Keywords: organisational alignment, organisation structure, organisation performance, measurement, measuring, organisational change, change
The last 50 years of research into organisational performance has been marked by an increase in quantitative measures of organisational performance. Quantitative measurement provides a level of objectivity and the ability to make comparative decisions based on ‘the numbers’. Alignment Whilst quantitative measurement is not everything when it comes down to understanding and analysing organisational performance, it has become increasingly important. An important aspect of producing improvements in performance is the alignment of a range of elements within the organisation.
The question is which organisational elements need to be aligned in order to produce the outcomes required?
This important research briefing finds that there are three main elements that need to be aligned and that there are three types of measurement that can be used.
Organisational socialisation tactics: what they are and how HR systems affect them
Keywords: socialisation tactics, organisational socialisation, human resource systems, HR systems, organisational socialisation tactics
The process of organisational socialisation refers to how individuals learn and acquire the social knowledge required to effectively operate and engage in their organisation. This has been an area of increasing interest to researchers and individuals in organisations, particularly in organisational devolvement and human resources. The effective socialisation of new members of an organisation has two primary impacts:
New members become more organisationally effective more quickly and
Quicker and more effective organisational socialisation is seen as a competitive advantage.
A new study has conducted a review of previous research to see what can be learned about management socialisation tactics within organisations and how these are impacted by human resource systems.
This research briefing will be useful for anyone in Human Resources and management who are concerned with integrating new staff into the organisation.
Predicting and developing good transformational leaders
Keywords: leader, leadership, transformational leadership, leadership development
New leaders are rarely adequately prepared before taking up the mantle of leadership. A number of previous studies have shown that many new leaders rarely understand the practice of transformational leadership as they commence their journey as leaders. Senior management and leaders require an effective leadership approach in order to engage in sound decision-making and behaviour, particularly in complex situations which are frequently distinguished by cognitive, emotional and physical overload. This is particularly the case for leaders and managers in the emergency services. Of the numerous leadership styles, a transformational leadership (together with servant leadership) style provides the most relevant and suitable leadership responses to complex situations and, in particular, with adaptive organisations.
A new study based on nursing leaders has found that few aspirant leaders understand transformational leadership or its role in creating change in complex adaptive systems. The research looks at how in increase to chances of new leaders taking on a transformational role. This briefing will be of particular interest to anyone in leadership development, executive coaching and organisational learning roles.
Inclusive leadership: What it is and how to achieve it
Keywords: Inclusive leadership, leadership, leadership development, inclusion, diversity
A significant drive in businesses in recent years has been to increase the diversity of employees throughout the organisation. Whilst some of this drive has been because of legislative changes, many more forward-thinking business leaders and CEOs recognise the strategic importance of having a more diverse workforce for a range of reasons including:
Increased levels of creativity and innovation
Increasing the pool of talent the organisation draws from
The use of different perspectives and thinking in problem-solving and business development
An increase in world perspective, particularly for organisations wishing to sell into international markets
A distinct competitive advantage
A new study has reviewed the most recent research around inclusive leadership, what it is and how to do it.
This research briefing will be of particular interest to leaders as well as anyone in HR, leadership development, executive coaching and organisational learning roles.
The factors that increase entrepreneurship intentions
Keywords: entrepreneurship, entrepreneurship education, entrepre- neurial intentions, entrepreneurial competencies, entrepreneurial skills, innovation
There has been a steady growth in interest within organisations around developing entrepreneurial skills within the organisation. Largely, this increase in interest has been based on the understanding that entrepreneurs think differently and tend to be more agile and creative, particularly in rapidly changing environments. The ability of entrepreneurs to capitalise on new technological advances, to innovate and adapt has been identified as a key factor towards developing a competitive advantage and surviving in a world of hyper change.
A new study has identified a range of factors that increase entrepreneurial intentions. In other words, what influences an individual to actually engage in entrepreneurship.
This study will be useful to anyone interested in increasing entrepreneurial activity or developing an entrepreneurial culture in an organisation.
The impact of adopting agile methodologies on an organisation
Keywords: agile, agile development, organisational development, organisational culture, performance, organisational impact, agile implementation
Agile working methodologies and principles are becoming increasingly prevalent, not only within the software and technology industries, but in many other types of organisation as well. Whilst there has been a deluge of research around agile methodologies, there has been little research on the impact of implementing and adopting agile on the organisation as a whole.
A new study (2018) has looked at what impact the adoption and implementation of agile methodologies has at an organisational level.
This research briefing will be very useful for anyone thinking about or involved in the implementation and adoption of agile.
The paradox of expertise and why experts produce more but think less
Keywords: expertise, cognitive control, context updating, series processing, automatic control, Context Retrieval and Updating
There is a central paradox at the heart of expertise: experts consistently perform better than novices, whilst at the same time they engage in less thinking and energy than novices. A core question that has intrigued psychologists for years is how can less thinking and cognitive processing produce better performance?
A new study has proposed a new theory called the Context Retrieval and Updating model, or CRU for short. What the model has found is that there is a shift in the way the brain deals with information as it progresses from novice to expert. This research briefing will be interesting to anyone in learning and coaching roles or anyone interesting in the development of expertise.
Two different subtypes of psychopaths
Keywords: Dark triad, psychopathy, psychopath
Previous studies have found that in terms of psychopathy
About 1.2% of the adult population suffers from psychopathy
Estimates are that about 89% of the prison population have psychopathic tendencies and approximately 25% have been diagnosed with trait psychopathy
Approximately 21% of executive level leaders also show psychopathic symptoms
This research briefing looks at a new study that finds that there are two different types of psychopath. One of which is associated to high functioning successful psychopaths most commonly found in senior management positions in organisations.
What happens when an organisation engages in controversial CSR activities
Keywords: corporate social responsibility, CSR, HR, Human resources
CSR or corporate social responsibility has become an increasingly important issue for organisations, customers, employees and stakeholders. Corporate social responsibility refers to an organisation’s moral and ethical stance and obligations. In particular in organisations, CSR comprises what the organisation stands for and what responsibilities it sees itself as having within and to wider society. Consumers, employees and stakeholders tend to want more than just good products and services. They tend to prefer to do business and work with organisations that take their corporate social responsibility seriously and play a positive role in wider societal issues.
CSR is seen as an important issue for many leading organisations, but what happens if an organisation engages in contentious CSR initiatives and what is thew the impact on human resources, human resource management and organisational performance.
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Disclaimer: This is a research review, expert interpretation and briefing. As such it contains other studies, expert comment and practitioner advice. It is not a copy of the original study – which is referenced. The original study should be consulted and referenced in all cases. This research briefing is for informational and educational purposes only. We do not accept any liability for the use to which this review and briefing is put or for it or the research accuracy, reliability or validity. This briefing as an original work in its own right and is copyright © Oxford Review Enterprises Ltd 2016-2019. Any use made of this briefing is entirely at your own risk.
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