Pub Date : 2021-02-15DOI: 10.1108/DLO-08-2020-0180
Stephanie K. Douglas
Purpose This paper examines the role of human capital management strategy in shaping organizational resilience. Resilient organizations thrive in uncertain and adverse conditions. The organization’s capacity for resilience can be developed through human capital management strategies that are focused on employee capabilities, training, and development. When individual capabilities and resilience are developed, those can be aggregated at an organizational level to develop the capacity in an organization for resilience. Design/methodology/approach A review of relevant studies and literature was conducted to develop strategies and insight into developing the human capital of an organization to support organizational resilience. Findings Supporting individual capability development and resilience builds the organization’s capacity for resilience. By shifting human capital management strategies to building capabilities and then skills, organizations develop individual resilience and then organizational resilience. The implications of how to build such human capital management strategies are presented. Originality/value This paper provides support and guidelines for building individual capability and resilience to enhance an organization’s resilience.
{"title":"Building organizational resilience through human capital management strategy","authors":"Stephanie K. Douglas","doi":"10.1108/DLO-08-2020-0180","DOIUrl":"https://doi.org/10.1108/DLO-08-2020-0180","url":null,"abstract":"\u0000Purpose\u0000This paper examines the role of human capital management strategy in shaping organizational resilience. Resilient organizations thrive in uncertain and adverse conditions. The organization’s capacity for resilience can be developed through human capital management strategies that are focused on employee capabilities, training, and development. When individual capabilities and resilience are developed, those can be aggregated at an organizational level to develop the capacity in an organization for resilience.\u0000\u0000\u0000Design/methodology/approach\u0000A review of relevant studies and literature was conducted to develop strategies and insight into developing the human capital of an organization to support organizational resilience.\u0000\u0000\u0000Findings\u0000Supporting individual capability development and resilience builds the organization’s capacity for resilience. By shifting human capital management strategies to building capabilities and then skills, organizations develop individual resilience and then organizational resilience. The implications of how to build such human capital management strategies are presented.\u0000\u0000\u0000Originality/value\u0000This paper provides support and guidelines for building individual capability and resilience to enhance an organization’s resilience.\u0000","PeriodicalId":39753,"journal":{"name":"Development and Learning in Organizations","volume":"115 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2021-02-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"88305747","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-02-02DOI: 10.1108/DLO-12-2020-0253
Svenja Richter, S. Kauffeld, Timo Kortsch
Purpose The study explored whether and how satisfaction with and the perceived utility of the formal training positively influenced subsequent informal learning and the ways in which employee uncertainty avoidance impacted on these processes. Design/methodology/approach Employees of an automotive company in six countries were asked to complete two surveys following formal training, the first 7-12 days after the training and the second 5-7 weeks later. Findings Results showed a spillover effect when employees were satisfied with formal training and this was associated with enhanced informal learning. No effects from utility of training were found. Uncertainty avoidance was an important factor for both formal and informal learning. Research limitations/implications It is not clear whether or not there may be differences between those employees who responded and those who did not. Future replication could address this issue. Practical implications This research should help the automotive industry cope with the challenges of the future through targeted personnel development. Originality/value So far as the authors are aware, this is the first longitudinal study to investigate the formal-informal learning interaction and to introduce reflection as a mediator. It also provides evidence that uncertainty avoidance is an important factor in formal and informal learning in a globalized context.
{"title":"Understanding learning spillover","authors":"Svenja Richter, S. Kauffeld, Timo Kortsch","doi":"10.1108/DLO-12-2020-0253","DOIUrl":"https://doi.org/10.1108/DLO-12-2020-0253","url":null,"abstract":"\u0000Purpose\u0000The study explored whether and how satisfaction with and the perceived utility of the formal training positively influenced subsequent informal learning and the ways in which employee uncertainty avoidance impacted on these processes.\u0000\u0000\u0000Design/methodology/approach\u0000Employees of an automotive company in six countries were asked to complete two surveys following formal training, the first 7-12 days after the training and the second 5-7 weeks later.\u0000\u0000\u0000Findings\u0000Results showed a spillover effect when employees were satisfied with formal training and this was associated with enhanced informal learning. No effects from utility of training were found. Uncertainty avoidance was an important factor for both formal and informal learning.\u0000\u0000\u0000Research limitations/implications\u0000It is not clear whether or not there may be differences between those employees who responded and those who did not. Future replication could address this issue.\u0000\u0000\u0000Practical implications\u0000This research should help the automotive industry cope with the challenges of the future through targeted personnel development.\u0000\u0000\u0000Originality/value\u0000So far as the authors are aware, this is the first longitudinal study to investigate the formal-informal learning interaction and to introduce reflection as a mediator. It also provides evidence that uncertainty avoidance is an important factor in formal and informal learning in a globalized context.\u0000","PeriodicalId":39753,"journal":{"name":"Development and Learning in Organizations","volume":"5 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2021-02-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"87046620","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-01-26DOI: 10.1108/DLO-10-2020-0209
J. Marques
Purpose To encourage those who feel victimized by the tendency of “othering” or being part of an “outgroup” in any organization, in perceiving this reality from a more constructive angle. Design/methodology/approach A reflective viewpoint, supported by observations, conversations, and readings. Findings Othering exists, but it is a perspective that we can choose as a source of oppression or growth. Practical implications Considering the five ideas in this article can assist readers in becoming more resilient and positive members of their work- and other environments. Social implications As more people decide to rethink othering, the ridiculousness of the entire tendency may get deposed, and othering may become an obsolete behavioral pattern. Originality/value Presenting five ideas pertaining to performance excellence, making a constructive difference, keeping a mindset of elevating rather than defeating perspectives, maintaining dignity, and moving to new horizons. Through these five ideas, the author proposes a constructive perspective to a trend that is usually considered discriminatory and subjugating.
{"title":"A different outlook on othering","authors":"J. Marques","doi":"10.1108/DLO-10-2020-0209","DOIUrl":"https://doi.org/10.1108/DLO-10-2020-0209","url":null,"abstract":"\u0000Purpose\u0000To encourage those who feel victimized by the tendency of “othering” or being part of an “outgroup” in any organization, in perceiving this reality from a more constructive angle.\u0000\u0000\u0000Design/methodology/approach\u0000A reflective viewpoint, supported by observations, conversations, and readings.\u0000\u0000\u0000Findings\u0000Othering exists, but it is a perspective that we can choose as a source of oppression or growth.\u0000\u0000\u0000Practical implications\u0000Considering the five ideas in this article can assist readers in becoming more resilient and positive members of their work- and other environments.\u0000\u0000\u0000Social implications\u0000As more people decide to rethink othering, the ridiculousness of the entire tendency may get deposed, and othering may become an obsolete behavioral pattern.\u0000\u0000\u0000Originality/value\u0000Presenting five ideas pertaining to performance excellence, making a constructive difference, keeping a mindset of elevating rather than defeating perspectives, maintaining dignity, and moving to new horizons. Through these five ideas, the author proposes a constructive perspective to a trend that is usually considered discriminatory and subjugating.\u0000","PeriodicalId":39753,"journal":{"name":"Development and Learning in Organizations","volume":"37 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2021-01-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"91197445","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-01-26DOI: 10.1108/DLO-12-2020-0255
Anu Järvensivu
Purpose The purpose of this research is to explore the career development and workplace learning of Finnish multiple jobholders who are university graduates. Design/methodology/approach 45 in-depth interviews were conducted with graduate multiple jobholders in Finland. The transcripts were analyzed by abductive content analysis using the Chaos Theory of Careers. Research participants were recruited via social media, invitations, snowball sampling and through networks. Findings Meaningful work was the attractor, the central factor in the decision to be a multiple jobholder. Interviewees attempted to adjust to future changes through their learning and choice of jobs and reported on their role as creators of future working life. Interviewees regarded organizing of their work and timetable as a core competency with their identity closely linked to their competencies and networks. Research limitations/implications The author acknowledges that the national context of Finland is unusually favorable to those becoming multiple job holders. Practical implications The identification of meaningful work as the key attractor, the intention to adapt to future contexts and the specifying of organization of work and timetabling as core competencies in multiple jobholding have clear practical implications at the national, local, organizational and individual levels. Originality/value Little has previously been known of the role of multiple jobholding as a facilitator in skill development and limited knowledge of how the various jobs combine into one portfolio. Previous studies have focused on individuals who take a second job to earn more money. Elite multiple jobholding has attracted little research attention yet seems to have an important role in achieving changes in society.
{"title":"Multiple jobholders and workplace learning","authors":"Anu Järvensivu","doi":"10.1108/DLO-12-2020-0255","DOIUrl":"https://doi.org/10.1108/DLO-12-2020-0255","url":null,"abstract":"\u0000Purpose\u0000The purpose of this research is to explore the career development and workplace learning of Finnish multiple jobholders who are university graduates.\u0000\u0000\u0000Design/methodology/approach\u000045 in-depth interviews were conducted with graduate multiple jobholders in Finland. The transcripts were analyzed by abductive content analysis using the Chaos Theory of Careers. Research participants were recruited via social media, invitations, snowball sampling and through networks.\u0000\u0000\u0000Findings\u0000Meaningful work was the attractor, the central factor in the decision to be a multiple jobholder. Interviewees attempted to adjust to future changes through their learning and choice of jobs and reported on their role as creators of future working life. Interviewees regarded organizing of their work and timetable as a core competency with their identity closely linked to their competencies and networks.\u0000\u0000\u0000Research limitations/implications\u0000The author acknowledges that the national context of Finland is unusually favorable to those becoming multiple job holders.\u0000\u0000\u0000Practical implications\u0000The identification of meaningful work as the key attractor, the intention to adapt to future contexts and the specifying of organization of work and timetabling as core competencies in multiple jobholding have clear practical implications at the national, local, organizational and individual levels.\u0000\u0000\u0000Originality/value\u0000Little has previously been known of the role of multiple jobholding as a facilitator in skill development and limited knowledge of how the various jobs combine into one portfolio. Previous studies have focused on individuals who take a second job to earn more money. Elite multiple jobholding has attracted little research attention yet seems to have an important role in achieving changes in society.\u0000","PeriodicalId":39753,"journal":{"name":"Development and Learning in Organizations","volume":"12 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2021-01-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"83531161","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-01-26DOI: 10.1108/DLO-12-2020-0252
J. Karlsen, Parinaz Farid, T. Torvatn
Purpose The purpose of the research was to investigate which management roles were adopted in this merger process and to look at project management skills and competencies and how they may influence the management roles in practice. Design/methodology/approach This is a qualitative case study design relating to the merger of two municipalities in Norway, one of which was much larger than the other. Data was gathered from semi-structured interviews in addition to reading relevant documentation. Findings In diminishing order of importance the management roles were entrepreneur, leader, spokesman, monitor, liaison, resource allocator. Research limitations/implications While the research was carried out with the intention of making it replicable, the authors acknowledge that different researchers, with different participants on different occasions may show differences in the results. Practical implications This study suggests that particular attention and practical decisions are needed to support public sector project managers in gaining the technical skills of project work. Another practical implication of this study is the importance of interpersonal skills, leadership experience and informal authority in public sector change management projects. Originality/value This paper has originality in that there is little previous data on how public project managers exercise their management roles in parallel in an organizational change project. It has value in that previous research indicates a disappointing outcome for many change projects but not how better outcomes may best be sought by public project change managers.
{"title":"Project managers’ roles","authors":"J. Karlsen, Parinaz Farid, T. Torvatn","doi":"10.1108/DLO-12-2020-0252","DOIUrl":"https://doi.org/10.1108/DLO-12-2020-0252","url":null,"abstract":"\u0000Purpose\u0000The purpose of the research was to investigate which management roles were adopted in this merger process and to look at project management skills and competencies and how they may influence the management roles in practice.\u0000\u0000\u0000Design/methodology/approach\u0000This is a qualitative case study design relating to the merger of two municipalities in Norway, one of which was much larger than the other. Data was gathered from semi-structured interviews in addition to reading relevant documentation.\u0000\u0000\u0000Findings\u0000In diminishing order of importance the management roles were entrepreneur, leader, spokesman, monitor, liaison, resource allocator.\u0000\u0000\u0000Research limitations/implications\u0000While the research was carried out with the intention of making it replicable, the authors acknowledge that different researchers, with different participants on different occasions may show differences in the results.\u0000\u0000\u0000Practical implications\u0000This study suggests that particular attention and practical decisions are needed to support public sector project managers in gaining the technical skills of project work. Another practical implication of this study is the importance of interpersonal skills, leadership experience and informal authority in public sector change management projects.\u0000\u0000\u0000Originality/value\u0000This paper has originality in that there is little previous data on how public project managers exercise their management roles in parallel in an organizational change project. It has value in that previous research indicates a disappointing outcome for many change projects but not how better outcomes may best be sought by public project change managers.\u0000","PeriodicalId":39753,"journal":{"name":"Development and Learning in Organizations","volume":"9 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2021-01-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"85270051","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-01-18DOI: 10.1108/DLO-11-2020-0228
Juliana D. Lilly
Purpose This paper discusses how peer pressure works and how to use it in a positive way to encourage employees to behave in ways that are beneficial to the organization. Design/methodology/approach This viewpoint is prepared by an independent writer offering practical suggestions to improve employee compliance by applying academic theory. Findings Organizations can create positive peer pressure through institutionalized socialization tactics that set clear expectations for behavior. These expectations become ingrained in culture leading to employees acting as “enforcers” of cultural values. Originality/value This article saves executives and researchers hours of reading time by presenting decades of research in a condensed and easy-to-read format.
{"title":"The positive side of peer pressure: employees as “enforcers” of positive cultural values","authors":"Juliana D. Lilly","doi":"10.1108/DLO-11-2020-0228","DOIUrl":"https://doi.org/10.1108/DLO-11-2020-0228","url":null,"abstract":"\u0000Purpose\u0000This paper discusses how peer pressure works and how to use it in a positive way to encourage employees to behave in ways that are beneficial to the organization.\u0000\u0000\u0000Design/methodology/approach\u0000This viewpoint is prepared by an independent writer offering practical suggestions to improve employee compliance by applying academic theory.\u0000\u0000\u0000Findings\u0000Organizations can create positive peer pressure through institutionalized socialization tactics that set clear expectations for behavior. These expectations become ingrained in culture leading to employees acting as “enforcers” of cultural values.\u0000\u0000\u0000Originality/value\u0000This article saves executives and researchers hours of reading time by presenting decades of research in a condensed and easy-to-read format.\u0000","PeriodicalId":39753,"journal":{"name":"Development and Learning in Organizations","volume":"95 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2021-01-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"80431890","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-01-06DOI: 10.1108/dlo-10-2019-0254
R. Dixit, V. Sinha
The purpose of this case study is to highlight the role of feedforward as a potential tool for managers in encouraging coworkers and subordinates to excel at their workplace performance.,Insights were captured through real-time observations made during three feedforward sessions conducted at regular intervals during the course of a six-month training intervention. Semi-structured interviews were also conducted with participants to gather individual perspectives.,The findings of the study showed positive results in feedforward as a mechanism to strengthen employee performance at the workplace. Participants also reported deeper involvement in the feedforward process as compared to the conventional feedback method.,The study has wider practical implications in the corporate world, as it provides managers with a practical tool to mentor subordinates and coworkers toward on-the-job performance. Feedforward is easy to apply and forward-looking in its approach.,Feedforward has applications in corporate environments as well as families, associations, and academic institutions. It offers immense value by fostering a climate of social support and mutual co-operation.,The feedforward exercise mentioned in the study is relevant on account of its applicability in various organizations across industries. It provides managers with an opportunity to receive and share insightful suggestions with coworkers in an open and transparent environment.
{"title":"Is feedforward the way forward? A case of managers in a manufacturing firm","authors":"R. Dixit, V. Sinha","doi":"10.1108/dlo-10-2019-0254","DOIUrl":"https://doi.org/10.1108/dlo-10-2019-0254","url":null,"abstract":"The purpose of this case study is to highlight the role of feedforward as a potential tool for managers in encouraging coworkers and subordinates to excel at their workplace performance.,Insights were captured through real-time observations made during three feedforward sessions conducted at regular intervals during the course of a six-month training intervention. Semi-structured interviews were also conducted with participants to gather individual perspectives.,The findings of the study showed positive results in feedforward as a mechanism to strengthen employee performance at the workplace. Participants also reported deeper involvement in the feedforward process as compared to the conventional feedback method.,The study has wider practical implications in the corporate world, as it provides managers with a practical tool to mentor subordinates and coworkers toward on-the-job performance. Feedforward is easy to apply and forward-looking in its approach.,Feedforward has applications in corporate environments as well as families, associations, and academic institutions. It offers immense value by fostering a climate of social support and mutual co-operation.,The feedforward exercise mentioned in the study is relevant on account of its applicability in various organizations across industries. It provides managers with an opportunity to receive and share insightful suggestions with coworkers in an open and transparent environment.","PeriodicalId":39753,"journal":{"name":"Development and Learning in Organizations","volume":"16 1","pages":"7-10"},"PeriodicalIF":0.0,"publicationDate":"2021-01-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"73982358","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-01-06DOI: 10.1108/dlo-10-2020-0204
Paul Lyons, Randall P. Bandura
Purpose The purpose of this viewpoint is to examine employee turnover intention to include how it manifests itself, aspects of the work environment or perceptions that tend to drive the behavior, and the turnover intentions that management has difficulty thwarting. We offer some suggestions for managers and supervisors to use to influence talented employees to remain on the job. Design/methodology/approach The approach was to review relevant empirical research and opinion articles for the period 2005 to the present that addressed the topic of turnover intention and to summarize findings that had particular relevance for practicing managers and supervisors. Findings Findings made clear that sound, proven management practices could have a substantial influence on retaining quality employees. The focal areas are: engaged employees who typically are high performers and who possess job satisfaction, and universal psychological needs. Proactively attending (for example: providing timely, frequent, feedback on performance) per these two domains can assist managers to retain employees. Practical implications There are many initiatives a manager or supervisor may take to assist employees to want to remain with an organization. Many of these initiatives have little to do with major policy issues, compensation, or other financial matters. Often, poor management practices are the drivers of turnover intention. Originality/value The value of this article is that it provides a practical view of the dynamics or turnover intention. And, grounded on empirical study of the concept, we provide some avenues for management to attend to in order to assist employees find satisfying work arrangements.
{"title":"Turnover intention: management behaviors to help retain talented employees","authors":"Paul Lyons, Randall P. Bandura","doi":"10.1108/dlo-10-2020-0204","DOIUrl":"https://doi.org/10.1108/dlo-10-2020-0204","url":null,"abstract":"\u0000Purpose\u0000The purpose of this viewpoint is to examine employee turnover intention to include how it manifests itself, aspects of the work environment or perceptions that tend to drive the behavior, and the turnover intentions that management has difficulty thwarting. We offer some suggestions for managers and supervisors to use to influence talented employees to remain on the job.\u0000\u0000\u0000Design/methodology/approach\u0000The approach was to review relevant empirical research and opinion articles for the period 2005 to the present that addressed the topic of turnover intention and to summarize findings that had particular relevance for practicing managers and supervisors.\u0000\u0000\u0000Findings\u0000Findings made clear that sound, proven management practices could have a substantial influence on retaining quality employees. The focal areas are: engaged employees who typically are high performers and who possess job satisfaction, and universal psychological needs. Proactively attending (for example: providing timely, frequent, feedback on performance) per these two domains can assist managers to retain employees.\u0000\u0000\u0000Practical implications\u0000There are many initiatives a manager or supervisor may take to assist employees to want to remain with an organization. Many of these initiatives have little to do with major policy issues, compensation, or other financial matters. Often, poor management practices are the drivers of turnover intention.\u0000\u0000\u0000Originality/value\u0000The value of this article is that it provides a practical view of the dynamics or turnover intention. And, grounded on empirical study of the concept, we provide some avenues for management to attend to in order to assist employees find satisfying work arrangements.\u0000","PeriodicalId":39753,"journal":{"name":"Development and Learning in Organizations","volume":"6 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2021-01-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"88807194","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-01-04DOI: 10.1108/dlo-08-2020-0179
Swaminathan Mani, Mridula Mishra
Purpose To provide an alternative, neuroscience perspective to enhance employee engagement in companies. Design/methodology/approach The authors have undertaken extensive literature review to identify the key neurotransmitters that enhances employee motivation. The paper list four neurochemicals - DOSE (Dopamine, Oxytocin, Serotonin and Endorphins) are called “angel chemicals” that enhance the overall well-being of people. The characteristics of these neurochemicals and their impact on employee engagement are discussed briefly in the paper. Care has been taken to ensure the language used in the paper is not medical terminologies but what is widely used in the business world - to make it relevant for HR managers and leaders in the Industry. Findings Dopamine (Mood elevator that enhances happiness and is associated with memory, learning, planning and productivity), Oxytocin (that enhances bonding, trust and empathy), Serotonin (that helps maintain emotional balance and enhances well-being) and Endorphins (boosts self-esteem and reduces anxiety) are all known to enhance productivity, improve collaboration, increase prosocial behavior, reduce stress and boost the overall well-being of the employees. These concepts are both the necessary goldilocks conditions and celebrated output of having highly engaged workforce. Many of the triggers for synthesizing DOSE in the body needs small modifications in the office environment and cost-effective interventions as shared in the paper. Companies have spent several hundred billion dollars on employee engagement initiatives with limited success. HR leaders now have an alternative, neuroscience perspective to consider as part of their overall employee engagement strategy. Originality/value This paper provides insights into this important concept of employee engagement from a neuroscience perspective. Leveraging DOSE to enhance employee engagement is a new concept that HR managers now can use to augment their employee engagement interventions to enhance the teams’ morale.
{"title":"Are your employees getting their daily dose of DOSE? – A neuroscience perspective to enhance employee engagement","authors":"Swaminathan Mani, Mridula Mishra","doi":"10.1108/dlo-08-2020-0179","DOIUrl":"https://doi.org/10.1108/dlo-08-2020-0179","url":null,"abstract":"\u0000Purpose\u0000To provide an alternative, neuroscience perspective to enhance employee engagement in companies.\u0000\u0000\u0000Design/methodology/approach\u0000The authors have undertaken extensive literature review to identify the key neurotransmitters that enhances employee motivation. The paper list four neurochemicals - DOSE (Dopamine, Oxytocin, Serotonin and Endorphins) are called “angel chemicals” that enhance the overall well-being of people. The characteristics of these neurochemicals and their impact on employee engagement are discussed briefly in the paper. Care has been taken to ensure the language used in the paper is not medical terminologies but what is widely used in the business world - to make it relevant for HR managers and leaders in the Industry.\u0000\u0000\u0000Findings\u0000Dopamine (Mood elevator that enhances happiness and is associated with memory, learning, planning and productivity), Oxytocin (that enhances bonding, trust and empathy), Serotonin (that helps maintain emotional balance and enhances well-being) and Endorphins (boosts self-esteem and reduces anxiety) are all known to enhance productivity, improve collaboration, increase prosocial behavior, reduce stress and boost the overall well-being of the employees. These concepts are both the necessary goldilocks conditions and celebrated output of having highly engaged workforce. Many of the triggers for synthesizing DOSE in the body needs small modifications in the office environment and cost-effective interventions as shared in the paper. Companies have spent several hundred billion dollars on employee engagement initiatives with limited success. HR leaders now have an alternative, neuroscience perspective to consider as part of their overall employee engagement strategy.\u0000\u0000\u0000Originality/value\u0000This paper provides insights into this important concept of employee engagement from a neuroscience perspective. Leveraging DOSE to enhance employee engagement is a new concept that HR managers now can use to augment their employee engagement interventions to enhance the teams’ morale.\u0000","PeriodicalId":39753,"journal":{"name":"Development and Learning in Organizations","volume":"46 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2021-01-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"80326698","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-01-04DOI: 10.1108/dlo-11-2020-0220
J. Federman
The purpose of this study is to understand how regulatory focus influences informal learning behaviors. A growing body of research indicates that regulatory focus has significant consequences for goal pursuit in the workplace, yet it has not been readily studied or applied to the field of human resource management (Johnson et al., 2015). This is one of the few studies to examine the relationship between informal learning and regulatory focus theory that can be applied to the training and development field.,Using a qualitative research design, a semi-structured interview was used to increase the comparability of participant responses. Questions were asked in an open-ended manner, allowing for a structured approach for collecting information yet providing flexibility for the sake of gaining more in-depth responses. An interview guideline was used to standardize the questions and ensure similar kinds of information were obtained across participants. A typological analytic approach (Lincoln and Guba, 1985) was used to analyze the data.,In a sample of 16 working adults, (44% female and 56% male), participants who were identified as having either a promotion- or prevention-focus orientation were interviewed about types of informal learning strategies they used. The results revealed that performance success and failure have differential effects on learning behaviors for prevention and promotion-focus systems. Stress and errors motivate informal learning for the prevention-focus system, whereas positive affect motivates informal learning for the promotion-focus system. Prevention-focus participants articulated greater use of vicarious learning, reflective thinking and feedback-seeking as methods of informal learning. Promotion-focus participants articulated greater use of experimentation methods of informal learning.,This study provides an in-depth understanding of how regulatory focus influences informal learning. Few studies have considered how regulatory focus promotes distinct strategies and inclinations toward using informal learning. Performance success and failure have differential effects on informal learning behaviors for regulatory promotion and prevention systems. This has theoretical and practical implications in consideration of why employees engage in informal learning, and the tactics and strategies they use for learning.
本研究的目的是了解监管焦点如何影响非正式学习行为。越来越多的研究表明，监管焦点对工作场所的目标追求具有重要影响，但尚未被轻易研究或应用于人力资源管理领域(Johnson et al.， 2015)。这是少数研究非正式学习和监管焦点理论之间关系的研究之一，可以应用于培训和发展领域。采用定性研究设计，采用半结构化访谈来增加参与者回答的可比性。问题是以不限成员名额的方式提出的，既允许采用有组织的方法收集资料，又提供灵活性，以便获得更深入的答复。访谈指南用于标准化问题，并确保在参与者中获得类似的信息。使用类型学分析方法(Lincoln and Guba, 1985)分析数据。在16名在职成年人的样本中(44%为女性，56%为男性)，被确定为以促进或预防为重点的参与者接受了关于他们使用的非正式学习策略类型的采访。结果表明，绩效成功和失败对预防和促进重点系统的学习行为有不同的影响。压力和错误对预防导向系统的非正式学习有激励作用，而积极情绪对促进导向系统的非正式学习有激励作用。以预防为重点的参与者将更多地使用替代学习、反思性思维和寻求反馈作为非正式学习方法。以促进为重点的参与者阐明了更多地使用非正式学习的实验方法。本研究提供了对监管焦点如何影响非正式学习的深入理解。很少有研究考虑监管焦点如何促进不同的策略和使用非正式学习的倾向。绩效成功和失败对监管促进和预防系统的非正式学习行为有不同的影响。这在考虑员工参与非正式学习的原因以及他们使用的学习策略和策略方面具有理论和实践意义。
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