Relationship between Workforce Agility and Organizational Intelligence (Case Study: The Companies of "Iran High Council of Informatics")

Abstract

The aim of this study is to explore the relationship between "workforce agility" and "organizational intelligence" (considering the components of both concepts and contextual variables, too).The population included the managers and employees working at the grade one companies of "Iran High Council of Informatics".Results showed a significant positive correlation between workforce agility and organizational intelligence. All components of organizational intelligence (except strategic vision), had a positive significant relationship with workforce agility. The relationship between the individual components of workforce agility (except interpersonal adaptability) and organizational intelligence is positive and significant. Variables of Age, work experience, and organizational position, had a positive significant relationship with the agility of the workforce, while about sex and educational level, no significant relationship was found.It is recommended simple and operational translation of mission statement and strategies for employees, establishing of feedback system, enhancing of employees work-life quality and participation, facilitating learning, managerial skills training, putting employees in decision-making situation, taking advantage of the cultural diversity, be considered. Moreover employment of professionals (regardless of gender, or merely emphasis on educational degree) must be considered.

Examining the Effects of Organizational Learning on Workforce Agility through Psychological Empowerment

“…These include a positive attitude to the changes, tolerance of uncertain and unexpected, and stressful situations (Sherehiy, 2014). Sohrabi, Asari and Hozoori (2014) and Muduli (2016) were associated with organizational practices, such as employee involvement, organizational structure, organizational intelligence, reward system. One of the essential variables related to workforce agility is organizational learning, which is to create employees to become agile by implementing development or training programs (Alavi et al, 2014;Muduli, 2016).…”

Do demographics influence workforce agility score of tax professionals in Bangalore, India?

“…Employees with higher job positions reflect higher workforce agility. Using the t-test, Sohrabi et al (2014) found a significant difference in the workforce agility score among employees and managers. Similarly, Harvey et al (1999) also found that variables such as work experience and organizational position have a significant positive relationship with workforce agility.…”

“…To date, the literature has touched on many areas of workforce agility, such as identifying internal workforce agility enablers in tax consulting (Thayyib & Khan, 2020); workforce agility index development (Tamtam & Tourabi, 2020); individual, team and enterprise level factors contributing to workforce agility (Petermann & Zacher, 2020); workforce agility enablers in Indian engineering institutions (Menon & Suresh, In press); the relationship between workforce spiritual and psychological empowerment, and workforce agility in the Indian context; (Paul et al, 2020); the psychological antecedents of workforce agility (Storme et al, 2020); measuring workforce agility in IoT projects (Patil & Suresh, 2019); the role of psychological empowerment in workforce agility attributes (Muduli & Pandya, 2018); interlinking psychological empowerment and organizational practices with workforce agility (Muduli, 2016(Muduli, , 2017; organization learning, organization structure (Alavi et al, 2014); the relationship between workforce agility and organizational intelligence (Sohrabi et al, 2014); learning agility and developing "high potential" employees (Dries et al, 2012); employee involvement practices (Sumukadas & Sawhney, 2004); and reviews of the conceptualization of workforce agility (Gunasekaran, 1999).…”

“…Investigating the present agility level and their differences based on individual competencies and demographic factors are imperative. The agility level at the workplace is likely to be linked with their particular demographic factors, which is reflective of their stage of life (Sohrabi et al, 2014). For example, when professionals are in the early-career life, employees are likely to be open to learning to upgrade their careers by being flexible, adaptive, and fast to react to changes, whereas they are likely to be inflexible, resistant to changes, and less updated in the latter half of their career (Harvey et al, 1999 Sohrabi et al (2014) reveal that educational level has no impact on agility at the workplace.…”

“…Such variables include age, professional qualifications, employer type, area of expertise, and seniority level of the tax professionals (Thayyib & Khan, 2020). The inclusion of these variables allowed us to examine the difference in the self-assessed workforce agility at work (Sohrabi et al, 2014). The measured score in Workforce Agility Score could reveal how demographics influence professional agility at work.…”