Best-Practise Mentor Programmes

The chapter focuses on features of mentor programs and emphasizes their growing importance. It aims to bring clarity to the concept of mentoring and offers clear guidelines on how to set them up and make them best practices. It starts by looking at the different roles and definitions of mentors, sponsors, coaches, and line-managers and how they work together to enable employees to develop their potential in a workplace environment. A short overview of the change in human resource strategies over the last two decades shows the history and motivations as to why mentor programs have become not just an accepted people development tool but are also increasingly recognized as a reliable tool for influencing and changing organizational culture. Finally, key drivers of good mentor programs will be reviewed and an assessment of the benefits to the individual and organization provided. Trends in mentor programs will also be touched upon. References in this chapter are based on work with clients in industry and research conducted at Richmond, The American University in London.

Sustainable Leadership Practices

The chapter explains in detail the importance of leaders in an organization. The chapter also brings to light what extent the leader's contribution plays in employee retention in an organization. The two categories of leadership, such as transformational and transactional leaders, have been discussed in detail along with to what extent the transformational and transactional leaders support an organization in retaining their employees. As attrition is a burning issue in the present corporate world, it's the utmost responsibility of the leader in retaining the employees of their organization. There is a famous saying when an employee leaves an organization they are not quitting the management they are just quitting their boss.

Director Attendance at Board Meetings and Executive Compensation Evidence From Malaysia

This chapter attempts to examine the effect of directors' attendance at meetings on the board's effectiveness in mitigating executive expropriation practices, especially excessive compensation. For this end, the authors employ a multiple regression model within a sample of Malaysian firms over the period 2008-2013. The results show that the attendance of directors at board meetings affects the executive compensation negatively. Board members who attended meetings frequently are more able to monitor managers' practices continuously and effectively. Hence, they can diminish the possibility of expropriation and decrease the excessive pay. The findings also show that increasing board meetings frequency and strengthening nominating and compensation committees' independence reinforce the board's monitoring effectiveness in reducing executive expropriation behavior.

Ownership Structure and Intellectual Capital Performance

The objective of this study is to examine the impact of ownership structure on intellectual capital performance. Ownership structure used in this study consists of family control, government ownership, and foreign ownership. Family control was measured by two proxies, namely the number of shares owned by a family and the presence of family on the boards. Meanwhile, this study uses the Value-Added Intellectual Coefficient to measure intellectual capital performance. Ninety-two bank observations listed on the Indonesia Stock Exchange in the period 2013-2016 are used as a sample. Results of panel data regression indicate that the number of shares owned by the family positively associated with VAIC, on the other hand, the presence of families on the boards has no association with IC performance. The result indicates that a high degree of family ownership is likely to encourage managerial incentives to improve value creation activities. Government ownership and foreign ownership are also found to have a positive association with IC performance indicating that state-owned banks and foreign-owned banks in Indonesia tend to focus their attention more towards activities that can increase value creation than privately owned and domestic owned banks. This research provides insight into the role of the business owner to the capital market regulator in scrutinizing the efficiency of value creation activities.

Shifting Our Lenses to Behavioral Finance Paradigm

Recent crisis periods have shown how corporate communication could contribute to organizational performance regarding financial outcomes, reputation concern, etc. The efforts to reduce information asymmetry, deal with agency problems, improve stakeholder engagement have brought it to the fore. Past research on reporting mechanisms has overly focused on its normative structure and manifested ethical or problematic issues. Some research has argued credibility of both reporters and assurance providers of this information. Although some limited research on management control over reporting mechanisms and on some weaknesses of assurance providers' verification statements, this research doesn't explain enough why this manipulative control occurs. Shifting our lenses to behavioral finance paradigm, it's understood that judgmental decision making seems to be exposed to diverse systematical biases and fallacies. Amidst them, inopportune optimism, alias overconfidence, stands for one of the most serious biases.

The Organization Culture Affecting Job Performance of Newly Hired Employees

The newly hired staff who can adapt well with an organization's culture could perform effectively and maintain better socialization in the workplace. This would result in happy working life and leads to organizational success. The aims of this study were to (1) investigate the organizational culture of newly-hired customs officers hold with them at work and (2) examine the job performance of newly-hired customs officers and the interrelationship between customs' organizational culture and performance. A mixed method was administered in this study. The correlation and multiple regression analyses were applied. The results showed that the majority of newly-hired customs officers hold four main cultures ranked from the highest including social safety, facilitation, technology adaptation, and investigation suppression. The recommendation is to cultivate the importance of continuous learning into newly hired officers. Leaders should socialize them by face-to-face communication particularly two-way communication. The organization's culture model was proposed to the Customs Bureau.

Onboarding for Competitive Performance

Welcoming new employees into their job requires more concerted leadership effort to ensure that they settle in, begin work as soon as possible, and can be competitive. This chapter highlights the significance of complying with onboarding processes at all levels within an organisation. Drawing from literature, the importance of onboarding for purposes of acquiring competitiveness is offered, and then an onboarding process mapping and modelling (OPMM) is developed. A vignette based on ethnobiography of lived experiences during onboarding at a University in South Africa is presented. After using the structural narrative analysis, findings provide insights on the significance of the leaders' role at all levels of the organisation, in complying with the onboarding processes to yield employee competitiveness. Finally, the strategies for early engagement are presented, relaying approaches for socialisation to yield a competitive advantage factor. This implies that internal monitoring and evaluation of the process is essential to derive value.

Teacher Perception of Head of School Transformational Leadership, Transparency, and Accountability of School Financial Management

This study investigates the effect of teachers' perception of head of school transformational leadership, transparency, and school's financial management accountability. Using 120 samples from high school teachers' perception in Madiun Central Java region, this study found that teachers' perception of head of school transformational leadership has a positive impact on the transparency and accountability of the school's financial management. This implies that transformational leadership style of the head of school is an important factor of the school's financial management to increase its transparency and accountability.

Corporate Social Responsibility and the Possibility of Private Transnational Governance in Competition Law

Under economic globalization, anti-competitive acts transcend national borders and become a challenge for competition law as traditionally conceived. Most countries have been dealing with cross-border competition problems by using two basic methods: unilaterally extending national competition law's jurisdiction to acts conducted in foreign territory and cooperating in enforcing competition law. However, while the unilateral enforcement of competition law harms international comity, international cooperation in this area is constrained by conflicting national interests. Against the backdrop of such limits of statist mechanisms, this chapter examines the role of multi-national corporations in the enforcement of national competition law at a transnational level. It argues that when a multi-national corporation internalizes competition laws of countries as standards for its behaviors, the corporation can provide a mechanism to project those national laws at the transnational level by exercising its private power in a socially responsible way.

Employee Ownership in Morocco

The aim of this work is to carry out an exploratory study on the situation of employee share ownership in Morocco in order to detect the effects induced by ownership on motivation, organizational involvement, and the intention to leave. To this end, the authors have used agency theory, which offers an interesting framework for analyzing the practice of employee share ownership, and they have proposed a synthesis of empirical work on the organizational effects of property. Subsequently, they set out their empirical approach in order to explain the progress of the field survey, which relates to the description of the situation of employee shareholding in Morocco. The results obtained confirm the empirical studies analyzed and show that employee share ownership improves the feeling of belonging to the company, motivation, and organizational involvement. On the other hand, ownership makes it possible to lower the departure intention of employee shareholders.