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The successful organisation: Keeping the talent that drives your results
Abstract
Purpose – The purpose of this paper is to understand the elements of a success culture that serves both people and the business. Design/methodology/approach – The paper explores the style of cultural, management and personal development that supports successful people. The research is based on in-depth interviews with serial achievers plus long-term experience of working in successful and failing cultures. Findings – The research finds the five fundamentals for success, plus the seven behaviours that drive people to achieve their desired outputs. Embedding these behaviours into a business culture supports exceptional achievement. Also, developing an understanding of what drives success will ensure that companies provide appropriate individual support to their high achievers. Research limitations/implications – Future research could look at the specific impact of building an inspirational manager community in a business workplace on levels of company and personal success. Practical implications – For companies to build a consistently successful business, they need to make the best of their high achievers. This requires a strong and constructive management community, made up of people who enjoy the challenge of developing talent and have adequate levels of emotional intelligence. It also demands leaders who role-model the importance of the success behaviours and reward creative failure as well as obvious success. Originality/value – The new findings relate to the five fundamentals and seven success behaviours as outlined in The Psychology of Success. This information provides a new approach to success and is highly relevant to twenty-first century business.
... The quality, excellence and high-performance literature generally emphasizes "good" employees (e.g. Van Dyne et al., 1994;Winsted, 2000;Leary-Joyce, 2010;Mechinda and Patterson, 2011), whereas "bad" (non-performing) employees and how to effectively deal with them has received little attention (McKenna, 2002;Houseman and Minor, 2015;Call et al., 2015). This omission is noteworthy as research on high-performance organizations (HPOs) shows that dealing decisively with non-performers is critical to achieving high performance (de Waal, 2012). ...
Purpose
Non-performance should be addressed urgently given the high associated costs: on average, 17 percent of management time is spent overseeing non-performing employees, thus distracting managers from important business issues and initiatives and, non-performers can reduce productivity by as much as 30–40 percent. Though many organizations recognize the importance of dealing effectively with non-performers, this remains difficult in practice for various reasons, including cultural aspects. The purpose of this paper is to answer the following question: What are some of the ways for managers in different national cultures to deal effectively with non-performers?
Design/methodology/approach
To collect the necessary data, semi-structured interviews were conducted with managers of profit and non-profit companies in different countries. After the interviews were transcribed, key themes and patterns were identified by manual open coding. The collected data were disaggregated into conceptual units and provided with labels. After significant themes and issues were identified, axial coding was used to look for relationships between the data categories that had emerged from open coding.
Findings
There are two main culture-independent findings. First, clarity is needed when managers give assignments to and set expectations for employees. Thereafter, managers should monitor employee performance and give immediate feedback when employees make mistakes. Second, this feedback needs to take the form of true two-way dialogue between the manager and employees: the manager needs to listen to employees’ situation and what they want and need as development opportunities to progress. These findings in itself are not earth-shattering but still important for two reasons: the findings are culture-independent and can thus be seen as generic approaches for dealing with non-performers in many (most) cultural settings; and in practice the authors still see many managers ignoring these activities while dealing with non-performers, making them less effective than they could and should be. In this respect, the findings serve as a reminder not only of the fact that these activities still are the most effective in order to deal with non-performers, but also point out how important they are as they are effective in many cultural settings.
Practical implications
In practical terms, the results should assist managers in various cultural settings to determine if there are non-performers in their organizations, identify the causes of their non-performance and apply interventions to effectively tackle the issue.
Originality/value
The research contributes to the literature by examining topics such as how to define non-performers, how they can be recognized from their behavior, what causes their non-performance and how national cultures influence the management of non-performers.
... Employees dedicate their knowledge, skills, experiences and creativity to the organization, which makes them critical to the success of the organization (Rodriguez et al., 2002). It is even stated that people play a large part in making or breaking the organization (Carney and Getz, 2009;Casullo, 2012;Huselid, 1995;Leary-Joyce, 2010). Collins (2001) argued that the power of an organization lies in the hands of good people. ...
Purpose
– The purpose of this study is to explore the profile of an ideal employee, to be more precise the behavioral characteristics of the Dutch high-performing employee (HPE). Organizational performance depends for a large part on the commitment of employees. Employees provide their knowledge, skills, experiences and creativity to the organization, which makes them critical to the success of the organization.
Design/methodology/approach
– The behavioral characteristics of the Dutch HPE were identified on the basis of a literature review and a questionnaire distributed to 420 Dutch managers and employees.
Findings
– Not one but two profiles for the ideal employee were found. First, an HPE profile was compiled based on the perspectives of managers, which can be used for evaluating employees and recruiting new employees. Second, an HPE profile was compiled based on the perspectives of employees themselves, which can be used for setting up development and coaching programs for employees.
Originality/value
– Most organizations work with one profile of the ideal employee. This study shows, however, that two profiles are needed for such an employee, each with a particular application.
... In other words, we, who direct them, can guide individuals in directions we want. Almost always we have to "take into account" extreme position of top-level managers and leaders for modelling optimal human resources in future (Baum & McKelvey, 2006;Leary-Joyce, 2010;Tansley, 2011). ...
Purpose of this work was establishing of basic latent dimensions at domain of management potential sociological attributes that really exists in wide student population. Work was drafted in a way that it is only scientifically acceptable, by means of robust methodological apparatus and data processing, to identify existing latent mechanisms that remain in student population. Results have shown stable sets of latent dimensions that can be described, so it was recognized: guidance, opportunism, leadership and delegation. This work has founded comprehensions about student population in the manner that was clearly recognized system of latent dimensions that really exists, that is not usually visible and that surely means starting point for any kind of scientific or practical acting in the future.
Managing a company or organization in today’s market is a challenge that each leader has to face. Companies have to adapt and embrace challenges, or they will be left behind by the competitors in the market. The leadership of a company has to be creative in order to fulfill the needs of the customers, the market, and its employees.
The same rules apply for language teaching organizations, which have to follow the rapid changes in the field of education, technology and marketing all the same. Therefore, the purpose of this paper is to acquire knowledge of key aspects of instructional leadership in private and public schools, to find the parameters that make an organization successful, and to compare key management decisions taken by organizations over the years. In focus of this paper is a case study with two primary schools in Kosovo, one public and one private, how they operate, how are they managed and the possible ways of further development. Interviews with the leaders of the schools have been conducted, and the findings have been compared and supported with contemporary literature review. The paper starts provides an introduction, the literature review, the framework used, an interpretation and critical discussion of the data collected, and it ends with the conclusion on instructional leadership.
The regional competitiveness is decided by the science and technology power, the development of political, economic, cultural affect the demand of talent and the factors affecting the flow of scientific and technological personnel. Therefore, how to create a favorable environment, attracting the talent to realize the effective management of them is urgently needed to be solved. Based on the literatures, we will provide guidance for the construction of the regional environment, promote the rational flow of talents of science and technology through factor analysis, cluster analysis, multi-dimensional on-line analysis and regression analysis to explore the relationship between environmental factors and flow factors. We find that different region has different factors, the expected elements of a Scientific and technological personnel in the eastern provinces are level of economic development and income, while living environment and cultural environment are main expected elements in the Midwest.
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