The Adoption and Implementation of High-Performance Work System in Subsidiaries of Japanese Multinational Companies in Vietnam: a Qualitative Study
Huy Phuong TRAN, Thi Ngoc Quynh DINH, The Kien NGUYEN3
Knowing When and How to Trust Superiors’ Decisions: Toward a Conceptual Model of Subordinate Managers’ Behavior
Emil KOTSEV
Employee Participation in the Decision- Making Process and Organizational Citizenship Behavior: The Mediating Role of Affective Commitment
Emil KNEZOVIĆ, Hamza SMAJIĆ
Predicting HR Professionals’ Adoption of HR Analytics: An Extension of UTAUT Model
Susmita EKKA, Punam SINGH
Employee’s Competence Profile for Adaptive Organization Management
Ekaterina S. MOROZEVICH
The Reshetnev Siberian State University of Science and Technology, the Department of Standardization and Quality Control of Products, Krasnoyarsk, Russia
Yevgeniya A. KUZNETSOVA
The Reshetnev Siberian State University of Science and Technology, the Research Management Department, Krasnoyarsk, Russia
Anna S. KUBRIKOVA
Institute of Social Engineering Reshetnev Siberian State University of Science and Technology, the Department of Law, Krasnoyarsk, Russia
Nataliya S. LIVAK
Institute of Social Engineering Reshetnev Siberian State University of Science and Technology, the Department of Psychology and Pedagogy, Krasnoyarsk, Russia; The Reshetnev Siberian State University of Science and Technology, the Social and Psychological center “Insight”, Krasnoyarsk, Russia
Alexander I. MAKAROV
The Reshetnev Siberian State University of Science and Technology, the Department of Standardization and Quality Control of Products, Krasnoyarsk, Russia
Background/Purpose: Employees with their knowledge, skills and values are a connecting link between the deep organizational transformations and new technologies. In this regard, the human resource management system needs new approaches and tools for the diagnostics, training and personnel development based on the synchronization of the organization and the employee’s values. The study aim is to develop a comprehensive methodology for building an employee’s soft skills profile in order to form personalized educational trajectory and an adaptive management system creation. Methodology: An approach to the soft skills profile’s formation through broadcasting of the description of personality’s behavioral indicators into actual supra-professional competencies is considered. Modeling and automation of the employee profile’s soft skills was carried out. Statistical observation and empirical confirmation were used to evaluate the developed methodology. 115 respondents from different fields of science and technology from Reshetnev University took part in the diagnostic. Results: The results show that the proposed complex automated personality diagnostics is valid. And it allows you to visualize the soft skills profile, determine the level of competencies’ expression and identify the directions of the employee’s individual development. Conclusion: The study offers a comprehensive integrated methodology which allows you to assess the formation level of representatives’ soft skills of various fields of activity. This development can be used both in the educational environment to form an education ecosystem in accordance with the requirements of the innovative economy development and in the enterprise management system to increase the production potential of both employees themselves and enterprises.
Keywords: Soft skills; Employee competency profile, Education and development, Human resource management
Background/Purpose: Entrepreneurial education can have a positive effect on entrepreneurial intention of university students, yet universities in Jordan still do not direct their attention to invest in Entrepreneurial education. This study aims to investigate the effect of entrepreneurial education and Culture on entrepreneurial intention through psychological empowerment of university students. Methodology: A questionnaire was distributed to a sample of 220 university students in Jordan who take any course in entrepreneurship. Data were analysed and hypotheses were tested through Structural Equation Modelling (SEM) using Statistical Package for Social Sciences (SPSS). Results: The analysis of the study showed that; entrepreneurial education has a significant influence on psychological empowerment, psychological empowerment has a significant influence on entrepreneurial intentions, culture has a significant influence on psychological empowerment, entrepreneurial education has a significant influence on entrepreneurial intention and culture has a significant influence on entrepreneurial intention. The results of the study answer the calls of previous research to examine the role of culture and psychological empowerment in entrepreneurial education to affect entrepreneurial intention. Conclusion: Universities in Jordan should focus more on entrepreneurial education by psychologically empowering students to increase their intentions towards entrepreneurship. This study contributes to the existing literature by providing a better understanding of the relationship between entrepreneurial education and entrepreneurial intention through culture and psychological empowerment.
Background/Purpose: Managing human resource in foreign subsidiaries of Multinational Companies (MNCs) has been a challenging task due to the cultural diversity. High Performance Work System (HPWS) has been adopted by headquarters of MNCs in their subsidiaries as a form of control. The current research aims to explore the adoption and implementation of HPWS in subsidiaries of Japanese MNCs in Vietnam. Design/Methodology/Approach: A qualitative research design was conducted with data collected from semi-structured in-depth interviews with 33 managers working in 11 subsidiaries of Japanese MNC in Vietnam. Content analysis was used to analyze the data. Results: The results suggested that although HPWS was not fully implemented in these establishments, ability enhancing, motivation enhancing and opportunity enhancing bundle of HPWS were adopted to a varying extent. In addition, HPWS was adopted as a reactive response rather than a strategic choice. Finally, cost-benefit consideration may provide explanation for the non-systematic implementation of HPWS in affiliations of Japanese MNCs in Vietnam. Conclusion: The research provides some evidences to support the best-fit approach to HPWS adoption and implementation. Although HPWS has the potential to improve organizational performance, it must be internally aligned with the context of the organization.
Keywords: High performance work system, Adoption, Implementation, Subsidiaries, Japanese multinational companies, Vietnam
Background/Purpose: The study explores subordinate managers’ propensity to trust superiors’ decisions. Its purpose is twofold: first, to provide lower-level managers with a tool to know when and how to trust superiors’ decisions for a better organizational performance, and second, to lay the foundations for the development of a conceptual model of subordinate managers’ behavior. Methods: The research philosophy adopts an inductive content analysis perspective. A mixed-methods research design is applied, using both qualitative and quantitative approaches. Data is collected through questionnaire, focus groups, interviews, and literature review. A total number of 219 managers from eight Bulgarian business organizations filled the questionnaire and 92 of them participated in group discussions and interviews. Results: The majority of the managers surveyed tend to trust their immediate superiors. As a result of group discussions, the main advantages and disadvantages of managers with opposing attitudes toward trust are identified. A decision tree model of subordinate manager’s appropriate behaviors is proposed. Conclusion: Inferior managers can have an active role in managing trust in their superiors’ decisions. Several situational factors, including superior’s competence and integrity, and organizational culture, determine the degree of trust that the subordinate manager should observe concerning the decisions and requests of the immediate superior.
Background/Purpose: The purpose of this article is to examine the relationship between employee participation in the decision-making process (EPDMP) and organizational citizenship behavior (OCB) while considering the mediating role of affective commitment (AC). Methods: The article is based on primary cross-sectional data collected using questionnaires and applying a convenience sampling method among employees in Bosnia and Herzegovina (B&H). The sample consists of 302 employees from 127 companies across multiple industries. Results: First, there is a positive relationship between EPDMP and two dimensions of OCB – organizational citizenship behavior directed at individuals (OCBI) and organizational citizenship behavior directed at the organization (OCBO). Second, the findings suggest that AC mediates the relationship between EPDMP and OCBI and OCBO. Furthermore, OCBI is found to mediate the relationship between AC and OCBO. Conclusion: This article extends the literature by introducing the mediating role of AC in the relationship between EPDM and two dimensions of OCB and the mediating role of OCBI in the relationship between AC and OCBO.
Keywords: Employee participation in the decision-making process, Affective commitment, Organizational citizenship behavior, Bosnia and Herzegovina
Background/Purpose: To scale up HR innovation with HR technology, organizations worldwide are putting effort into adopting HR Analytics (HRA) among HR professionals and the actual use of HRA for organizational decision-making. This study aims to explore the behavioral intention to use HRA from the perspective of HR professionals by using UTAUT.
Methodology: Partial least squares structural equation modeling (PLS-SEM) was employed to validate the model based on data collected via a survey from 270 HR professionals in India. Results: The result revealed a significant positive impact of performance expectancy, effort expectancy, social influence, and facilitating condition on behavioral intention to use HRA. However, organization culture negatively moderates the relationship between HRA adoption intention and adoption behavior. The establishment of organizational culture as a moderator in Indian organizations is unique. Conclusion: The study extends the explanatory context of UTAUT and provides feasibility for the organizations to guide HR professionals to adopt HRA from multiple paths of intention and usage behavior. Managers, business leaders, and policymakers can use this finding to assist HRA adoption in their organizations.
