Search results

The understanding of competency development has changed to learning toward a higher degree of self-organization of the learning process. This shift leads to increased requirements on the communication processes of employees and superiors. It is postulated that the coordination between self-organization and external organization is deficient, so competency development activities often do not lead to the desired outcomes. An empirical study was undertaken in which a total of 106 companies were involved. The study investigated various expectations surrounding self-organization and external organization in large companies as opposed to SME, together with the conditions under which self-organization and external organization occur in these companies. The empirical study comes to the conclusion that large enterprises emphasize the central role of HR development for the innovation capacity of an organization more than SME. There are also different ways of combination of self- and external organization of competency development depending on the enterprise size. In contrast to the given assumption, it could not be identified that managers as HR developers can improve the success of competency development.

Although the importance of social media in the HRM literature is well established, little is known about their potential role in bringing the “human component” at the center of the organization. The purpose of this chapter is to conceptually investigate if and how the use of social media in HRM can support (or counteract) a more humanistic approach within organizations. To this aim, we looked into how the e-HRM literature on social media could match the principles posed by the Humanistic Management literature. After having delineated Humanistic Management principles, we frame our analysis focusing on four main topics related to HRM: organizational culture, leadership, job design, and HR practices (i.e., recruitment and selection, learning and training, and performance appraisal and compensation). We develop research propositions connecting humanistic principles with these organizational and HR areas, and conclude with research and managerial implications.

In this paper, we suggest a contemporary view of learning during the process of organizational socialization. The relationship between learning and socialization is implicit in much of the existing socialization literature. In an attempt to make this research more explicit, we suggest a theoretical approach to the actual learning processes that underlie workers’ socialization experiences. In order to accomplish this, we review previous work on socialization, information seeking and feedback seeking during socialization, and learning. In doing so we describe the learning process that underlies socialization, highlighting the beginning of the process, the role of information during the process, and integrating three different types of learning (planned, deutero, and meta) into the process of organizational socialization. In addition, we also discuss the implications of these three types of learning during the process of socialization and directions in future research on the socialization process.

This study examines the impact of financial services employees’ engagement on the attitude toward artificial intelligence (AI) in Sri Lanka. The model developed in this study comprises three constructs to demonstrate employee engagement (EE), namely, psychological state engagement (PSE), trait engagement (TE), and cognitive engagement (CE). Further, the model tests the moderating effect of age and gender on the relationship between EE and attitude toward AI. The authors conducted this research through a survey of 200 employees at Sri Lankan financial service firms. The findings indicate that EE substantially impacts attitudes regarding AI. Additionally, PSE, CE, and attribute engagement substantially affect how people feel about AI. Further, age has a moderating effect on the association between EE and attitude toward AI among financial services personnel. Based on the findings and discussion, the researcher recommends AI’s most significant importance in promoting a high level of engagement. The results would be helpful for both academic researchers and practitioners, especially HR managers, to understand the status of AI in Sri Lanka and formulate strategies to expedite EE.

The relationship between organization strategy and a high-involvement work system (HIWS) in the accumulation of social capital is investigated in nursing subunits in a large sample of Canadian long-term care organizations. Results suggest that strategic orientation of nursing homes has a differential impact on the ability of these organizations to accumulate social capital in its nursing staff. Using a competing values framework to characterize strategic orientation, long-term care establishments pursuing an employee-focused strategy are able to accumulate higher levels of social capital in their nursing units through the adoption of a high-involvement human resource management (HRM) work system. By contrast, long-term care organizations pursuing an operational efficiency strategy, in tandem with the adoption of a high-involvement HRM system, produce no additional accumulation in nursing unit social capital.