A Case of Phased Retirement in Sweden

Gradual retirement has become more common, yet previous research has neglected to study managerial and organisational aspects of phased retirement. Based upon ten interviews, it was found that, when managed successfully, phased retirement is beneficial for both the individual and the organisation. The organisation can successfully transfer knowledge between employees, while the individuals enhance their well-being and obtain a better balance between work and leisure. However, in order for both the organisation and the individual to benefit from phased retirement, managerial action and planning is required.

Intellectual Capital Report in the Healthcare Sector

In the healthcare sector the growing interest in intellectual capital begins with the understanding that the ability to maintain and develop knowledge within it is one of a major reason for the success of the structure. Knowledge presents in health care organizations is a valuable asset, essential to ensure a good quality of services, which has been not only enhanced but also continuously developed. In this sense, analyzing the intellectual capital in healthcare means put at the centre of attention knowledge, the processes that make it possible. This exploratory study aims to investigate the importance of intellectual capital in the healthcare sector, thorough the examination and interpretation of Intellectual Capital Report in a specific realty: the hospital in Udine, which systematically by few years prepares this report.

Insights and Rumination of Human Resource Management Practices in SMEs

This chapter focuses on some specific areas of human resource management (employee relations, psychological contract, recruitment and selection) in a small - scale family owned travel agency. The study conducted via qualitative approach and using interviews and observations. Results show that, in a situation, where a sort of typical family relation exists between the owners/management, external employees are less likely offered any form of preferences; even this person possessed two criteria as qualifications or experiences and innate abilities.

Examining the Roles of Job Satisfaction and Organizational Commitment in the Global Workplace

This chapter describes the concepts of job satisfaction and organizational commitment; the relationship between job satisfaction and organizational commitment; the significance of job satisfaction in the global workplace; and the significance of organizational commitment in the global workplace. Job satisfaction is important from the perspective of maintaining appropriate employees within the organization. Organizational commitment plays an essential role in determining whether employees will stay with the organization and enthusiastically work toward organizational goals. Retention of employees is one of the most significant outcomes of organizational commitment. The chapter argues that encouraging job satisfaction and organizational commitment has the potential to increase organizational performance and gain sustainable competitive advantage in the global workplace.

Does Employee Ownership Reduce the Intention to Leave?

Employee ownership is an important element to develop employees' sense of belonging to their company and to unite them around strategic objectives. This kind of involvement reflects the internal cohesion and pride that unite employees with their company. Aware of the development of employee ownership and in anticipation of the deep implications of this practice in France, this study proposes to examine the impact of employee ownership on work attitudes. We conducted a questionnaire-based survey among employees of the SBF 250. The collected responses were then analyzed by a structural equation method. The results indicated that direct employee ownership helps to significantly reduce intention to leave. Similarly, organizational commitment and job satisfaction correlate positively and significantly with the granting of shares to employees.

Change Management and Leadership

The increasing convergence of technology and health care is ushering in a new era of digital transformation in the way patients interact with healthcare professionals. The surging market is forcing healthcare organizations to continuously leverage technology to modernize medical care, reduce manual handoffs, and reduce costs. However, the success rates have not been very encouraging. This is significantly due to lack of proper attention to organization change management by leadership. By performing an in-depth analysis of affected leading hospital chains in India, this chapter deduces how leadership can help foster better change adoption throughout the lifecycle of technology implementation in healthcare organizations.

Perspective of Managing Talent in Indonesia

A superior organization is usually supported by systematically managing talent. The effective talent management will increase employees' commitment and satisfaction that lead to employees' engagement. Some of the issues that led to the ineffectiveness of management talent are a lack of understanding of the concept in managing talent, low commitment from every department, and goings of the best talents of the organization. This study aims to identify effective talent management processes in an organization, especially in Indonesia.This study also focused on how to retain employees who belong to the Y generation. A qualitative approach is used to explore the conditions that occur in every process of managing talent in 12 major companies in Indonesia were obtained through interviews and surveys. This study proposes a conceptual framework that shows several steps as a solution to the problem associated with managing the talented employee. There are three major groups in the talent management process including attracting talent, developing talent, and retaining talent.

Routines as a Perspective for HR-Professionals

This chapter examines how organizational behaviour is rooted in routines and habits. Using insights from sociology and cognitive psychology, the authors develop a framework which addresses the influence of the broader environment on organizational behaviour, including societal and generational developments, over time is discussed. The chapter argues that these broader environmental developments exert a greater influence on organizational behaviour than many managers and HR-professionals realize. To assist these professionals, the authors present three insights offering them a further understanding of organizational behaviour and how this may be affected by HR policies.

Leadership Convergence and Divergence in the Era of Globalization

To sustain or enhance corporate competitiveness in the 21st century, it is important for organizations to comprehensively understand the influences of globalization on their businesses. The purpose of this study is to review and analyze existing literature about globalization trends and their impact on leadership, and to integrate major themes to present what constitutes effective leadership behaviors emerging as convergent and universal, or divergent and contingent. This chapter provides an overview of global convergence, divergence, and crossvergence in Human Resource practice and leadership. It also suggests a definition of global leadership and reviews global leadership competency models in the current literature. Utilizing content analysis, this chapter analyzes the existing literature and presents emerging themes for effective leadership behaviors that include universal and converging, and contingent and diverging. Finally, future research directions as well as practical implications are presented.

i-Leadership

The United States' workforce is going through an enormous generational shift as Baby Boomers exit the workforce and Millennials launch their careers. The awareness of generational differences in learning styles and attitudes has been particularly acute in colleges and universities as Millennials make their way through higher education. In this regard, institutions of higher education are in a unique position to begin shaping the leadership values, identities, and experiences of the future leaders of our society. This chapter seeks to fill some of the gaps in the literature about the design of education programs to increase leadership expertise in Millennials through observation of a leadership program designed and taught by undergraduate students at a large university in the Pacific Northwest of the United States. Findings include insights into how Millennial students define and value leadership, self-organized to create systems of peer learning and mentorship, and how these digital natives did (and did not) use technology.