Search results

Apparently, scholarly attention is shifting to Society 5.0. The study of Industry 4.0 (I4.0), including its impacts on industrial productions and services, is saturated. However, there is a need for scientific investigations of the relatively new emerging concept of Society 5.0, especially regarding its relationship with I4.0. Given this necessity, the chapter conceptually examines Society 5.0 new normal and its antecedent – I4.0, with a value of the economically productive society in the post-coronavirus pandemic era. The chapter further elucidates the strategic role of emotional resilience and I4.0 collaborative partnership. Society 5.0 aims for a new society based on the notion of a human-centred economy and inclusivity. Consequently, new sets of innovative and artistic jobs will possibly emerge, driven by human competencies in collaboration with technology. In other words, Society 5.0 new normal is targeting a balanced or blended economic approach that favours a fit between society and industry and ensures that all citizens live a high-quality life by eliminating the delimiting effect of technology such as artificial intelligence (AI) on the physical space and wellbeing of the people. Hence, I4.0 collaborative partnership and emotional resilience are perceived as strategic and influential in achieving the feat of a Super Smart Society.

The functions of a performance management system in any organization encompass diverse activities, which include the performance appraisal process. In order to design appraisal systems and appraise employees appropriately, organizations may enter into partnerships with external consultants. In addition, organizations are required to allocate financial resources to support not only the performance management system itself but also incentives for employees with superior performance. The purpose of this paper, using a model, is to investigate the influence of partnering and financial support on the functions of a performance management system. The capacity of the system to align its functions to help achieve an organization's strategic goals is also examined.

A questionnaire survey elicited responses from middle‐level employees using a validated instrument. The variables included in the study were based on prevailing practices in performance management, which include partnering (or collaborating) with professionals external to the organization, the financial support made available to the system and the alignment of the functions of a performance management system with the strategic goals of the organization. The sample comprised 165 respondents selected from six organizations manufacturing automobile components in Coimbatore, India. Partial least squares, a structural equation modeling technique, was used to estimate the influence of the latent variables.

The results indicated that partnering has a negative significant impact on: the functions of the performance management system; and alignment. Financial support has a negative impact on alignment, whereas the performance management system's overall functions has a significant positive impact on alignment. Likewise, financial support has positive significant impact on the performance management system's functions.

Employees feel that appraisals are a continuous internal assessment process best conducted by those inside their organizations. External members can appraise employees at particular points in time but these appraisals do not reflect accurately an employee's overall performance across time. Hence, employees implicitly reject external appraisers and partnering in the performance appraisal process. The appraisal process was found to have financial support by way of incentives, pay increases and the allocation of bonuses based on performance. The paper usefully confirms that organizations must strive continually to design and implement HR practices that are organization specific and employee friendly.

This study aims to explore the possibility that rewards and recognition may be instrumental in improving both in-role and extra-role performances of retail sales associates, with an underlying mediating role of employee engagement in this relationship.

A survey was conducted across 35 retail stores in five cities located in North India on 247 sales associates. Hierarchical multiple regression analysis was conducted to test the mediation hypotheses. Analysis was done in lines with the conditions of mediation laid down by Baron and Kenny (1986).

Employee engagement is found to fully mediate the impact of rewards and recognition on in-role and extra-role performances.

Organizations should be committed to recognizing employees’ efforts and providing them with financial and non-financial rewards based on organizational policies. Such measures would improve in-role and extra-role performances through enhancing engagement level of employees.

This study makes significant contributions to literature on employee engagement and that on retail sector, especially in Indian context, through highlighting the mediating role of engagement. Given shortage and retention of skilled manpower as major challenges for Indian retailers, engaging sales associates through rewards and recognition to improve their performance at both in-role and extra-role levels can have significant implications for retailers.

With the enhancing notions of job insecurity in employees, the objective of this study is to revisit the association between job insecurity and employee performance behaviour (task performance and contextual performance) with the mediating role of organizational identification. Specifically, the study examines how and why there is a negative link between job insecurity and performance and whether organizational identification may serve as a mediating mechanism.

A time-lagged survey of 192 employees having heterogeneous working background was analysed using the structural equation modelling (SEM) technique.

The findings highlight that the nexus between job insecurity and organizational citizenship behaviour is fully mediated by organizational identification. However, the organizational identification partially mediated the association between job insecurity and task performance.

The tendency of job insecurity in India is on the rise. This investigation gives a more profound comprehension of behavioural responses of job insecurity on employee performance behaviour with the social identity theoretical perspective. The study contributes to the extant literature by revisiting the model proposed by Piccoli et al. (2017) and includes organizational identification as a mediating mechanism, which has remained unexplored till now in the context of Indian manufacturing industry.

The purpose of this paper is to address the challenge in evaluating China's overseas management training and development (MTD) in cross‐cultural settings. It examines the evaluation practice of China's overseas MTD interventions and explores a comprehensive approach to the MTD evaluation.

This study collected both quantitative and qualitative data from 526 major stakeholders involved in China's overseas MTD. A mix method approach is used to explore the perspectives of different stakeholders.

The respondents from different stakeholder groups perceived purposes of evaluation and problems conducting evaluation differently. The perceived evaluation criteria and approaches by individual group were also focused differently. The current evaluation system was based on segmented information collection and little joint effort was found in the MTD evaluation. The judgement on the value of China's overseas MTD is culturally sensitive due to the diversity of stakeholders from different cultural backgrounds. A new framework is proposed to address the evaluation challenge.

This study is limited to evaluating China's MTD between China and the UK. The evaluation framework is based on complex involvement of multiple stakeholders in an international setting. It may not be applicable to situations where only two parties are involved in training.

The proposed stakeholder‐based evaluation framework may be used for other skill‐based training and development programs involving multiple stakeholders in the international arena.

This paper contributes to the HRM evaluation literature by focusing on a unique evaluation setting and proposes a framework to evaluate a complex international MTD initiative by the Chinese Government.

The purpose of this paper is to examine developments in the field of organizational change (OC) with reference to the context of India. It highlights the need to analyze this topic in the present Indian economic environment and discusses the main developments reported in the Indian literature on the same.

Empirical evidence based on a qualitative analysis of a case study undertaken at a public‐private partnership transformation at North Delhi Power Limited (NDPL) in India is presented.

The findings focus on trust building and belongingness for the employees, establishing a high‐performance orientation, quality improvements, and the resultant transformations at NDPL. The analysis indicates a number of ways by which NDPL sought to improve its efficiency in order to better adapt to the rapidly changing Indian business environment.

Based on the findings, the paper identifies key messages for policy makers and change agents regarding how to transform companies in the rapidly changing business contexts of emerging markets such as India.

The paper offers an in‐depth analysis of OC practices in a large organization in India.

The purpose of this paper is to explore the skill mapping process in a manufacturing organization and to examine its relationship with the select performance indicators, such as quality and defects. This paper also explores the role of the supervisor in the whole process of skill mapping of the blue-collar employees.

The study uses a case-based approach and the company selected is Mahindra and Mahindra Ltd, Swaraj Division, located in Phase 4, Industrial Area, Mohali (Punjab). The qualitative aspect of the paper is based on ten semi-structured interviews of the senior-level managers. These interviews are conducted in order to understand the role of the supervisor in skill mapping process and its relationship with the organizational performance. The quantitative aspect is based on the regression analysis to find out the impact of skill index on select performance indicators.

The results of the study indicate that the role of the supervisor in performance appraisal is very important in the whole process of skill mapping. Swaraj is an example where a robust skill mapping process for blue-collar employees have supported the business in improving the skill of employees and consequently supporting the business to perform well on key deliverables, such as better quality and less defects. The select variables are inter-correlated and variations in the select organizational performance indicators (production and defects) are due to variations in the skill index of the blue-collar employees in the manufacturing organization. The performance indicators of the manufacturing organization in terms of manufacturing defects have declined and also the production has increased, which is a good indicator for the organization.

The present study is of interest to researchers who are trying to understand the system for skill mapping and utilization of appraisal inputs in improving organizational performance.

To the authors’ best knowledge, this paper is one of the first to address the skill mapping process in a manufacturing organization especially for the blue-collar employees.

The purpose of this paper is to conduct a research to analyze and to explain the influence of information technology strategy (ITS) and management support (MS) on internal business processes (IBPs), competitive advantage (CA) and financial performance (FP) and non-financial performance (NFP) of a company.

This study uses a quantitative approach and is included in an explanatory research. This study belongs to the category of perceptive research, and the unit of analysis is an individual (Singarimbun and dan Effendi, 1989). The study population is Carrefour executives/managers. The unit of analysis in this study is an individual who is a Carrefour manager and who becomes the sample. This study is conducted throughout the Carrefour chains in Indonesia. Method of data analysis uses descriptive analysis and inferential statistic, using partial least square.

This study found that ITS has no significant effect on FP, but it has a significant effect on NFP. It also found that MS has a significant effect on IBP CA and FP and NFP. This study found that IBPs have no significant effect on FP but have a significant effect on NFP and CA. CA has no significant effect on FP, but it has a significant effect on NFP. Further, NFP has a significant effect on FP.

This research is important to understand comprehensively the relationship between information technology and IBPs, CA and company performance. The difference between this study and previous studies is that this study examines the relationship between MS and IBP to CA, NFP and corporate FP.