Contingent workers fulfill valuable organizational needs and have functioned as knowledge resources for organizations. Despite their contributions, the literature suggests that a difference in treatment exists between contingent and standard workers in terms of onboarding, pay for performance, and training and development practices within organizations. This paper presents an empirically testable framework that argues for a shift in HR strategies that will allow for equality in treatment between standard and contingent workers within organizations.
Organizational change is a situation, while innovation is an attitude of change. Organizations cannot, in a global economy, remain static and rooted in current practices. Organizational innovation is the necessary ingredient for successful change. More difficult than both change and innovation is the subject of sustainability. Change is often a temporary “fix” that quickly reverts to status-quo. This chapter recommends practices for change management and organizational innovation by reviewing change theories, describing innovation models, referencing sustainability leadership, and providing examples of technology integration. Educators, trainers, performance specialists, change agents, managers, and organizational development professionals will benefit by understanding the principles and future trends of innovation. Both educational institutions and industrial organizations will utilize the guiding questions to determine their readiness to embrace organizational innovation. The goal is to instill the need for an attitude of change in all stakeholders of the organization in order to be well equipped to direct the nation’s workforce.
Organizational change is a situation, while innovation is an attitude of change. Organizations cannot, in a global economy, remain static and rooted in current practices. Organizational innovation is the necessary ingredient for successful change. More difficult than both change and innovation is the subject of sustainability. Change is often a temporary “fix” that quickly reverts to status-quo. This chapter recommends practices for change management and organizational innovation by reviewing change theories, describing innovation models, referencing sustainability leadership, and providing examples of technology integration. Educators, trainers, performance specialists, change agents, managers, and organizational development professionals will benefit by understanding the principles and future trends of innovation. Both educational institutions and industrial organizations will utilize the guiding questions to determine their readiness to embrace organizational innovation. The goal is to instill the need for an attitude of change in all stakeholders of the organization in order to be well equipped to direct the nation’s workforce.
Technology integration is gaining preeminence in the workplace. While plentiful definitions exist, researchers have attempted to answer many questions related to technology. Most of the issues dealing with technology in the workplace address, but are not limited to, technological entry, technological adoption, technological adaptation, technological appropriation, and technological invention. This chapter delves into the concept of technology integration in work settings. Starting with definitions, the chapter examines the nature of technology, its interrelationship with knowledge and the learning organization, its importance in the workplace, and its association with innovation.
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