Finally, Study 3 employed a two-wave data collection method with an online sample of 162 U.S. working adults to provide additional support for the OEEM construct as a distinct and reliable job stressor and replicated findings from Studies 1 and 2. Taken together, our research extends the literature on work-related electronic communication at the interface of work and nonwork boundaries, deepening our understanding of the impact of OEEM on employees and their families’ health and well-being.

Effect of Organizational Culture on Organizational Citizenship Behavior with Organizational Commitment as a Mediator

The contribution of organizational culture to the organization which includes the uniqueness of values, behavior, and psychology is needed by the organization. It also includes trust, experience, ways of thinking, and organizational expectations. Improving employee behavior into organizational citizenship behavior is needed by every organization. To bring OCB to employees, a well-formed commitment is needed. This study uses a quantitative approach to test 3 hypotheses using path analysis to see the role of mediation. Respondents numbered 169 in this study. The results found in this study are that mediators play a maximum role between organizational culture and OCB.