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1 – 7 of 7This paper aims to investigate the benefits of monitoring and enhancing engagement to impact the overall effectiveness and future success by using the combination of the Utrecht…
Abstract
Purpose
This paper aims to investigate the benefits of monitoring and enhancing engagement to impact the overall effectiveness and future success by using the combination of the Utrecht Work Engagement Scale along with a daily employee vote to trigger an appropriate ad hoc huddle that can be proactive in addressing any engagement issues.
Design/methodology/approach
A fieldwork case study is used to examine engagement interventions based upon the use of a trigger (daily vote) and the overall impact is measured with the Utrecht Work Engagement Scale.
Findings
All indications from this study are that the ad hoc gatherings triggered by the daily vote do have a favorable impact on workforce engagement. This effect was measured by doing a Utrecht Work Engagement Scale survey at the beginning of the pilot followed by another a year later. The results presented in this case appear to show that a learning organization can have an impact on the engagement culture of the workforce if desired.
Research limitations/implications
Recognizing that the sample size is small, a longitudinal study of over a year was done to help mitigate the concerns of such a small sample size. The reader is cautioned about extrapolating these findings beyond this study without appropriate considerations.
Practical implications
This research provides evidence which aided the organization during the changing times in using interventions, ad hoc gatherings to improve workforce engagement. These interventions are triggered by using a timely lagging indicator, a daily log which serves as a monitor of workforce engagement for the benefit of the organization and the employee.
Originality/value
This study uses two methods to measure and track workforce engagement. The known Utrecht Work Engagement Scale is used to determine the impact of the ad hoc huddles and to determine whether this intervention has a favorable impact on workforce engagement. The use of these two methods helps to spark continued interest to not only monitor but also to help identify the interest in using a timely indicator to determine when an intervention may be warranted.
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This article aims to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.
Abstract
Purpose
This article aims to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.
Design/methodology/approach
The briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.
Findings
Ever been to a seminar where the air‐con did not work, or to a class where there were not enough chairs? This case study suggests how colleges can work better.Facilities management can identify and manage customer expectations. This large claim is based on the environmental scan, which is explained by reference to the recent literature. A case study of a Midwestern public research university shows the way the environmental scan can measure the success of facilities management over time.
Practical implications
The article provides strategic insights and practical thinking that have influenced some of the world's leading organizations.
Originality/value
The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.
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This paper seeks, from the perspective of the significant change (SC) champion, to explore the motivation behind why an individual willingly adopts SC. This research attempts to…
Abstract
Purpose
This paper seeks, from the perspective of the significant change (SC) champion, to explore the motivation behind why an individual willingly adopts SC. This research attempts to identify the key motivational traits that inspire these early change adopters.
Design/methodology/approach
An in‐depth case study is used to research and identify key early adopters traits. This is followed by a survey based on APEX emotional intelligence profiling traits to do an in‐depth investigation.
Findings
The SC‐champion has an interest to re‐affirm one's importance in the organization as well as enhance his/her respect, which is not necessarily linked to longevity. There is an emphasis on intrinsic values favoring team involvement. Of the APEX identified four profiles, the red‐performers are the least preferred.
Research limitations/implications
Because qualitative methodologies are used and a limited survey respondent pool (n=25), caution is advised in freely generalizing these findings. The research on the subject matter is offered as a means to substantiate or refute the propositions. The intent is to offer the findings for possible transferability where logic and reality can assist.
Practical implications
The need to deal with SC is becoming crucial to the ongoing success of organizations. By identifying and investigating the motivational factors behind early acceptance, the organization can begin to deal with change urgency and optimize the benefits from change transformations.
Originality/value
Since change is recognized as an ongoing phenomenon, looking at the motivation behind the early adopters will aid organizations in identifying those key traits that aid in optimizing successful SC transformations.
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The purpose of this paper is to investigate the use of the effective rate as a useful metric. Facilities management operations who function as re‐charge organizations (public or…
Abstract
Purpose
The purpose of this paper is to investigate the use of the effective rate as a useful metric. Facilities management operations who function as re‐charge organizations (public or private, non‐profit or profit) are able to track performance and do comparisons for expense recovery while taking into account the organization's unique environment.
Design/methodology/approach
After providing a definition of the effective rate, some of the influences and the importance of measuring performance for facilities management operations are discussed. The remainder of the paper focuses on the findings based on a qualitative single case study that not only clarifies the use of the metric, but also confirms the usefulness for a service‐oriented organization to measure and track performance.
Findings
Taking into account the unique environment of each organization along with the differences for time not billed back to the customer (un‐billable), the effective rate is offered as a quantitative means to measure performance as it influences the organization's billing labor rates.
Research limitations/implications
The single case study raises the issue of generalizability, but points out that much can be gained from the research. In the spirit of true qualitative research, the intent is to provide the findings allowing the reader to determine possible transferability where logic and reality is justifiable.
Practical implications
The effective rate, once normalized for the particular environment, can be used as a benchmark for both internal and external evaluations of performance for facilities management organizations.
Originality/value
The effective rate, whether actually calculated or not, influences the organization's finances through the billing labor rate in its attempt to recover costs and can serve as a performance tracking metric.
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The purpose of this paper is to offer the environmental scan as a valued tool for the facilities management (FM) operation to assist in determining strategic direction.
Abstract
Purpose
The purpose of this paper is to offer the environmental scan as a valued tool for the facilities management (FM) operation to assist in determining strategic direction.
Design/methodology/approach
After defining the environmental scan, its usefulness is explored from the perspective of a single case study public institution FM organisation. Once the information is captured, the potential analysis and value is discussed.
Findings
The environmental scan is seen as a valuable tool in the FM organisation to solicit input from both the institution's administration and the customer community leaders. Through this analysis, the FM organisation can refine its strategic direction by determining what it is doing well, what it should investigate doing, and what it should consider to stop doing.
Research limitations/implications
The single case study does raise the issue of generalisability. However, given the nature of what can be gained from qualitative research, the reader is cautioned to take into account appropriate logic and environmental factors when considering transferability.
Practical implications
The findings from the FM environmental scan serves to not only aid in determining strategic direction but can also assist the FM organisation in demonstrating the value of the services provided. It helps to identify what the organisation should stop doing, do better, and begin to do for its customers.
Originality/value
The introduction and use of the environmental scan instrument followed with appropriate analysis provides the FM organisation with a method to solicit critical input from customers to aid in strategic planning and demonstrate value of services.
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The term “medical” will be interpreted broadly to include both basic and clinical sciences, related health fields, and some “medical” elements of biology and chemistry. A…
Abstract
The term “medical” will be interpreted broadly to include both basic and clinical sciences, related health fields, and some “medical” elements of biology and chemistry. A reference book is here defined as any book that is likely to be consulted for factual information more frequently than it will be picked up and read through in sequential order. Medical reference books have a place in public, school, college, and other non‐medical libraries as well as in the wide variety of medical libraries. All of these libraries will be considered in this column. A basic starting collection of medical material for a public library is outlined and described in an article by William and Virginia Beatty that appeared in the May, 1974, issue of American Libraries.
Contemporary organizations are facing an operating environment characterized by volatile, uncertain, complex, ambiguous, and “permanent whitewater.” To sustain high performance in…
Abstract
Contemporary organizations are facing an operating environment characterized by volatile, uncertain, complex, ambiguous, and “permanent whitewater.” To sustain high performance in this context, organizations must be able to change and develop as efficiently and effectively as possible. Within organizations, there are actors who catalyze and advance change in this manner; these actors are known as “champions.” Yet the scholar who wishes to conduct research concerning champions of change and organizational development is likely to be met by a highly fragmented literature. Varying notions of champions are scattered throughout extant research, where authors of articles cite different sources when conceptualizing champions; often superficially. Furthermore, many types of highly specific and nuanced non-generalizable champions have proliferated, making it difficult for practitioners and researchers to discover useful findings on how to go about making meaningful changes in their context. The purpose of this study was to address these problems for practitioners and researchers by engendering thoroughness, clarity, and coherence within champion scholarship. This was done by conducting the first comprehensive, critical yet insightful review of the champion literature within the organizational sciences using content analysis to re-conceptualize champions and develop a meaningful typology from which the field can be advanced. The chapter first suggests a return to Schön (1963) as the basis from which to conceptualize champions and, second, offers a typology consisting of 10 meta-champions of organizational change and development – Collaboration, Human Rights, Innovation, Product, Project, Service, Strategic, Sustainability, Technology, and Venture Champions – from which change practice and future research can benefit.
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