This study examines the Japanese equity returns and return premia by focusing on firm size- and corporate operating profitability-sorted portfolios over the period from 1990 to 2020. As a result of our explorations, this study derives the following much beneficial findings. (1) The effects of corporate operating profitability and firm size are generally continuously seen in the Japanese equity market. More specifically, (2) the size effect is much stronger in our latter half sub-period; while the operating profitability effect is similarly seen in both our former half and latter half sub-periods. Furthermore, (3) we stress that this study employs the data in US dollars, and calculates several key statistics and measures for not only our full sample period but also many different sub-periods, in which economic and business circumstances are much different. Therefore, for both Japanese and international equity investors, our findings shall be highly useful for enriching and furthering the understanding of returns and return premia of Japanese equity portfolios.
{"title":"Size and Operating Profitability Portfolio Returns and Return Premia in Japan—A Tour d’horizon","authors":"Chikashi Tsuji","doi":"10.5296/JMR.V13I2.18441","DOIUrl":"https://doi.org/10.5296/JMR.V13I2.18441","url":null,"abstract":"This study examines the Japanese equity returns and return premia by focusing on firm size- and corporate operating profitability-sorted portfolios over the period from 1990 to 2020. As a result of our explorations, this study derives the following much beneficial findings. (1) The effects of corporate operating profitability and firm size are generally continuously seen in the Japanese equity market. More specifically, (2) the size effect is much stronger in our latter half sub-period; while the operating profitability effect is similarly seen in both our former half and latter half sub-periods. Furthermore, (3) we stress that this study employs the data in US dollars, and calculates several key statistics and measures for not only our full sample period but also many different sub-periods, in which economic and business circumstances are much different. Therefore, for both Japanese and international equity investors, our findings shall be highly useful for enriching and furthering the understanding of returns and return premia of Japanese equity portfolios.","PeriodicalId":55819,"journal":{"name":"Journal of Management and Research","volume":"14 1","pages":"1"},"PeriodicalIF":0.0,"publicationDate":"2021-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"87294187","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}
This study explores how the first-year undergraduate students in School of Engineering, Kathmandu University learns their very first programming language i.e. C programming. The students were requested to response to an online questioner, where they were asked about their perception about the programming language they are learning, their motivation on learning that particular language and their strategy on preparing for the subject. Student’s concept on C programming and their approach for preparing for the exam are categorized. Our results show what kind of different strategies they use to learn this particular programming language. Additionally, the insights of this paper point that learning theory of programming and practicing programming goes hand in hand in C programming course and the focus here is on learning difficult topics which involves investigating students perceptions and conceptions of causality in relation to learning difficulties (Berglund et al., 2009). This study is intended to be helpful for future teachers and students in programming courses in Nepal.
本研究探讨了加德满都大学工程学院的一年级本科生如何学习他们的第一门编程语言，即C编程。学生们被要求回答一个在线问题，在这个问题上，他们被问及他们对正在学习的编程语言的看法，他们学习这种特定语言的动机以及他们为这门课程做准备的策略。学生对C编程的概念和他们准备考试的方法进行了分类。我们的研究结果显示了他们在学习这种特定的编程语言时使用的不同策略。此外，本文的见解指出，在C编程课程中，编程理论的学习和编程实践是齐头并进的，这里的重点是学习困难的主题，包括调查学生对与学习困难相关的因果关系的看法和概念(Berglund et al.， 2009)。本研究旨在为尼泊尔未来的程式设计课程教师和学生提供帮助。
{"title":"Inspiration, Strategies and Insight for Learning Programming Language","authors":"Gajendra Sharma, Toshika Ojha","doi":"10.5296/JMR.V13I2.17634","DOIUrl":"https://doi.org/10.5296/JMR.V13I2.17634","url":null,"abstract":"This study explores how the first-year undergraduate students in School of Engineering, Kathmandu University learns their very first programming language i.e. C programming. The students were requested to response to an online questioner, where they were asked about their perception about the programming language they are learning, their motivation on learning that particular language and their strategy on preparing for the subject. Student’s concept on C programming and their approach for preparing for the exam are categorized. Our results show what kind of different strategies they use to learn this particular programming language. Additionally, the insights of this paper point that learning theory of programming and practicing programming goes hand in hand in C programming course and the focus here is on learning difficult topics which involves investigating students perceptions and conceptions of causality in relation to learning difficulties (Berglund et al., 2009). This study is intended to be helpful for future teachers and students in programming courses in Nepal.","PeriodicalId":55819,"journal":{"name":"Journal of Management and Research","volume":"33 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2021-03-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"87932591","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}
In this paper, we discern the inclinations of recruiters and applicants towards recruitment channels. By drawing on a contextualized perspective of human resource management (HRM), we argue that a country's national institutional environment greatly influences the recruiters' choice of the recruitment channels and the applicants' attractiveness towards jobs. Using an experimental methodology (n = 200 graduate students) and by conducting in-depth interviews of 10 human resource managers, we found that a) although recruitment channels positively affect applicants' perceptions of organizational attractiveness, they have no significant impact on applicants' intentions to apply for the advertised jobs and b) even though online recruitment channels are widely believed to have a greater impact on organizational attractiveness, still recruiters in South Asia continue to prefer paperbased recruitment channels. The current study provides interesting insights into the process of recruitment by explicating that socio-cultural and economic context greatly shapes both the recruiters' and the applicants' preferences of recruitment channels.
{"title":"How Much Does the Recruitment Channel Really Matter: Recruiters’ and Applicants’ Behaviors in the South Asian Context","authors":"Q. Ali, Muhammad Fayyaz Sheikh, Bilal Latif","doi":"10.29145/JMR/81/080101","DOIUrl":"https://doi.org/10.29145/JMR/81/080101","url":null,"abstract":"In this paper, we discern the inclinations of recruiters and applicants towards recruitment channels. By drawing on a contextualized perspective of human resource management (HRM), we argue that a country's national institutional environment greatly influences the recruiters' choice of the recruitment channels and the applicants' attractiveness towards jobs. Using an experimental methodology (n = 200 graduate students) and by conducting in-depth interviews of 10 human resource managers, we found that a) although recruitment channels positively affect applicants' perceptions of organizational attractiveness, they have no significant impact on applicants' intentions to apply for the advertised jobs and b) even though online recruitment channels are widely believed to have a greater impact on organizational attractiveness, still recruiters in South Asia continue to prefer paperbased recruitment channels. The current study provides interesting insights into the process of recruitment by explicating that socio-cultural and economic context greatly shapes both the recruiters' and the applicants' preferences of recruitment channels.","PeriodicalId":55819,"journal":{"name":"Journal of Management and Research","volume":"23 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2021-02-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"77702795","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 : 2021-01-15DOI: 10.18231/J.JMRA.2020.041
Bhumika Achhnani
Concept of Leadership Prentice defined leadership as “the accomplishment of a goal through the direction of human assistants” and an effective leader as one who can recognize people’s motives and solicit employee participation in a way that aligns individual desires and concerns to the group’s objective. Leaders influence the organizational productivity by inspiring the team members. Tannenbaum and Schmidt proposed leadership continuum theory which highlights that there are many classifications of leadership. In this context autocratic or democratic are extremes and leadership practices in actual life conditions lie somewhere between these two extremes. Individual leadership styles listed within the continuum include telling, selling, consulting, and joining leadership styles. The full range leadership model integrates dimensions of charismatic, transformational, contingent reward, management-by-exception (MBE) and laissez-faire leadership into one single theory and opens up a new era of comprehensive leadership research. The original model comprised four factors, however it was revised after repeated empirical application. The latest model consists of nine single-order factors accounting for leadership effectiveness, active and passive leadership. Four transformational leadership factors, three transactional and one passive leadership factor are encompassed in the model.
{"title":"Thin line of difference between laissez faire leadership and absentee leader","authors":"Bhumika Achhnani","doi":"10.18231/J.JMRA.2020.041","DOIUrl":"https://doi.org/10.18231/J.JMRA.2020.041","url":null,"abstract":"Concept of Leadership Prentice defined leadership as “the accomplishment of a goal through the direction of human assistants” and an effective leader as one who can recognize people’s motives and solicit employee participation in a way that aligns individual desires and concerns to the group’s objective. Leaders influence the organizational productivity by inspiring the team members. Tannenbaum and Schmidt proposed leadership continuum theory which highlights that there are many classifications of leadership. In this context autocratic or democratic are extremes and leadership practices in actual life conditions lie somewhere between these two extremes. Individual leadership styles listed within the continuum include telling, selling, consulting, and joining leadership styles. The full range leadership model integrates dimensions of charismatic, transformational, contingent reward, management-by-exception (MBE) and laissez-faire leadership into one single theory and opens up a new era of comprehensive leadership research. The original model comprised four factors, however it was revised after repeated empirical application. The latest model consists of nine single-order factors accounting for leadership effectiveness, active and passive leadership. Four transformational leadership factors, three transactional and one passive leadership factor are encompassed in the model.","PeriodicalId":55819,"journal":{"name":"Journal of Management and Research","volume":"8 1","pages":"183-185"},"PeriodicalIF":0.0,"publicationDate":"2021-01-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"86203034","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 : 2021-01-15DOI: 10.18231/J.JMRA.2020.034
Shruti Singh
Investors now need a risk-taking approach, and as of May 2020, there is a lot of uncertainty surrounding COVID-19 for investors to predict economic impact, leading to panic and volatility in complete stock market. This study was conducted for a time span of six months (Dec2019-June2020) that tried to evaluate direct and indirect gigantic effect of Corona virus and the crude oil price movements on the financial markets and illustrates how a market is responding to the rapid emergence of a previously abandoned risk. In the past (late February and mid-March), significant price volatility in the stock exchange market is evident and in the aftermath of this inflation outbreak, other patterns in the study have shown strong dependence on stock price volatility in active COVID-19 cases and changes in crude oil prices worldwide. Keywords Financial market, Crude oil, Coronavirus, Pandemic, Aggregate stock price movement.
{"title":"Comparative study of the impact of COVID 19 and decline in crude oil prices on stock market dynamics","authors":"Shruti Singh","doi":"10.18231/J.JMRA.2020.034","DOIUrl":"https://doi.org/10.18231/J.JMRA.2020.034","url":null,"abstract":"Investors now need a risk-taking approach, and as of May 2020, there is a lot of uncertainty surrounding COVID-19 for investors to predict economic impact, leading to panic and volatility in complete stock market. This study was conducted for a time span of six months (Dec2019-June2020) that tried to evaluate direct and indirect gigantic effect of Corona virus and the crude oil price movements on the financial markets and illustrates how a market is responding to the rapid emergence of a previously abandoned risk. In the past (late February and mid-March), significant price volatility in the stock exchange market is evident and in the aftermath of this inflation outbreak, other patterns in the study have shown strong dependence on stock price volatility in active COVID-19 cases and changes in crude oil prices worldwide.\u0000\u0000Keywords Financial market, Crude oil, Coronavirus, Pandemic, Aggregate stock price movement.","PeriodicalId":55819,"journal":{"name":"Journal of Management and Research","volume":"34 1","pages":"142-146"},"PeriodicalIF":0.0,"publicationDate":"2021-01-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"74745406","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 : 2021-01-15DOI: 10.18231/J.JMRA.2020.033
S. Rubeena, R. Naz
An environmental uncertainty namely COVID-19 (nCoV: Novel Coronavirus 2019) has drastically changed the entire flow of the world. The COVID-19 pandemic has adversely impacted the functioning and normal lives of the entire world. All the sectors of life, be it economic, social or any other have seen ups and downs. It has been recorded that worldwide, total cases recorded to be 33.4M out of 23.2M seems to be recovered. It has been analysed that COVID-19 has also shown its adverse impact on the workplace. In India 6.15M of people recorded to be suffered from COVID-19. The ongoing death rate in India has been recorded to be 96318 (Refer to appendix) and is continued. In this case study, all aspects related to employees including unemployment, layoffs, salary deduction and more are covered. Keywords: Employee engagement, Covid-19, Unemployment, Economic impact.
{"title":"Impact of COVID-19 on employee engagement in 2020","authors":"S. Rubeena, R. Naz","doi":"10.18231/J.JMRA.2020.033","DOIUrl":"https://doi.org/10.18231/J.JMRA.2020.033","url":null,"abstract":"An environmental uncertainty namely COVID-19 (nCoV: Novel Coronavirus 2019) has drastically changed the entire flow of the world. The COVID-19 pandemic has adversely impacted the functioning and normal lives of the entire world. All the sectors of life, be it economic, social or any other have seen ups and downs. It has been recorded that worldwide, total cases recorded to be 33.4M out of 23.2M seems to be recovered. It has been analysed that COVID-19 has also shown its adverse impact on the workplace. In India 6.15M of people recorded to be suffered from COVID-19. The ongoing death rate in India has been recorded to be 96318 (Refer to appendix) and is continued. In this case study, all aspects related to employees including unemployment, layoffs, salary deduction and more are covered.\u0000\u0000Keywords: Employee engagement, Covid-19, Unemployment, Economic impact.","PeriodicalId":55819,"journal":{"name":"Journal of Management and Research","volume":"65 1","pages":"137-141"},"PeriodicalIF":0.0,"publicationDate":"2021-01-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"73000828","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 : 2021-01-15DOI: 10.18231/J.JMRA.2020.039
K. SmithaE., N. Karunakaran
Gender budgeting has been well-acclaimed as a key tool for empowering women as it incorporates gender perspectives, and considers issues related to gender at all levels and phases of development, planning, policy making, programmes, and delivery mechanisms. Additionally, it effectively addresses gender gaps in budget allocations, especially in representative areas such as education, health, and employment. Gender budgeting aims at enabling access to resources and ensures that government resources are allocated fairly amongst all. Gender budgeting is thus creating new horizons of women empowerment. The concept of gender budgeting is becoming crucial and essential in the current Indian context as women are secluded, underestimated, and marginalised on numerous grounds. Keywords: Gender budgeting, Gender equality, Women empowerment.
{"title":"An overview of gender responsive budgeting in India","authors":"K. SmithaE., N. Karunakaran","doi":"10.18231/J.JMRA.2020.039","DOIUrl":"https://doi.org/10.18231/J.JMRA.2020.039","url":null,"abstract":"Gender budgeting has been well-acclaimed as a key tool for empowering women as it incorporates gender perspectives, and considers issues related to gender at all levels and phases of development, planning, policy making, programmes, and delivery mechanisms. Additionally, it effectively addresses gender gaps in budget allocations, especially in representative areas such as education, health, and employment. Gender budgeting aims at enabling access to resources and ensures that government resources are allocated fairly amongst all. Gender budgeting is thus creating new horizons of women empowerment. The concept of gender budgeting is becoming crucial and essential in the current Indian context as women are secluded, underestimated, and marginalised on numerous grounds.\u0000\u0000Keywords: Gender budgeting, Gender equality, Women empowerment.","PeriodicalId":55819,"journal":{"name":"Journal of Management and Research","volume":"111 1","pages":"167-171"},"PeriodicalIF":0.0,"publicationDate":"2021-01-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"75731740","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}
The importance of new product development (NPD) and innovative capabilities in marketing, innovation, and business strategy has been recognized by management and researchers. Knowledge management and organizational capabilities are also explored and evaluated by researchers and practitioners. However, the current literature shows a lack of connection between NPD, innovative capabilities, integrated shared knowledge, and organizational capabilities. Also, there is limited knowledge on the impact and the contribution of the integrated shared knowledge and the organizational capabilities to the firm's success, performance, and sustainability. This study aims to determine if there is a link between NPD and innovative capabilities and the integrated shared knowledge and the organization's capability and explore how shared knowledge and the organization's capabilities influence and contribute to NPD, innovative capabilities, and innovative management. A qualitative, multi-site case study through one-on-one, in-depth interviews with primary decision-makers from technology and innovative companies in Jordan is employed. The primary research question is, how do shared knowledge and the organizational capabilities that influence NPD and innovative capability contribute to the firm's success, performance, and sustainability? Respondent interviews are imported and analyzed through NVivo qualitative data analytics software. Findings are also determined using NVivo 11 through theme analysis. A key finding is that shared knowledge and the organization's capabilities are linked and critical for NPD's success and innovative capabilities.
{"title":"Knowledge Sharing, Organizational Capabilities, and Innovation Management to Sustain Competitive Advantage: A Qualitative Multi-Case Study","authors":"Ghayth Tahat","doi":"10.5296/JMR.V13I1.18147","DOIUrl":"https://doi.org/10.5296/JMR.V13I1.18147","url":null,"abstract":"The importance of new product development (NPD) and innovative capabilities in marketing, innovation, and business strategy has been recognized by management and researchers. Knowledge management and organizational capabilities are also explored and evaluated by researchers and practitioners. However, the current literature shows a lack of connection between NPD, innovative capabilities, integrated shared knowledge, and organizational capabilities. Also, there is limited knowledge on the impact and the contribution of the integrated shared knowledge and the organizational capabilities to the firm's success, performance, and sustainability. This study aims to determine if there is a link between NPD and innovative capabilities and the integrated shared knowledge and the organization's capability and explore how shared knowledge and the organization's capabilities influence and contribute to NPD, innovative capabilities, and innovative management. A qualitative, multi-site case study through one-on-one, in-depth interviews with primary decision-makers from technology and innovative companies in Jordan is employed. The primary research question is, how do shared knowledge and the organizational capabilities that influence NPD and innovative capability contribute to the firm's success, performance, and sustainability? Respondent interviews are imported and analyzed through NVivo qualitative data analytics software. Findings are also determined using NVivo 11 through theme analysis. A key finding is that shared knowledge and the organization's capabilities are linked and critical for NPD's success and innovative capabilities.","PeriodicalId":55819,"journal":{"name":"Journal of Management and Research","volume":"250 1","pages":"43-66"},"PeriodicalIF":0.0,"publicationDate":"2021-01-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"77483990","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}
The concept of vitality, particularly work vitality, has been extensively explored in the existing literature, yet a comprehensive conceptualization and definition of this concept is not available. Based on the conservation of resource theory and the concept of salutogenesis, this exploratory study defined and studied the nature of the construct ‘work vitality’ as a psychological resource. Using a qualitative design, a comprehensive conceptual model of work vitality was developed. Thirty-three semi-structured interactive interviews were conducted. Based on social constructionism, thematic analysis was undertaken using the NVIVO software. The findings revealed that work vitality is a relatively constant, trait-like positive and energetic mindset characterized by the perceptions of aliveness, well-being and functioning at work. Five elements of work vitality, that is, perceptiveness, constancy, accessibility, restorability, and transferability were identified through qualitative empirical evidence. Hence, the current study contributes to the existing literature by explicating the nature of work vitality and identifying its elements. Finally, implications and future directions are discussed. 1 PhD Scholar, Institute of Business Administration (IBA), University of the Punjab, Pakistan; 2 Associate Professor, Institute of Business Administration (IBA), University of the Punjab, Pakistan. Correspondence concerning this article should be addressed to Sania Zahra Malik, Associate Professor, Institute of Business Administration (IBA), University of the Punjab, Pakistan. E-mail: saniazmalik@ibapu.edu.pk Once Again! What Makes up Work Vitality? | 195 Journal of Management and Research (JMR) Volume 7(2): 2020
{"title":"Once Again! What Makes up Work Vitality? Refining the Construct and its Characteristics through a Qualitative Analysis","authors":"Nida Usman Jahangir, S. Malik","doi":"10.29145/JMR/72/070207","DOIUrl":"https://doi.org/10.29145/JMR/72/070207","url":null,"abstract":"The concept of vitality, particularly work vitality, has been extensively explored in the existing literature, yet a comprehensive conceptualization and definition of this concept is not available. Based on the conservation of resource theory and the concept of salutogenesis, this exploratory study defined and studied the nature of the construct ‘work vitality’ as a psychological resource. Using a qualitative design, a comprehensive conceptual model of work vitality was developed. Thirty-three semi-structured interactive interviews were conducted. Based on social constructionism, thematic analysis was undertaken using the NVIVO software. The findings revealed that work vitality is a relatively constant, trait-like positive and energetic mindset characterized by the perceptions of aliveness, well-being and functioning at work. Five elements of work vitality, that is, perceptiveness, constancy, accessibility, restorability, and transferability were identified through qualitative empirical evidence. Hence, the current study contributes to the existing literature by explicating the nature of work vitality and identifying its elements. Finally, implications and future directions are discussed. 1 PhD Scholar, Institute of Business Administration (IBA), University of the Punjab, Pakistan; 2 Associate Professor, Institute of Business Administration (IBA), University of the Punjab, Pakistan. Correspondence concerning this article should be addressed to Sania Zahra Malik, Associate Professor, Institute of Business Administration (IBA), University of the Punjab, Pakistan. E-mail: saniazmalik@ibapu.edu.pk Once Again! What Makes up Work Vitality? | 195 Journal of Management and Research (JMR) Volume 7(2): 2020","PeriodicalId":55819,"journal":{"name":"Journal of Management and Research","volume":"15 1","pages":"194-221"},"PeriodicalIF":0.0,"publicationDate":"2020-12-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"81942816","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}
Quality control circles are considered an effective tool in the organization to best utilize the potential of the workforce. The objective behind using quality control circles is to use employees’ brains to generate savings and create an impact on the bottomline of the company. The framework of the quality control circles shown in Table 2 proposed the structured seven steps strategy to use the workforce's potential for continuous improvement in the organization. Companies confront multi-faceted issues and challenges in the operational processes and corporate excellence thus mainly depends upon the effective and efficient quality controls to overcome the product, process, machine, and material related issues that hamper the production efficiency, quality of the product, and overall productivity of the company. This paper attempts to develop the system dynamics model of quality control circles based on normalized data of the case company. Participation in quality control circles is voluntary in nature and passion to learn and improve is the intrinsic motivation for employees and organizations to join these circles. Employee involvement to participate and produce creative ideas in these circles is the key to the success of these quality-enhancing programs (Jerman et al. 2019) and model outcome depicts the same story. The quality control circle model indicates that a set of inter-related and interdependent skills and behaviors are a necessary condition to increase participation in the quality 1 Assistant Professor, University of Management and Technology, Pakistan; 2 Adjunct Professor, University of Management and Technology, Pakistan. Correspondence concerning this article should be addressed to Ijaz Yusuf, University of Management and Technology, Pakistan. E-mail: ijaz.yusuf@umt.edu.pk Dynamic Model of Quality Control Circles | 289 Journal of Management and Research (JMR) Volume 7(2): 2020 control circles and productivity of projects under consideration. The computer-based software STELLA is used for programming the model of quality control circles using the generic structures of the company under study. Underlying feedback structures and interactions among various variables makes the model closer to the real-life setting.
{"title":"Development of a Dynamic Model of Quality Control Circles: A Case of ABC Packaging Company","authors":"Ijaz Yusuf, Tahsfeen Mehmood Azhar","doi":"10.29145/JMR/72/0702010","DOIUrl":"https://doi.org/10.29145/JMR/72/0702010","url":null,"abstract":"Quality control circles are considered an effective tool in the organization to best utilize the potential of the workforce. The objective behind using quality control circles is to use employees’ brains to generate savings and create an impact on the bottomline of the company. The framework of the quality control circles shown in Table 2 proposed the structured seven steps strategy to use the workforce's potential for continuous improvement in the organization. Companies confront multi-faceted issues and challenges in the operational processes and corporate excellence thus mainly depends upon the effective and efficient quality controls to overcome the product, process, machine, and material related issues that hamper the production efficiency, quality of the product, and overall productivity of the company. This paper attempts to develop the system dynamics model of quality control circles based on normalized data of the case company. Participation in quality control circles is voluntary in nature and passion to learn and improve is the intrinsic motivation for employees and organizations to join these circles. Employee involvement to participate and produce creative ideas in these circles is the key to the success of these quality-enhancing programs (Jerman et al. 2019) and model outcome depicts the same story. The quality control circle model indicates that a set of inter-related and interdependent skills and behaviors are a necessary condition to increase participation in the quality 1 Assistant Professor, University of Management and Technology, Pakistan; 2 Adjunct Professor, University of Management and Technology, Pakistan. Correspondence concerning this article should be addressed to Ijaz Yusuf, University of Management and Technology, Pakistan. E-mail: ijaz.yusuf@umt.edu.pk Dynamic Model of Quality Control Circles | 289 Journal of Management and Research (JMR) Volume 7(2): 2020 control circles and productivity of projects under consideration. The computer-based software STELLA is used for programming the model of quality control circles using the generic structures of the company under study. Underlying feedback structures and interactions among various variables makes the model closer to the real-life setting.","PeriodicalId":55819,"journal":{"name":"Journal of Management and Research","volume":"10 1","pages":"288-323"},"PeriodicalIF":0.0,"publicationDate":"2020-12-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"84490983","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}
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