| People in Organization: Investigations of Environmental Factors in Organizational Behaviour (SIBRM7) |
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| GUEST EDITORS |
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• Miss Michelle Yit (michelle.yit@gmail.com)
School of Business and Management, Institute Technology Bandung (Indonesia) |
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| DETAILS |
AIM & SCOPE
This Issue is to collate studies conducted in the area of Organizational Behavior; comprising of critical reviews, surveys, interviews, data analysis, and provide recommendations for long established organizations and organizations that expanded overseas to keep abreast with organizational changes over time and have appreciation of cultural differences. Organizations need to realize in order to meet their objectives, there is deep need to understand their employees from their lenses; then only able to make effective changes in aspects of hiring and engaging employees, rewards program and understanding aspects of employee well-being. In area of training and development, among many benefits were success of knowledge management implementation, which is crucial for these organizations.
This topic aims to collate studies with practical insights and suggestions from people at work (academicians and industries); to people at work.
BACKGROUND TO THE SPECIAL ISSUE
For organizations to be successful, one of the key assets is their people – their managers, senior and junior employees. Leading organizations recognized the need for trust, cultural control and expertise at all levels instead of extensive and cumbersome rules and regulations inherent in hierarchical control (Dess et al, 2016). Organizations need to stay abreast of the changes in their employees’ behavior based on their culture, age and background. Employees intellectual potential should be noticed and used (Ciernak-Emerych and Piwowar-Sulej, 2017). Reinforced individuals are responsible, take initiatives and make decisions to solve problems, thus improve service and performance (Lakshinarasimha, 2017). However; this is a big challenge for long time established organizations and organizations who have expanded their businesses overseas. Their employee compensation plans need to stay relevant to attract and retain good employees and provide sound career development.
Employees should know about the goals of the business and how key value-creating activities in the organization are related (Dess et al, 2016). Therefore, followership deserves equal attention as leadership and a fresh review is required (Sy, 2010). Another upcoming challenge is managing of Generation-Y employees. Gen-Y will form majority of employees worldwide by 2020 (Chumba & Gachunga, 2016). Organizations need to arm themselves with knowledge about Gen-Y, such as, what factors impact Gen-Y and what is their engagement level (Bolton et al, 2013); and how they differ from other generations cohorts in the workplace (Glass, 2007). At the same time, the well-being and recovery process after workday should not be undermined and could be affected when there is poor psychological detachment because employees may have difficulty to recharge at the end of the day (Geurts & Sonnentag, 2006; Eden, 2001).
For organizations that expanded overseas, usually from a developed country to a less developed country (usually a collectivist society), with reasons of lowering production costing and increasing productivity. Transfer of knowledge became critical. In a collectivist society, there is a high preference for a strongly defined social framework in which individuals are expected to conform to the ideals in-groups to which they belong (Hofstede Insight, 2018). Organization challenges would surface from the need to change as an individualist to a collectivist nature working environment; and changing incentive programs to be effective and relevant to local culture. Another aspect is job applicants are geographically dispersed where physical interviews are not possible. Technology based interviews have to be used; however; there are uncertainties to know applicants’ reactions as culture will play a role in moderating applicants’ reactions towards technology-based interviews (O Connor et. Al., 2008).
Learning of skills, knowledge and task related experience is a prerequisite of growth and important to adapt quickly to external changes (Fadal, 2004). Often organizations managed their leaders well but overlook their bottom rung staff, or vice versa. We are judged by how we handle each other, not by how smart we are (Fadal, 2004). In addition, employees who are equipped with knowledge and skills promote self-confidence, create motivation to preserve competence, and have continuous improvement in mind (Saray et al, 2017). Parallelly, knowledge within an organization helps with equipping of employees. Training and development are human resources initiatives that contributes to Knowledge Management implantation and processes (Chen & Huang, 2009). This forms the key thinking for long established organizations to re-chart or re-organize within themselves to increase human capital.
LIST OF TOPICS
* Impact of Culture in Organisational Behaviour
* Followership in Organisational Settings
* Employee Well-being
* Technology-Based Recruitment
* Collectivist vs Individualist Society
* Localised Incentive Programs
* Generation Y Employees
* Knowledge Management
LIST OF REFERENCES
Bolton, R. N., Parasuraman, A., Hoefnagels, A., Migchels, N., Kabadayi, S., Gruber, T., & Solnet, D. (2013). Understanding Generation Y and their use of social media: a review and research agenda. Journal of Service Management, 24(3), 245-267.
Chen, C-J. & Huang J-W. (2009). Strategic human resource practices and innovation performance — The mediating role of knowledge management capacity. Journal of Business Research, 62(1), 104-114.
Chumba, G.J. & Gachunga, H. (2016). Effect of Organizational Factors on Retention of Generation Y Employees in Parastatals: A Case of Kenya Revenue Authority. The Strategic Journal of Business & Change Management, 3(4), 905-923.
Cierniak-Emerych, A., & Piwowar-Sulej, K. (2017). Employee empowerment – terminological
and practical perspective in Poland. Oeconomia Copernicana, 8(2), 301-316.
Dess, G. McNamara, G., Eisner, A. (2016). Strategic Leadership: Creating a Learning Organization and an Ethical Organization in Strategic Management: Text and Cases, Eighth Edition. New York. McGraw-Hill.
Eden, D. (2001). Vacations and other respites: Studying stress on and off the job. In C. L.
Cooper & I. T. Robertson (Eds.), International Review of Industrial and Organizational Psychology. 121–146. Chichester: Wiley.
Fadal, S. (2004). Employee empowerment as a business optimization technique: Utilizing
continuous training and development, participation rights and decision - authority. ProQuest Dissertations Publishing, Argosy University/Orange County.
Glass, A. (2007). Understanding generational differences for competitive success. Industrial and Commercial Training, 39(2), 98-103.
Geurts, S. A., & Sonnentag, S. (2006). Recovery as an explanatory mechanism in the relation
between acute stress reactions and chronic health impairment. Scandinavian Journal of Work, Environment & Health, 32(6), 482-492.
Hofstede Insight. (2018). Country Comparison What about Indonesia. Retrieved on May 9, 2018 from www.hofstede-insights.com/coumtry-comparison/indonesia,the-uk,the-usa.html.
Lakshminarasimha, A. (2017). A Concept Note on the Relationship Between Empowerment,
Collaboration and Selected Outcomes in a Supply Chain IUP, Journal of Supply Chain
Management, 14(3), 26-48.
O’Connor, H., Madge, C., Shaw, R. & Wellens, J. (2008). Internet-based interviewing. The Sage handbook of online research methods, N. Fielding, R. M. Lee, G. Blank, Thousand Oaks, California.
Saray, H., Patache H. L., Ceran, M. B. (2017). Effected of Employee Empowerment as a Part of Innovation Management. Economics, Management and Financial Markets, 12(2), 88-96.
Sy, T. (2010). What do you think of followers? Examining the content, structure, and consequences of implicit followership theories. Organizational Behaviour and Human Decision Processes, 113(2), 73-84.
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