This study examines employee engagement. For that matter, we investigate the factors that influence employee engagement in sporting goods retail stores, and the impact of relationships interactions between the team and the manager. This study was conducted through a deductive approach. The data was collected from two sporting goods retail stores: Stadium and Intersport, located in Gävle, Sweden; through questionnaires for both store’s employees, and face-to-face interviews to the store managers and employees. Finally, data was analyzed with the programs Microsoft Excel and SPSS.
During recent years, company scandals and an intensified demand from the public that companies should take social responsibility have increased the importance for companies to work with corporate social responsibility (CSR). Medias extended coverage of firms’ behavior has further underlined this significance. The purpose of this thesis is to investigate how companies in Umeå approach CSR. We have used three research questions in order to get an understanding of how companies in Umeå interpret CSR, implement CSR and communicate CSR
Global business teams are a critical component of the strategic management process of multinational corporations. In the context of this study, they are defined as teams of managers who are responsible for a business or a function across several countries. Given their multi-country charter, national diversity, and geographical dispersion, there are major questions as to the drivers of the performance of global business teams. Building on the growing literature, I propose an intervening process model of the performance of global business teams in relation to the following research question: In the context of global business teams, how do composition, governance, and organizational context affect: (a) team identity, (b) team cognitive comprehensiveness, and (c) team performance? The model links the variables of national diversity and geographical dispersion to the performance of global business teams through the mediating variables of team identity and team cognitive comprehensiveness.
Some people are born with talent and some people become talented in the process of different techniques and methods. What are the different ways to improve the talent in humans? This is the important question, which I will explain, in my coming pages. There are few factors, which determine the talent in humans; these are habits, trainings, practices, opportunities and experiences that play a vital role in making the person successful. I tried to find out how European companies find out the most talented people from the market.
In a world characterized by increased global competition, and a rapidly changing business environment, companies and organization are forced to continuously reevaluate how they work. Since the first systematic studies of manual labor began during the last century, the focus have changed from a strict control of employees toward looser organizations, increased globalization, and the emergence of HRM-Human Resource Management during the 80’s. Research shows that employee compensation can account for as much as 70-80 percent of companies cost,but also show that the value of a company’s human capital can significantly affect the market value of the company.
Grievance is any kind of dissatisfaction with regard to pay,promotion,suspension,working condition etc..The objective of the study is to find the effectiveness of grievance handling mechanism being followed. This study focuses on how effective grievances are being handled at Lucas-TVS Limited, Puducherry. The sample size is 35 and the population size is 140. The tools used for the study are Percentage method and Correlation.
The purpose of this study was to address three research questions: (1) What are the antecedent conditions that contribute to the development of conflict within TMTs? (2) how can TMTs develop constructive conflict profiles – those that simultaneously have relatively high levels of cognitive conflict but low levels of or little affective conflict? and (3) how does TMT conflict relate to firm performance? Two complementary studies were conducted to enhance both the internal validity and the generalizability of this research: an experimental study of 77 project teams with senior business-major undergraduates at a US-based university, and an in-depth field study of 61 TMTs of US-based high-technology firms.
In this project, I examine the specific mediating mechanisms through which High Performance Work Systems influence overall unit performance. In particular, I draw mainly on two theoretical perspectives, the resource-based view of the firm and behavioral perspective, to propose and test the mediated model of strategic human resource management. The data were collected from 322 managers and 526 employees for a sample of 76 units of Japanese companies in various industries. The data were aggregated to the unit-level of analysis. On one hand, the data provided support for many of the hypotheses advanced in the dissertation. The results of the hierarchical regression analyses revealed that High Performance Work Systems was positively related to both the level of human capital that the unit possesses and the collective normative contract that the employees working in the unit share.
In a matrix organization, the process of selecting project team members is a collaboration between the functions and the projects. A project’s success or failure does often depend on that collaboration. This project work examines the present situation at Saab Gripen Customer Support. The process is examined from four different perspectives: the roles of the functional and the project manager, competence development, behavioral science team roles and the complexity of the projects.
Organizational culture has received ample attention both in the popular and scholarly press as an important factor predicting organizational effectiveness by inducing employees to behave effectively. The assertion that culture leads to behavior, however, has received only limited empirical support. The purpose of this study is to explicate the impact of organizational culture on employees’ roles and subsequent role behaviors. I propose that four types of cultures (clan, entrepreneurial, market and hierarchy) exert different and at times competing pressures, thus, creating distinct role schemas regarding the range of expected employee behaviors, which in turn, guide distinct forms of employee role behavior
B. E (Computer Science)
B. E (Electronics and Communication)
B. E (Electrical and Electronics Eng.)
B. E (Information Technology)
B. E (Instrumentation Control and Eng.)
M. E (Computer Science)
M. E (Power Electronics)
M. E (Control System)
M. E (Software Engg)
M. E (Applied Electronics)
M. SC (IT , IT&M , CS&M, CS)
B.Sc. (IT , CS)