Learning organization,organizational culture,and affective commitment in Malaysia: A person–organization fit theory

ABSTRACT

Based on person–organization fit theory, this article moves beyond theories of motivation and social exchange relationships that have often been used in commitment literature. This article contributes to understanding perceptions of organizational culture (OC) and affective commitment (AC) through perceptions of a learning organization (LO). Such understanding helps to tackle current commitment issues in Malaysia through strategic human resources development (HRD) planning and deploying organization development activities. We examined: (a) the extent to which organizations with an embraced LO mediated OC and AC, (b) the most influential component of OC in promoting employee AC, and (c) the most important component of LO for influencing OC and AC. We obtained 516 respondents (64.5% response rate) in selected Malaysian private organizations. It was concluded that LO mediated the relationship between OC and AC. Respect for people was an influential factor of OC for AC, while empowerment played a significant role in LO culture mediating the relationship between OC and AC. HRD practitioners should strategically plan organizational activities, norms, and policies that promote organizational learning processes and a learning culture to enhance AC.     

Managerial prerogatives,employee expectations,and property rights in job security: Institutionalizing the “new equity”

Changes in the structure and provisions of the employment relationship create substantial challenges for the management community. The employer-manager's traditional prerogatives to terminate at will are being eroded in response to changing socioeconomic values that recognize the emergence of an employee's reasonable expectations of job security. The United States lags far behind the international community in protecting these expectations. The authors survey the erosion of the employment-at-will doctrine, and review the concepts of corporate due process and property rights relating to employment. To ensure the institutionalization of this new equity, the authors call on the management community to take the initiative in crafting progressive legislation that strikes a sensible balance between managerial prerogatives and employee expectations of job security.     

Is there potential in assessing for high-potential? Evaluating the relationships between performance ratings,leadership assessment data,designated high-potential status and promotion outcomes in a global organization

While leadership is a critical component of organizational success, organizations need to be more effective at classifying talent based on future potential vs current performance. This need raises the question as to whether the assessment of leadership potential is truly adding value or enhancing the talent review and classification process. Data from 9,784 participants in PepsiCo’s Leadership Assessment and Development (LeAD) program—a multi-trait, multi-method (MTMM) assessment and development process—are used to examine relationships between individual performance, assessed potential, organizationally designated potential, and promotion rates post assessment. Results from the analyses indicate that assessed potential provides unique variance above performance alone in determining process outcomes (i.e., designated potential and promotions), and therefore can be useful for making more informed talent management decisions. The applications of these measures within the current organization as well as limitations of the study and areas for future research are discussed.     

Challenges Facing Public Sector Management in an Era of Downsizing,Devolution, Dispersion and Empowerment—and Accountability?

Agencies at all levels of government are facing strong ideological pressures to downsize, devolve, dispense, and empower both employees and recipients of services. These ideological pressures provide many performance advantages, but collectively they threaten historic notions of achieving economy, efficiency, and effectiveness, along with accountability. It has been widely assumed in recent years that advancements in information technology and performance measurement provide adequate replacements for the historic notion that accountability flows up-the-hierarchy to elected officials and the sovereignty. These technologies, however, are not yet able to ensure responsible administration or accountability in many areas of domestic government services. Today's public managers can play leading roles in developing alternative approaches for achieving accountability if they are supported by forward-looking human resources management (HRM) agencies.     

‘Fantasies of Consensus:’ Planning Reform in Sydney, 2005–2013

This paper examines the battle to reform and streamline the planning system in Sydney, Australia, between 2005 and 2013. It analyses the strategies the State of NSW has pursued to manage ongoing conflicts over development, and reflects on the challenges the State has encountered in its attempt to redefine democratic engagement, justify decisions, claim legitimacy and forge a consensus around a more pro-development planning system. While New South Wales’ planning reform strategies have pursued an apparently ‘post-political’ agenda (Swyngedouw, Apocalypse forever? Post-political populism and the spectre of climate change, Theory Culture and Society, 27(2–3):213–232, 2010), using policy solutions to depoliticize difficult decisions, the reform process has exacerbated rather than defused conflicts. The story raises questions about the extent to which the new governing strategies of a post-political era can offer effective forums to forge consensus, or to stage-manage agreement over metropolitan development conflicts.     

Education,training and development policies and practices in medium-sized companies in the UK: do they really influence firm performance?

This paper sets out to examine the relationship between training and firm performance in middle-sized UK companies. It recognises that there is evidence that “high performance work practices” appear to be associated with better performance in large US companies, but argues that this relationship is less likely to be present in middle-sized companies. The paper's key contribution is to justify the wider concept of education, training and development (ETD) as applicable to such companies. It then finds that clusters of some ETD variables do appear to be associated with better middle-sized company performance.     

Soft Regionalism in Action: Examining Voluntary Regional Councils’ Structures,Processes and Programs

In the United States, the voluntary regional council is the dominant organizational form used by local, state and federal agencies to address regional issues. However, research addressing the details of their operations including their structures, processes and programs has been limited. This article reports on a survey of thirty of these regional councils that are located in large metropolitan areas. The findings indicate that these councils reflect a form of “soft regionalism.” Primarily, they facilitate, coordinate and energize, but they don’t have the more expansive capabilities of consolidations, regional governments and annexations.     

Hurricane Katrina, the Crisis of Leadership, and Chaos Management: Time for Trying the ‘Surprise Management Theory in Action’

Four years have gone by since the historic Hurricane Katrina hit and drowned the city of New Orleans and caused a massive crisis of, and a global case of grand failure in, governance, leadership, and public management. Advancing on an earlier work published in Public Administration Review (Farazmand 2007), in which a global case of grand failure was established with several lessons drawn for future crisis management, this article argues further for developing and applying a theory of ‘surprise management’ to manage future crises and chaotic situations. Crises are borne out of natural and human made disasters, catastrophes, revolutions, and rapidly changing emergencies. Surprise management is the best approach to managing or coping with crises and crisis driven emergencies.     

Permanently ‘in process’: the intersection of migration,work identity and the reality of human resource development in the South African context

This article explores the experiences of skilled Zimbabweans who migrate, only to experience de-skilling upon securing employment in South Africa (SA). This is due to various factors such as insufficient bridging social capital and xenophobia and is exacerbated by the inability of the Human Resource Development Strategy for South Africa (HRD-SA) to cater for their employment needs. The article is based on qualitative research conducted within a phenomenological paradigm with Zimbabwean migrant women residing in Port Elizabeth, SA. The Zimbabwean context is discussed, as well as the mixed migration methods utilized and the subsequent negative effect that deskilling and under-employment have on the self-identity. It is argued that work constitutes an important signifier of identity, yet the HRD-SA and practice excludes migrants from achieving their potential, thus resulting in brain waste and downward status mobility. In the final section implications for HRD practice are discussed and recommendations made.     

The panopticon,an emblematic concept in management and organization studies: Heaven or hell?

The well-known metaphor of ‘panopticon’, derived from Bentham's project and popularized by Foucault, has long informed scholarly conversations in management and organization studies (MOS). Herein, we question the power of this emblematic metaphor. Through an in-depth literature review specifying its form, principle and goal, coupled to an investigation of Bentham's original writings, we identify two readings of the panopticon. First, we disentangle the uses of this concept in MOS literature and highlight a rather uniform and negative interpretation of the panopticon as a mechanism of social control and surveillance (first reading). Beyond this dominant interpretation, we contend that the panopticon is a richer concept than MOS literature acknowledges. Going back to Bentham's initial project, entailing not only one but plural types of panopticons, we propose a more comprehensive conceptualization of the panopticon (second reading) as: (1) a rewarding functional dispositive based on freedom and autonomy (form); (2) relying on information sharing, transparency and visibility (principle); and (3) striving for harmony and efficiency as ultimate ends (goal). In doing so, we generate a new way of seeing the panopticon in MOS research. We also reveal an inherent tension between both readings, interpreted as dystopia and utopia, and show that their combination allows grasping the ambivalence of panopticism in practice in ways that can inform further research on liberal management. As a practice of freedom, panopticism in practice might indeed turn into an instrument furthering control. To conclude, we highlight some analytical paths to help MOS scholars disentangle such ambivalence.