The Experts below are selected from a list of 519201 Experts worldwide ranked by ideXlab platform
Esmenia R. Javier - One of the best experts on this subject based on the ideXlab platform.
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Organizational Spirituality and People Management Practices of Selected Banks in Batangas City: Basis of Proposed Measures Towards Management Effectiveness
IAMURE International Journal of Multidisciplinary Research, 2012Co-Authors: Esmenia R. JavierAbstract:This study investigated the level of organizational spirituality and People Management practices in selected banks in Batangas City. It also looked into the significant differences between the responses of managers and their subordinates on the level of organizational spirituality and People Management practices. This paper also investigated the extent of association between the constructs organizational spirituality and People Management practices. The study used a self – structured questionnaire that focused on the ten best People Management practices. It also used the Organizational Spirituality Assessment (Sanders, 2003) to describe the level of organizational spirituality of managers in selected banks. Results revealed that there are excellent practices of organizational spirituality among the bank managers and their subordinates reflecting a leadership style that enhances positive behavior of People towards business goals, and in the process, they earn the trust and respect of their customers. Bank managers have very good to excellent implementation of best practices on People Management that develop the People’s skills, knowledge and attributes to improve the performance of their organizations. Another finding of this study is that the managers’ implementation of the best practices on People Management is not in any way influenced by their level of spirituality. Keywords - Organization, Spirituality, People Management, Management effectiveness, assessment
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Organizational Spirituality and People Management Practices of Selected Banks in Batangas City: Measures Towards Management Effectiveness
IAMURE: International Journal of Multidisciplinary Research, 2011Co-Authors: Esmenia R. JavierAbstract:This study investigated the level of organizational spirituality and People Management practices in selected banks in Batangas City. It also looked into the significant differences between the responses of managers and their subordinates on the level of organizational spirituality and People Management practices. This paper also investigated the extent of association between the constructs organizational spirituality and People Management practices. The study used a self - structured questionnaire that focused on the ten best People Management practices. It also used the Organizational Spirituality Assessment (Sanders, 2003) to describe the level of organizational spirituality of managers in selected banks. Results revealed that there are excellent practices of organizational spirituality among the bank managers and their subordinates reflecting a leadership style that enhances positive behavior of People towards business goals, and in the process, they earn the trust and respect of their customers. Bank managers have very good to excellent implementation of best practices on People Management that develop the People's skills, knowledge and attributes to improve the performance of their organizations. Another finding of this study is that the managers' implementation of the best practices on People Management is not in any way influenced by their level of spirituality.
Leslie T Szamosi - One of the best experts on this subject based on the ideXlab platform.
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People Management after state socialism a literature review and research agenda
Human Resource Management Review, 2019Co-Authors: Giovanni Oscar Serafini, Geoffrey Wood, Leslie T SzamosiAbstract:Abstract This paper reviews the existing evidence base on the practice of People Management in the context of post-state socialist countries of Asia. The focus is on Asian successor states of the Soviet Union and those under direct Soviet domination. In an undeniably diverse region, in all the countries under review there appears to be a disarticulation between liberal market reforms, economic progress, the ability to attract FDI and the development and persistence of a formal employment base. Extended informal networks of support often play an important role, inter alia, in informing recruitment, although clan based networks appear as quite impermeable to outsiders. Regulatory coverage is uneven but in many instances job protection is high. Drawing on the available research base, this paper consolidates and extends the existing state of knowledge on People Management within the institutional contexts examined and draws out the implications for theorising and practice. The study highlights how reforms in one area may lead to counter-movements in others, shoring up existing modes of People Management. Again, whilst clans and middle classes both have channels for political advocacy, there are fewer opportunities for workers and their representatives; this means that there is little impetus for legislation to promote better practice, workplace inclusivity and equity.
Zdenko Stacho - One of the best experts on this subject based on the ideXlab platform.
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Reflection of Digitalization on Business Values: The Results of Examining Values of People Management in a Digital Age
Sustainability, 2020Co-Authors: Jana Blštáková, Zuzana Joniaková, Nadežda Jankelová, Katarína Stachová, Zdenko StachoAbstract:The European Union (European Parliament) understands industry 4.0 as a term for an environment of fast transformations of production systems and products. The basic characteristic of the change in the methods of creating added value in the conditions of the fourth industrial revolution is digitalization. Digitalization changes People Management in two stages. The first stage is the adaptation of systems to the integration of physical inputs into digital systems, and the second stage is the redefinition of values for the internal and external customer. The purpose of this paper is to examine the content of the first digitalization stage and its impact on the transformation of values of corporate People Management in the second stage of digitalization. The study published in this paper points out the level of digitalization applied towards the internal and external customer. The research results verify relations in the portfolio of corporate value and prove their present implementation of digitalization and its and importance for the future sustainability of the business. The study confirmed the independence of the levels of corporate digitalization and companies’ value portfolios. Furthermore, the study proved the universal nature of corporate value orientation, irrespective of the size, business focus or performance of the People Management system. Meaningfulness, communication and cooperation dominate in terms of importance for business sustainability. The results of the study in Slovakia support the opinions of published foreign research, which emphasize the importance of introducing technological innovations aimed at employees to a much greater extent.
Steven Tadelis - One of the best experts on this subject based on the ideXlab platform.
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People Management Skills, Employee Attrition, and Manager Rewards: An Empirical Analysis
National Bureau of Economic Research, 2018Co-Authors: Mitchell Hoffman, Steven TadelisAbstract:How much do a manager’s interpersonal skills with subordinates, which we call People Management skills, affect employee outcomes? Are managers rewarded for having such skills? Using personnel data from a large, high-tech firm, we show that survey-measured People Management skills have a strong negative relation to employee turnover. A causal interpretation is reinforced by research designs exploiting new workers joining the firm and manager moves. However, People Management skills do not consistently improve most observed non-attrition outcomes. Better People managers themselves receive higher subjective performance ratings, higher promotion rates, and larger salary increases.
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People Management Skills, Employee Attrition, and Manager Rewards: An Empirical Analysis
SSRN, 2018Co-Authors: Mitchell Hoffman, Steven TadelisAbstract:How much do a manager's interpersonal skills with subordinates, what we call People Management skills, affect employee outcomes, and are managers rewarded for having such skills? Using personnel data and surveys of employees about their managers at a large, high-tech firm, we show that survey-measured People Management skills have a strong negative relation to employee turnover. A causal interpretation is reinforced by research designs exploiting new workers joining the firm and manager moves. However, People Management skills do not consistently improve non-attrition outcomes. Better People managers are themselves more likely to receive higher subjective performance ratings and to be promoted.
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People Management Skills, Employee Attrition, and Manager Rewards: An Empirical Analysis
2018Co-Authors: Mitchell Hoffman, Steven TadelisAbstract:How much do a manager’s interpersonal skills with subordinates, which we call People Management skills, affect employee outcomes? Are managers rewarded for having such skills? Using personnel data ...
Dag Yngve Dahle - One of the best experts on this subject based on the ideXlab platform.
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WHEN REPUTATION Management IS People Management: IMPLICATIONS FOR EMPLOYEE VOICE
European Management Journal, 2020Co-Authors: Arild Wæraas, Dag Yngve DahleAbstract:Abstract This article explores the relationship between internal reputation Management, HRM, and employee voice. Drawing on qualitative data from 25 medium-size and large Norwegian organizations, we find that organizations pursue a desired reputation through a single, official corporate voice by discouraging prohibitive employee voice through technocratic control and coercive HRM practices. The emphasis on technocratic control and coercive HRM occurs despite the widely held belief in reputation and branding literatures that employees should be committed corporate ambassadors who enthusiastically promote their organization's desired reputation and deeply believe in the images they convey to internal and external stakeholders. The findings contribute to studies on reputation Management by linking internal reputation Management, HRM, and employee voice, pointing out “People Management” aspects of reputation Management and highlighting important organizational and employee-based consequences.