Transforming knowledge workers into innovation workers to improve corporate productivity

Maruta, R.

doi:10.1016/j.knosys.2011.06.017

Cited by 47 publications

(33 citation statements)

References 4 publications

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“…It has been demonstrated sufficiently and convincingly that human resource management is one of the most sensitive and important fields of action for the future success of companies (2012), employees are the most important factor in the success and failure of any organization. The basic factor of success of any organization is to recruit capable employees, to retrain them, and to employ them in order to fulfil a company's set goals (Lindner and Wald 2011;Maruta 2012). Personal characteristics as well as the workplace environment affect employee motivation.…”

Section: Introductionmentioning

confidence: 99%

Motivation Factors Influencing Senior Managers in the Forestry and Wood-Processing Sector in Slovakia

et al. 2016

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Senior managers in the forestry and wood-processing sectors in the Slovak Republic were asked to complete questionnaires. The aim of the research was to identify the importance of certain factors that affect the process of their motivation. A total of 493 senior managers were surveyed. The respondents used a five-point rating scale to rate the significance of each motivation factor, where 5 was very important and 1 was unimportant. The importance of 36 motivation factors was studied for senior managers through the use of statistical methods. Based on the study, it was concluded that the base salary is the most important factor of motivation, followed by job security as the second most important motivation factor, and the third most important factor was the fair appraisal system. Keywords INTRODUCTIONOrganizations focus on their employees to gain a competitive edge. Technology, processes, and organizational structure can be copied, but the value that competent and dedicated employees can bring to companies cannot be easily taken away (Ahmad et al. 2012). Managers in companies strive to build a functioning process within their enterprises (Vaňová et al. 2009). This is why companies have to cooperate with their employees. Companies must motivate and stimulate employees to make them feel satisfied with the organization and to prevent them from leaving. Halepota (2005) defines motivation as "a person's active participation and commitment to achieve the prescribed results." Without motivation, employees cannot offer their best performance, resulting in the company's performance being less efficient (Muslim et al. 2016). Motivated employees help businesses to succeed, as they are more productive (Almacik et al. 2012). Hence, motivated employees can contribute to making an organization more valuable and profitable (McKenzie-Mohr and Schultz 2014).To have a comprehensive understanding of employee motivation, one must examine its history, as well as further development, because employee motivation and engagement has long been a major concern for research (Sanyal and Biswas 2014). When Frederick Herzberg researched the sources of employee motivation during the 1950s and 1960s, he discovered a dichotomy: the things that make people satisfied and motivated on the job are different, in kind, from the things that make them dissatisfied. The renowned two-factor theory of established hygiene factors and motivators influenced better employee Fakhrutdinova et al. (2013), there are several means of employee motivation, such as bonuses, career growth, or obtaining the right to purchase shares of the company at a discounted price. During the economic crisis, motivation platforms are focused not only on financial incentives but very often on non-financial incentives, such as rebuilding teams, providing education and training within the company, offering qualifying training courses, language courses, managerial and IT courses, seminars, or using different outsourcing market tools (Wu et al. 2008;Kampf and Ližbetinová 2015). Kamasheva...

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Section: Introductionmentioning

confidence: 99%

Motivation Factors Influencing Senior Managers in the Forestry and Wood-Processing Sector in Slovakia

et al. 2016

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“…Other reported spheres were talent management and succession planning, which is related to the arrangement of knowledge continuity (Wong, 2009 Šujanová et al, 2012), considered to be a signifi cant competitive advantage at present, which has also been confi rmed by similar researches (e.g. Maruta, 2012;Levy, 2011). The third, most o en stated challenge for organisations is to hire, stabilise and retain qualifi ed employees, respectively reduce their fl uctuation, and, in several cases, to rejuvenate the present state of employees.…”

Section: Key Challenges For Human Resources Management In Interviewedmentioning

confidence: 75%

Organisational arrangement of human resources management in organisations operating in Slovakia and Czech Republic

Stacho¹,

Urbancová²,

Stachová³

2013

Acta Univ. Agric. Silvic. Mendelianae Brun.

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STACHO ZDENKO, URBANCOVÁ HANA, STACHOVÁ KATARÍNA: Organisational arrangement of human resources management in organisations operating in Slovakia and Czech Republic. Acta Universitatis Agriculturae et Silviculturae Mendelianae Brunensis, 2013, LXI, No. 7, pp. 2787-2799 A necessary condition of eff ective functioning of human resources management in an organisation is the creation of adequate organisational conditions including the existence of a human resources management department, its size, composition and responsibility, which are formed following particular conditions of the given organisation. Competitive environment of organisations operating in Slovakia and Czech Republic is growing with the process of world economy globalisation, and it brings the need of fl exibility in management, and therefore we have to get used to changes also in the sphere of human resources management, and learn to cope with new impulses and situations. At present, that predominantly includes spreading eff ects of global fi nancial and economic crisis, infl uencing all spheres of life in Slovakia and in Czech Republic too. Handling this situation presupposes fl exibility in assessment of changes in environment where organisations operate, ability to detect all positive as well as negative impacts and situations, and formulation of measures to enhance their own position sensibly and cautiously. Due to the need of focusing of organisations on comprehensive arrangement of human resources management, in questionnaire researches, we focused on fi nding out whether and to what extent organisations operating in Slovakia (n = 340) and in Czech Republic (n = 109) focus on human resources management arrangement. The objective of the article is to compare results in the sphere of human resources in organisations operating in Slovak and Czech Republics. The results show that 67% organisations in Slovakia and only 43% in the Czech Republic had a human resources management department which realised followed human resources management functions and personnel strategy.human resources management, outsourcing of personnel activities, organisational strategy, functional strategies, human resources management departments, organisations operating in Slovakia Workforce in organisations is most signifi cantly infl uenced by how the department of human resources management, personnel department, personnel professional, respectively employee responsible for human resources management can fulfi l two key tasks, in particular (Kachaňáková et al., 2012):• securing necessary number of employees in required professional and qualifi cation structure and in dynamic accordance with strategic goals of the organisation,• coordination of employee behaviour with strategic goals of the organisation. Eff ective fulfi lment of these tasks requires a broad range of various activities identifi ed as human resources management functions. Objective of systematic management of these functions is to secure optimal usage of human potential and investment potential inv...

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“…Maruta [13], in his paper, deals with the productivity improvement of knowledge work. He points out that knowledge is created through the knowledge worker's mental activity involving the interaction of three important factors, i.e., information, knowledge and insight.…”

Section: Productivity Improvementmentioning

confidence: 99%

“…In order to substitute for inefficient conventional on-the-job trainings to nurture innovation workers, a Timed-PDCA concept is proposed in Maruta's paper. Maruta [13] claimed that the use of the Timed-PDCA concept makes it possible to visualize the progressive status of knowledge work as well as on-going thoughts of workers, and also periodically to enforce the worker for seriously evaluating the current situation and revising the action plan towards the final goal. Maruta [13] concluded his paper by stating that the use of the Timed-PDCA concept makes it possible to pursue productivity improvement in the current works including nurturing innovation workers concurrently.…”

Section: Productivity Improvementmentioning

confidence: 99%

Productivity Improvement Model without Increasing Operation’s Risk and Fatigue

Al-Shayea¹,

Khalid²,

Khalid³

et al. 2011

ENG

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Productivity improvement of an operation without increasing operation risk and operation fatigue that increase the needed relaxation allowance is an important subject in process design. This research subject stimulates researchers to focus on improving the productivity of the whole production process by changing the technique of performing significant operations in the process. However, two important issues that affect the implementation of any new technique were not considered in the pervious research works. These are the risk magnitude of the new technique on the workplace environment and the fatigue level that affect human's health. In this paper, a model was developed that maximize the productivity of the production process by selecting the best technique to perform significant process operations among proper candidate techniques that improve these operations productivity while minimizing these operations risk and fatigue.

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Transforming knowledge workers into innovation workers to improve corporate productivity

Cited by 47 publications

References 4 publications

Motivation Factors Influencing Senior Managers in the Forestry and Wood-Processing Sector in Slovakia

Motivation Factors Influencing Senior Managers in the Forestry and Wood-Processing Sector in Slovakia

Organisational arrangement of human resources management in organisations operating in Slovakia and Czech Republic

Productivity Improvement Model without Increasing Operation’s Risk and Fatigue

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