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Guerra-Gómez, J.; Pérez-Sánchez, E.O.
doi: 10.3233/hsm-230214pmid: N/A
BackgroundThis study consists of a literature review of scientific publications related to being, knowing and doing as components of individual learning in organizational contexts.ObjectiveThis literature review aims to analyze the relationships between being, knowing and doing as components of organizational learning, as well as the different theoretical perspectives that involve them. It is also intended to identify the evolution of mentioned components and gaps in theories in order to recommend future directions for research.MethodsIt begins with a bibliometric analysis combined with a systematic review. First, a metadata review is performed with the help of VosViewer. Subsequently, using the PRISMA statement for the systematic review, the search is refined and a content analysis is performed.ResultsMore research focused on strengthening individual learning and experiential learning as a contribution to the field of organizational learning is needed. An important relationship between being, knowing and doing with organizational learning theory is also identified. Knowledge management, know-how and context emerge as new theoretical elements or as part of the theories analyzed.ConclusionsThis research enriches existing knowledge by demonstrating that, despite the evident relationship between being, knowing and doing in knowledge construction, these components are not considered in individual and organizational knowledge planning indicating the need to study them further.
Lahmar, Hakim; Chaouki, Farid; Rodhain, Florence
doi: 10.3233/hsm-230141pmid: N/A
BackgroundThe concept of spirituality is gaining popularity in the business world. However, its definition remains a topic of debate within the scientific community due to variations in scope and dimensions depending on the approach used.ObjectiveThis paper aims to identify the fundamental properties necessary for comprehending Organizational Spirituality (OS). The primary objective is to propose a consensual definition of OS.MethodsWe conducted a systematic literature review to identify prior approaches that have touched upon the concept of OS. Subsequently, we performed a combinatorial analysis to identify varied levels of comprehension of spirituality in the workplace, and to provide an additional interpretation to the definition of OS by corroborating it with the perspectives of managers.ResultsWe have identified two levels of spirituality in organizational contexts: the individual level and the organizational level. We thereafter suggested a consensual definition of OS which was confirmed by professionals’ testimonies.ConclusionsResearch on the subject of OS is constrained by the insufficient conceptual development and divergent interpretations in current literature. Objective facts indicate that organizations cannot attain transcendence; however, their spirituality manifests in their vision, goals, and values.
doi: 10.3233/hsm-230220pmid: N/A
BackgroundWith Big Resignations on and the job hopping trend difficult to stop, HR needs to arrive at a less frustrating and more relevant approach that can curtail employee turnover in the first place and arrive at a mutually beneficial approach for both parties in case they decide to depart. The turnover intentions of employees are an outcome of uncertainty at work, toxic work culture, lack of appropriate work-life balance, stagnation in career, lack of mental well-being or improper monetary compensation. It also is influenced by the work experience of employees within the organization and trust at the workplace. When an employee decides to quit, he is already mentally gone, here it becomes even more critical to ensure that they stay relatively engaged during the transition so as to ensure effective knowledge transfer. Within the given context, what should be the duration of a notice period? How can organizations ensure a win- win approach for both employer and employee so as to ensure effective knowledge transfer? The paper is an attempt towards exploring this aspect further so as to arrive at a mutually beneficial approach both from the employer and employee perspective.ObjectiveWith an objective to review the ‘process and mindset’ which are often counterproductive when an employee responds to dissatisfaction at work, the paper aims to look at the ideal duration of a notice period and the context in which it works best.MethodologyBased on a mini thematic review and using a qualitative approach, the paper explores the current trends, challenges and implications of big resignations to HR as well the problems associated with the different duration of a notice period. An empirical attestation of the study can further validate the feasibility of a notice period that varies across jobs, organizations, industry and levels. It can further be validated empirically the impact of “open discussions about career transitions and job opportunities as less taboo” at workplace on employee engagement of people while on notice period as well employee retention in organizations.ResultsEmployees need to be engaged even during their notice period, which may be possible only by ensuring a culture that promotes honest and open dialogues between employer and employee without any fear of reprisal when they are vocal about being unhappy in their jobs. An ideal notice need not be a ninety days, two months or two weeks period but has to vary across jobs, organizations and industry depending on the experience; job role; seniority; technicality; industry; availability of a person ready to take charge; or even period of employment of the leaving employee with the organization. The notice period works best i.e. ensures effective knowledge transfer within a workplace setting where job prospects or career transitions are considered less taboo and where the different reactions to dissatisfaction at work (EVLN) are handled through a ‘culture of open communication’, problem solving through ‘Happy, Present, Engaged’ conversations, “Training towards receiving & giving feedback and a ‘smooth transition’ in case the employee decides to quit.
doi: 10.3233/hsm-230127pmid: N/A
BackgroundTalent management plays an essential role as part of the HRM function in managing all employees, resulting in high performance. The role of human resources management has rapidly changed from focusing solely on recruitment, employee benefits and payroll to strategic human resources, focusing on sustaining and driving business strategies.ObjectivesThis study sought to determine the extent to which electronic human resource management and talent management principles were used in Jordanian universities. Additionally, it examined how electronic human resource management, including its components of hiring, training, and performance evaluation, might affect talent management in public universities.MethodsThe study sample, which included 470 faculty members, deans of faculties, and heads of departments at Jordanian universities, was given a questionnaire. Using the statistical software SPSS, simple and multiple regression were used to test the study’s hypotheses. The arithmetic means, and standard deviations were utilized to determine the levels of application of the study variables from the faculty’s point of view.ResultsThe results of the study revealed that the application level of electronic human resource management and talent management is medium. There is a statistically significant effect of electronic human resources management on talent management. Multiple regression was used to test the sub-hypotheses that showed a statistically significant effect of training and electronic performance evaluation on talent management and the absence of an effect of electronic recruitment on talent management.ConclusionJordanian universities use electronic human resources management for operational rather than strategic purposes. Therefore there is no need to improve the infrastructure for electronic human resources management and talent management and align that with the general strategy of universities.
Boatca, Maria-Elena; Draghici, Anca; Irimie, Sabin Ioan; Gajsek, Brigita
doi: 10.3233/hsm-230159pmid: N/A
BackgroundIn the current post-pandemic context, the main characteristics of workplaces have changed radically. Among the most prominent aspects of the post-pandemic workplace are hybrid arrangements, wide-spread remote work as the main work arrangement and increasing automation and robotization. These changes pose major concerns in terms of workplace wellness and occupational health and safety, primarily due to emerging or insufficiently analyzed risks in the workplace.ObjectiveEspecially in the post-pandemic world, where emerging risks in the workplace add to the pre-existing organizational challenges, the key to preventive and proactive organizational behavior is integration of ergonomics in current work environments, irrespective of the type of work arrangement (remote, in office, manufacturing plants, etc.). Starting from this idea, the authors aimed to create an intervention model and to support the decision-making process to ensure successful implementation of ergonomic interventions.MethodsThe article presents a new perspective on workplace risk management and enhancement of workplace wellbeing based on a framework that encompasses workplace risk assessment, proposal of ergonomic interventions, and the managerial and financial evaluation of the proposed interventions.ResultsA key contribution to the literature in the field is represented by case studies on two companies, where cost-benefit analysis (CBA) was performed to assess validity of the proposed framework.ConclusionsThe paper is a valuable contribution to the literature in the field of ergonomic interventions due to the innovative approach proposed by the authors. Innovation through combination is the key to a framework that addresses the real need of practitioners aiming to improve working conditions and ensure work-life balance across industries.
Simion, Luminita Cristina; Avasilcai, Silvia
doi: 10.3233/hsm-230122pmid: N/A
BackgroundThe Industry 4.0 and 5.0 models are dynamic, still under research and unsolved implementation for industrial manufacturers. The paradigm “Green Deal” goals launched by the European Commission is apparently difficult to define concrete action plans. The good practices of the manufacturing industry are punctual. The health crisis of COVID-19 proves the necessity of a solid economy, with customized fields of industry-engines, located on countries proximity or associated. The productive operational chain with a multi-sequence activity processed by human labor becomes critical.ObjectiveThe paper aims to identify Industry 4.0 and 5.0 concepts in both scientific character and pragmatic relevance, useful for productive organizations performing in the current business with difficult predictability environment.MethodsThe methodology approach the grounded theories, combining the inductive and deductive methods. Next to the data collection provided from other authors research, a qualitative method apply to several case studies as empirical methodology to explore the situations in which the designed model has not a single set of outcomes.ResultsThe principles CE become useful by transferring their meaning of waste reduction from material resources to human resources whether measuring tools are applied. I4.0 and I5.0 technical factors become means to recuperate the human factor within a culture of human centricity values.ConclusionsBy applying the CE principles, a mutual benefit organization-society is revealed, organization add values by hiring smart specialist from society I5.0 previously trained by organizational professional reconversion with technical support I4.0. The contribution is measured by reducing the waste, hence the cost of community unemployment rate.
Ebrahiminejad, Mehran; Amin, Fereshteh; Sharifi, Seyed Mehdi
doi: 10.3233/hsm-240019pmid: N/A
Employees are the main and invaluable resources of any organization to provide useful ideas and solutions to renew the organization’s goods, services, and processes. Besides, employees are a valuable resource for organizations, especially creative organizations, due to their role in solving problems. In this matter, one of the important management skills is the ability to influence people and channel organizational communication processes to achieve optimal and creative productivity. Therefore, this paper aims to demonstrate the persuasion model in creative industries by reviewing the relevant literature. To do so, the library approach and systematic review were applied. First, research studies related to persuasion of employees inside and outside are identified during 2001–2022. The conducted investigations showed that 148 articles related to the persuasion of employees were identified inside and outside the country. Following the initial results, relevant articles were identified and evaluated based on various factors such as title, abstract, and content to select appropriate studies. Through searching databases and using relevant keywords, 38 articles was finally determined. Moreover, some components and indicators are described to persuade employees in creative industries. The findings reveal that the components of motivation, psychological characteristics, mental patterns, structural support, personality characteristics, ability, customer orientation, and social skills play a decisive role in forming employees’ persuasion.
Purba, Sylvia Diana; Nilawati, Levi; Nugroho, Yohanes Arianto Budi; Darmoyo, Syarief; Alves, Susana
doi: 10.3233/hsm-230218pmid: N/A
BackgroundThe study focuses on millennials employees, who are projected to comprise over 75% of the global workforce in the coming decade. Previous studies indicate that millennials, exhibit lower levels of commitment compared to prior generations. Thus, it is important to analyse the effect of a hybrid working system on enhancing the commitment of millennial workers.ObjectiveThis study discusses the impact of implementing hybrid work arrangements on organizational commitment through task autonomy, job satisfaction, work-life balance, subjective well-being, and the availability of information technology tools.MethodsA judgmental sampling with convenience technique has been employed to reach the targeted respondents. A total of 495 responses were collected for statistical analysis facilitated by the partial least squares structural equation modelling (PLS-SEM) approach.ResultsThe hybrid working system can encourage millennial commitment if the impact of job satisfaction is seen as significant mediating variables. Although the implementation of the hybrid working system can increase task autonomy, when task autonomy is a mediating variable, it can reduce organizational commitment. However, further investigation is required.ConclusionsThe hybrid working system can effectively boost organizational commitment among millennial workers, particularly when job satisfaction is high, as it serves as a critical full mediating variable.
Udin, Udin; Chanthes, Suteera; Dananjoyo, Radyan
doi: 10.3233/hsm-240077pmid: N/A
BackgroundServant leadership plays a crucial role in fostering employees’ affective commitment within organizations. However, understanding the underlying mechanism through which servant leadership influences affective commitment is important to provide valuable insights into organizational research and practice.ObjectiveThis study aims to examine the mediating and moderating role of work engagement on the relationship between servant leadership and affective commitment in social exchange theory (SET).MethodsUsing the quantitative data via the completion of an online survey derived from employees in Indonesian public health institution, 154 useful data were analyzed using partial least squares structural equation modelling (PLS-SEM). Additionally, SmartPLS version 3.2 was utilized for testing the proposed hypotheses.ResultsThe results of the study show that servant leadership has no significant effect on affective commitment, but significant on work engagement. Also, the finding confirmed that work engagement has a significant effect on affective commitment. Furthermore, the empirical findings highlighted that work engagement fully mediates the link between servant leadership and affective commitment. However, regarding the moderation effect, work engagement does not moderate the relationship between servant leadership and affective commitment.ConclusionServant leadership, rooted in the philosophy of serving others first, is theorized to have a significant impact on work engagement through the lens of SET. Servant leaders, by prioritizing the needs and development of their employees, foster a supportive work environment characterized by trust and empowerment. In return, employees reciprocate by investing more effort and energy into their work, leading to higher levels of work engagement.
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