|
|
|
 论文编号：
org200808111641173681 |
| 论文属性：
thesis |
| 论文语言：English |
| 论文国家：U.K. |
| 登出日期： 2008-08-11 |
| 字数： 9129 |
| 源程序：
无 |
| 价格：
免费论文 |
| 注明： |
|
|
| 论文大纲，目录 |
| 关键词搜索：Lenovo Manages Values Difference Merger of IBM |
emotional support, on the other hand, may have more to do with affective outcomes of work. This type of support is believed to lead to increased satisfaction because it shows individuals that others in the organization are concerned with their personal feelings. When the organization acts to protect the welfare of its members, the organization becomes more able to offer social reinforcement and the valence of such rewards would be seen as higher because they come from valued individuals (Kopelman, et al, 2000).
The decision making practices, assesses the degree of involvement individuals have in decisions that are important to them and the degree that information is shared across organizational levels so that those making decisions are able to get the knowledge they need. This dimension has to do with the level of participative decision making in the organization.
One strength of the benison study is that it did carefully measure organizational performance using financial indices collected at different points in time. This is significant because a number of researchers have attempted to use financial data to demonstrate a link between culture and organizational performance using insufficient or flawed economic indicators (Siehl & Martin, 2000). Although many authors have insisted that a sector’s culture can be a source of sustained competitive advantage (see Kotter & Heskett, 2002; Bamey, 1986; Deal & Kennedy, 1982; Peters & Waterman, 1982), there are ma英语论文网 【http://www.51lunwen.org】ny problems involved in trying to relate culture to measurable outcome variables. According to Siehl and Martin (2000), even if an agreement regarding the best way to measure financial performance could be reached, there are still many environmental factors which moderate the effect of culture on financial outcomes. Therefore, any claims made concerning the impact of culture on financial indices are “empirically unsubstantiated” as this is an undeveloped research area that must be explored further. The use of financial reasons to demonstrate the importance of examining culture has conceptual limitations as well. Siehl and Martin (2000) emphasize that an understanding of culture is significant to the human side of organizations and limiting one’s focus on financial outcomes is misplaced. Every effort should be made to find additional measures of organizational performance, which complement financial results, such as internal and external customer satisfaction (Martin, 2002). Appropriate measures of culture combined with adequate measures of organizational performance at different points in time are necessary to assess questions of causality relating to culture (Siehl and Martin, 2000).
2.6 Human Resource Management (HRM)
2.6.1 Early Impacts on Human Resources
The origins of modern HR are often traced back to the development of the Human Relations approach, which began with the collaboration of the Harvard Business School and the Western Electric Company, in what beca
本文来自：英语论文网 【http://www.51lunwen.org】 |
| 第1页 第2页 第3页 第4页 第5页 第6页 第7页 第8页 第9页 第10页 第11页 第12页 第13页 第14页 第15页 第16页 第17页 第18页 第19页 第20页 第21页 第22页 第23页 第24页 |
|
|
| 最新论文 |
最热门论文 |
|
|
|
