Effective Management (Asynchronous Session)
What Might a "Happiness Ecosystem" Mean to a Business?: Insights into the Evolution of the "Golden Finance" Model View Digital Media
Paper Presentation in a Themed Session Yiran Zheng
Almost all businesses want happier employees, yet multiple companies fail to value employee happiness. A model I'll investigate in this paper - "Golden Finance" - has problems with employee happiness: high leave rates, poor employee engagement, and significant turnover gaps between its main business and auxiliary businesses. This project holds that there is a "Happiness Ecosystem" between the company, the employee, and the customer. To settle the afore-mentioned problems, "Golden Finance" needs to give top priority to the wellbeing of its employees to get more job happiness and customer satisfaction. Studies have shown that companies with happy employees outperform the competition by 20%; happy employees are 12% more productive, for they care more about the organization and have a stronger desire to help it achieve greater success. In the "Golden Finance" case, it shall solve its problems by delivering more happiness to its employees. After all, employee happiness is critical in the "Happiness Ecosystem" as happiness at work is real happiness for all.
Human Resource Management Compliance with an Innovation Strategy View Digital Media
Paper Presentation in a Themed Session Lina Girdauskiene, Asta Savaneviciene, Rasa Lalienė
Human Resource Management (HRM) has a crucial role in driving innovation processes within companies, encouraging creativity, and knowledge sharing. Although there is considerable research in the scientific literature showing that there is a link between HRM and innovation strategy, and that HRM principles are not universal with different innovation strategies, there is a lack of research that reveals key features of HRM implementing different innovation strategies successfully. The purpose of this paper is to reveal the Human Resource Management compliance with an innovation strategy. In doing this, qualitative data were collected from Lithuanian manufacturing organizations using semi-structured interviews with thirty-one human resource (HR) managers. The research indicated that an incremental and radical innovation strategy implies different features of HRM in human resource sourcing, employees’ development, rewarding and employees’ relationship. In summary, the features of an inclusive HRM approach (for instance, internal career, development of generic competencies, process/efforts-oriented reward, teamwork, and attributes of commitment-based culture etc.) are more in line with an incremental innovation strategy, whereas the features of an exclusive HRM approach (for instance, talents' attraction, stress of development of key/future oriented competencies, results-based reward, encouraging of leadership, agility, and attributes of adhocracy culture, etc.) are more compliant with a successful implementation of a radical innovation strategy. It also found that in addition to specific features of HRM, great emphasis should be placed on preparing for change and continuous communication in the case of a radical innovation strategy.
Enablers or Allies?: Qualitative Content Analysis of Human Resources’ Perspective Regarding Workplace Bullying in American Higher Education View Digital Media
Paper Presentation in a Themed Session Leah Hollis
Human resources personnel, inclusive of vice presidents, directors, diversity officers, and their staff often find themselves as the intake person for workplace bullying complaints. Though workplace bullying in the United States is still legal, when a target of workplace bullying can link the aggression and harassment to a protected class status, the organization can become the center of a Title VII complaint. To clarify the perspective of human resources personnel in the midst of workplace bullying problems on campus, I have collected 96 human resources open-ended comments to conduct a qualitative content analysis. By using Krippendorf’s content analysis procedures (1989) and applying Bolman and Deal’s (2017) structural frame about organizations, I examine the human resources personnel’s remarks. The central research question for this study was: RQ 1 What are the common insights that human resources personnel offer in regard to workplace bullying on their perspective campuses? The qualitative content analysis lead to four themes: Theme #1- Leadership is Key, Theme #2- Lacking Training, Theme#3- Reflection on Law/Policy, and Theme #4- Faculty Abuse of Tenure. Considering the four themes, the cumulative commentary is that a cogent higher education structure has leadership that will empower human resources to engage and conduct training for themselves and supervisors. Resultantly, the organization could be proactive in avoiding lawsuits that materialize from bullying and instead cultivate a work environment where even tenured faculty are coached to avoid aggressive and disrespectful work behaviors.
The Manager's Role in Focusing Social Responsibility and Cultural Changes View Digital Media
Paper Presentation in a Themed Session Marianne Ramos Feijó, Rafael Augusto Barduchi Pereira, Edward Goulart Junior
Questioning the legacies of competitiveness and individuality, as well as the split between economic and social goals in companies has opened space for the construction of a culture that favors collaboration and compatibility between human, organizational, and macro-social development. The paper discusses the social responsibility actions and the role of people management in planning and leading internal and external practices to expand access to rights, workers life quality, preserving work relationship, and the environment, all aspects of a organization’s health. Based on an updated bibliographic review, professional practices and projects that they supervise and carry out, the authors discuss concepts and actions that have generated gradual transformations in the culture of Brazilian work organizations and their surroundings, consequently in the field of study and in the professional training of psychologists and managers. Such transformations inform that, despite the numerous problems and challenges that are presented to organizations, especially those that are inserted in countries with excessive social inequality, there is a cultural transformation underway, with the promotion of social entrepreneurship, creative economy, family-work-leisure balance, and health care for workers and communities where work organizations are located, whether industrial, commercial, educational, governmental, or private.
