Die strategische Personalentwicklung in acht Etappen

Meifert, Matthias T.

doi:10.1007/978-3-658-01549-7_2

Cited by 3 publications

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“…Forth, what is the importance of human resource development (HRD) measures as part of human resource management for organizational performance? According to Meifert (2013) the greatest obstacles in practical terms when it comes to implementing an HRD approach is the complexity of the field in terms of what is encompassed by HRD and what is useful dependent on corporate strategy. Amongst the most recently cited for example in Strack et al (2014) and Bersin et al (2017) Fifth, as the necessary data is hard to come by, is the gathering of perceptual data sufficient for scientific requests?…”

Section: Open Questions In Existing Literature As Starting Points For Further Researchmentioning

confidence: 99%

The Influence Of Organizational Learning On Performance: A Comprehensive Approach

Schreder

2020

JWEIBE

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The purpose of the research project is to develop a model of the linkages between human resource management, organizational learning and organizational performance to test the assumptions and to analyze the correlations in order to substantiate or falsify the original model and to draw respective conclusions for relevant stakeholders in business enterprises as well as to give suggestions for further research in the field. Main theoretical approaches to the impact of organizational learning and human resource management on organizational performance, main approaches to the measurement of organizational performance, the derivation of the definitions of the central theoretical concepts, namely organizational learning, human resource management, organizational performance, and business enterprise, tailor-made for the use in the current study, and open questions in existing literature as starting point for the research are shown. The research hypotheses that organizational learning positively influences organizational performance et vice versa, that human resource management positively influences organizational learning, and that human resource management positively influences organizational performance directly are developed and the research model is conceptualized, operationalized, and visualized via the resulting theoretical scheme. Also, the development of the research methodology, design, and the selection of research methods is being undertaken, and the data gathering process via pre-study and electronic survey about the interdependencies between the theoretical constructs involved in the research hypotheses are described. The data analysis on the electronic survey about the items influencing the interdependencies between theoretical constructs of human resource management, organizational learning, and organizational performance takes place starting with a factor analysis and based on it the research scheme is being adapted into an evidence-based research model which is analyzed via different descriptive statistical methods, i.e. hierarchical and multiple regression analysis, and Structural Equation Modeling. Main conclusions include that: organizational performance cannot be seen as a holistic concept incorporating the end results of all the organization’s work processes and activities directed at lasting competitive advantage, but has to be divided into two separated concepts. The second part of the main hypothesis that organizational learning positively influences organizational performance in terms of non-financial variables regarding general competitiveness and human resource performance also can be substantiated. Human resource managers can use the findings as reference for future strategic orientation of organizations as well as derive specific implementation measures from it.

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Section: Open Questions In Existing Literature As Starting Points For Further Researchmentioning

confidence: 99%

The Influence Of Organizational Learning On Performance: A Comprehensive Approach

Schreder

2020

JWEIBE

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“…Viele autoren betonen die Verantwortung und bedeutung der Führungskraft bezüglich der Personalentwicklung, beruflichen Weiterbildung sowie Kompetenz-und Karriereentwicklung ihrer Mitarbeiter (z. b. boos und evers 2009;Diesner et al 2008;Dimitrova 2009;Kaltenegger 2008;Kunz 2005;Meifert 2010;Seufert et al 2007;Wallo 2008). trotz der hohen relevanz und aktualität der thematik ist die empirische befundlage zu diesem thema erstaunlicherweise noch sehr dünn.…”

Section: Introductionunclassified

Fordern und fördern

Rohde

Vincent

Janneck

2011

Gruppendyn Organisationsberat

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H a u p t b e i t r ä g e "Die Unterstützung des Chefs ist ausschlaggebend. Entweder er hält die Hand unter einen und man kommt hoch oder er hält sie über einen wie einen Regenschirm und man wird von oben nicht wahrgenommen." interviewzitat Zusammenfassung: Die direkte Führungskraft ist aufgrund ihres engen Kontaktes zu ihren Mitarbeitern besonders geeignet, diese gemäß ihrer interessen und Fähigkeiten zu fordern und zu fördern. im rahmen dieser Studie wurden anhand von 36 interviews mit (potentiellen) Führungs-kräften aus technisch-naturwissenschaftlichen branchen 12 kompetenz-und karriereförderliche Führungsverhaltensweisen ermittelt. Diese beinhalten sowohl Förderungen im direkten Kontakt (Feedback, Vermittlung von Maßnahmen, promotion, Vertrauen, instrumentelle und informationale unterstützung, Zielvereinbarung, emotionale und bewertungsbezogene unterstützung, potentiale erkennen, Vorbildverhalten) als auch Förderungen über die gestaltung einer kompetenz- und karriereförderlichen arbeitsaufgabe (Delegation verantwortungsvoller aufgaben, Handlungsspielraum, person-job-fit). Es zeigte sich, dass vor allem die Arbeitsgestaltung durch die Führungs-kraft ein wichtiger Faktor ist. Zudem kristallisierte sich die rolle des unternehmens als weiterer Einflussfaktor auf die Mitarbeiterförderung heraus. Empfehlungen für die Mitarbeiterförderung in der praxis und für zukünftige Forschung werden abgeleitet.Abstract: the group manager, who has close contact with his employees, is especially adequate to support these according to their interests and abilities. In this study we identified 12 leadership behaviors that enhance employees' competencies and career advancement by analyzing 36 interviews with (potential) managers from companies operating in the fields of science and technology. these behaviors contain both ways of supporting through direct contact (feedback, training measures, promotion, trust, instrumental and informational support, management by objectives, emotional support and appraisal, recognizing potential, role model behavior) as well as ways of supporting by providing a competence and career enhancing job design (delegation of challenging tasks, job control, person-job-fit). The outcome shows that that job design is a key factor. In addition, the company's role turned out to be another major factor influencing the employee's professional progress. practical recommendations for enhancing employee's motivation and empowerment are given. these can also be the base for future related additional research.

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Wertschöpfungsbeitrag von Emotionaler Intelligenz in Organisationen: Praktische Umsetzung im Bereich Talentmanagement in einem internationalen Industrieunternehmen in Salzburg

Schreder¹

2018

Emotionale Intelligenz in Organisationen

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Die strategische Personalentwicklung in acht Etappen

Cited by 3 publications

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The Influence Of Organizational Learning On Performance: A Comprehensive Approach

The Influence Of Organizational Learning On Performance: A Comprehensive Approach

Fordern und fördern

Wertschöpfungsbeitrag von Emotionaler Intelligenz in Organisationen: Praktische Umsetzung im Bereich Talentmanagement in einem internationalen Industrieunternehmen in Salzburg

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