Current Issue : October - December Volume : 2020 Issue Number : 4 Articles : 5 Articles
This paper investigates the relation between Human Resources Management (HRM) and\ninnovation/performance in four firms operating in the Information Technology sector. A\nqualitative multiple case study methodology was used, and data collection included a\ndocumentary information analysis, and semi-structured interviews were held with HRM and\ninnovation-related functions. The main results revealed that HRM practices are related to the\nbest innovation and performance outputs. Moreover, some sector-specific HRM practices-\nInnovation/performance relations were found, with which prepositions are proposed. There\nis a high level of recruitment and selection, as well as compensation (salary, benefits and nonfinancial\npay) practices due to the increasing need for these professionals in the labor market.\nConsidering the generalization of compensation and benefits practices in the IT sector, it\nseems that the production of patents/utility models in organisations is more related to the\ninvestment in training and development, then to compensations and benefits practices. Few\nHRM practices that focus on promoting autonomy and self-management have a positive effect\non innovation and can be at least as effective as a wider number of corporate HRM practices.\nThis study contributes to the HRM relation to innovation performance literature, by its\nqualitative and longitudinal nature, the use of objective innovation and performance\nmeasures, and the prepositions specific to the IT sector that are suggested for future\nvalidation....
The main duty of each superior is managing the enterprise. An important part of being a\nleader is managing people. The way a superior manages his staff and what style and\npersonality he has, can have an impact on the employees' behavior, their work, their\nperformance, how they feel in a given enterprise and consequently their job satisfaction.\nWith effective leadership styles and approaches to employees, superiors create an\nappropriate organizational culture while employees want to be part of this culture, which\nshould be reflected in their work performance, and thus in the profits achieved by the\nenterprise. A particularly important role the supervisor plays in the metallurgical enterprise\nwhere the production process is quite tough, is usually conducted in a four-shift system\nwhere the results are impossible to be corrected. The aim of this paper is to assess the\ncharacteristics of the superiors in terms of employees' opinions. The 4E.....................
In the process of learning, the duration of focused attention may vary from\nsustained concentration to short-lived attention or just momentary notice.\nThis article is meant to describe the psychological behaviors displayed by organization\nmembers in their learning process: no response to the object of\nlearning, attention focused on learning and sustained attention through various\nactivities. The analysis of causes of â??distractionâ? herein is followed by a\npresentation of strategies devoted to focused attention. Heuristic teaching\nmethods and creation of appropriate conditions may give rise to concentration\nof attention....
As a typical oil resource-based city, Daqing has gathered a large number of\ntechnical talents after 60 years of development and construction. With Daqing\nentering the period of strategic reduction of crude oil production, in order to\ncontinuously promote the development of petrochemical industry, Daqing\nneeds more types and levels of talents. Based on the analysis of the current situation\nof talents in Daqing City, this paper tries to solve the factors restricting\nthe development of Daqing City, establish a more complete and standardized\nmechanism of talent training and operation, and provide useful reference and\nsuggestions for the implementation of the strategy of strengthening the city\nwith talents....
Organizational culture is a system of shared meaning held by members which distinguishes the\norganization from other organizations. Every organization is defined and characterized by its\nown culture and can barely be separated from its culture. Thus, the focus of this paper is on\norganizational culture transformational leadership style and job performance. Hence, to derive\nmeaningful coverage, this study examines Abu Dhabi National Oil Company (ADNOC). This oil\nand gas sector plays an important role in the national economic development of the United Arab\nEmirates (UAE). In this quantitative research study, a structured questionnaire using a 5-point\nLikert scale was used as the instrument for data collection with a total of 450 respondents from\nAbu Dhabi National Oil Company participating in the study. The validity and reliability of the\nmeasurement and the structural models were ascertained. The Partial Least Squares Structural\nEquation Modeling (PLS-SEM) was used to test the hypotheses. Findings revealed that\norganizational culture and transformational leadership have significant relationship with\nemployees' job performance. The findings add to the extant literature by integrating the factors\nthat could improve job performance. Likewise, the implication for the practices and future\nresearch were also discussed....
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