Content uploaded by Aneil K Mishra
Author content
All content in this area was uploaded by Aneil K Mishra
Content may be subject to copyright.
Organizational responses to crisis: The role of mutual trust and top management teams
Abstract
Thesis (Ph. D.)--University of Michigan, 1992. Includes bibliographical references (p. 170-187). Photocopy.
... In one of the best empirical studies of empowerment Spreitzer (1992) identified four dimensions of empowerment. Whetten and Cameron (2011) have added one dimension to her model, based on the research of Mishra (1992). They argued that when managers are able to foster these five attributes in others, they create a condition that is highly empowering, or that makes it easy for others to become empowered. ...
... H4. Sense of meaning has a positive direct effect on knowledge sharing. Sense of trust: Trust implies that individuals place themselves in a position of vulnerability (Zand, 1972), and have faith that, ultimately, no harm will come to them as a result of that trust (Barber, 1983;Deutsch, 1973;Luhmann, 1979;Mishra, 1992). Empowered people have a sense of trust. ...
... Regarding the measurement of empowerment, we used the well known questionnaire for empowerment developed by Whetten and Cameron (1995). The questionnaire consists of four empowerment dimensions suggested by Spreitzer's (1995) empirical study and another one suggested by Mishra (1992). Thus, it captures five dimensions of empowerment, namely self-efficacy, self-de ermination, personal con rol meaning and trust. ...
Abstract
This study aims to provide an overview of legislation and employment policies for young people in Albania, mainly for those who have completed professional education studies. The effectiveness of these policies will be attached special priority in our study. By this work we intend to answer questions such as: How really effective are the employment policies for young people? Which are the factors influencing the effective implementation or not of these policies? Which are the consequences of unemployment of young people with professional education?
Different statistics and data collected from public or private institutions on professional education and employment opportunities for young people will be analyzed in this study. The entire study will be subject to review of literature sources and critical analysis. It aims to promote the awareness of local policy-makers to draft social policies on the labor market, mainly for the employment of young people with professional education, which should be implemented in the context of current state of affairs of Albania, as well as the sensibilization of young people in term of professional education under market requirements.
The study will certainly continue with some conclusions to be introduced at the end, associated with key recommendations from the authors, in order to better address the employment policies for young people oriented to real market demands in Albania.
Keywords: effectiveness, employment, employment policies, professional education, young people
JEL Classification: M51, M50, J20
... Regarding the measurement of empowerment, we used the well known questionnaire for empowerment developed by Whetten and Cameron (1995). The questionnaire consists of four empowerment dimensions suggested by Spreitzer's (1995) empirical study and another one suggested by Mishra (1992). Thus, it captures five dimensions of empowerment, namely self-efficacy, self-de ermination, personal con rol meaning and trust. ...
... Mishra [40] argues that the most important factors in empowering as an immediate supervisor are the leader's confidence in the employee that he or she will cope with the tasks entrusted to them and the granting of autonomy to the employee. According to Turkmenoglu [41], empowerment eliminates a lot of tension between an employee and a manager, but research has shown that a significant segment of employees do not feel that their managers trust their abilities and give them enough autonomy. ...
This paper analyses the empowerment of remotely working employees in the case of Lithuanian companies. Research methods were scientific literature review and a quantitative method of questionnaire survey. It revealed that an employee is psychologically empowered when working remotely when they feel the meaning, enthusiasm, and competency related to the job, while structural empowerment manifests itself as the opportunities, information, resources, and support that exist in the organization and are available to the employee. The manifestation of remote work empowerment is sufficient in all groups of both psychological and structural empowerment dimensions. The results for the fully and hybrid remotely working employees’ empowerment differed little. The study found that all the dimensions of remote work are interlinked, so that only when they are sufficiently fulfilled in corpore, could a higher manifestation of employee empowerment be achieved.
... These practices which occur in work environment are defined as follow "a set of volunteer and optional behaviors which are not part of official duties of people, but are done and improve duties and roles of organization. Organ states that organizational citizenship behavior is a personal and volunteer behavior which is not directly influenced by official reward system in organizations, but promotes effectiveness and efficiency organization's performance (Mishra, 1992). This definition emphasizes on three main characteristics of citizenship behavior: first, this behavior id volunteer and optional and not a predetermined duty or part of official duties of person. ...
... These practices which occur in work environment are defined as follow "a set of volunteer and optional behaviors which are not part of official duties of people, but are done and improve duties and roles of organization. Organ states that organizational citizenship behavior is a personal and volunteer behavior which is not directly influenced by official reward system in organizations, but promotes effectiveness and efficiency organization's performance (Mishra, 1992). This definition emphasizes on three main characteristics of citizenship behavior: first, this behavior id volunteer and optional and not a predetermined duty or part of official duties of person. ...
In recently, human resources management measured as the most worth able resource has been the center of approaches, activities and it plays an important role in promoting the objectives and goals of the organization. In fact the financial paradigms do not meet the requirements and expectations of the organization, it has led organizations to seek other paths to achieve competitive advantages. In this study, the growth of intellectual capital and organizational citizenship behavior can be taking new approaches in to account field. Practices for development going beyond the role of recognized expectations needs vital infrastructures. Therefore, empowerment is an important element to plays positive role to describing about social exchange of organizational citizenship behavior. Alternatively, in the economy of knowledge-based, the intellectual capital is the creating knowledge and sharing to enhance enterprise values. The study based on descriptive analysis and it examine the relationship between employee’s empowerment, intellectual capital and organizational citizenship behavior. To the theoretical data collection and to extract initial factors and indicators, library and Internet resources were used and questionnaire was used to gather the data needed to evaluate the assumptions. In this research, random method sampling has been used and Pearson's correlation coefficient was used to analysis data. The findings of study state that a positive and significant relationship occurs between dimensions of employee’s empowerment with growth of Intellectual capital and organizational citizenship behavior. On the other hand, becoming more empowered, employees` growth of intellectual capital has increased and the organization will enjoy more progressive staff
... In addition, autonomy aligns with openness, a sub dimension of the process belief of automation technologies (J. D. Lee and See 2004), that refers to the willingness to give and receive ideas, which will increase trust into another party (Mishra 1992;Schindler and Thomas 1993). ...
Artificial intelligence (AI) brings forth many opportunities to contribute to the wellbeing of individuals and the advancement of economies and societies, but also a variety of novel ethical, legal, social, and technological challenges. Trustworthy AI (TAI) bases on the idea that trust builds the foundation of societies, economies, and sustainable development, and that individuals, organizations, and societies will therefore only ever be able to realize the full potential of AI, if trust can be established in its development, deployment, and use. With this article we aim to introduce the concept of TAI and its five foundational principles (1) beneficence, (2) non-maleficence, (3) autonomy, (4) justice, and (5) explicability. We further draw on these five principles to develop a data-driven research framework for TAI and demonstrate its utility by delineating fruitful avenues for future research, particularly with regard to the distributed ledger technology-based realization of TAI.
... Psychological empowerment Thomas and Velthouse (1990) believe that psychological empowerment is the process of occupational inner motivation which consists of four cognitive areas including the feeling of competency, influence, significance and rightness. Studies by Mishra (1992) added trust to above points and five psychological aspects of empowerment were shaped as below: ...
Despite of increasingly attention to employees' empowerment, there is less understanding and recognition on variables that predict and determine employees' empowerment. As a result, present paper is conducted to study the relationship between Islamic and ethical values and employees' psychological empowerment in executive organizations at Kerman. The preliminary framework is devised through theoretical basics, conducted researches and referring to the representatives of the Providence of the Jurist in executive organizations and its validity was investigated by referring to elites' opinions. In present study, a quantitative method is used to analyze data. Research population consists of the employees of Kerman executive organizations while the sample volume was 332 obtained by simple sampling method. Data collection method is a standard questionnaire. Construct validity and Chronbach's alpha ratio are used to confirm its validity and reliability respectively. In terms of purpose, this is an applied research while it is a descriptive and correlation one in terms of gathering needed data. To analyze data in deductive statistical section, Kolmogorov-Smirnov, confirmatory factor analysis and structural equation model in SPSS and LISREL software packages are used. The findings indicate that there is a significant association between Islamic and ethical values in Kerman executive organizations.
The aim of this research is to investigate the effect of organizational justice on work performance and job satisfaction. The purpose of this study is to examine the nature, strength and significance of the links between organizational justice, job satisfaction and work performance .Previous researchers have conducted on Organization justice, job satisfaction and work performance as separate concepts, few of them have attempted to examine the links between them. To date, there is a lack of evidence regarding the nature, significance and strength of relationships between these three variables. The literature review shows that employees’ perceptions of fairness in all organizational processes and practices are assumed to influence their behavior and work outcomes. In order to achieve the aim of the research, the Quantitative method has been used through conducting questionnaires among employees. 400 employees were the participants, with the following results. First, the results showed that distributive justice, Procedural justice and Interactional justice are insignificantly affecting Job Satisfaction. Secondly, the results showed that distributive justice, Procedural justice and Interactional justice are insignificantly affecting work performance. These results suggest that managers should pay workers what they deserve , follow open and fair procedures , offer workers a voice , meet regularly , conduct employee surveys and keep an on-open door policy. Managers must work to distribute the functions, tasks and duties equally, fairs have fairness of outcome, in addition to developing appropriate rules and regulations in order to have fairness of decision making , lastly managers should care about their employees and build manager-employee communication. . Therefore, Employee performance and satisfaction are influenced by organizational fairness (fairness of distribution, fairness of method, and fairness of interaction). Employee’s demographic and career backgrounds are designed as moderators.
Despite the frequently held assumption that organizational culture has an impact on organizationa l functioning, few authors have explicitly discussed the topic of organizationa l culture and organizational effectiveness. This paper presents a model of culture and effectiveness derived from the literature and provides preliminary empirical support from a sample of 969 organizations.