scholarly journals A Study of HRM Practices and Organizational Culture in Selected Private Sector Organizations in India

2010 ◽  
Vol 18 (4) ◽  
pp. 64-80 ◽  
Author(s):  
Anil Kumar Singh
Keyword(s):  
Organizational Culture ◽  
Private Sector ◽  
Hrm Practices ◽  
Private Sector Organizations

تشخيص الثقافة التنظيمية في مؤسسات القطاعين العام والخاص حول عمل المرأة الإماراتية وتوليها مناصب إدارية وقيادية عليا

2016 ◽  
Vol 1 (2) ◽  
Author(s):  
Abdulfattah Yaghi
Keyword(s):  
Organizational Culture ◽  
Private Sector ◽  
Women's Work ◽  
Convenience Sample ◽  
Public And Private ◽  
The Public ◽  
Women’S Work ◽  
National Values ◽  
Private Sector Organizations ◽  
Public And Private Sector

<p dir="RTL">هدفت هذه الدراسة إلى تشخيص الثقافة التنظيمية في مؤسسات القطاعين العام والخاص من خلال استطلاع آراء الموظفين الإماراتيين حول عمل المرأة الإماراتية وتوليها مناصب إدارية وقيادية عليا. وتم استخدام أسلوب المسح الميداني بتوزيع 1500 استبياناً خاصا بالدراسة على عينة عشوائية متيسرة من الموظفين الإماراتيين العاملين في مختلف الإمارات السبع في الدولة وتم استرجاع 1026 استبيانا مكتملا منها. وقد أظهرت نتائج تحليل التباين الأحادي وتحليل الانحدار المتعدد أنّ الموظفين يؤيدون عمل المرأة المواطنة خارج بيتها لكن مع وجود تخوف من أن يكون هذا العمل على حساب بيتها وأسرتها. كما أنّ الموظفين يؤيدون تولي المرأة الإماراتية مناصب إدارية وقيادية عليا في مؤسساتهم ويثقون بقدرتها على القيام بمهام هذه الوظائف. كما أظهر التحليل أن النساء الإماراتيات يفضلن العمل في وظائف تختلف عن تلك التي يفضلها لهن الرجال مع تشابه الطرفين في تفضيل عمل المرأة المواطنة في الوظائف الحكومية عموما. وقد تأثرت آراء الموظفين بعوامل رئيسية هي الجنس ومستوى التعليم ودرجة التمدن والتمسك بالقيم والعادات والتقاليد الإماراتية ودرجة المحافظه أو التحرر. وقد تمت مناقشة هذه النتائج وارتباطها بالثقافة التنظيمية وثقافة المجتمع في الإمارات العربية المتحدة.</p><p dir="RTL"> <strong><em>كلمات محورية</em></strong>: ثقافة تنظيمية، عمل المرأة، الإمارات، وظائف قيادية</p><p dir="RTL" align="right"><strong>Examining the Organizational Culture of Public and Private Sector Organizations about the Work of Emirati Women and their Appointment in Administrative and Top Leadership Positions</strong></p><p>The purpose of the present study was to examine organizational culture in the public and private sectors by exploring Emirati employees’ opinion about local women’s work and leadership capabilities. Survey was used to collect responses from a convenience sample of 1500 employees of which 1026 were completed and analyzed using SPSS. Univariate and multivariate analyses showed that employees supported women’s work outside home but with concern that such work might come on the expense of their families. Employees also supported women’s appointment in administrative and leadership top positions with confidence in their leadership capabilities. Although expressed similar opinions, men were less supportive of women and have preferred different jobs for local women with governmental jobs being marked as the most suitable for Emirati women by both genders. Those opinions were influenced by employee’s gender, education, urbanization, commitment to national values, and liberalism. These findings have been discussed in relationship with organizational culture and culture of the society. <strong><em></em></strong></p><p><strong><em>Keywords</em></strong>: Women Work, Emirates, Leadership, Public Sector, Private Sector, Organizational Culture</p><!--[if gte mso 9]><xml> <o:OfficeDocumentSettings> <o:AllowPNG/> </o:OfficeDocumentSettings> </xml><![endif]-->

scholarly journals Working together: Factors affecting the relationship between leadership and job satisfaction in Iranian HR departments

2021 ◽  
Vol 46 (3) ◽  
pp. 229-245
Author(s):  
Alireza Nazarian ◽  
Peter Atkinson ◽  
Pantea Foroudi ◽  
Anabela Soares
Keyword(s):  
Job Satisfaction ◽  
Organizational Culture ◽  
Structural Equation ◽  
Middle Eastern ◽  
Factors Affecting ◽  
Hrm Practices ◽  
Cultural Conditions ◽  
Team Working ◽  
Working Together ◽  
Private Sector Organizations

Implementation of human resource management (HRM) practices in Iran has been patchy and unenthusiastic despite them having been found to be beneficial in Western countries. To investigate this problem, survey data were gathered from 63 private sector organizations in Iran, producing 325 usable responses, and were analysed using structural equation modelling. Our findings unexpectedly show that transactional leadership had a similar impact on balanced organizational culture to transformational leadership. Also, no relationship was found between balanced organizational culture and team working, or between team working and job satisfaction, which contradicts previous research. We argue that, in HR departments in Iran, culturally generated attitudes towards aspects of HRM itself may produce low job satisfaction, and thus may compromise the implementation of HRM practices. We also argue that, since the cultural conditions that create these anomalies are common to other Middle Eastern and Southern Asian countries, our results can be generalized to these regions. Based on these findings, recommendations are made for practitioners.

HRM Practices & Organizational Culture Have Positive Impact : A Study of Few Selected Organisations

2017 ◽  
Vol 1 (1) ◽  
pp. 1
Author(s):  
Dr. Rachna Chaturvedi
Keyword(s):  
Organizational Culture ◽  
Significant Relationship ◽  
Positive Impact ◽  
Effective Means ◽  
Hrm Practices ◽  
The People ◽  
Economic Support ◽  
Private Sector Organizations ◽  
Status Enhancement

  HR has an important role of play in Organisational Culture, as it is the people who work for the organization, who embrace and develop a particular culture within the organization, any desired changes to the culture of the organization has been made through the people and by the people. HR provides the organization with effective means of facilitating an organizational culture. The present study focuses on the positive significant relationship between HRM practices and organizational culture in few private sector organizations. There is a positive significant relationship between HRM practices and variables of organizational culture operationalised in terms of self-realization, status enhancement, inventive values and social economic support.

scholarly journals THE MEDIATING ROLE OF CORPORATE ENTREPRENEURSHIP FOR EXTERNAL ENVIRONMENT EFFECTS ON PERFORMANCE

2013 ◽  
Vol 14 (Supplement_1) ◽  
pp. S328-S357 ◽  
Author(s):  
Claudine Kearney ◽  
Robert D. Hisrich ◽  
Bostjan Antoncic
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
Organizational Performance ◽  
External Environment ◽  
Corporate Entrepreneurship ◽  
The United States ◽  
Mediating Effect ◽  
Integrative Model ◽  
The Public ◽  
Private Sector Organizations

A model is proposed that tests the antecedents and the mediating effect of corporate entrepreneurship on the external environment-performance relationship within private and public sector organizations. Hypotheses were tested using data from a sample of chief executive officers in 51 private sector organizations in the United States, 141 private sector organizations in Slovenia and 134 public sector state and semi-state enterprises in Ireland. Data was analyzed using hierarchical regression analysis. The results show that dynamism and munificence effects on performance are mediated by an organization's corporate entrepreneurship in the private sector and munificence effects on performance are mediated by an organization's renewal in the public sector and that renewal must be in place to maximize the effect of munificence on performance. The results support a model that incorporates an extensive and diverse literature into a single model and helps illuminate similarities and differences of corporate entrepreneurship between the private sector and the public sector. The study shows that an integrative model and the interplay among the constructs yields new insights unavailable to single and focused approaches. It offers new insights about corporate entrepreneurship, not only as a discrete pursuit, but also as a construct that shapes and extends organizational performance.

scholarly journals Impact of the efficiency wage on the motivation of employees within companies

2022 ◽  
Vol 9 (1) ◽  
pp. 41-47
Author(s):  
Farid Khemissi ◽  
◽  
Taha Chebbi ◽  
Keyword(s):  
Private Sector ◽  
Positive Impact ◽  
Job Security ◽  
Efficiency Wage ◽  
Research Project ◽  
Private Sector Organizations

The aim of this paper is to examine the factors that would influence the motivation and preservation of employees in private sector organizations. In this research, we will seek to determine the nature and extent of salary impact by efficiency to stimulate employees. This research project is one of the new topics that some researchers have started in recent years. The novelty of this topic consists in the inclusion of the factor of the efficiency salary. This factor is likely to have a positive impact on attracting, motivating, and retaining talent. Some of the factors already known for their impact on the motivation of competencies such as training, job security, and material and moral incentives will be adopted. It is assumed that the results of this research will have a positive impact on the motivation and preservation of employees.

scholarly journals Better leadership, higher work engagement? Comparative study on Finnish and Russian private sector employees

2018 ◽  
Vol 38 (11/12) ◽  
pp. 922-943 ◽  
Author(s):  
Tiina Saari ◽  
Harri Melin ◽  
Evgeniya Balabanova ◽  
Azer Efendiev
Keyword(s):  
Private Sector ◽  
Work Engagement ◽  
Binary Logistic Regression ◽  
Equal Treatment ◽  
Binary Logistic Regression Analysis ◽  
Full Time ◽  
Content Type ◽  
Leadership Quality ◽  
Level Of Satisfaction ◽  
Private Sector Organizations

Purpose This paper focuses on the relationship between leadership and work engagement (WE) in Finnish and Russian private sector organizations. The purpose of this paper is to analyze how Finland and Russia differ in the level of WE; in the level of satisfaction with leadership and in specific components of leadership as most important antecedents for WE. Design/methodology/approach The empirical analysis of this study is based on survey data collected in Finland and Russia. The analysis focuses on 1,570 Finnish and 490 Russian private sector, full-time employees with permanent contracts, who have no managerial responsibilities. The data are analyzed using descriptive methods and binary logistic regression analysis. Findings The results show, first, that both satisfaction of leadership and WE are higher in Finland than in Russia. Second, WE in Finland is facilitated by nearly all components of leadership – both materialistic- and relationship-based – while in Russia WE is predicted by rewarding good performers and such relationship-based practices as feedback, delegating responsibility, discussing work matters, and building trust. Contrary to the hypothesis, such materialistic-based components as providing equal treatment turned out to be insignificant for WE in Russia. Practical implications Organizations should invest in leadership quality to enhance WE and thus, to get a competitive advantage. Originality/value This study adds to the limited comparative research on WE and its predictors.

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