Transformational Human Resource Management

Human Resource Management plays an essential role for attaining organizational goals. Nowadays, practitioners, researchers, and academicians around the world are emphasizing to transform and reshape the practice of human resource. However, very few research works have been done in the area of Transformational Human Resource Management (T-HRM). Hence, the aim of this chapter is to propose an integrated framework of T-HRM and organizational efficiency. In light of that, this study has proposed potential factors of the T-HRM. Secondly, this study presented positive effect of the factors of T-HRM on organizational efficiency management. Concept of knowledge management has introduced as a potential mediator, and ICT and organizational alignment has presented as a potential moderator of this study. Finally, knowledge of this study will provide better insights on T-HRM for ensuring organizational efficiency.

THE CONTINGENCIES OF SETTING UP AN EFFECTIVE BUSINESS INTELLIGENCE SYSTEM: THE CASE OF TUNISIAN INDUSTRIAL COMPANIES

The paper offers a conceptual model of the effectiveness of the Business Intelligence (BI) system and organizational performance from a view based on organizational alignment. Considering that organizational alignment mediates the basic relationship between the effectiveness of the BI system and performance. The theoretical framework maintains that the effectiveness of the BI system has a positive impact on organizational performance. The empirical evidence adopts the partial least squares method by exploring the Tunisian context and carrying out a survey of 126 industrial companies in Tunisia that have set up a BI system. Our findings state that the effectiveness of the BI system has a positive impact on organizational alignment, and the latter has a positive impact on business performance. The theoretical and managerial implications are put forward highlighting the human, technological and relational aspects alongside the subject, of setting up the BI system.

Dynamic Forces of Amplifying Employee Change Supportive Behavior

Managing organizational change is one of the difficult tasks for every organization. Researchers and practitioners around the world indicated that due to the uncertainty and complexity associated with organizational change, an employee feels fear and cynicism to involve in the organizational change process which causes failure in the majority of the organizational change initiatives. Contemporary literature highlighted the effectiveness of employee championing behavior for managing organizational change successfully. Therefore, this study collected data from 379 employees working in Bangladesh’s banking sector to explore the different dynamics forces such as transformational leadership, trust in leadership, organizational alignment and work engagement to enhance employee championing behavior in the context of organizational change. The outcome of this study shows that all dynamic forces significantly affected the employee championing behavior during organizational change.

Dynamic Forces of Amplifying Employee Change Supportive Behavior

Managing organizational change is one of the difficult tasks for every organization. Researchers and practitioners around the world indicated that due to the uncertainty and complexity associated with organizational change, an employee feels fear and cynicism to involve in the organizational change process which causes failure in the majority of the organizational change initiatives. Contemporary literature highlighted the effectiveness of employee championing behavior for managing organizational change successfully. Therefore, this study collected data from 379 employees working in Bangladesh’s banking sector to explore the different dynamics forces such as transformational leadership, trust in leadership, organizational alignment and work engagement to enhance employee championing behavior in the context of organizational change. The outcome of this study shows that all dynamic forces significantly affected the employee championing behavior during organizational change.

Investigation of Organizational Culture in Family Firms

The goal of the chapter is to provide an in-depth and comparative understanding of the instruments of organizational culture that exist and provide a review of academic research evidence on their performance in family firms. Furthermore, the chapter will provide an additional insight into a novel instrument for diagnosing organizational alignment – Vox Organizationis (the “voice” of the organization). The chapter will provide an introduction to family firms and the challenges and survival; comparative and critical review of existing relevant instruments of organizational culture and assessment of their implementation in measuring organizational culture in family firms and presentation of Vox Organizationis – an instrument based on a novel methodology for measuring organizational alignment, culture, and leadership values; and review of evidence and recommendations on its implementation in family firms. The chapter will provide the reader with an increased understanding of how and with which instruments to measure organizational culture and alignment in family firms.

Positive Youth Development Theory in Practice: An Update on the 4-H Thriving Model

The 4-H Thriving Model predicts that participation in high-quality 4-H programs helps youth thrive and that thriving youth achieve key developmental outcomes, thus illuminating the process of positive youth development in 4-H. This paper provides an update on the 4-H Thriving Model, with particular attention to model modifications based on additional research. The paper then describes the formation of the Advancing the 4-H Model Task Force, a 3-year project chartered by the national 4-H Program Leaders Working Group (PLWG). The paper describes how the work of the task force will support efforts related to the professional development of 4-H youth development professionals and volunteers, replication of and further research on the 4-H Thriving model, and organizational alignment across the national 4-H system.

Employee championing behavior in the context of organizational change: a proposed framework for the business organizations in Bangladesh

Purpose The purpose of this paper is to propose a conceptual framework for ensuring employee championing behavior (ECB) during organizational change for business organizations in Bangladesh. Design/methodology/approach On the basis of previous literature, this paper proposed a framework for ensuring ECB during organizational change. Findings This paper proposed transformational leadership (TL), which enhances the championing behavior of the employee. In addition, valence, work engagement and trust in leadership act as potential mediators between TL and championing behavior. This paper also proposed organizational alignment (OA) as a potential moderator that influences ECB in the context of organizational change. Research limitations/implications This paper highlights numerous influential factors that enhance ECB. This proposed conceptual framework will be validated by the empirical evidence in future research. Practical implications This paper provides new insights for business leaders to understand the importance of ECB during organizational change. Moreover, this research underlined the effectiveness of valence, work engagement and trust in leadership and OA to nurture ECB in the time of organizational change, which helps managers of the business organizations to make efficient strategies to tackle organizational change. Originality/value This paper adopted Kurt Lewin’s change management theory and integrated with different factors associated with organizational change (TL, valence, work engagement, trust in leadership and OA) to propose a model to understand the mechanism of enhancing ECB in the context of change in Bangladesh’s business organizations.

Critical Analysis and the Impact of Big Data within the Organisation

Currently in the advancement of big data, the challenges for many organisations are not technologically related. The biggest barrier relates to cultural challenges which include organizational alignment, resistance or lack of understanding as well as change management. As a result, many organizations are purely not ready to take advantage of this new strategic resource called big data. Therefore, big data acceptance compels addressing the above mentioned challenges that falls within the domains of technology, people as well as organization. Thus, this study employed diffusion of innovation theory to assess the cultural challenges in an organization. The interpretivist approach was applied in the analysis of the data.