Purpose -The purpose of this paper is to deal with tacit signals and organization performance development. Tacit signals are personal guiding beliefs that arise from tacit knowledge. The paper describes theoretical hypotheses how tacit signal method is utilized in competence measurement and organization performance improvement. Theories are evaluated by empirically grounded study. Design/methodology/approach -The tacit signal approach is linked to human pressure-performance theory of inverted U-curve, known as Yerkes-Dodson law. Moreover, a new mental model of five interrelated competences is used in order to understand the pluralistic nature of organization development. These five competences are management, leadership, culture, skills, and processes. The paper describes how competences can be studied by tacit signals, offering positive elements for both management and performance. The case study is done in Finnish commercial business enterprise of approximately 1,000 employees. Findings -Empirically grounded case study supports the theoretical approach, showing that tacit signals are in correlation to organization performance. Tacit signals help working groups identifying their collective dissonance in a way that will help them to increase emotional intelligence and performance. In the case, company significant improvement in profitability is found. Originality/value -The paper connects researcher innovation of tacit signals to organization competence measurement. This paper supports hypotheses that persons have tacit knowledge of personal situation at pressure-performance curve. This situation can be measured for each competence by tacit signal inquiry which guides to optimal improvement which strengthens the group emotional intelligence and increases performance. The described tacit signal method and system intelligence model gives additional value to further scientific studies.
The objectives of the article are, to illustrate the complex dimensions of the relationship between human capital management and organizational performance and to provide insight into new methods for organization development. Methods are a combination of several research areas, including system intelligence, tacit signals, quality of the working life index and the theory of human capital production function. This article presents a holistic approach of multi-disciplinary research that emphasizes the complexity of HRM-Performance and explains why, in some cases, human resource development increases business performance, and in other cases not. Development complexity is more difficult when organizational performance is measured by monetary value. The article presents human capital intangible assets' connection to monetary scorecards using human capital production function, which explains and also makes it possible to predict human resource development payback. This article's methods form a skeleton for future research and give fundamentals for effective organization human capital performance development.
The objectives of the article are, to illustrate the complex dimensions of the relationship between human capital management and organizational performance and to provide insight into new methods for organization development. Methods are a combination of several research areas, including system intelligence, tacit signals, quality of the working life index and the theory of human capital production function. This article presents a holistic approach of multi-disciplinary research that emphasizes the complexity of HRM-Performance and explains why, in some cases, human resource development increases business performance, and in other cases not. Development complexity is more difficult when organizational performance is measured by monetary value. The article presents human capital intangible assets' connection to monetary scorecards using human capital production function, which explains and also makes it possible to predict human resource development payback. This article's methods form a skeleton for future research and give fundamentals for effective organization human capital performance development.
The human resource management (HRM) can be structured according to different key perspectives (e.g., Stone, 2002). One viewpoint concerns the applications and information technology-based human resource information systems (HRIS) that can be seen as an additional solution to carry out the successful human resource management. The historical perspective of the current topic shows how organizations have had various management information systems and decision supportive systems. Both of these have direct links to human-computer interaction and human behavior (e.g., Zhang & Dillon, 2003). In management context, however, demand for successful HRM is challenging as human resources are led in specific situations (Hershey, Blanchard, & Johnson, 2000) and managed in changing organizational environments (Sashkin & Sashkin, 2003). Leadership studies have shown that management should be accompanied with the widerange of managerial options. Hence, as one element of e-governance, there is need for advanced electronic human resource management (e-HRM) systems that are acceptable and effective (rf. Stone, Stone-Romero, & Lukaszewski, 2006).
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