Current Issue : April - June Volume : 2019 Issue Number : 2 Articles : 5 Articles
Topicality: in the modern conditions of management, special attention is paid to improving the effectiveness of personnel management, which is especially important for regional authorities, because the effectiveness of the social and economic development of the entire territory depends on the managerial decisions they make. The adaptation of the staff has a direct impact on the effectiveness of the professional activities; however, many managers underestimate this important process. Studies show that in many organizations this process is spontaneous; there are no basic programs for the adaptation of employees. However, the competent organization of the adaptation process influences the way the employees do their professional duties; the way they associate themselves with the company; and the way they accept its norms and values. The aim of the research is to theoretically substantiate and develop directions for improving the process of adaptation of state civil servants. The object of the study is the work of the employees of the regional legislative bodies. Methods of research: the basis of the study was a systematic approach to the management of staff adaptation, monographic research method, questioning, interviews, and surveys. Results of research. While doing the research, the authors analyzed the most frequently encountered problems in the sphere of adaptation management. The conducted questioning of the employees of the regional legislative bodies showed that the greatest difficulty in the adaptation period is experienced by new employees in the performance of professional duties, joining a new work-team, and they also had some problems connected with the specifics of public service. Both experienced and young specialists had such difficulties. The authors determine the factors that have an impact on the course of adaptation of employees and their job satisfaction, which affects their adaptation in the work place. The interview and the survey conducted with the experienced specialists of the regional legislative bodies made it possible to reveal the level of their organizational skills, team orientation, the desire to share their knowledge and experience, the degree of tolerance and psychological stability. Conclusions: referring to the study and analysis of the adaptation of the employees of the regional legislative bodies, we developed a Draft Regulation on the adaptation of employees and directions for improving the management of the adaptation of public civil servants of the regional legislative bodies....
The quest for quality efficient workforce in the attainment of organizational goals continues to attract attention from organizations in their desire to remain competitive in the business arena. This study sought to assess the impact of training on staff performance at the Ghana Health Service in the Kumasi Metropolis (GHS-K). The research was conducted through questionnaire administration on the impact of staff training and development at GHS-K. The questionnaire was administered to randomly selected health workers at the selected public hospitals and staff of GHS-K. The data collected were analyzed to yield frequencies and percentages of responses. The results showed that In-service training (85.0%) as part of on-the-job training types dominate training programmes organized by GHS-Kumasi Metro and that greater number of these programmes are routine (66.0%) in nature and as such do not base on training- needs assessment. The study also shows that the organization of training and development programmes at GHS-K has brought some remarkable improvement (59.0%) in the performance of employees, and that financial constraints (64.0%) and lack of organizational objectives (54.0%) pose a challenge to its sustenance. The study concludes that as more training programmes in varying forms are given to employees and right procedures adopted, better performance of job execution will be achieved....
Leadership is one of the key determinants associated with the success and failure of any\norganization. Leadership style is the manner in which people are directed and motivated by a\nleader to achieve organizational goals. This study examines the impact of leadership styles on\nthe organizational performance. The focus was on six major leadership styles -transformational,\ntransactional, autocratic, charismatic, bureaucratic and democratic. This study has provided\ndeep insights about the leadership styles; the democratic, transformational, bureaucratic and\nautocratic leaderships have a positive impact on the organizational performance, however, the\ncharismatic and transactional leaderships have negative impact on the organizational\nperformance, as it does not provide opportunities and freedom to employees. In this study, both\nprimary and secondary research has been conducted. The primary research has been done\nusing the quantitative approach, with the help of survey instrument, based on a survey\nquestionnaire. The secondary research has been done through the review of previously\nestablished literature for achieving the research objectives. The findings suggested that\ncharismatic, bureaucratic and transactional leadership styles have negative relationship with\norganizational performance. Transformational, autocratic, and democratic leadership styles, on\nthe other hand, had a positive relationship with the organizational performance. It has been\nrecommended that organizations use the leadership style that enhances the capabilities and\nabilities of the people....
It has been confirmed that organizational culture has a significant impact on facilitating\ncontinuous improvement, although it is not clear yet how this impact can be achieved. On the\nother hand, nonprofit organizations struggle mainly in sustaining resources and increasing\nthe quality of the services they provide. Several recent studies have confirmed the crucial\nrole of organizational culture in implementing operational management approaches.\nHowever, answering the question of â??howâ? is still awaiting a clear road map. Nonetheless,\nnonprofit organizations contribute remarkably to economies and civilisation. They deserve\nresearch attention, and studies done on continuous improvement suggest it to be holistically\nbeneficial. Hence, this paper shows an empirical investigation that selected Saudi nonprofit\norganizations for their social setting to explore the influence of organizational culture on\nfacilitating continuous improvement. The approach of grounded theory has been employed,\nusing qualitative data, to construct a reality based on participant perspectives. The thirty-one\ninterviews that were conducted at thirteen organizations revealed many lower level cultural\naspects. These aspects were evolved, during five focus groups, into six higher-level themes.\nThe findings can be used by leaders to create desired change....
In the final analysis, the competition among enterprises in the 21st century is\nthe competition of human resources. Human resources management is still a\ngreat challenge for enterprises, and talent recruitment, brain drain and other\nissues are endless. In response to this problem, the article uses GATCO\n(Guangzhou) as an example to analyze the connotation and relationship of\nthe components of human resource management based on the matching of\npeople and posts. Research shows that, firstly, human resources management\nconsists of four factors: human post matching, people matching, post\nmatching, compensationand performance matching. Among them, post\nmatching is the basis, performance compensation matching is the tool, and\npost matching is the strategic goal. Being oriented, everyone matching is the\nessence of achieving the strategic goal of post; Secondly, the ultimate\norientation of human resource management activity is the realization of\nemployee self-value and the realization of corporate value. Among them, the\nrealization of employee value is the premise of the realization of enterprise\nvalue; Thirdly, the most critical part of the post matching is talent, not post;\nFourthly, the operation of human resources management activities comes\nfrom the joint forces among various elements. Its essence is a series of\nactivities carried out under the guidance of strategic goals, based on positions,\nand human-centered....
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