site stats


GSTF


Best Paper Awards 2016

Best Research Paper

Dr. Ambika Prasad
Tulane University, US

Best Student Paper

Mr. Avineel Avineet Kumar
The University of Fiji
 

Best Paper Awards 2014

Best Research Paper

Dr. Marcus Ho
Auckland University of Technology
New Zealand

Best Student Paper

Prof. Hui-Ling Tung
Da-Yeh University
Taiwan


 Indexed By

Crossref logo

and others


Selected Paper Submissions for Oral Presentation at HRM&PD 2017 (as at 8th Aug 2017)


PAPER TITLE

Research on the Millennial generation (or Gen Y) in the workplace has found that the work values, expectations, and behavior of the Gen Y are different from people in older generations. This paper attempts to identify the learning needs of Gen Y undergraduates by reviewing the literature on Gen Y in the workplace and in higher education. New initiatives taken by a university in Hong Kong to nurture and develop Gen Y undergraduates majoring in HRM are described.
The influence of culture on foreign workers has become a great concern to employers of international labor; the level f assimilation to other people’s norms, values and beliefs has a very important role to the productivity of employees working in an unfamiliar environment. It is with this in mind the paper intends to look into those aspects that affects international worker and find out the necessary precautionary measures to reduce them. Hofstede and Trompenars theorist have made researches that identified ways to evaluate differences in national cultures and their effects on international workers and companies. The belief is that these differences in culture can affects the management of foreign employees as foreign stake holders.(Ballet et al,2009).According to Konecna(2006),international working teams are very common today, workers and organizations come in touch with various cultures, that there employees, business partners and customers. Managers are currently faced with “global “economies and that is the reason they need to manage the problems of multicultural environments in the interest of their organizations. According to A.M (2010), he describes culture as the collective way of life, values, morals, language, word views, and patterns of behavior of a group of people. Its includes, what, they think ,say ,do, believe, and make ,and it is like a learned template for living.it as therefore clearly understood that culture, are those differences in beliefs, values, norms and attitudes between one society and another, or between ethnic groups ,countries or regions. An international worker is an employee who is working in a different country not his own in either a private or public company. According to Moseley, (2012), an international worker is a person from another country who has come to work for several reasons-these could be an interest in global awareness, a political sympathy, or desire for experience, adventure, or financial success. Stanford (2012).The term Expatriate usually refers to employees who are on a long term assignment outside their home country. Grunewald (2000), as in Moseley, (2012).
The fast-paced knowledge economy has changed the operating landscape for modern organisations into an ever-changing environment where agility, speed to market and intelligence are the key ingredients for success (Acs, de Groot, & Nijkamp, 2013). Traditional organisational practices have come under scrutiny with the ever-changing dynamics of a global and fast-moving work force demanding organisations that do not just provide meaningful work, but also provides purpose (Rowe, 2015). Organisational leaders are required to think broader than “what we do”, and consider questions such as “who we are” and “why do we exist” as part of defining their organisational purpose. Numerous studies position organisational identity as a key differentiator in terms of retaining talent, driving performance, and creating an engaged workforce (Pioch, & Gerhard, 2014). Yet, the current literature seems to focus on surface level characteristics of identity without providing a deeper understanding into what defines an organisation below the surface. The purpose of our paper is to explore critically the concept “organisational identity”in the context of a multi-national organisation within the gaming and hospitality sector which embarked on a journey to craft a revised organisational identity forming part of an organisational turnaround strategy. The empirical study followed a qualitative, organisational development approach during which collaborative inputs from more than 4 500 employees were gathered through intense dialogue sessions over a period of 8 months. Based on the empirical study, our paper endeavours to present an enriched understanding of organisational identity; the variable making up and impacting on the concept; and arriving at insights pertaining to the relevance and importance of the concept in knowledge economy organisations and workers.
This research intends to reveal what Generation Y (Gen Y) employees expect and want from their Learning & Development programs. The focus is understanding the learning style of Gen Y, method of learning, preparation, technology, attention span, memory, duration and their version of a good Learning & Development (L&D) program. This research is a comparative study between what Gen Y actually wants and what managers think Gen Y wants. Responses from young learners have been collected through a survey and managers have been interviewed to get to know a possible gap and recommend how to bridge the gap. The research revealed a difference between what the young learners want and what has been delivered to them. While Gen Y learners seem to be keen on learning, require interaction and experience, want discussions with other participants and the guidance of an instructor in a classroom session, the managers in the survey focused on technology, like 24-hour access and video games and questioned Gen Y’s interest to learn. Concluding the research, this paper recommends what kind of L&D program should be designed and delivered to attract the Gen Y and what should be done so that the learning programs have a good impact on the young audience.
Employee wellbeing for long was equated with the measurement of job satisfaction [3]. The malleability of well-being [4],[5] is an indication that individuals and employees can volitionally achieve long lasting upward changes in well-being. The rising dependencies on the global market and the greater burden for the delivery of products and services has had a negative effect on the health and well-being of workers. Health and employee mental health conditions pose greater challenges to employers today. Well-being seen from this context has a direct bearing on the ability of an organization to deliver the best quality of goods and services [2],[6],[7]. This paper focusses on a participative design structure with dialogic communication as the predominant manner in which subjective well-being can be fostered. For well being to be truly effective it has to be co-created, i.e., building community. The word "communication" commonly said to have evolved from the Latin 'Communis' and 'communicare' related to community. Communis is a noun, which means common, communality, or sharing. On the other hand, communicare is a verb, meaning to 'make something common.'
We present a paradox framework to guide the systematic study of HRM tensions. Tensions are a popular topic but are currently under-theorized in HRM scholarship. To develop the framework, we use insights from paradox theory (Smith and Lewis, 2011) to guide analysis of tensions and possibilities for coping with persistent, contradictory and interrelated elements of HRM practice. Paradox theory provides concepts for the theorization of tensions and how actors cope with them. Our framework highlights examples of paradoxical HRM tensions, factors rendering tensions salient, for different actors, as well as responses to tensions and outcomes of these responses. We then present a research agenda to deepen and extend analysis of HRM tensions. Our contribution lies in inspiring a more systematic study of HRM tensions and the actors involved in working through them as well as the consequences of this for the development of sustainable organizations.
Hong Kong’s employees, like their counterparts in other industrialized societies, are facing increasing challenges of managing competing demands of work and family life. Long working hours and the problems associated with work-family conflict is a serious social policy issue in the city. Despite the introduction of family-friendly policies (FFPs) including the five-day working week and paternal leave, the effectiveness of FFPs on employees’ work attitudes and behaviors remain largely unknown. With more dual-income families and intensifying work-life conflict, this study examined the effects of individual FFPs and a combination of FFPs to distinguish any dosage effect of the availability or utilization of FFPs. Our research findings indicate that perceived organizational family support relates to important outcomes of interest to organizations regarding positive work attitudes and behaviors among employees, and it plays a significant role in influencing whether organizations offer FFPs or employees utilize FFPs. The results of this study have strong theoretical and practical implications for future research on perceived organizational family support. While past research mainly focused on the direct impacts of FFPs and their outcomes, this study is one of the first that explored the role of the mediator, that is, organizations perceived by employees as family-supportive.
The backbone of manufacturing units is the production engineers especially working in research & development, product & design and quality checking departments. Their positive engagement level towards work, definitely increase the economic condition of an organization. This study investigates the relationship between human resource management practices, organizational citizenship behavior and employee engagement for production engineers in south India electric & motor pump manufacturing firms. The samples were 408 valid questionnaires received. The researcher use the structural equation model (SEM) to empirically explore the relationships. The results show that retention oriented compensation positively affects the organizational citizenship behavior and formalized training also positively affects the organizational citizenship behavior. In addition the organizational citizenship behavior fully mediates the relationship between human resource management practices (retention oriented compensation and formalized training) and employee engagement. These research findings are also examined by the moderating effect for human resource management practices (retention oriented compensation and formalized training) and employee engagement.
Liminality is a sense of instability, ambiguity and suspended identity that can occur in the transition from one significant role to another. It is a feeling of being ‘betwixt and between’. In the contemporary world of boundaryless careers, many managers face transitional processes as they move roles, occupations, organizations or even sectors and hence may endure liminality. They can be helped here by coaches, but as the article suggests, many coaches may themselves be liminal, transitioning into coaching from a variety of other occupations. Coaches, however, can be helped through the process of supervision. Yet here, again, supervision is itself an emerging occupation, many supervisors being new to the role and possibly experiencing liminality. The implications of liminal managers being coached by liminal coaches being supervised by liminal supervisors is discussed.
The aim of this paper is to explore the relations of goal self-concordance, expatriate career commitment, and future expatriate willingness among self-initiated Taiwanese expatriates working in the mainland China regarding self-determination theory. Besides, self-efficacy plays a salient role in the moderated mediation model. The study collected 205 self-initiated expatriates from 303 Taiwanese expatriates. The valid response rate was 67.6 %. Results revealed that external motivation was negatively related to expatriate career commitment; otherwise, feeling emotions such as guilt or losing face (introjected motivation), valuing the opportunity (identified motivation) and having fun with it (intrinsic motivation) for the current expatriation were positively related to expatriate career commitment. The study also finds a negative relationship between external motivation and future expatriate willingness, as well as a positive relationship between intrinsic motivation and future expatriate willingness. Furthermore, expatriate career commitment partially mediated the relationships mentioned above. Moreover, self-efficacy as a moderator enhances the relationship between intrinsic motivation and expatriate career commitment in the first-stage of the moderated mediation model.
The focus of the world economy has shifted from labor and capital-intensive industries to technology and knowledge-intensive industries. Kuznets (1996) suggested economic growth is the outcome of increase in the stock of useful knowledge and the extension of its application. Knowledge management becomes strategic for every organization, especially organizations aimed to sustain for generations. However, business succession is often a hard task. Malinen (2004) argues that one of the most relevant obstacles in business succession is the difficulty to retain the knowledge from the incumbent to the successor, especially the transfer of tacit knowledge embedded in owner-manager’s mind to the successor (Sharma, 2004).
teamwork and coordination of expertise among team members with different backgrounds are increasingly recognized as important for team effectiveness. To establish the ecological validity and generality of the transactive memory system (TMS) research findings, this study sampled 484 members and 77 team leaders of 77 teams from a variety of organizational settings in Taiwan and examined the relationship between group affect tone, TMS, team performance, and team creativity. Results showed that positive group affective tone is positive related to TMS, whereas negative group affective tone is negative related to TMS. Further, TMS showed a positive effect on team performance and team creativity. In the mediating role of TMS, the result revealed that TMS has mediated the relationship between positive group affective tone and team performance, and the relationship between negative group affective tone and team performance. This research has further contribution to TMS theory and group affective tone in teams.
With the communication and many aspects of social life moving into the online domain, social interaction and communication between individuals in corporate environments is often being moved to the virtual realms in search of solutions to save time and money. This paper explores the way in which online coaching can provide a fruitful platform to introduce online communication and staff development in constructive ways where social and relational aspects of the working team are not compromised.
This study investigated the relations between supervisor support, psychological capital and job performance. A survey was conducted among 564 employees of a South African mining organization. The Supervisory Support Scale, Psychological Capital Questionnaire, and Job Performance Scale were administered. The results showed that supervisor support predicted psychological capital and job performance. Psychological capital had a strong impact on job performance. Supervisor support had a small direct effect on job performance. However, supervisor support impacted job performance indirectly via psychological capital (i.e. hope, self-efficacy, resilience and optimism). The findings confirm that autonomy, competence and relatedness support given by supervisors predict psychological capital (hope, optimism, self-efficacy and resilience), and job performance of employees in a mining company.
This paper aims to identify and prioritize the various dimensions of electronic Human Resource Management (e-HRM) using Analytical Hierarchy Process (AHP), which enables the Indian IT industry to cope up with the technology advancements in human resource management (HRM).This paper focuses on how e-HRM can be successfully implemented in IT industry. This paper employs a detailed literature review to identify the drivers of e-HRM in Indian IT industry and uses AHP to reveal their priority wise ranking. This study identifies eight factors of e- HRM under three main criteria and finds out their relative importance. Overall, organizational factors are found to be the most important factors, followed by environmental factors and e- HRM related factors, respectively. The study is limited to Indian IT sector. The applicability of results to other geographical boundaries is questionable. Also, there may be dependencies among criteria and sub-criteria which may be ignored. The findings of this paper are useful for the IT firms as they can incorporate e-HRM considering the relative importance of the factors of e-HRM and hence, increase their competitiveness. The findings are also useful for researchers and academicians. e-HRM has been a topic of interest for many researchers, but there is a lack of study of prioritization of e-HRM determinants in IT sector.
Job satisfaction and job stress are very popular topics of research in the area of Organizational Behavior. Organizations are concerned about enhancing job satisfaction of their employees and reducing job stress for the employees. This will make the employees more productive and their performance will improve. This research paper attempts to study the relationship between job satisfaction and job stress in select organizations in Mumbai. The results show that there is an inverse relationship between job satisfaction and job stress. The employee who is high on job satisfaction will experience lower job stress. One-way analysis of variance was conducted to know significance level between demographic characteristics viz. gender and age and job satisfaction and job stress respectively. There was no significant difference found in job satisfaction age wise and gender wise. For job stress no significant difference was found gender wise. Significant difference was found age wise for job stress.
This paper discusses the employee voice in the high technology space sector within P.R. China, which is a fast growing sector globally. It is argued that the notion of employee voice among the highly skilled knowledge workforce should be considered in the context of the unique macro factors influencing the sector since 1949 as well the culture and ideology shaping the country with a long and unique civilization.
The purpose of this study is to investigate the relationships among human resource information systems, human resources analytics and organizational performance. Business analytics is highly emphasized and discussed in both academic and business fields. However, a recent study shows that there is a lack of attention to human resources analytics. Through the strategic use of human resource information systems, the overall human resources analytical capability is expected to be enhanced and ultimately improve firms’ strategic performance (better market share and customer retention) and financial performance. A research model is proposed with three constructs and two propositions. The theoretical and managerial implications are also discussed in the last section.
Changing mindsets and technological advancements have encouraged women to foray into employment and traditionally women have been burdened with familial responsibilities. In Information Technology (IT) industry, men and women share equal load and contribute equally to the growth of the organizations. The present work proposes to measure and compare Work-Life Balance (WLB) of men and women employees of IT industry. WLB is measured by considering cultural aspects of organizations which earlier works did not consider. In the present study, women are found to be achieving less WLB than men and face more interference of work into personal lives. It also identifies factors affecting the WLB of men and women. A scale consisting of 35 statements is developed for measuring WLB of the employees of IT organizations of South India. Dimensions (factors) were resolved through factor analysis. Pearson correlation analysis and Regression analysis were used to establish the relation and association between the factors and WLB.
Drawing lessons from a case study, the paper sets out to explore the relevance of a client-focused approach to Ulrich's HR business partnering model. The paper cross-examines the HR business partnering model and organization development consultancy models to explain how the client-focused approach works to affirm the proposition that a client-focused approach can be a valuable extension to Ulrich's Business Partnering Model. Multiple merits of HR business partners adopting a client-focused approach include enhanced business knowledge in HR teams, improved communication, trusting working relationships, an effective way of dealing HR-related matters, and a healthy and open knowledge sharing and learning attitude amongst employees in general.
From an Organizational Behavior perspective, it is important to recognize the links generated between individuals and the organization that encourage a desire for permanence. After more than a half century of research, Organizational Commitment remains one of the open questions in the Psychology of Organizations. It is considered an essential factor to explain individual behavior in the organization such as satisfaction, turnover intention, or loyalty. In this paper, we analyze different contributions regarding the nature of the bond between the individual and the organization. Taking into account the peculiarities of Non-profit Organizations, we present a different interpretation of the structure for later validation, comparing results from the structural equation model, conducted on a sample of 235 members of Non-profit Organizations

Singapore Attractions

Global Science and Technology Forum - GSTF reserves the right at its sole discretion to postpone or change the venue,
date and/or time of the conference without prior notice before early bird registration deadline.
COPYRIGHT © 2015 GLOBAL SCIENCE AND TECHNOLOGY FORUM. ALL RIGHTS RESERVED.