Human Resource Management
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- IBM - International Business Management (8) (remove)
Many articles claim that the successful management of organizational change is from utmost importance to ensure the survival and prosperity of the company in the fast moving and ever-changing business environment. There are various techniques, models and theories that were created to help companies to cope with organizational change.
This thesis aims to conduct secondary research to answer the following research questions:
1. Are change management models still relevant in the 21st century concerning their applicability and expected outcome?
2. How can the Change Management models be compared?
3. What role does leadership play in organizational change management?
Therefore, the following eight change management models are considered:
• Lewin’s Change Model
• ADKAR Model
• Kotter’s 8-Step Model
• Kübler-Ross Change Curve
• McKinsey’s 7s Model
• Nudge Theory
• Bridges Transition Model
• The Satir change management model
It can be concluded that the eight change management models are still relevant in the 21st century but the implementation must be well planned and precisely organized and implemented in a faster pace than in the past. The models can be divided into two categories - organizational and individual change management theories. Through an analysis of the findings it can be stated that good leadership of the ongoing organizational change is indispensable. There is no doubt in the fact that change management needs to be well managed but in order to be well comprehended by the employees and sustained, effective leadership is necessary. It can be summarized that effective leadership of organizational
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change needs to combine the intellectual, spiritual, emotional and behavioral dimension with a strong focus on vision, values, corporate culture, strategy, empowerment of the employees, motivation as well as inspiration.
Open-plan office design is deemed to be a beneficial tool for facilitating communication and collaboration. However, its alleged advantages are not proven by the chosen contemporary research presented in this thesis. By means of comparative analysis of secondary data, the thesis provides evidence for detrimental influence of open-plan office design to the workforce. Consequently, the well-being model proposed by Chartered Institute of Personnel Development is employed, thus enabling placing the influence of open-plan design within well-being domains and determining that this workspace arrangement affects employee well-being detrimentally. Having established the interconnectedness of the subjects, the thesis concludes by providing suggestions for management and expressing the need for further research.
This paper analyzes the terms User Experience (UX) and Expatriate Experience (XX), and by conducting empirical research, explores the UX of an intercultural coaching app, its possible influence on XX and offers suggestions for further development. This research is not only relevant to the development of the digital coaching tool, The RockMeApp but also gives ideas for further research. By analyzing the findings of the literature review and the empirical research conducted, namely eleven interviews with clients of the RockMeApp, several conclusions were made. Firstly, both UX and XX can be regarded as highly subjective and dynamic topics that are difficult to define. Secondly, new insights on XX from the expat’s perspective are given as well as a practical example of UX research. While the RockMeApp is perceived to be very good in terms of utility and usability, recommendations have been made on how to enhance its UX, mainly regarding its structure, aesthetics and the inclusion of emotions and explanations.
The objective of this thesis is it to find out which factors are influencing the interpersonal
communication between two leaders in job sharing. With the help of a literature review,
a communication model including three relevant factors for the area of application could
be developed. Those factors are the relationship between the partners, the choice of an
adequate communication medium and contextual factors. It could be shown that those
factors have an influence on the communication frequency and mode. Recommendations
what needs to be considered regarding each factor to ensure an effective communication
are given.
With the constant changes in the workplace environment, Human Resources practitioners and organizations are facing work environment shifts never experienced before. The future workplace consists of four generations working simultaneously (Baby Boomers, Generation X, Millennials and Generation Z) and there is a significant increase in the presence of technology, that advances and increases its potential exponentially, causing conceptual changes on what work is and what will be required to optimally operate in such environment. Therefore, the topic of generational differences is in the center of companies and researches’ attention. The main purpose of this paper is to propose knowledge sharing practices that can optimize the inclusion process of the multigenerational workforce. To achieve this purpose, secondary empirical data on generational differences, especially focused on work attitudes, ethics, and values were used. In addition, an in-depth interview with a Human Resources practitioner was conducted. The outcome was the proposal of five knowledge sharing practices, that this paper believes to promote long-term optimal results in multigenerational inclusion.
Resulting from the rapid technological advancement in the field of artificial intelligence and its implementation in the business world, intelligent systems are gradually adopted in recruitment. As this development is fast evolving and recent, there is comparatively little research about artificial intelligence in conjunction with recruitment. Hence, this thesis aims at exploring the effects of intelligent algorithms on the recruitment process and the biases involved.To investigate the topic, existing literature was analysed and primary research in form of expert interviews was conducted.The thesis describes the current state of implementation, effects on recruiters and bias as well as potential drawbacks. Overall, it was identified that artificial intelligence cannot prevent bias in personnel selection.The findings imply the need to further research the topic, particularly the implications of algorithmic bias.
Many articles claim that the structure of a self-organizing team achieves the highest level of agility. Therefore, this paper examines the assumption about the agility of self-organizing teams. This is done through a qualitative secondary research which answers the following questions:
1. What are the required attributes for a workforce to be agile?
2. What are the characteristics and attributes of self-organizing teams?
3. Do self-organizing teams fulfill the requirements of an agile workforce? If yes, how?
Through literature reviews the requirements that make a workforce agile and the characteristics of self-organizing teams are observed. It is considered that if the characteristics (which makes up the structure) of self-organizing teams fulfill the requirements of an agile workforce, this claim is then believed to be valid.
The results of such an examination shows that an agile workforce needs to be empowered, capable and competent, adaptive and flexible, team oriented, cooperative and collaborative and continuously given feedback and trained. Similarly, the observed characteristics of self-organizing teams describe them to be autonomous, communicative and collaborative, redundant and reconfigurable, cross-functional, team oriented and capable of learning.
Through an analysis of the findings, it is confirmed that self-organizing teams fulfill the basic requirements of an agile workforce. Therefore, self-organizing teams are considered to be agile. Finally, companies that seek agility are advised to adopt the structure of self-organizing teams.
This research explores the meaning of inclusive behavior of team leaders and members in the context of GVTs. The author focuses on implicit biases underlying inclusive behaviors. By investigating biases, this bachelor thesis provides a collection of exemplary behavior and best practices to overcome them.
As inclusive behavior in GVTs is a field of expertise that has not been explored extensively in relation to implicit biases, this research aims to add to the existing research.
It is based on primary and secondary data. The literature review is used to develop a comprehensive understanding of the challenges of GVTs, the leadership responsibilities, and building trust. It also investigates team effectiveness on the example of Project Aristotle as well as the impact of implicit biases on GVTs. Survey results and in-depth interviews with members of two GVTs uncover realistic examples for the aspects comprised in the literature review.
The results show that literature and reality correspond to a large extent. Furthermore, they reveal the impact of different levels of inclusive behaviors on teams’ ability to work together over a distance. While GVTs face many challenges, they see new opportunities in technology to extend beyond those.
The conclusion centers the importance of various communication channels and informal encounters as key to inclusive behaviors for GVT. Moreover, limitations to the research and a critical assessment for future research are discussed in the conclusion.