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46512 results in Management

Page 640 of 2326

  • 9 - Employee Relations, Engagement, and Termination

  • from PART IV - Strategy Implementation
  • Feza Tabassum Azmi, Aligarh Muslim University, India
  • Book:
    Strategic Human Resource Management
    Published online:
    26 April 2019
    Print publication:
    23 May 2019, pp 268-288

  • Summary

    Chapter Overview

    This chapter deals with the idea of employee relations, engagement, and termination. It discusses the concept of employee relations and its evolution. Issues related to trade unions, collective bargaining, and employee participation in management are highlighted. The meaning and significance of employee engagement are then discussed along with the typology of engagement. Thereafter, the topics of retention and employee termination are covered.

    Learning Objectives

  • To get familiarized with the concept of employee relations and the shift in its approach

  • To understand the meaning and framework of employee engagement and the strategies to improve engagement

  • To develop an understanding of the concept of employee termination and identify ways of improving retention

    • OPENING STORY

    Industrial Relations Reforms in India

    The Government of India has unleashed labour reforms to give a fillip to the Indian economy by rationalizing the plethora of labour laws. This paves the way for the long-awaited and much-needed restructuring of industrial relations in India. This reform is in line with the central theme of the government to boost manufacturing for job creation through its ‘Make in India’ initiative.

    The Ministry of Labour and Employment has been taking steps for simplification, amalgamation, and rationalization of 44 central labour laws into four major labour codes—Code on Wages, Code on Industrial Relations, Code of Social Security, and Code on Occupational Safety, Health and Working Conditions. The government has taken several other initiatives as well:

    Legislative initiatives of Government of India

  • • Payment of Bonus (Amendment) Act, 2015: Eligibility limit for payment of bonus is enhanced from 10,000/- to 21,000/- per month.

  • • Payment of Wages (Amendment) Act, 2017: Allowed payment of wages to employees by cash or cheque or crediting it to their bank account.

  • • Child Labour (Prohibition and Regulation) (Amendment) Act, 2016: Provides for complete ban on employment of children below 14 years in any occupation or process.

  • • Maternity Benefit (Amendment) Act, 2017: Increases the paid maternity leave from 12 weeks to 26 weeks.

  • • The Employee Compensation (Amendment) Act, 2017: Seeks to rationalize penalties and strengthen the rights of the workers under the Act.

  • 8 - Performance Management and Compensation

  • from PART IV - Strategy Implementation
  • Feza Tabassum Azmi, Aligarh Muslim University, India
  • Book:
    Strategic Human Resource Management
    Published online:
    26 April 2019
    Print publication:
    23 May 2019, pp 232-267

  • Summary

    Chapter Overview

    This chapter discusses the concept of performance appraisal and performance management. The limitations of the traditional appraisal process are identified. It focuses on the need to move from performance appraisal to performance management. Further, the concepts of compensation and rewards are discussed. The difference between traditional compensation and strategic compensation is highlighted. Various types of strategic compensation systems are examined. Issues related to compensation of top-level executives are also discussed.

    Learning Objectives

  • To understand the concept and process of performance appraisal

  • To appreciate the need to move from performance appraisal to performance management

  • To understand the differences between traditional compensation and strategic compensation

  • To get familiarized with various types of strategic compensation systems

    • OPENING STORY

    Evolving Performance Management Paradigm

    Although performance management is a new concept, its origin can be traced back to many ancient civilizations and religious scriptures.

    The Pre-historic Times

    There is evidence that suggest that the first cave dwellers were handling issues of HR performance. The ancient Paleolithic men focused on selection of leaders, skill development, and so on.

    The Ancient Egyptian Philosophy

    Egyptians developed well-defined hierarchies with job descriptions. They deployed several time-saving performance management techniques, showing an understanding of what later evolved as time and motion study.

    The Babylonian Philosophy

    The famous leader Hammurabi prepared the first code of law and emphasized on learning and performance management.

    The Chinese Philosophy

    In ancient China, principles of people management were well developed. Confucius, the ancient Chinese thinker, focused on fair dealings vis-à-vis people and the role of a good leader in guiding people's performance.

    Ancient Indian Philosophy

    Indian scriptures are replete with ideas related to managing people. Valmiki, in his epic Ramayana, observed that high performers must get recognition. The Bhagavad-Gita recommends self-management, transformational leadership, and motivation for enhancing performance. Chanakya talked about incentive for performance in his treatise Artha-Shastra.

    The Hebrew Philosophy

    Hebrew history gives examples of leadership and performance management. Moses, the great leader, served as one of best examples of a participative human resource approach.

    The Roman Philosophy

    The Romans made use of many modern-day concepts like job descriptions, hierarchy with scalar chains of command, restructuring to enhance performance.

    Biblical Philosophy

    The Bible asks employers to be benevolent and value justice and equality. A manager must be honest so that workers reciprocate with hard work and higher performance.

  • 6 - Strategic Human Resource Planning and Staffing

  • from PART IV - Strategy Implementation
  • Feza Tabassum Azmi, Aligarh Muslim University, India
  • Book:
    Strategic Human Resource Management
    Published online:
    26 April 2019
    Print publication:
    23 May 2019, pp 157-204

  • Summary

    Chapter Overview

    Job analysis identifies the duties and human requirements for each of the company's jobs. The next logical step is to decide which of these jobs need to be filled and how to fill them. This entails carrying out human resource planning (HRP). It involves linking business strategies to future manpower needs, forecasting labour demand and supply, and laying down the human resource (HR) plan to meet the labour needs. Thereafter, staffing is carried out, which typically involves recruitment, selection, and placement. This chapter deals with all these issues.

    Learning Objectives

  • To understand the concept of strategic human resource planning

  • To identify the steps involved in strategic human resource planning

  • To understand the process of staffing involving recruitment, selection, and placement

  • To develop an understanding of strategic staffing issues

    • OPENING STORY

    Strategic Manpower Planning in Indian Armed Forces

    Human Resource Development is an essential command function and, in this context, it needs to be understood that the soldier of tomorrow has to be an innovator who can combine imagination and knowledge with action.

    —Indian Army Doctrine (2004)

    Some time back, the Ministry of Defence, India, indicated that the Indian Armed Forces were short of 9,845 officers at the level of majors/lieutenant colonels and equivalent ranks. These figures indicate that the army was short of 7,899 officers, followed by the navy with 1,499 officers and air force with 357 officers. Several questions arise: Why is there a shortage of officers? Why are there impediments to lateral induction of service personnel into the armed forces? How can the services provide better promotion avenues or reduce its alarming suicide rates? All these issues directly or indirectly concern the realm of ‘strategic manpower planning’.

    Manpower needs of the armed forces are more complex than that of the corporate world. The requirement of the armed forces to commit soldiers to extreme conditions necessitates a deep understanding and knowledge of human capital management. Human capital development in the armed forces is an extremely vital issue because the strength of the organization has always been its manpower. It has been aptly said that platforms and organizations do not defend the country, people do; units and formations do not sacrifice and take risks for the nation, people do!

  • 10 - Concluding Reflections: Future of Work

  • Stephanie Barrientos, University of Manchester
  • Book:
    Gender and Work in Global Value Chains
    Published online:
    26 April 2019
    Print publication:
    23 May 2019, pp 250-260

  • Summary

    Introduction

    This book draws on research undertaken over 20 years, a journey I outlined in the preface. It aims to unpack some of the complexities of changing gender patterns of work associated with global value chains. My experience, talking with workers in many sectors and countries over the years, is that both benefits and challenges come from working in global production. It is often preferable to alternative livelihood options. However, it can also involve significant problems, especially for the most precarious workers. For women, paid work can provide a route to greater economic independence, despite being low paid and despite combining it with multiple household and care responsibilities. As a Chilean temporary fruit worker told me in 1998, ‘We have always worked hard, now we are being paid for it.’

    In my research, I have always tried to analyse both the commercial and the social dimensions of global value chains. I soon realized it is not possible to understand how one sphere operates without understanding how it interacts with the other. Analysing this interaction underpinned the development of the global (re)production framework examined in Chapter 4. An important dimension has been the commercial retail of many goods previously produced by women unpaid within households is now based on paid work in production largely in middle- and low-income countries. Global value chains, coordinated by buyers, now reach beyond a narrow market focus, into the households of consumers, operations of suppliers and lives of workers and smallholder farmers.

    The G(r)PN framework has also helped unpack tensions within global value chains between the financial drivers of cost and efficiency and the societal drivers of quality and caring. This enables differentiation between a low road, based on downgrading trajectories of low wages, poor conditions and few rights, and a high road, based on upgrading trajectories of higher productivity with better rights, terms and conditions. Analysing the commercial dimension helps us understand how financial drivers and buyer purchasing practices can exert constant pressure on suppliers to reduce unit labour costs (via low wages or rising productivity) while delivering on quality. Analyzing the social dimension helps understand how fragmented work sustains the commercial dynamic of global value chains.

  • 9 - Governance Challenges: Promoting Gender-Equitable Value Chains

  • Stephanie Barrientos, University of Manchester
  • Book:
    Gender and Work in Global Value Chains
    Published online:
    26 April 2019
    Print publication:
    23 May 2019, pp 224-249

  • Summary

    Introduction

    Global sourcing has been driven in part by a search for low-cost and fast delivery, associated with a ‘low road’ outcome for workers. However, the drive for quality and innovation, especially in niche value chains, has also supported a ‘high road’ outcome for some in terms of improved conditions and rights. Yet economic and social upgrading in global retail value chains is far from automatic, as the previous chapter examined. It involves a journey of contestation, intervention and collaboration (Gereffi and Lee 2016). Governance matters if this journey is to promote more sustained gender-equitable benefits for workers. However, the dynamics are changing in a global value chain context, where private, social and public governance all play a role.

    Global governance relates to the way international relations are managed, involving nation states and regional and international organizations. With greater global integration, global governance has evolved from a focus on inter-state activities to encompass the many ways that public and private actors and institutions manage their common affairs (Held et al. 1999; O'Brien et al. 2000). In the context of global value chains, the initial focus was mainly on private governance. It is now recognized that value chain governance involves a diverse range of company, civil society and state actors who are able to influence the norms and rules framing the operation of value chains across global, national and local scales (Ponte and Sturgeon 2014).

    Three dimensions of private, social and public governance are identified as playing roles in global value chains (Mayer and Posthuma 2012). Private governance has received the greatest attention in the GVC literature. This involves the power of lead firms to coordinate and distribute resources along their value chains. This mainly relates to product, environmental and labour standards applied by lead firms and private sector bodies (Gereffi et al. 2005; Gibbon and Ponte 2005; Nadvi 2008). Social governance relates to the ability of CSOs, including NGOs, trade unions, charities and community groups, to influence social norms, policies, institutions and markets at national or international levels through advocacy and campaigns (Mayer and Posthuma 2012).

  • Measuring the Added Value of Stock Recommendations

  • Anders Anderson, Howard Jones, José Vicente Martinez
  • Journal:
    Journal of Financial and Quantitative Analysis / Volume 55 / Issue 6 / September 2020
    Published online by Cambridge University Press:
    23 May 2019, pp. 1915-1945
    Print publication:
    September 2020

  • Using data from the Stockholm Stock Exchange (SSE), we study the value added by (as distinct from the abnormal returns to) analysts’ recommendations. Recommending brokers’ clients trade profitably around positive recommendations at the expense of other brokers’ clients. Significant profits come from transactions before recommendation dates. Value added is greatest for upgrades to large caps, and largely insignificant for downgrades and recommendations of small caps, despite high abnormal returns. Brokers making profitable recommendations generate abnormally high commission income, recouping much of their clients’ abnormal profits, and their abnormal commission income varies in line with the abnormal profits for their clients.

  • 8 - Upgrading Strategies: Innovation, Skills and Rights

  • Stephanie Barrientos, University of Manchester
  • Book:
    Gender and Work in Global Value Chains
    Published online:
    26 April 2019
    Print publication:
    23 May 2019, pp 194-223

  • Summary

    Introduction

    Global retail sourcing, with its search for cost-effective and cost-efficient production, involves both ‘low road’ and ‘high road’ trajectories. Previous chapters mainly examined the ‘low road’ trajectory of economic and social downgrading, drawing on examples from the cocoa, fresh fruit and apparel sectors in Africa and Asia. An important argument of this book is that retailers and brands seek not only competitive prices and fast delivery but also quality products. A continuum prevails between the low- and high-road ends, with retailers and suppliers positioned in relation to different consumer end-markets. For niche retailers and brands, a focus on quality requires their suppliers to pursue a ‘high road’ trajectory. Investment in innovation and enhanced capabilities facilitates economic and social upgrading. Raising productivity and enhancing skills makes it possible to produce higher-quality products while being efficient and competitive. To achieve this, retailers need to attract and retain more highly skilled workers (often female) by offering better pay, conditions and rights. This has implications for gender patterns of work and the relationship between productive wage work and reproductive unpaid work undertaken largely by women.

    This chapter examines a high-road trajectory drawing on two examples, one from Nike's equitable manufacturing (EM) initiative and the other from the Kenyan flower sector. These cases show that a pathway to economic and social upgrading with gender-equitable benefits for workers entails many challenges. Global production is embedded in social norms and institutions that underpin gender discrimination in supplier workplaces and sourcing countries. Women have been drawn into production as a ‘docile’, low-cost labour force, whose socially acquired skills help deliver on speed and quality at competitive prices. Yet global value chains have opened up channels for new forms of contestation, often led by CSOs with women workers also playing an important role.

    In both the Nike apparel and Kenyan flower value chains, contestation by CSOs played an important role in pushing back on poor labour conditions during the early stages of global sourcing. However, in both cases, once innovation set in, and the benefits of raising productivity and skills became apparent, economic upgrading became linked to social upgrading. This has led to improved conditions and rights for a largely female workforce. It has also had wider implications for promoting gender-equitable outcomes and addressing issues ‘beyond the workplace’ that affect women's combined productive and reproductive roles.

  • Preface

  • Feza Tabassum Azmi, Aligarh Muslim University, India
  • Book:
    Strategic Human Resource Management
    Published online:
    26 April 2019
    Print publication:
    23 May 2019, pp xv-xviii

  • Summary

    With the ever-escalating challenges of the business environment, the corporate world is fast realizing the importance of human resource (HR) as an inimitable strength for attaining sustainable advantage. This has given place to the idea that human resource management (HRM) needs to be aligned to the strategic management (SM) process of the organization. The integration of the above two disciplines is termed as strategic human resource management (SHRM).

    Academic debates around the 1980s and early 1990s suggested the need to integrate SM and HRM closely. These debates highlighted the growing strategic nature of the HR function. The concept of SHRM became popular in the 1980s with the development of two models that talked about integrating strategy and HRM, namely the Michigan Model and the Harvard Model. Academic writings in SHRM started to emerge after this, but it was only by the end of the 20th century that the practice gained popularity and momentum among practitioners.

    In recent times, SHRM has become a well-accepted concept and practice. Today, HR is seen as potential contributors to the realization of the organization's vision. It is interesting to note that HR departments are now considered to be investment centres rather than cost centres. HR executives are today considered as important strategic partners. The increasingly important role that HR managers are playing today is exemplum of the fact that SHRM has arrived. There now exists empirical evidence that documents the contribution of the strategic HR approach to organizational performance.

    Despite the increasing importance of SHRM, there is still a paucity of texts on SHRM in the context of emerging economies, more specifically in the Indian context. The volatile and dynamic business environment of emerging markets warrants an increasing focus on valuing HR and linking HR issues with strategic imperatives. Keeping in mind the fact that India is one of the fastest growing emerging markets today, this book is expected to provide insights into the fast-evolving SHRM terrain.

    Almost all B-schools and universities offering management courses teach papers related to the area of HRM. However, the dearth of books on SHRM makes the task of teachers and students quite challenging in terms of obtaining relevant and contextual matter on the subject.

  • Knowledge Management in Brazil: What Governance Mechanisms are Needed to Boost Innovation?

  • Guillermo Antonio Dávila, Tatiana Andreeva, Gregório Varvakis
  • Journal:
    Management and Organization Review / Volume 15 / Issue 4 / December 2019
    Published online by Cambridge University Press:
    22 May 2019, pp. 857-886

  • The need to innovate is relevant to many firms around the globe and is particularly pressing for those in emerging markets. They face global competition, are under-resourced, and suffer from weaker institutional support. It is suggested that to innovate successfully in this context, indigenous firms would benefit from focusing on managing their current knowledge base more efficiently. We know little about how knowledge management works outside developed economies and which knowledge governance mechanisms have more influence than others in the context of emerging economies. To address this gap, we explore how context may matter for the use of knowledge governance mechanisms and their effect on innovation performance in Brazilian firms. Using the survey data of 109 firms, structural equation modelling, and cluster analysis, our findings suggest that the joint application of knowledge-focused rewards, organizational design, and information and communication technologies that support knowledge processes is critical for boosting innovation performance. We discuss how the peculiarities of the Brazilian context may shape these findings. Our article contributes to the knowledge management and innovation literature by demonstrating that the joint effects of bundles of knowledge governance mechanisms and contextual variables should be explored in order to understand their impact on organizational outcomes.

  • Parochialism and Implications for Chinese Firms’ Globalization

  • Jing Betty Feng, Leigh Anne Liu, Chunyan Jiang
  • Journal:
    Management and Organization Review / Volume 15 / Issue 4 / December 2019
    Published online by Cambridge University Press:
    22 May 2019, pp. 705-736

  • We explore the meaning of parochialism (xiao nong yi shi, 小农意识) to explain certain paradoxical Chinese managerial behaviors. We discuss how cultural, political, and economic traditions in China formed a salient context to cultivate parochialism. Qualitative data from Chinese and American managers reveal that the conceptual framework of parochialism includes a cognitive dimension of closed-mindedness, a behavioral dimension of self-protection, and a relational dimension of in-group focused social relationship. Parochialism hampers effective globalization of Chinese firms because it negatively impacts key facets of organizational culture: employee development, communication, customer orientation, social responsibility, strategic planning, and innovation. The study offers theoretical and practical implications for Chinese management research and the development of global competence.

  • From Financial Misdemeanants to Recidivists: The Perspective of Social Networks

  • Fenghua Bao, Yapu Zhao, Longwei Tian, Yuan Li
  • Journal:
    Management and Organization Review / Volume 15 / Issue 4 / December 2019
    Published online by Cambridge University Press:
    22 May 2019, pp. 809-835

  • Acts of financial misconduct in business affect firms in many negative ways. Therefore, why do certain misdemeanants repeatedly commit these acts? We suggest that financial misdemeanants with different social networks will perceive the costs and benefits of committing financial frauds differently, thereby affecting the likelihood of committing financial frauds in the future. To be specific, we suggest that politically connected misdemeanants are less likely to recommit financial frauds, while misdemeanants at interlock network center are more likely to recommit financial frauds. In addition, we propose that misdemeanants are less likely to recommit financial frauds when their partners in the interlock network community are punished for financial frauds. To test our theory, we collected panel data from Chinese listed firms from 2005 to 2014 and employed event history analysis (EHA).

  • Coopetition and Firm Survival in a Cluster: Insights from the Population Ecology on the Yacht Industry in an Emerging Economy, 1957–2010

  • Hsi-Mei Chung, Li-Hsuan Cheng
  • Journal:
    Management and Organization Review / Volume 15 / Issue 4 / December 2019
    Published online by Cambridge University Press:
    22 May 2019, pp. 837-856

  • Firms that are located in a cluster may confront cooperation and competition at the same time. The advantage of cooperation and the disadvantage of competition on a firm may need to examine the firm survival in a cluster as the cluster evolves. Employing the population ecology viewpoint, this study tries to address coopetition issues in a cluster to examine the impact of coopetition on firm survival rate. Analyzing yacht industry data in Taiwan from 1957–2010, this study indicates that the founding rate of yacht firms will be positively related with the cluster size. Additionally, during the competition period, those firms located inside the cluster may have a higher dissolution rate than those firms outside the cluster, indicating the disadvantage of competition on the firm. Finally, this study finds that those firms located inside the cluster will be more likely to become larger and have capabilities to survive. The results in this study provide insights on addressing coopetition issues in a cluster.

  • Does group cohesion moderate associations between attachment, caregiving, and OCB?

  • Abira Reizer, Lior Oren, Yonadav Hornik
  • Journal:
    Journal of Management & Organization / Volume 28 / Issue 4 / July 2022
    Published online by Cambridge University Press:
    21 May 2019, pp. 715-732

  • This research focused on the role of group cohesion as moderating the psychological manifestations of attachment and caregiving in performing organizational citizenship behaviors (OCBs). Data were collected from 147 employees, who took part in a 9-week training course. Participants completed questionnaires assessing their attachment and caregiving dimensions as well as group cohesion. Participant OCB levels were assessed by their trainers at the end of the course. Anxious individuals tended to express higher levels of OCB-individual under high levels of group cohesion. However, compulsive caregivers tended to perform OCBI under low levels of group cohesion. The results highlight the contribution of Bowlby's relational perspective in work settings and the importance of contextual factors in predicting OCB.

  • Ronald F. Duska

  • Norman E. Bowie, Patricia H. Werhane
  • Journal:
    Business Ethics Quarterly / Volume 29 / Issue 3 / July 2019
    Published online by Cambridge University Press:
    20 May 2019, pp. 429-430
    Print publication:
    July 2019
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