Fluent Essays

Learning objectives assessed:  CLO1Understand what contemporary management issues and challenges are in modern organisationsCLO2Apply relevant theories to critically examine contemporary management issues and formulate effective solutions to these issuesCLO3Effectively communicate concepts and arguments learned in contemporary management in a logical, coherent and engaging manner Assignment task: This assignment takes you deeper into how you deconstruct literature readings. For this assignment, you are asked to analyse and de-construct the following three articles: 1. Yang, I., Seung, J., & Hong, D. (2020). The Indirect Effects of Ethical Leadership and High Performance Work System on Task Performance through Creativity. Journal of Asian Sociology, 49 (3), 351-370 . pdf filePermalink: http://www.ezproxy.lib.rmit.edu.au/login?url=https://www.jstor.org/stable/26940214 (Links to an external site.)employeeYi2018-1.pdf2. Li, Y., Wang, M., Van Jaarsveld, D., Lee, G., & Ma, D. (2018). From employee-experienced high-involvement work system to innovation: an emgerence-based human resource management framework. Academy of Management Journal, 61(5), 2000-2019. pdf flie - https://primo-direct-apac.hosted.exlibrisgroup.com/permalink/f/aqirjb/TN_gale_ofa561408374 (Links to an external site.)3.Field, J. C., & Chan, X. W. (2018). Contemporary knowledge workers and the boundaryless work–life interface: Implications for the human resource management of the knowledge workforce. Frontiers in Psychology, 9, 2414. pdf file doi: 10.3389/fpsyg.2018.02414BUSM4554/4555 Assignment 1 Article 1: The Indirect Effects of Ethical Leadership and High Performance Work System on Task Performance through Creativity. (Total word count: ~400 words) No. Question 1 Critically appraise the argument(s) presented by the author(s). 2 What is the method – how do the author(s) convince their readers? 3 Discuss the limitations of the research conducted by the author(s), beyond the limitations provided by the author(s). Article 2: From employee-experienced high-involvement work system to innovation: an emgerence-based human resource management framework.  (Total word count: ~400 words) No. Question 1 Critically appraise the argument(s) presented by the author(s). 2 What is the method – how do the author(s) convince their readers? 3 Discuss the limitations of the research conducted by the author(s), beyond the limitations provided by the author(s). Article 3: Contemporary knowledge workers and the boundaryless work–life interface: Implications for the human resource management of the knowledge workforce .  (Total word count: ~400 words) No. Question 1 Critically appraise the argument(s) presented by the author(s). 2 What is the method – how do the author(s) convince their readers? 3 Discuss the limitations of the research conducted by the author(s), beyond the limitations provided by the author(s).The Indirect Effects of Ethical Leadership and High Performance Work System on Task Performance through Creativity Author(s): Inju Yang, Jee Young Seong and Doo-Seung Hong Source: Journal of Asian Sociology , September 2020, Vol. 49, No. 3 (September 2020), pp. 351-370 Published by: Institute for Social Development and Policy Research (ISDPR) Stable URL: https://www.jstor.org/stable/10.2307/26940214 REFERENCES Linked references are available on JSTOR for this article: https://www.jstor.org/stable/10.2307/26940214?seq=1&cid=pdf- reference#references_tab_contents You may need to log in to JSTOR to access the linked references. JSTOR is a not-for-profit service that helps scholars, researchers, and students discover, use, and build upon a wide range of content in a trusted digital archive. We use information technology and tools to increase productivity and facilitate new forms of scholarship. For more information about JSTOR, please contact [email protected] Your use of the JSTOR archive indicates your acceptance of the Terms & Conditions of Use, available at https://about.jstor.org/terms Institute for Social Development and Policy Research (ISDPR) is collaborating with JSTOR to digitize, preserve and extend access to Journal of Asian Sociology This content downloaded from �������������210.9.151.182 on Tue, 23 Feb 2021 09:08:20 UTC������������� All use subject to https://about.jstor.org/terms https://www.jstor.org/stable/10.2307/26940214 https://www.jstor.org/stable/10.2307/26940214?seq=1&cid=pdf-reference#references_tab_contents https://www.jstor.org/stable/10.2307/26940214?seq=1&cid=pdf-reference#references_tab_contents The Indirect Effects of Ethical Leadership and High Performance Work System on Task Performance through Creativity: Exploring a Moderated Mediation Model* inJu Yang | RmiT uniVeRSiTY Jee Young Seong | JeonBuK naTional uniVeRSiTY** Doo-Seung Hong | Seoul naTional uniVeRSiTY The present study explores the interaction effects of ethical leadership (EL) and high performance work system (HPWS) on creativity and task performance in a Korean public sector firm. Data were collected in two stages, first from team members on the perceptions of EL and HPWS (Stage 1), followed by their leaders’ evaluations of team members’ creativity and performance (Stage 2). This study found the interaction effects of EL and HPWS, such that their effects are negative on creativity and positive on task performance. We argue that compensatory effects of HPWS and EL on creativity exist, such that HPWS is the most effective on task performance via creativity when EL is low. In the presence of a low EL level, creativity is significantly enhanced, mainly when HPWS is high, which leads to a high level of task performance. Implications and future research directions are discussed. Keywords: Ethical leadership, high performance work system, creativity, task performance Journal of asian sociology Volume 49 r Academy of Management Journal 2018, Vol. 61, No. 5, 2000–2019. https://doi.org/10.5465/amj.2015.1101 FROM EMPLOYEE-EXPERIENCED HIGH-INVOLVEMENT WORK SYSTEM TO INNOVATION: AN EMERGENCE-BASED HUMAN RESOURCE MANAGEMENT FRAMEWORK YIXUAN LI Purdue University MO WANG University of Florida DANIELLE D. VAN JAARSVELD University of British Columbia GWENDOLYN K. LEE University of Florida DENNIS G. MA University of British Columbia The influence of human resource management on innovation has attracted considerable research attention over the last decade. However, existing studies have primarily fo- cused on the macro-level human resource management architecture, limiting our un- derstanding about the cross-level origin of innovation. Developing an emergence-based human resource management framework, we propose that an employee-experienced high-involvement work system (HIWS) promotes innovation by eliciting collective in- teractions for knowledge exchange and aggregation. Further, we investigate the emergence-enabling process that facilitates an employee-experienced HIWS to give rise to organization-level innovation. Specifically, we probe three distinct emergence en- ablers that amplify the positive influence of HIWS on innovation by shaping the con- certedness, direction, and adaptability of collective interactions: (1) the homogeneity of HIWS experiences as the internal mechanism, (2) the strategic importance of innovation as the external mechanism, and (3) the churn in human resources as the temporal mechanism. We tested our theoretical model using data from a nationally representative sample of workplaces in Canada (n 5 2,639). Our results suggest that an employee- experienced HIWS was positively related to innovation. In addition, this positive effect was amplified by all three emergence enablers (i.e., the homogeneity of HIWS experi- ences, the strategic importance of innovation, and the churn in human resources). Considering the dynamic market environment and short product life cycles, “innovation”—defined as the intentional introduction and application of new ideas, processes, products, or procedures (West & Farr, 1990)—is crucially important in helping firms discover new market opportunities, adapt to envi- ronmental changes, and sustain competitive ad- vantage. Yet, the management of innovation is challenging, because the knowledge creation pro- cess is discontinuous. In particular, although knowledge creation arises from the coalescence of human resources, this macro phenomenon cannot be reduced to its constituent elements (Kozlowski & We would like to thank our action editor Dr. Riki Take- uchi and the three anonymous reviewers for their con- structive and insightful comments. We are also grateful to Dr. Cheri Ostroff for her helpful feedback on an earlier version of this article. Mo Wang’s work on this research was supported in part by the Lanzillotti-McKethan Emi- nent Scholar Endowment. Research funding from the So- cial Sciences afpsyg-09-02414 November 28, 2018 Time: 21:2 # 1 PERSPECTIVE published: 30 November 2018 doi: 10.3389/fpsyg.2018.02414 Edited by: Montgomery Anthony, University of Macedonia, Greece Reviewed by: Sebastian Molinillo, Universidad de Málaga, Spain Marinella Coco, Università degli Studi di Catania, Italy *Correspondence: Justin Craig Field [email protected] Specialty section: This article was submitted to Organizational Psychology, a section of the journal Frontiers in Psychology Received: 27 July 2018 Accepted: 16 November 2018 Published: 30 November 2018 Citation: Field JC and Chan XW (2018) Contemporary Knowledge Workers and the Boundaryless Work–Life Interface: Implications for the Human Resource Management of the Knowledge Workforce. Front. Psychol. 9:2414. doi: 10.3389/fpsyg.2018.02414 Contemporary Knowledge Workers and the Boundaryless Work–Life Interface: Implications for the Human Resource Management of the Knowledge Workforce Justin Craig Field1* and Xi Wen Chan2 1 UNE Business School, University of New England, Armidale, NSW, Australia, 2 School of Management, College of Business, RMIT University, Melbourne, VIC, Australia In the last decade, knowledge workers have seen tremendous change in ways of working and living, driven by proliferating mobile communication technologies, the rise of dual-income couples, shifting expectations of ideal motherhood and involved fatherhood, and the rise of flexible working arrangements. Drawing on 54 interviews with Australian knowledge workers in the information technology sector, we argue that the interface between work and life is now blurred and boundaryless for knowledge workers. By this, we mean that knowledge workers are empowered and enslaved by mobile devices that bring work into the home, and family into the workplace. Knowledge workers take advantage of flexible working to craft unique, personal arrangements to suit their work, family, personal and community pursuits. They choose where and when to work, often interweaving the work domain and the home–family domain multiple times per day. Teleworkers, for example, attain rapid boundary transitions rending the work–home boundary, thus making their experience of the work–life interface boundaryless. Keywords: work–life theories, boundaryless work–life interface, knowledge workers, human resource management, organizational psychology INTRODUCTION Ways of working and living have changed dramatically in post-industrial economies in the last decade. First, proliferating information and communication technologies (ICT), often mobile, are connecting people, but also intensifying work beyond traditional offices and working hours (Ciolfi and Lockley, 2018). Second, more women are working. Dual-income couples are now the norm (Abele and Volmer, 2011). Third, expectations of parenthood are changing. Mothers are working more, while balancing parenting with working. Fathers are increasingly more involved in parenting, shifting from exclusIntroduction to Contemporary Management: Issues and Challenges 1 Teaching Team 2 Dr. Inju Yang (Course coordinator/Visiting Lecturer) – MEL [email protected] Mr. Praba Achuthan Nair (Lecturer) – SIN [email protected] Mr. Chong Hock Chua (Lecturer) – SIN [email protected] Mr. Jeffrey Thu Kuang Kwek (Lecturer) – SIN [email protected] Overview Evolution of management thinking What is “contemporary” management What are the issues and challenges Course arrangement 3 Evolution of Management Thinking Early Management: 3000 BCE-1776 Behavioural Approaches: Late 1700s-1950s Classical Approaches: 1911-1947 Management Science Approaches: 1940s-1950s Contemporary Approaches: 1960s-present 4 Industrial revolutions 1. The First Industrial Revolution used water and steam power to mechanize production. 1765: steam engine 2. The Second used electric power to create mass production. 1870: a new source of energy, electricity, gas, and oil; chemical synthesis and methods of communication such as the telegraph and the telephone; the inventions of the automobile, and the plane in the beginning of the 20th century 3. The Third used electronics and information technology to automate production. 1969: the rise of electronics, telecommunications and computers; two major inventions, Programmable Logic Controllers (PLCs) and robots helped give rise to an era of high-level automation 4. Fourth industrial revolution. the Internet, a revolution happening right now 5 Early Management: 3000BC-1776BC 3000-2500 BC: The Egyptian Pyramids 1400s: The Venetian warships 1776: Adam Smith’s Wealth of Nations 1780s-Mid 1800s: Industrial revolution 6 Behavioural Approaches: Late 1700s-1950s Late 1700s-Early 1900s: Working with people 1924-Mid-1930s: The Hawthorne studies 1930s-1950s: The “human relations” movement 1960s-Today: Organisational behaviour 7 Classical Approaches: 1911-1947 1911: Scientific management 1916-1947: General administrative theory Principles of management 8 Ford and Taylor – Scientific Management 9 https://www.youtube.com/watch?v=8PdmNbqtDdI Inju Yang (IY) - 7.23min Management Science Approaches: 1940s-1950s Quantitative management Operations management Total quality management (TQM) Management information system (MIS) 10 Contemporary Approaches: 1960s-present Two main perspectives Open System perspective Contingency perspective 11 Contemporary Approaches: 1960s-present Open system perspective A system is a set of interrelated and interdependent parts arranged in a manner that produces a unified whole. Organisation as being made up of “interdependent factors, including individuals, groups, attitudes, motives, formal structure, interactions, goals, status, and authority.” It implies that decisions and actions in one organisational area will affect other areas. Recognises that organisations are not self-contained. 12 Contingency perspective OrganisatioTechnology and Digitalisation I: Workplace Automation, Big Data, and Cyber Security 1 2 https://youtu.be/6HzdOkPPPRU Gartner Top 10 Strategic Technology Trends for 2020 Inju Yang (IY) - 6.06min Overview The Digital Economy and Workplace Workplace Automation Big Data Cyber Security 4 Platform economy Platform economy Platform economy Platform economy Platform economy Platform economy The “gig” economy 11 Platform economy Platform economy The “gig” economy The gig economy: hyper flexibility or sham contracting? To its proponents, the gig economy is a brave new world allowing people to be masters of their own fate: to choose the work they do and for how much they do it. To its critics, the gig economy is dangerously unregulated and creates fertile ground for exploitation: the promise of choice rings hollow. 14 Digital economy to triple to $240 billion by 2025-Southeast Asia’s case Google’s third “e-Conomy SEA” report The Digitalisation of the Economy The trend of the economy is in digital adoption 16 The Digitalisation of the Economy 17 Some examples of leading companies in a digital world 18 LinkedIn Disrupting the corporate recruitment market Instagram Influencer marketing Telstra Crowd support transforming service through the crowd Airbnb It’s not about what you own but what you do Managing Big Data “You can’t manage what you don’t measure.” Peter Drucker Big data is so voluminous, but it can be used to address business problems. - Oracle 19 Managing Big Data What is big data? Big data is a collection of data from traditional and digital sources inside and outside your company that represents a source for ongoing discovery and analysis. Source: McAfee & Brynjolfsson (2012), Harvard Business Review 20 Managing Big Data Features of big data Volume: Amount of data Velocity: Rate at which data is received and acted on Variety: Types of data that are available Source: McAfee & Brynjolfsson (2012), Harvard Business Review 21 Managing Big Data Benefits of big data The more companies are characterised as data-driven, the better they performed. Companies in the top third of their industry in the use of data-driven decision making were, on average, 5\% more productive and 6\% more profitable than their competitors. Big data makes it possible for people to gain more complete answers/solution as it provides more information. Source: McAfee & Brynjolfsson (2012), Harvard Business Review & Oracle 22 Product Development Companies like Netflix and Procter & Gamble use big data to anticipate customer demand. They build predictive models for new products and services by classifying key attributes of past and current products or services and modeling the relationship between those attributes and the commercial success of the offerings. In addition, P&G uses data and analytics from focus groups, social media, testTechnology and Digitalisation II: Digital Leadership, Virtual Teams, and Technology-Enabled Working 1 2 Overview Technology-Enabled Working Virtual Teams & Digital Leadership Metacognition 3 Technology-Enabled Working “When the World Economic Forum surveyed global HR decision-makers, some 44\% pointed to new technologies enabling remote working, co-working space and teleconferencing as the principal driver of change. Concurrently, advances in mobile and cloud technology allowing remote and instant access were singled out as the most important technological driver of change, enabling the rapid spread of internet-based service models.” https://www.weforum.org/agenda/2016/02/the-future-of-work/ Fuelled by cloud technology Cloud technology: ability to access distributed computer processing and storage capabilities, relies on sharing of resources to achieve coherence and economies of scale Employees can work anywhere in the world, stay connected 24/7, and systems are always up-to-date Remove barriers to workplace mobility Increased collaboration and communication Real-time access to information Track employee activity and productivity Technology-Enabled Working Virtual Teams Virtual Teams Virtual Teams (or VTs) are teams whose members use technology to varying degrees in working across locational, temporal, and relational boundaries to accomplish an interdependent task. Martins, Gilson, & Maynard (2004: 808) 9 Virtual Teams Key Challenge of Virtual Teams—Distance Distance affects how you feel about people Distance affects how you know about people Source: Mark Mortensen (2015) “…communicating with your virtual team members should be considered at least four times as challenging as communicating with those sitting right outside your office.” Source: Project Management Institute 10 Virtual Teams Managing Virtual Teams Effectively The right team People: good qualities Size: small teams Roles: core, operational and outer The right leadership Fostering trust Encouraging open dialogue Clarifying goals and guidelines Sending a meeting agenda to participants 48 hours before the meeting Source: Keith Ferrazzi (2014) 11 Virtual Teams Managing Virtual Teams Effectively The right touchpoints Onboarding Having breaks every 30/60/90 minutes No interruptions when someone is speaking The right technology Conference calling Direct calling and text messaging Discussion forums or virtual team rooms Source: Keith Ferrazzi (2014) 12 Ten Tips to build trust in virtual teams Communicate a variety of topics Share the time-zone burden Be a connector Rotate power Standardize communication procedures Clarify goals, roles, and expectations Communicate frequently Be reliable—do what you say you will do! Create a virtual space for your team’s project and social documents Select appropriate communication channel Digital Leadership – Individual Level Digital Leadership Capabilities DiDiversity, Equity and Inclusion I: Diversity management and inclusive leadership 1 2 What does “diversity and inclusion” mean to people in Singapore https://www.youtube.com/watch?v=-vtphK93vz0 3 Overview What is workplace diversity Why do we care about workplace diversity Types of diversity How to manage diversity effectively 4 What is diversity Broad term used to refer to all kinds of differences Race/ethnicity, age, sex, religion, sexual orientation, knowledge, values, attitudes, physical abilities, aggressiveness, extroversion Members of different groups share common values, attitudes, and perceptions There is still much diversity within each group 5 Diversity – A pressing concern Ethical imperative Distributive justice Equal work should provide individuals with an equal outcome in terms of goods acquired or the ability to acquire goods Procedural justice Fairness in the processes that resolve disputes and allocate resources 6 Helps organisational effectiveness Contributes to better managerial decision-making Increases customer satisfaction Contribute to the retention of valued employees But… an unfortunate reality exists: Biases, stereotypes and overt discrimination are prevalent Diversity – A pressing concern 7 Unfortunate Reality Age Ageing population Australia Older people more likely to be laid off and unemployed Over a quarter of Australians aged 50 years and over report that they had experienced age discrimination in the last two years. Singapore (see ageing population trend below): 8 Gender The difference between salaries of men and women has persisted at levels above 15\% for about two decades, and the most significant variation is between public (12.9\%) and private sector (20.8\%). Examples: Hollywood (Natalie Portman; Jennifer Lawrence) Gender issues on Wall Street and in Silicon Valley Motherhood penalty and fatherhood bump; Unfortunate Reality 9 Unfortunate Reality Race and ethnicity There was an anti-immigration sentiment during and after US election in 2016. A recent Australian study sent out 4,000 identical resumes but with different names of candidates to employers in response to job advertisement in Brisbane, Melbourne and Sydney. They found that: “To get the same number of interviews as an applicant with an Anglo-Saxon name, a Chinese applicant must submit 68 per cent more applications, a Middle Eastern applicant must submit 64 per cent more applications, an Indigenous applicant must submit 35 per cent more applications, and an Italian applicant must submit 12 per cent more applications.” 10 Unfortunate Reality Religion In France, a “burkini ban” was implemented to stop Muslim women from wearing full-body swimwear (2016) In Switzerland, a court ruled that Muslim girls must swim with boys after parents refused to send their daughter to gender-mixed swimming classes (2017) A key lesson for managers when it comDiversity, Equity and Inclusion II Unconscious Bias and Gender/Age/Ethnic Stereotypes 1 2 Overview 3 What is unconscious bias? How to manage the ageing workforce and age diversity in the workplace? How can we practise inclusive leadership? Unconscious Bias in Singapore https://www.youtube.com/watch?v=Zpz5iVhoI7Y Unconscious Bias Unconscious biases are: attitudes beyond our regular perceptions of ourselves and others reinforced by our environment and experiences the basis for a great deal of our patterns of behaviour about diversity. Research is proving that we are biased towards the world around us and use stereotypes all the time. Our brains are wired towards patterns and similarity, while difference is harder to accommodate. Adapted from Queensland Government Impacts of Unconscious Bias Where there is bias (conscious or unconscious) in the workplace, we continue to recruit, promote, allocate work, and manage performance with filters on our thinking. We cannot change what we do not see or acknowledge, but we can change conscious attitudes and beliefs. Unconscious bias in the workplace can mean: talented people are left out of your workforce or not allowed equal opportunity for development and career progression diverse voices aren’t heard in meetings and decisions can be impaired your culture is not genuinely demonstrating inclusive workplace principles employees are not able to fully contribute to your organisation creativity and productivity of your team or organisation may be compromised. Adapted from Queensland Government How to Overcome Unconscious Bias Recruitment and hiring: Increase local outreach (women, minorities, veterans). Ensure a mix of interviewers and have a diverse slate of candidates. Look for bias in job descriptions. Hire talent, not just experience. Performance reviews: It’s important to consider different cultural styles and match diverse high potentials with an executive sponsor. Ensure performance is measurable where possible. Retention: Make sure people get credit for their ideas and be careful not to ignore, dismiss, interrupt or talk over other. Build relationships with employees you don’t know much about. Understand your role as a leader: Make it safe to take risks and empower team members to make decisions. Take advice and implement feedback—listen, talk, discuss and give actionable feedback. Share that credit. Adapted from http://www.valvemagazine.com/web-only/categories/business-management/9627-managing-unconscious-bias.html?fbclid=IwAR3DiY5jdwfrN8jhfVxx6yKsUnUCoH6pTeSeZpQBIOYGQROkTeQt7K_dRJo Class Activity One Read the article “How These 4 Tech Companies Are Tackling Unconscious Bias”: https://www.forbes.com/sites/laurencebradford/2018/09/19/how-these-4-tech-companies-are-tackling-unconscious-bias/ Identify the policies the tech companies are implementing to reduce unconscious bias. Have you encountered unconscious bias before? What can indiv