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International Journal of Business Research and Management (IJBRM)
An International peer-review journal operated under CSC-OpenAccess Policy.
ISSN - 2180-2165
Published - Bi-Monthly   |   Established - 2010   |   Year of Publication - 2021

September 30, 2021

October 31, 2021

November 2021

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People in Organisation: Investigations of Environmental Factors in Organisational Behaviour (SIBRM7)
Miss Michelle Yit (michelle.yit@gmail.com)
   School of Business and Management, Institute Technology Bandung (Indonesia)
For organizations to be successful, one of the key assets is their people - their managers; including 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). 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). This forms the key thinking for long established organizations to re-chart or re-organize within themselves to increase human capital; using tools such as Knowledge Management (Tjakraatmadja & Donald, 2006) interviews and surveys; their concept of development program for competency and behavior; and training. 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, career plans and other development programs.

This topic aims to collate studies with practical insights and suggestions from people at work (academicians and industries); to people at work.

* Collectivist vs Individualist Society
* Followership in Organisational Settings
* Generation Y Employees
* Impact of Culture in Organisational Behaviour
* Knowledge Management
* Localised Incentive Programs
* Redesigning Career Plan and Career Development
* Technology-Based Recruitment