Innovative human resource practices and organizational commitment: an empirical investigation

In the contemporary business environment, human resource (HR) is an indispensable input for organizational effectiveness. Hence, an effective management of human resources has an important role to play in the performance and success of organizations. Competitive pressures have encouraged organizations to be proactive in diagnosing HR problems and to adopt more innovative HR practices since these were no longer a matter of trend, but rather of survival. The present study attempted to explore the relationship of three dimensions of innovative human resource practices (IHRPs): that is, the extent of introduction of IHRPs, their importance for organizational goal achievement and satisfaction with implementation of IHRPs, with organizational commitment (OC). Regression analyses showed that the perceived extent of introduction of innovative human resource practices by the organizations was the most significant predictor of organizational commitment.     

Organization of innovation and capital markets

This paper develops a theory of the firm scope where not only research but also ordinary production employees can generate inventions. Separating research from production (“specialization”) solves the two-tier agency problem of inducing simultaneously research effort and managerial truthful-reporting but is costly when capital markets are imperfect. Improvements in capital markets, therefore, promote specialization, allowing a greater number of specialized firms to be established and also enabling them to undertake innovative projects with larger potential outcomes. Moreover, this capital market improvement effect is stronger for innovative activities that are less capital-intensive and that have weaker synergies with existing production activities. The model can help us understand the explosion of small company innovation in the U.S. since late 1970s and the contribution of venture capital to this change.     

Formation of Organizational Citizenship Behaviors in Students Employed in University Dining Services

Abstract

Organizational citizenship behaviors (OCBs) have been associated with consequences such as favorable performance evaluations, improved organizational performance, and reduced actual employee turnover. The impact of managers and co-workers work behaviors on the formation of OCBs towards individuals (OCBI) and OCBs towards the organization (OCBO) in student employees was investigated in this study. Hierarchical regression results indicate that there is a significant positive relationship between managers' and coworkers' exhibition of OCBI, and student employees' exhibition of OCBI, after accounting for several control variables. Path analysis results indicate that exhibition of certain transformational leadership behaviors by managers indirectly impact exhibition of OCBO by student employees. A weak, but significant, negative relationship was found between student employees' exhibition of OCB and intent to turnover. Managerial implications are discussed.     

Effects of ownership change on organizational settings and strategies in a Taiwanese hotel chain

The purpose of this study was to explore the effects of ownership change on a local-chain hotel in Taiwan: how the new chief executive officer (CEO) planned a blue ocean strategy and how he led all employees to achieve pre-established goals. This study applied qualitative research methodology whereby the data were collected by participant observations in the study field and subsequent in-depth interviews with an application of the QSR NVivo software program. This study implies that, in the assimilation stage of the change, (1) the CEO should use democracy instead of dictatorship; (2) sub-cultures, factions and conflict could be prevented by organizational socialization and equal opportunity treatment; and (3) blue ocean strategies enable a shift of organizational image and identity. This qualitative study supplements the existing literature by showing that organizational politics might be affected by organizational change and how the concept of blue ocean strategy might be implemented in the course of organizational change.     

Strategic Aspects of Organizational Culture of Czech Companies

ABSTRACT

The paper presents the results of the research into organizational culture which was carried out at the Brno University of Technology, Faculty of Business and Management. Respondents of the research were representatives of top and middle management working in 54 Czech manufacturing companies. The organizational culture was looked at on the level of organizational values, five empirical types of the organizational culture of Czech manufacturing companies were identified. Research outcomes bring information which could be useful for further research in this area and also for the management practice.     

Understanding organizational justice and its impact on managing employees: an African perspective

The past decade has witnessed dramatic social and political changes on the African continent. The present article argues that these political and social changes may spill over in the workplace in the form of a quest for justice and empowerment. Based on the organizational justice literature, the article develops a conceptual framework that advocates the integration of justice concepts in managing African organizations. It also explains how African managers can anticipate this trend by developing and implementing fair organizational practices.     

The effect of participative management on organizational performance: the case of Taiwan

The aim of this study is to investigate the impact of participative management on the behaviour of employees and the financial effectiveness of the enterprise. The analytical data are based on the survey of 308 Taiwan enterprises. Multiple regression results show that both suggestion system and labour-management committee have a positive impact on employees' behaviour in terms of turnover and absenteeism rates. Likewise, the quality control circle (QCC) and profit sharing have a positive impact on organizational effectiveness as seen in profit and revenue growth rates. However, employee stock-ownership plans and grievance-handling systems have negative effects on both performance indicators - employee behaviour and organizational effectiveness. The practical implications are also discussed.     

Local Government Modernization: UK and Comparative Analysis from an Organizational Perspective

This article analyses three strands of local government modernization. The first takes an overview of the development of 'modernization' and 'improvement' of local government in the UK under the Labour government since 1997 and the overall programme of reform. We discuss both the shifts and the continuities with the previous decade and a half of the 'new public management' of Conservative administrations. We examine the implicit assumptions about how to achieve organizational and cultural change, arguing that much modernization is premised on a mechanistic metaphor of organizational change. The second section of the article examines other metaphors and theories of organizational change, arguing for the need to consider institutional and organizational perspectives in analysing local government modernization. The third section of the article then applies some organizational concepts to the comparative analysis of local government modernization.     

An Exploratory Investigation of Organizational Values in the United States and India

Abstract

This exploratory study examined similarities and differences between organizational values in the United States and India (n = 188). Results indicate (a) that the national culture impacts organizational values in USA and India and (b) support for the crossvergence perspective particularly for Indian organizational values wherein the values indicate a combination of indigenous and Western values. Given the increased US investment and business presence in India, a discussion of management procedures and techniques compatible with the Indian business values is offered for US managers dealing with an Indian work force.