基于情感反应的组织即兴成因机理研究

在不断变化的竞争环境中,企业快速成长能力更多地依赖于临场应变的组织即兴。组织即兴往往是由情境变化所激发的组织情感反应,进而激活组织记忆和偏离原组织行动模式、并不断地适应新环境的组织活动,同时。本文剖析了组织情感与组织即兴行动之间关系,建立了组织情感会触发组织活动的即兴生成模型。模型研究发现,情感反应与组织行动之间的趋同性、组织情感反应的强度、以及改变行动的努力程度影响着组织即兴活动产生。最后,以星巴克的创新性活动为例进一步证实,组织即兴是组织情境激发的情感力所驱动的集体行动。     

企业执行力的概念模型及其度量方法——基于中国核电企业的实证研究

本文给出了一个关于执行力的确切定义:执行力就是有效率地决定事情并让他人去有效果地具体贯彻实施的能力。在文献综述的基础上,建立了企业执行力的理论模型,假设战略导向型、制度导向型、文化导向型、激励导向型和能力导向型这五种结构变量对企业执行力产生显著影响。通过对12家中国核电企业进行问卷调查,对理论模型进行实证检验。结果表明,企业执行力受到组织学习、组织结构、企业价值、绩效管理、市场营销和人际关系这6个变量的显著影响。通过t检验和方差分析,证明个体特征与组织特征的差异会对自变量和因变量的认知产生显著的差异性,这就为企业领导者和管理者为提升企业执行力而采取针对性较强的管理措施奠定了理论基础。     

Beyond demand and control: The contribution of organizational risk factors in assessing the psychological well-being of health care employees

Abstract

The job demand–control(–support) model is frequently used as a theoretical framework in studies on determinants of psychological well-being. Consequently, these studies are confined to the impact of job characteristics on worker outcomes. In the present study the relation between work conditions and outcomes (job satisfaction, emotional exhaustion, psychological distress, and somatic complaints) is examined from a broader organizational perspective. This paper reports on an analysis that examines both the unique and the additional contribution of organizational characteristics to well-being indicators, beyond those attributed to job characteristics. A total of 706 care staff from three public residential institutions for people with mental or physical disabilities in the Netherlands took part in this research. To assess organizational risk factors a measurement instrument was developed, the organizational Risk Factors Questionnaire (ORFQ), based on the safety-critical factors of the Tripod accident causation model. Factor analyses and reliability testing resulted in a 52-item scale consisting of six reliable sub-scales: staffing resources, communication, social hindrance, training opportunities, job skills, and material resources. These organizational risk factors explained important parts of the variance in each of the outcome measures, beyond that accounted for by demographic variables and job demand–control–support (JDCS) measures. Communication and training opportunities were of central importance to carers’ job satisfaction. Social hindrance, job skills, and material resources explained a substantial amount of unique variance on the negative outcomes investigated.     

Evaluating organizational-level work stress interventions: Beyond traditional methods

Abstract

Since the early 1990s, there has been a growing literature on organizational-level interventions for work-related stress, and associated calls for such interventions to be evaluated. At the same time, doubts have been expressed about the adequacy of traditional scientific research methods in applied psychology (the natural science paradigm) in providing an effective framework for such evaluations. This paper considers some of the philosophical and methodological issues raised by evaluation research in relation to organizational-level interventions for work-related stress. Four key issues are discussed: the concept of a study being “fit for purpose” in relation to research designs and the nature of acceptable evidence; the issue of control of research conditions in real-world studies; the need to evaluate process as well as outcome, including the interrelated nature of process and outcome; and the interpretation of imperfect evidence sets. The starting point of this paper is the reality of organizational life, which is complex and continually changing. Its main objective is not to offer an alternative to a scientific approach but to argue for a more broadly conceived and eclectic framework for evaluation that acknowledges the limitations of the traditional approach. It espouses an approach that is reflective of the reality of organizational life and in which the methods used for evaluating an intervention are fit for purpose. The paper concludes by offering an outline framework for this broader approach to the evaluation of interventions.     

Planning training programmes to support business initiatives: a model for business and training partnership

The ‘Model for Business and Training Partnership’ (MBTP) draws upon insights of HRD and adult education programme-planning scholars, integrating training and development processes with a typical business-planning model. It is a practical, client-focused programme-planning model designed to promote strategic alliances between the HRD practitioner and business manager at all levels and development phases. The model may be utilized on a cross-functional group project for implementation of a customer relationship management (CRM) system or other large system change initiative within a large organization. This model has not been tested empirically.     

Measuring the learning organization culture,organizational commitment and job satisfaction in the Lebanese banking sector

The growing interest developed around the learning organization concept and its impact on work-related outcomes in the West has not been matched yet in other parts of the world. The purpose of this quantitative study was to identify the relationships among the learning organization culture, employee job satisfaction and organizational commitment in the Lebanese banking sector. Results showed positive and significant correlations among the different variables but no interaction effect of the Lebanese social patterns.     

Psychological empowerment and organizational commitment: the moderating effect of organizational learning culture

This paper examines the influence of psychological empowerment on organizational commitment and the moderating effect of organizational learning culture on the relationship. The results suggest that psychological empowerment, organizational learning culture, and demographic variables had a significant impact on organizational commitment for employees in the public sector of Korea. Employees showed higher organizational commitment when they perceived high psychological empowerment and a high organizational learning culture. In addition, the moderating effect of organizational learning culture on the relationship between psychological empowerment and organizational commitment was found to be significant. Among the demographic variables, only educational level turned out to be significant. Finally, implications, limitations and research recommendations are discussed.     

Not more learning logs! A research based perspective on teaching reflective learning within HR professional education

The challenges of teaching reflective learning, whilst not peculiar to the HR profession, assume a poignancy given HR's claim to be the natural custodians of ‘all things learning’. The paper discusses the impact of attempts to enhance the reflective learning curriculum within one professional HR programme. Tensions in terms of the positioning of reflective learning within a predominantly functionalist management curriculum can, in part, be ameliorated. Developing a capability amongst students for reflective dialogue and careful construction of assessment work, for example, can enhance engagement with reflective learning rather than simply ‘knowing’ about it. More problematic is impact beyond the classroom. Research revealed ambivalence in respect of transfer and significance beyond the specifics of the professional programme. HR graduates need a capability that extends beyond individual reflective learning and into creating and supporting reflective learning in organizations. Herein lies the distinctive and fundamental challenge facing tutors of reflective learning within HR professional education.     

Mobilizing organizational alignment through strategic human resource development

This study examines the pivotal role of strategic human resource development (SHRD) in mobilizing organizational alignment. Using case study methodology, I trace the implementation of core competency development as a companywide SHRD initiative. The rationale for introducing core competency development as an organization-wide strategy was to enhance talent acquisition, development and retention. The operating environment (global market, industry space) and firm-specific factors (e.g. demographics and new leadership) accelerated the adoption of SHRD. Internal stakeholder orientation towards SHRD and the role of human resource development (HRD) in facilitating the implementation were also identified as critical factors. Organizational alignment emerged as an implicit consequence, while patterns of misalignment created barriers towards achieving the full benefits of SHRD. Furthermore, HRD displayed a high level of resourcefulness to become a strategic asset in the organization. I argue that the relevance and power of HRD lie in its ability to engage and respond to stakeholder expectations and involvement in organization change efforts.     

The myth of change management: A reflection on personal change and its lessons for leadership development

Abstract

In this article I reflect upon my own personal learning when faced with significant individual change, leaving a corporate role to start my own business and returning to serious study after twenty-five years of neglect. I look at the relationship between individual and organizational change, trying to reconcile the mechanistic models of change ingrained by years of practice with new insights gleaned from my own personal transition. Implications for change agents include taking a more adaptive and multi-dimensional approach to change, rather than vainly trying to manage it. For people developers it may question the way we develop leaders and managers to cope with change. And all of us may decide we can be better at learning how to embrace perpetual change and perpetual learning as part of the same unpredictable process.