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Employment is a relationship between two parties regulating the provision of paid labour services. Usually based on a contract, one party, the employer, which might be a corporation, a not-for-profit organization, a co-operative, or any other entity, pays the other, the employee, in return for carrying out assigned work. Employees work in return for wages, which can be paid on the basis of an hourly rate, by piecework or an annual salary, depending on the type of work an employee does, the prevailing conditions of the sector and the bargaining power between the parties. Employees in some sectors may receive gratuities, bonus payments or stock options. In some types of employment, employees may receive benefits in addition to payment. Benefits may include health insurance, housing, and disability insurance. Employment is typically governed by employment laws, organization or legal contracts.
Organizational behavior or organisational behaviour is the "study of human behavior in organizational settings, the interface between human behavior and the organization, and the organization itself". Organizational behavioral research can be categorized in at least three ways:
Organizational effectiveness is a concept organizations use to gauge how effective they are at reaching intended outcomes. Organizational effectiveness is both powerful and problematic term. The strength of it is that it may be used to critically evaluate and improve organisational activities. It is problematic since it means various things to different individuals. And there are other alternative methods for measuring organizational performance. Organizational effectiveness embodies the degree to which firms achieve the goals they have decided upon, a question that draws on several different factors. Among those are talent management, leadership development, organization design and structure, design of measurements and scorecards, implementation of change and transformation, deploying smart processes and smart technology to manage the firm's human capital and the formulation of the broader Human Resources agenda.
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The composition-based view (CBV) was recently developed by Luo and Child (2015). It is a new theory that explicates the growth of firms without the benefit of resource advantages, proprietary technology, or market power. The CBV complements some existing theories such as resource-based view (RBV), resource management view, and dynamic capability – to create novel insights into the survival of firms that do not possess such strategic assets as original technologies and brands. It emphasizes how ordinary firms with ordinary resources may generate extraordinary results through their creative use of open resources and unique integrating capabilities, resulting in an enhanced speed and a high price-value ratio that are well suited to large numbers of low- to mid-end mass market consumers. The CBV has been commented as “a new view with significant application” for emerging market firms and for small and medium sized enterprises in many countries. The view cautions though that composition-generated advantages are temporary in nature and that composition itself mandates special skills in distinctively identifying, leveraging, and combining open or existing resources inside and outside the firm.
Leonard A. (Len) Schlesinger is an American author, educator, and business leader. He is currently the Baker Foundation Professor at Harvard Business School and President Emeritus of Babson College where he served as the college's 12th President from 2008 through 2013.
Charles A. O'Reilly III is an American academic. He is the Frank E. Buck Professor of Management at the Stanford Graduate School of Business. He is the co-author of three books and a number of case studies as well as the co-editor of a fourth book.
References
- ↑ Quest for Innovation, Motivation Inspires the Gurus. Wall Street Journal, May 5, 2008
- ↑ Accenture top 50 business intellectuals
- ↑ "Top 40 Bestselling Case Authors 2015/16". thecasecentre.org. Archived from the original on 2021-05-05. Retrieved 2020-06-18.
- 1 2 3 4 5 "Jeffrey Pfeffer | 7 Rules of Power | McKinsey Author Talks | McKinsey". www.mckinsey.com. Retrieved 2023-11-28.
- 1 2 3 Pfeffer, Jeffrey; Sutton, Robert I. (2006-01-01). "Evidence-Based Management". Harvard Business Review. ISSN 0017-8012 . Retrieved 2023-11-28.
- ↑ "Qn magazine, February 2011". Archived from the original on 2011-04-26. Retrieved 2011-05-12.
- ↑ Pfeffer, J., Share Perceptions of Your Work, Early and Often, Harvard Business Review, published 21 October 2010, accessed 20 November 2023
- 1 2 3 4 5 "Jeffrey Pfeffer". Stanford Graduate School of Business. Retrieved 2023-11-28.
- ↑ "Jeffrey Pfeffer's Wikipedia Article Summary, by the Earslips".
