MANAGEMENT AND

ORGANIZATION DYNAMICS
ASSIGNMENT

Submitted By: Fasih Ur Rasheed

ID: 20181-23571

Submitted to: Shahid Aslam Mirza

 1. The Impact of Human Resource Management on the
Competitiveness of Transport Companies

Authors: Nijolė Batarlienė*, Kristina Čižiūnienė, Kristina Vaičiūtė, Ingrida Šapalaitė, Aldona
Jarašūnienė

Department of Logistics and Transport Management, Vilnius Gediminas Technical University, Lithuania

Year: 2017

Published In: Procedia Engineering

Qualitative/ Quantitative : Quantitative

Abstract Key Findings

The article analyzes the human
resource management impact of
competitiveness of transport
companies. According to the
scientific literature article discusses
human resource management,
Competitive advantage and
competitive analysis concepts,
evaluated modern human resource
management models and theories of
the relationship between companies
and the allocation of human
resources and competitiveness. The
paper describes the Lithuanian
transport sector companies operating
in human resource managements
research processes.
1. The role of human resource management determines
organizations’ performance results and its position in the
market, i.e. it enables to achieve greater income and take a
good position in the market.
2. Models of strategic human resource management are
oriented towards personnel activities. In all models of
strategic human resource management, employees are the
main link between organization‘s strategy and its
implementation results.
3. A systematic approach towards management system is
required in order to understand the impact of human
resource management on the competitive advantage.
4.Additionally, attention should be paid to internal and
external factors.Research have shown that executives of
transport companies understand the importance of strategic
human resource management, however, inability of the same
executives to manage the existing human capital poses
certain difficulties to remain in the competitive market.
5. In accordance with the obtained results, it is possible to
claim, that all employees should participate in the
establishment and implementation of company’s strategy.
Employees should work together as a team and thus ensure
company’s success and personal well-being.
6. In order to eliminate problems, certain measures should be
taken: to improve general economic situation; to reduce
bureaucracy and bribery; to perfect the overall efficiency of
transport system, etc.
 2. A Framework To Map A Practice As Organization Development
Authors: Sandip Gohila, Dr. Prakash Deshpandeb*
aResearch Scholar, Symbiosis Institute of Research and Innovation, Pune bDirector, IIMS, Pune
Year: 2014
Published In: Procedia Economics and Finance
Qualitative/ Quantitative : Quantitative
Abstract
Purpose –Characteristics, values and
principles of OD make it a distinct and
extremely valuable practice for the
development of organizations, people and
society at large. However, OD has also
traditionally remained a hazy field of practice.
This paper explores existing ambiguities about
OD in practice in Indian organizations, and
proposes a framework of guidelines that
Indian organization and professionals could
use to map and distinguish OD practices.
Design/methodology/approach – Exploratory
research based on quantitative primary data
collection and secondary data collection from
literature review.
Findings – This research paper identified
existing ambiguities in distinguishing OD from
other business practices such as HR. It
helped in developing clarity about
distinguishing OD from other consulting
practices and HR through a proposed
framework of reference for mapping.
Research limitations/implications – The paper
is an exploratory study based on Indian OD,
HR Training and Talent
Management professionals
Key Findings
The data analysis corroborates prevailing
uncertainty amongst OD professionals about how
OD practice is distinct from other business
consulting practices and HR, training and talent
management. We therefore developed a framework
that the professionals in the arena of OD, HR, Talent
Management and training could use to map their
practice and distinguish an OD practice from the
other practices.
In order to help the OD practitioners distinguish
their practices by mapping them with a framework
in order to leverage the truly significant benefits of
OD values and principles, the researchers hereby
propose a framework of guidelines that they could
use to map their practice as OD.
Proposed framework needs to be evaluated
empirically to test its efficacy and to improve it
further. The researchers invite OD researchers and
practitioners to carry out similar study in other
countries and provide further insights into
the differing perspectives on OD. The researchers
also invite OD practitioners to implement this
framework and compare how OD is practiced
globally. There is a need to study recent OD
practices globally using the proposed framework, to
draw important lessons on current OD practices to
explore the possibility of standardization of OD
practices.
 3. Building traits for organizational resilience through balancing
organizational structures
Authors: Thomas Anderssona,⁎, Mikael Cäkerb,c, Stefan Tengblada, Mikael Wickelgrena
a University of Skövde, Sweden
b University of Gothenburg, Sweden
c University of Trondheim, Norway
Year: 2019
Published In: Scandinavian Journal of Management
Qualitative/ Quantitative : Qualitative
Abstract
This paper describes and explains how
balancing organizational structures can build
traits for organizational resilience.
Organizational resilience is a holistic and
complex concept. In this paper, we move
beyond focusing on sudden and disruptive
events in favour of anticipating the unexpected
in daily organizing. Organizational resilience is
understood here as building traits of risk
awareness, preference for cooperation, agility
and improvisation and is analysed by means of
a longitudinal qualitative case study. The paper
contributes to the field by showing how
balancing organizational structures can foster
organizational resilience traits. We show that
power distribution and normative control can
create preparedness for unexpected events
and foster action orientation at the same time
as supporting organizational alignment.
Key Findings
1-Setting: Handelsbanken’s corporate philosophy:
The organization consists of only three hierarchical
levels (1) corporate level, (2) regional level and (3)
branch level. This means that a typical employee
only has
two managers between himself/herself and the
CEO.
2-Organizing towards risk awareness:
Risk awareness is important in the espoused values.
HR processes support, maintain and strengthen
these values. Handelsbanken prefers and confers a
vital role to internal education and workplace
training by experienced managers and internal
experts, which means that there is a socialization
aspect of all training. Career development in
Handelsbanken is closely intertwined with the
expectation that employees are able to put these
values into practice.
3-Preference for cooperation: To avoid threats to
decentralization, superiors are not allowed to
criticise a local branch office manager about
decisions that have already been made. Instead,
they should offer active, close and knowledgeable
support and dialogue. This policy is still in force,
with the aim that superior managers should respect
decentralization while enforcing constant
consideration of organizational concerns into local
decision-making processes. Superiors
should influence managers through cooperation
rather than management, which builds a
preference for cooperation into the system.
4. Organizing for agility and improvisation: The
basic idea is that those who are responsible for
implementing the decisions should also be the
decision-makers. The relatively low need to ask for
permission increases the speed of the
administrative processes and the bank’s ability to
be agile in all its operations, from handlings risks to
meeting customers’ demands.
 4. Making the link between work-life balance practices and
organizational performance
Authors: T. Alexandra Beauregard a,⁎, Lesley C. Henry b

a Department of Management, London School of Economics, United Kingdom

b Faculty of Law, University of Western Ontario, Canada

Year: 2009

Published In: Human Resource Management Review

Qualitative/ Quantitative : Qualitative

Abstract Key Findings

The business case for work-life balance
practices, as espoused by many organizations,
rests on attracting better applicants and
reducing work-life conflict among existing
employees in order to enhance organizational
performance. This review of the literature
provides some evidence for the claim
regarding recruitment, but there is insufficient
evidence to support the notion that work-life
practices enhance performance by means of
reduced work-life conflict. We suggest that
the business case may therefore need to be
modified to reflect the number of additional
routes by which work-life balance practices
can influence organizational performance,
including enhanced social exchange processes,
increased cost savings, improved productivity,
and reduced turnover. The impact of these
processes may, however, be moderated by a
number of factors, including national context,
job level, and managerial support. The
importance of further research into the effects
of these practices is discussed.
1. Reduction of work-life conflict: While work-life
conflict is generally held to be a mediator in the link
between provision of practices and performance
outcomes, this proposition remains untested.
Existing research designs often neglect to distinguish
between practice availability and practice use, and
largely fail to differentiate among work-life
practices, rendering it difficult to reach conclusions
regarding their common or distinct effects.
2. Improved job-related attitudes and perceptions of
organizational support: The provision of work-life
practices has the potential to generate improved
attitudinal and behavioural outcomes among
employees independent of practice use. While this
process is widely held to occur via social exchange,
research has not yet explicitly tested this
proposition, nor the possibility that national context
(in the form of varying statutory regulations) may
moderate the link between provision of practices
and employee perceptions of organizational
support.
3. Use of practices: Managerial support and the
work-life climate of an organization may moderate
the link between work-life balance practice
provision and both employee use of practices and
perceptions of organizational support. If
management is unsupportive of employees' efforts
to balance work and personal responsibilities, and
workers anticipate career penalties should they
make use of the available practices, organizations
may find that perceptions of organizational support
are not enhanced and outcomes such as improved
citizenship behaviour and organizational
performance are thus unrealized. Fear of harming
their career prospects may discourage employees
from using the work-life practices on offer, which in
turn may nullify some of the intended beneficial
effects.
4. Improved recruitment and retention: Individual
differences such as caregiving responsibilities or
preferences for integration vs. segmentation of work
and life activities may moderate the link between
work-life balance practice provision and anticipated
organizational support, influencing the ultimate
effects of practice provision on recruitment and
retention. Organizations seeking to maximize the
impact of their work-life practices on these
outcomes may therefore wish to target practices to
meet the specific needs of their current or
anticipated workforce.
5. Improved attendance and productivity:
Organizations providing work-life balance practices
may be able to generate cost savings by offering
lower salaries and attracting greater investment.
Productivity may be enhanced as a result of workers
either exerting greater effort in order to retain
desirable benefits, or simply working at their peak
hours. It appears that gender and job level may act
as moderators of the link between practice provision
and these outcomes, however, with organizations
employing a greater proportion of women and
professionals exhibiting greater effects.
 5. Strategic management in Latin America: Challenges in a changing
world
Authors : Constanza Bianchi, Santiago Mingo⁎, Viviana Fernandez
Universidad Adolfo Ibáñez, Escuela de Negocios, Av. Diagonal Las Torres 2640 – Peñalolén, Santiago
7941169, Chile
Year: 2018
Published In: Journal of Business Research
Qualitative/ Quantitative : Qualitative
Abstract
The Seventh International Conference on
Strategic Management in Latin America
(SMLA), co-sponsored by Universidad Adolfo
Ibáñez and the Journal of Business Research,
was held on January 5 and 6, 2017, in
Santiago, Chile. The theme of the conference
was Challenges for Latin American Firms in a
Changing World. Technological innovation,
digital networks, in addition to changes in
national business settings, have led to
significant transformations in business
models, innovation processes, corporate
strategy, and global strategy in Latin America.
The scale and scope of these changes question
the traditional notions of strategic
management research and practice as we
know them. Naturally, these changes require
that organizations in the Latin American
region develop new resources and capabilities
for their success and survival. With the
objective of increasing our understanding
about how organizations from Latin America
can leverage their competitive position in a
changing world, this article reflects on the
theme of the conference and introduces some
of the best research that was part of the
conference's program.
Key Findings
1. Geographical co-location on Chilean SME's export
performance: the results show that the net effect of
co-location on export performance is negative.
2. The timing of internationalization - drivers and
outcomes: The authors argue that the timing of
internationalization stems from complex
combinations of drivers, and provide a typology of
strategic types of internationalization in relation
to these drivers: entrepreneurial, serendipitous, and
strategic internationalization. They discuss how
these strategic types affect the subsequent
outcomes of internationalization.
3. Conceptualizing and measuring the “strategy
execution” construct: this study proposes a
conceptual and operational model of the strategy
execution construct. The authors empirically test the
model with a sample of top-level executives of 276
Brazilian firms. The findings suggest that a second-
order structure better represents this strategy
execution, and identify two major dimension:
actions (“causes”), which are those efforts taken by
managers to translate the strategic plan into
actionable activities, and results (“consequences”),
which are the effects or outcomes that show how
the strategy is being executed.
4. Managing institutional voids: a configurational
approach to understanding high performance
antecedents: The study argues that there are
multiple ways in which firms from emerging markets
can achieve high performance—firms can combine
different sets of mechanisms to offset
the problems associated with institutional voids.
Using fuzzy set qualitative comparative analysis, the
authors examine a sample of 200 small and medium-
sized agribusiness firms based in 12 Latin American
countries. The study focuses on the role of family
management, vertical integration, firm size,
internationalization and collaboration with other
organizations.
5. Strategic choices: accelerated startups'
outsourcing decisions: Based on a panel of 261
firms, the author finds that firm and country-level
characteristics are relevant predictors of outsourcing
decisions. The empirical evidence shows that (1)
higher levels of institutional distance is associated
with more outsourcing, and (2) more developed
contracting capabilities are also associated with
more outsourcing decisions.
6. Inflation, tax integration and company valuation:
the Latin American case: In particular, one main
contribution of this paper is to provide a new
methodology to compute an equivalent corporate
tax rate. Such a rate incorporates into its calculation
the degree of integration between personal and
corporate taxes, and it is lower than the statutory
rate due to the recovery of corporate taxes at the
personal level. The second main contribution of
this paper is to provide a general formula to valuate
firms under either nominal or real tax basis, and
under any degree of personal- and corporate-
tax integration.
7. Interlocking directorates, access to credit, and
business performance in Chile during early
industrialization: It concludes that firms connected
to banks had higher leverage, higher valuation, and
a higher probability of survival. Altogether, this
paper shows that business networks through
interlocking directorates, can play a valuable role for
Latin American companies in dealing with an
environment of financial constraints. Moreover, as a
policy implication, Braun, Briones and Islas'
work shows that the potential welfare gains from
interlocking may outweigh its detriment to
competition.
 6. Strategic talent management: A review and research agenda
Authors: David G. Collings a,⁎, Kamel Mellahi b
a School of Business and Economics, National University of Ireland, Galway, University Road, Galway,
Ireland
b University of Sheffield Management School, 9 Mappin Street, Sheffield, S1 4DT, UK
Year: 2009
Published In: Human Resource Management Review
Qualitative/ Quantitative : Qualitative
Abstract
Despite a significant degree of academic and
practitioner interest the topic of talent
management remains underdeveloped. A key
limitation is the fact that talent management
lacks a consistent definition and clear
conceptual boundaries. The specific
contribution of the current paper is in
developing a clear and concise definition of
strategic talent management. We also develop
a theoretical model of strategic talent
management. In so doing we draw insights
from a number of discreet literature bases.
Thus, the paper should aid future research in
the area of talent management through (1)
helping researchers to clarify the conceptual
boundaries of talent management and (2)
providing a theoretical framework that could
help researchers in framing their research
efforts in the area. Additionally, it aids
managers in engaging with some of the issues
they face with regard to talent management.
Key Findings
Clearly the objective of investing in a strategic talent
management system is a positive impact on critical
individual or organizational level outcomes.
Strategic talent management systems are deployed
to elicit desired role behaviours among the
organisation's talent pool and assist in realising the
organisations' strategic objectives. organisations
first have to focus on individual performance. In the
context of strategic talent management, the
question becomes how can the contribution of the
organisation's talent pool to organizational
performance be maximised? On balance this stream
of literature is reflected in the AMO framework
which has become one of the dominant theoretical
approaches toward exploring the HRM-performance
link in recent years (Boselie et al., 2005). In essence
the AMO framework, proposes that employee
performance (P) is a function of the employee's
ability (A), motivation (M) and opportunity (O) to
perform. The second variable is the extra role
behavior which refers to the “efforts voluntarily
exerted beyond the call of duty in order to execute
allocation decisions to the best of one's abilities”
 7. Performance management and employee engagement
Authors: Jamie A. Gruman a,⁎, Alan M. Saks b,
a School of Hospitality & Tourism Management, and Department of Business, University of Guelph,
Guelph, Ontario, Canada N1G 2W1
b Centre for Industrial Relations and Human Resources, University of Toronto, 121 St. George Street,
Toronto, Ontario, Canada M5S 2E8
Year: 2011
Published In: Human Resource Management Review
Qualitative/ Quantitative : Qualitative
Abstract
Many contemporary organizations are placing
a greater emphasis on their performance
management systems as a means of
generating higher levels of job performance.
We suggest that producing performance
increments may be best achieved by orienting
the performance management system to
promote employee engagement. To this end,
we describe a new approach to the
performance management process that
includes employee engagement and
the key drivers of employee engagement at
each stage. We present a model of
engagement management that incorporates
the main ideas of the paper and suggests a
new perspective for thinking about how to
foster and manage employee engagement to
achieve high levels of job performance.
Key Findings
1) employee engagement has a state and behavioral
dimension,
2) the state of engagement precedes and leads to
engagement behaviors,
3) engagement behaviors are directly related to
performance outcomes.
4) Concentrating on engagement produces a
different managerial orientation than those
produced at each stage of a more traditional
approach to performance.
5) Performance and engagement appraisal and
feedback represent an opportunity not only to
assess employee performance but also the degree
to which employees exhibit engagement behavior in
the performance of their work,
6) It should be recognized that a shift in the
performance management process towards a focus
on employee engagement will require that
supervisors and managers receive training on
employee engagement. Along these lines, they will
need to learn what employee engagement feels like
and looks like, how to develop and facilitate it, and
how to assess it and include it in the performance
appraisal and feedback process.
 8. Managing sport volunteers with a disability: Human resource
management implications
Authors: Pam Kappelides*, Jennifer Spoor
La Trobe University, Kingsbury Drive, Bundoora, 3086, Melbourne, Australia
Year: 2018
Published In: Sport Management Review
Qualitative/ Quantitative : Qualitative
Abstract
Despite the known benefits of volunteering–such as
helping others, contributing to community and the
development of skills individuals with a disability are
underrepresented in volunteering roles. In this research,
the authors examine the benefits and barriers to
including volunteers with a disability in three Australian
sport and recreation organisations, as well as the
potential human resource management implications. The
authors take a multi-level perspective and draw on
interviews with sport volunteers with a disability, staff
from sport organisations, and recipients of services from
volunteers with a disability conducted in 2016–2017.
Researchers have not previously examined these diverse
perspectives, but they are important for understanding
how to include and support sport volunteers with a
disability. Analysis of the interviews revealed a wide
range of benefits of including volunteers with a disability
including social acceptance, social inclusion and personal
development; but both volunteers and organisations
identified numerous barriers to volunteering, including
negative attitudes, personal factors, organisational
factors and lack of social inclusion. Based on the results of
this study, the authors develop recommendations for
human resource management practices and policies to
support volunteers with a disability in sport and
recreation organisations, which are organised around an
ability-motivation-opportunity framework. The results
suggest that organisations need to create an environment
that facilitates open, two-way communication with
volunteers with a disability about their needs and wants.
There also should be training and education to all
volunteers and staff around an inclusive workplace
culture.
Key Findings
1) many of the barriers that volunteers with a
disability experienced within sport organisations
could be linked to non-existent or ineffectual
human resource management practices and
policies.
2) managing volunteers with a disability, sport
organisations may need to apply human resource
management practices differently than when
managing other volunteers. Ability-enhancing
activities may include targeted recruitment,
appropriate selection, and provision of ongoing
training.
3) To enhance recruitment of volunteers with a
disability, organisations should use diverse
recruitment activities and formats, such as liaising
with disability support organisations and drawing
on the networks of current
volunteers with a disability.
4) Organisations may also need to provide more
accessible formats for advertisements and
application materials. Though some organisations
may be hesitant to provide alternative formats due
to limited financial or staff resources, such
accommodations are often relatively inexpensive
and there may be support available through
government or disability support agencies
5) Careful training, managers and staff can be made
more aware of the diverse needs and abilities of
individuals with a disability, which may help to
reduce bias and reliance on stereotypes when
placing individuals into volunteer roles.
 9. The role of cognitive load in effective strategic issue management

Authors: Tomi Laamanen a, *, Markku Maula b, Markus Kajanto b, Peter Kunnas c

a Institute of Management, University of St.Gallen (HSG), Dufourstr. 40a, CH-9000 St.Gallen, Switzerland

b Aalto University, Department of Industrial Engineering and Management, P.O. Box 15500, FI-00076
Aalto, Finland

c Boston Consulting Group, Kluuvikatu 3, 00100 Helsinki, Finland

Year: 2017

Published In: Long Range Planning

Qualitative/ Quantitative : Quantitative

Abstract Key Findings

Firms have different ways of addressing
issues emerging from outside their regular
calendar-driven strategy processes. These
practices tend to be unstructured,
organization specific, and highly dependent
on the characteristics of the strategic issues
themselves. Building on three dimensions of
cognitive load intrinsic, germane, and
extraneous cognitive load we extend
existing research on strategic issue
management by showing how different
team-level choices in strategic issue
processing and organizational congestion
interact in their effects on a firm's strategic
issue management performance. Based on
an in-depth analysis of all 92 strategic issue
decisions in a large multinational firm during
a three-year period, we find that
organizational disturbances influence
strategic issue initiation by top
management, which in turn influences the
quality of strategic issue management
practices and subsequent performance
outcomes. We conclude by providing
recommendations for managers on how
they can decrease the sensitivity of their
companies' strategic issue systems to
external disturbances.
Issue value at stake is positively correlated with Top
management issue initiation and with Issue perceived as an
opportunity. Furthermore, Issue decision correctness is
significantly positively correlated with Issue team accuracy
track record. We find the strongest negative correlations
between Organizational congestion and Issue decision
correctness. This relationship provides tentative support for
our hypotheses. Moreover, Organizational congestion is
negatively related to Top management issue initiation; this
result also seems consistent with our predictions regarding
organizational congestion. Anticipating and responding to
emerging issues are at the heart of a corporation's ability to
overcome sudden unexpected developments in its business
environment. The notions of intrinsic, extrinsic, and
germane cognitive load are extended to the strategic issue
management team context. Accordingly, strategic issue
team intrinsic cognitive load corresponds to the nature and
characteristics of the strategic issue itself, e.g., the
substantive complexity of the strategic issue. Strategic issue
team extraneous cognitive load corresponds to additional
cognitive activities arising from an inappropriate
organizational setting or external disturbances for strategic
issue management, which could result in cognitive strain
coming from outside the strategic issue domain. Finally,
strategic issue team germane cognitive load relates to the
nature of the process with which the strategic issues are
actively processed.
 10. Effect of diversity on human resource management and
organizational performance
Authors: Chia-Mei Lu a,b, Shyh-Jer Chen b, Pei-Chi Huang b,⁎, Jui-Ching Chien b,c

a Tainan University of Technology, Department of Styling and Cosmetology, 71002 Tainan, Taiwan

b Institute of Human Resource Management, National Sun Yat-Sen University, 80424, Kaohsiung, Taiwan

c Department of Senior Citizen Service Management, Yuhing Junior College of Health Care &
Management, 80785 Kaohsiung, Taiwan

Year: 2014

Published In: Journal of Business Research

Qualitative/ Quantitative : Quantitative

Abstract Key Findings

Extant research on strategic human resource
management (HRM) primarily focuses on
manufacturing and largescale service
organizations. However, given the significant
economic contribution of, and the
employment opportunities provided by,
Taiwan's fashion styling industry, the
effectiveness of the organizations in this
industry is a topic worth examining. By
employing a resource-based view and taking
an information/decision-making
perspective, this study investigates (1) the
relationship between a firm's HRM system
and its performance and (2) the interaction
effect of age diversity, professional tenure
diversity, and expertise diversity in the
fashion styling industry. The study collects
data from both managers and front-end
professional service employees in the
fashion styling industry and uses multiple
regression analysis to test the proposed
hypotheses. The paper also discusses
implications for theory and practice.
This study contributes to the HRM and diversity literature
from a different perspective, showing that demographic
diversity positively moderates the HRM–store performance
relationship. This finding implies that greater age diversity
strengthens the HPWS–performance relationship. HPWS
implementation fosters team autonomy and, consequently,
cooperation and communication among team members.
Moreover, an organization with diverse age groups can
attract diverse customer groups; thus, age diversity
enhances an organization's attractiveness. However, the
moderating effects of professional tenure diversity
and expertise diversity are insignificant. These findings
regarding prominent diversity factors in organizations
warrant further investigation. Diversity can be a
complicated issue in the organizational context; however, it
can be pivotal in strengthening the HPWS–performance
relationship
 11. Industrial structures as competitive factor in organization
development
Authors: Vladimir Shatrevicha*
a Riga Technical University, Kalnciema street 6, LV-1048, Riga, Latvia
Year: 2014
Published In: Procedia - Social and Behavioral Sciences
Qualitative/ Quantitative : Qualitative
Abstract
This paper analyses Organization
Development theory, thinking of structure as
important factor for company
competitiveness. Company`s structure is
presented as important instrument
Organization Development theory, author
broadly analyses the change process as core
point in building company structure, the level
of responsiveness of organizational structure
to external and internal environment
fluctuations. The change concept in
organization structure is discussed from the
efficiency point. Organization Structure
models are presented as change instrument
for controlling environmental change. The
process of change is in focus in this paper,
soon as external environment is becoming
more and more dynamic and unpredictable.
Key Findings
The objective of OD is to improve the organization's
capacity to handle its internal and external functioning
and relationships – the same is for organization structure.
This would include such things as improved interpersonal
and group processes, more effective communication,
enhanced ability to cope with organizational problems of
all kinds, more effective decision processes, more
appropriate leadership style, improved skill in dealing
with destructive conflict, and higher levels of trust and
cooperation among organizational members. These
objectives stem from a value system based on an
optimistic view of the nature of man – that man in a
supportive environment is capable of achieving higher
levels of development and accomplishment. Essential to
organization development and effectiveness is the
scientific method – inquiry, a rigorous search for causes,
experimental testing of hypotheses, and review of
results. The ultimate aim of OD practitioners is to "work
themselves out of a job" by leaving the client
organization with a set of tools, behaviours, attitudes,
and an action plan with which to monitor its own state of
health and to take corrective steps toward its own
renewal and development. This is consistent with the
systems concept of feedback as a regulatory and
corrective mechanism. For organizations to be successful
at innovation, alliances must be created between and
among organizations at all levels of society so that better
solutions may be determined. To incorporate sustainable
development-related innovations into organizations,
vastly different knowledge management–organizational,
administrative, and infrastructure–is required.
 12. The Effectiveness of Human Resource Management on
Improving the Performance of Education Staff

Authors: Reza Alami a, Reza Sohaei a, Abdul Karim Maleki Berneti b, Ali Younesi b, Milad Farnia c,
Hassan Mirzajani d

a Department of Management Lincoln University College Malaysia, BranchIran

b Education and Training District 2 Sari, Mazandaran, Iran

c Department of Management, University Payam Noor Branch Sari, IranDepartment of dEducational

Studies, University Putra Malaysia

Year: 2015

Published In: International Journal of Business and Social Science

Qualitative/ Quantitative : Quantitative

Abstract Key Findings

This study examines and analyzes the role of
human resources management on improving the
effectiveness of education staff. The aim of this
study is to analyze the main indicators of
organizational management that includes 5
subscales, searching for staff, staff recruitment
and selection, design and implementation of
training programs, employee performance
evaluation and training of trainers in the
organizational unit. For this purpose, 120 people
from statistical community of administrators and
teachers were selected using simple random
sampling. The tool of this study is a researcher-
made questionnaire containing 40 questions and is
scored on Likert scale. Data was collected after
completion of questionnaire by samples. In order
to compare the results, statistical model of one-
sample t was used for each of the questions
related to the indicator of management of human
resources. And also using t-model of two
independent groups, each item was compared
with an emphasis
on organizational status (employee-manager) and
it was concluded that the impact of human
resource management in improving organizational
effectiveness is effective in the level of 1% alpha.
1. Human resources management in the context of finding,
attracting and selecting employees has a significant effect on
improving the effectiveness of education staff.
2 Human resources management has an effect on effectiveness
of employees` performance in designing and implementing
training programs of development of human resources.
3. Human Resources Management is effective in the evaluation
of employee performance.
4. Use of new management techniques and applying them in
human resources management is effective in
Increasing effectiveness of employees.
5. A decline in the quality of human resources has a significant
effect on the staff effectiveness so that based on the viewpoint
of samples of this study its direction is negative and a decline in
the quality of human resources will undermine the staff
effectiveness.
6. The performance of trainers in training sessions has directly
affected the effectiveness of employees.
7. There is a significant difference between the views of staff
and managers about human resource management
impact on the effectiveness of staff.
We conclude that employees pay more attention to the impact
of quality of initial interview in the effectiveness of organization
more than managers while there was no significant difference
between managers and employees` point of view.
 13. Creating high performance teamwork in organizations
Authors: Thomas A. O'Neill a,⁎, Eduardo Salas b
a Department of Psychology, University of Calgary, Canada
b Department of Psychology, Rice University, United
Year: 2017
Published In: Human Resource Management Review
Qualitative/ Quantitative : Qualitative
Abstract
The adoption of teams continues to increase in
almost every domain of modern work life. In the
current article we review evidence of the
complexity of modern work, industry trends in the
use of teams, and the challenges of achieving the
full potential of organizational work teams. We
aimed to meaningfully move forward the science
of high performance teamwork by assembling a
focused set of review articles in the present
special issue. We consider four themes that
capture the articles in this special issue and
avenues for achieving the full potential of teams:
(1) work across boundaries; (2) build effective
team processes and states; (3) manage team
development issues; and (4) leverage human
capital. Collectively, the contents of this special
issue offer important new opportunities for
advancing future research and for making a
practical difference in the effectiveness of teams
in organizations. We identify six areas in which
future research efforts in high performance
teamwork should be directed based on “realities”
that, in our view, need to be addressed.
Key Findings
1. Teams interacting with other teams might be just
as important as within-team interactions. Knowledge
boundaries range from thin to thick given that they
can be syntactic, semantic, and/or pragmatic. Team
members' awareness of these boundaries and their
recognition of diversity in these attributes can be
taken for granted, yet managing these issues actively
is critical for cross-boundary teaming outcomes.
Different types of teams can vary based on profiles
comprising team affect, behaviors, cognition, and
motivation. Knowledge of component team profiles
can support targeted and customized interventions
that may provide the greatest payoffs for a particular
team's development. Access to this diagnostic
information could also signal to leaders the structural
supports that might be most needed by team
members.
2. Team processes and team states are the internal
engines that can propel or hinder forward progress.
Teams exhibit four profiles of team conflict states,
and that these conflict states affect conflict
management processes within the team's conflict
system. They posit that the foundation of effective
conflict is Edmondson's (1999) concept of
psychological safety, which is that the team
environment is safe for interpersonal risk taking.
Finally, team design and environmental factors shape
the conflict context.
3. Effective team development is essential to
supporting teams in the pursuit of achieving their full
potential. a new model of team is offered adaptation
involving “the four Rs”, which are recognize, reframe,
respond, and reflect. These phases of team
adaptation are posited to occur sequentially. Teams
are expected to do better if they spend more time in
the first phase relative to the other phases, and the
authors emphasize that overlooking the reflect phase
will interfere with learning.
6. Human capital in the context of teams involves a
combination of knowledge, skills, abilities, and other
characteristics that members and leaders possess.
Composing teams should be done through
emphasizing alignment with the organization's goals
(vertical congruence) as well as the other relevant
teams in the organization (horizontal congruence).
Importantly, in order for the organization to adapt to
its environment, team composition decisions should
take into account team and individual flexibility so
that reconfigurations can be done swiftly and
effectively.
 14. Can emotional intelligence be trained? A meta-analytical
investigation
Authors: Victoria Mattingly, Kurt Kraiger.
Department of Psychology, Colorado State University, Campus Box 1876, Fort Collins, CO 80523-1876,
United States
Year: 2017
Published In: Human Resource Management Review
Qualitative/ Quantitative : Quantitative
Abstract
Human resource practitioners place value on
selecting and training a more emotionally intelligent
workforce. Despite this, research has yet to
systematically investigate whether emotional
intelligence can in fact be trained. This study
addresses this question by conducting a meta
analysis to assess the effect of training on emotional
intelligence, and whether effects are moderated by
substantive and methodological moderators. We
identified a total of 58 published and unpublished
studies that included an emotional intelligence
training program using either a prepost or treatment-
control design. We calculated Cohen's d to estimate
the effect of formal training on emotional intelligence
scores. The results showed a moderate positive effect
for training, regardless of design. Effect sizes were
larger for published studies than dissertations. Effect
sizes were relatively robust over gender of
participants, and type of EI measure (ability v.
mixedmodel). Further, our effect sizes are in line with
other meta-analytic studies of competency based
training programs. Implications for practice and
future research on EI training are discussed.
Key Findings
Moderate positive effect for training on
emotional intelligence was found. No significant
relationship between the density of males in
training and the effect size. While women score
higher than men on both ability-based EI
measures the differences are likely not great
enough to cause a ceiling effect. Both males and
females are expected to equally benefit from EI
training. That said, we recommend that in future
training studies, researchers report separate test
scores for males and females to more closely
study possible gender differences in the
trainability of EI. No support that training
properties as a set had a significant influence on
study effect sizes was found. Results suggest that
trainees should acquire more emotional
intelligence when they can discuss the meaning of
the construct and how it applies to them, and they
will learn less if they sit and listen. For the
treatment-control designs, effect sizes were larger
when there was practice and feedback, and no
coaching and homework.
 15. Employee turnover, HRM and institutional contexts
Authors: Richard Croucher a, Geoff Wood b, Chris Brewster c, Michael Brookes a
a Middlesex University Business School, UK
b University of Sheffield, UK
c University of Reading Business School, UK
Year: 2011
Published In: Economic and Industrial Democracy
Qualitative/ Quantitative : Quantitative
Abstract
Literature on comparative capitalism
remains divided between approaches
founded on stylized case study evidence
and descriptions of broad trends, and those
that focus on macro data. In contrast, this
study explores the relevance of Amable’s
approach to understanding differences in
employment relations practice, based on
firm-level micro data. The article examines
employee– employer interdependence
(including turnover rates) in different
categories of economy as classified by
Amable. The findings confirm that exit –
whether forced or voluntary – remains
more common in market-based economies
than in their continental counterparts and
that institutionalized employee voice is an
important variable in reducing turnover.
However, there is as much diversity within
the different country categories as
between them, and across continental
Europe. In Denmark’s case, high turnover is
combined with high unionization, showing
the effects of a ‘flexicurity’ strategy. While
employee voice may be stronger in
Scandinavia, interdependence is weaker
than in continental Europe.
Key Findings
Exit –whether forced or voluntary – remains more common
in market-based economies than in their continental
counterparts. The survey found a persistent difference
between varieties of capitalism, not only in terms of the
relatively narrow range of indices, but indeed across a wider
and complementary range of practices that would
be likely to promote or deter collaborative policies in the
workplace, significantly impacting job turnover rates. The
social democratic economies showed turnover more akin to
that in the market-based economies than to that in their
continental counterparts. Interdependence is lower in the
Scandinavian social democracies than in continental Europe,
union voice is stronger. This highlight the complex nature of
complementarities, and the limitations of approaches that
see worker rights as comprising a coherent body of mutually
supporting practices. What this study highlights is that
workers enjoy different types of rights in different settings
rather than less or more of the same thing according to
context. More specifically, while unions are relatively strong
in Scandinavia, in countries such as Denmark their strength
has gone hand in hand with weaker job security. In contrast,
jobs remain more secure in a number of continental
European economies where union membership has
declined. Thus, there are significant differences not only
between varieties of capitalism, but also within them. Also
high union density and the existence of joint consultative
committees and works councils both tended to reduce
turnover.