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- Attitudes (1)
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Articles 1 - 4 of 4
Full-Text Articles in Labor Relations
Students’ Attitudes Towards Career In The Tourism Industry – Implications For Tacit Knowledge Management, Marlena A. Bednarska, Marcin Olszewski
Students’ Attitudes Towards Career In The Tourism Industry – Implications For Tacit Knowledge Management, Marlena A. Bednarska, Marcin Olszewski
Journal of Entrepreneurship, Management and Innovation JEMI
The success of tacit knowledge management lies in firms’ capabilities to attract and retain employees possessing unique knowledge. The purpose of the paper is to investigate students’ attitudes towards career in tourism in the context of tacit knowledge management. The study was conducted on the group of 345 undergraduates and graduates enrolled in tourism and hospitality studies in Poznan. Research revealed that majority of students plan short-term career in tourism, which entails tacit knowledge leakage outside the tourism industry. It was also found that students’ attitudes towards tourism careers are significantly influenced by previous work experience and satisfaction with the …
Total Participation Management:Toward Psychological Determinants Of Subjective Well-Being At Work, Katarzyna Mika, Ryszard Stocki, Agnieszka Bożek
Total Participation Management:Toward Psychological Determinants Of Subjective Well-Being At Work, Katarzyna Mika, Ryszard Stocki, Agnieszka Bożek
Journal of Entrepreneurship, Management and Innovation JEMI
Aiming to determine which management practice has the strongest influence on the subjective well-being (SWB) of employees, three workplaces were assessed with reference to different levels of total participation management (TPM), an innovative approach to human resource management. The study examined whether the level of TPM is positively related with SWB, defined according to Diener’s (1984) affective and cognitive facets of work. The psychological explanation of the predicted dependence was the level of satisfaction of three basic needs (autonomy, competence and relatedness) distinguished by Deci and Ryan (2000a). The hypothesis about a positive relationship between SWB and TPM was confirmed. …
Job Design And Innovative Work Behavior: One Size Does Not Fit All Types Of Employees, Stan De Spiegelaere, Guy Van Gyes, Geert Van Hootegem
Job Design And Innovative Work Behavior: One Size Does Not Fit All Types Of Employees, Stan De Spiegelaere, Guy Van Gyes, Geert Van Hootegem
Journal of Entrepreneurship, Management and Innovation JEMI
As innovative employees become imperative for an organizations’ success, research identified job design as a crucial variable in promoting innovative work behavior (IWB) (Hammond et al., 2011). Using the Job Demands-Resources (JD-R) model of Bakker & Demerouti (2007), this article contributes to the literature as it uses recent insights on the distinction between job challenges and job hindrances (Van den Broeck et al., 2010) and distinguishes between blue- and white-collar employees. Using survey data of 893 employees of various organizations the findings generally confirm the JD-R model, although important differences were found between blue-collar and white-collar employees regarding the relation …
How To Strengthen Positive Organizational Behaviors Fostering Experiential Learning? The Case Of Military Organizations, Andrzej Lis
Journal of Entrepreneurship, Management and Innovation JEMI
The aim of the paper is to study the challenges concerning organizational behaviors crucial for Lessons Learned capabilities in military organizations as well as to indentify the solutions and recommendations to develop and strengthen positive organizational culture, climate and behaviors fostering experiential learning. The attention is focused around positive behaviors recognized by NATO as the key success factors for Lessons Learned capabilities such as: the engagement of leaders, positive mindset, willingness to share information and stakeholder involvement. The contents of the paper are mainly based on the interviews with Lessons Learned experts and practitioners representing both NATO commands, bodies and …