This paper assesses the impact of perceived HRM practices on organisational citizenship behaviour (OCB) and whether leader membership exchange (LMX) mediates this relationship. The required research data were retrieved from four different departments within a logistics and supply chain management organisation. The results show that there is a significant relationship between the HRM practices as perceived by a subordinate and their level of organisational citizenship behaviour. The relationship that subordinates have with their frontline manager (LMX) acts as a significant mediator. In the final section, of this paper the findings are discussed and recommendations for future research and practical implications are given.
This paper presents four research projects on organizational innovation in the Netherlands. These projects are still in a design and theoretical investigation stage, but the authors find it useful to share their findings and insights with the research community in order to inspire them with their ideas and research agenda. In the paper four constructs are explored that focus on the human factor in organizations and that may have a positive influence on organizational innovation. Shared leadership: It is often thought that, for innovation, only one brilliant mind with a break-through idea in a single flash of enlightenment is needed. Recent research, however, shows that most innovations are the result of team-flow and sharing and alternating leadership tasks. Social Capital: through leadership and decision making, by influencing trust, respect and commitment, the organizations social capital and thus its innovative power is increased. External consultancy: deployment of external consultants will add to knowledge and skills necessary for innovation. IT and workflow management: if handled correctly, the human factor can add substantial quality to the design and use of IT in organizations. The paper shows that the way these constructs are managed is crucial in influencing and motivating members of an organization to attribute to innovation and make use of the facilities that are offered to them.
Many organizations have undergone substantial reorganization in the last decade. They re-engineered their business processes and exchanged proprietary, not integrated applications for more standard solutions. Integration of structured data in relational databases has improved documentation of business transactions and increased data quality. But almost 90% of the information that organizations manage is unstructured, cannot easily be integrated into a traditional database. When used for organizational actions and transactions, structured and unstructured information are records. They are meant and used as evidence. Governments, courts and other stakeholders are making increasing demands for the trustworthiness of records. An analysis of literature of the information, organization and archival sciences illustrates that accountability needs the reconstruction of the past. Hypothesis of this paper is that for the reconstruction of the past each organization needs a combination of threemechanisms: enterprise records management, organizational memory and records auditing. Enterprise records management ensures that records meet the quality requirements needed for accountability: integrity, authenticity, controllability and historicity. They ensure records that can be trusted and enhance the possibilities for the reconstruction of the past. The organizational memory ensures that trusted records are preserved for as long as is necessary to comply with accountability regulations. It provides an ICT infrastructure to (indefinitely) store those records and to keep them accessible. Records auditing researches the first two mentioned mechanisms to assess the possibility to reconstruct past organizational actions and transactions. These mechanisms ensure that organizations have a documented understanding of [1] the processing of actions and transactions within business processes; [2] the dissemination of trusted records; [3] the way the organization accounts for the actions and transactions within its business processes; and [4] the reconstruction of actions and transactions from business processes over time. This understanding is crucial for the reconstruction of the past and for organizational accountability.
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