Building Leadership Effectiveness This program encourages leaders to develop practices that transform values into action, vision into realities, obstacles into innovations, and risks into rewards. Participants will be introduced to the five practices of exemplary leadership: modeling the way, inspiring a shared vision, challenging the process, enabling others to act, and encouraging the heart Coaching & Communicating for Performance Coaching & Communicating for Performance is a highly interactive program that will give supervisors and managers the opportunity to build skills that will enable them to share expectations and set objectives for employees, provide constructive feedback, more effectively engage in learning conversations, and coaching opportunities. Skillful Conflict Management for Leaders As a leader, it is important to understand conflict and be effective at conflict management because the way conflict is resolved becomes an integral component of our university’s culture. This series of conflict management sessions help leaders learn and put into practice effective strategies for managing conflict.

기독교 사역과 Leadership

Social Psychology of Organizations

What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative—leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change.

The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields (Chinese Translation)

Creativity: Flow and the Psychology of Discovery and Invention

This paper presents a framework for studying the concepts of fit and flexibility in the field of Strategic Human Resource Management (Strategic HRM) focusing on HRM practices, employee skills, and employee behaviors and reviews past conceptual and empirical work within that framework. A model of Strategic HRM is presented and this model is used to explore the concepts of fit and flexibility as they apply to Strategic HRM. The concepts of resource and coordination flexibility are applied to Strategic HRM, and the implications of the framework for both the practice of and research on Strategic HRM are discussed.

Toward a Unifying Framework for Exploring Fit and Flexibility in Strategic Human Resource Management

To stay competitive, hotels and resorts require focusing on being innovative. Given the important role of innovation in the contemporary hotel industry, this research investigated how employee’s creativity and innovation can be motivated. Of all the determinants of employee’s innovative behavior, leadership has been highlighted in the literature as one of the most influential organizational factors in encouraging subordinates’ creativity and innovation. This study examined the influence of perceived innovation-enhancing leadership behaviors on employee’s creativity and innovation in Iranian hotels and resorts. In particular, this research investigated the direct impact of seven categories of innovation-enhancing leadership behaviors on employee’s creativity and innovation, drawing on a sample of 107 employees and managers from three-star, four-star, and five-star hotels and resorts in Iran. The empirical findings indicated that the construct of innovation-enhancing leadership is positively and significantly associated with employee’s creativity and innovation; further, this study identified particular leadership behaviors that account for employee’s creativity and innovation in the Iranian hotel sectors. This research also reviews the literature on the topic of effective leadership practices in the Asian hotels industry in order to understand more comprehensively how leadership enhances employee’s innovative behavior in the context of the hotel industry. On the basis of this finding, industry practitioners would be able to develop strategies that enhance and sustain organizational competitive advantage, and this outcome especially in regard to leadership behaviors offers useful directions for training and development programs.

Leading toward creativity and innovation: A study of hotels and resorts

Leadership theories and concepts: Its past and present

The COVID-19 pandemic has forced employees to adapt and adjust to the new normal in an unprecedented way. While some employees have been able to move to work-from-home (WFH) relatively easily, many find it challenging. Notwithstanding the magnitude of change, little is known about the determinants of WFH employees’ mental health during COVID-19. This study therefore aims to explore (1) the salient factors that contribute to the mental health issues of WFH employees and (2) strategies to overcome WFH challenges. A qualitative approach using phenomenological inquiry was adopted. Forty-one employees who worked from home in Pakistan were sampled using the purposive and snowball sampling techniques. Data was collected via semi-structured interviews and analyzed using thematic analysis. Overall, employees believe that organizations offer inadequate support in both work-related and non-work-related matters. Five themes were elicited and coded as factors that contribute to mental health issues among WFH employees. Technical issues and system complexities, the absence of flexible working arrangements, distractions, a lack of communication, and inadequate social support were found to obstruct WFH and cause mental distress. Behavioral and cognitive coping strategies were also determined to tackle these mental issues. This study complements the human resource literature by exploring the factors that obstruct WFH and cause mental health issues in the context of the pandemic crisis. As mental well-being is more intricate than administrative arrangements, the study is useful for organizations to develop a feasible mechanism that facilitates the smooth execution of WFH for employees while ensuring their mental health is preserved. Using a phenomenological inquiry, the present study is one of the few to explore the factors that contribute to the mental health of WFH employees in the context of the pandemic crisis. Apart from its contribution to knowledge on human resource management and organizational behavior, it provides useful implications for managers, policymakers, and practitioners to manage WFH employees more effectively.

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Work-From-Home in the New Normal: A Phenomenological Inquiry into Employees’ Mental Health

In Malaysia's quest to become the international hub of education in Asia, more expatriate academics are working in the country's higher education institutions. The high demand for an international academic workforce has created the opportunity for self-initiated expatriate academics (SIEAs) to take up employment opportunities. Consequently, the issues that are associated with expatriation experienced by expatriate academics especially SIEAs are becoming more complex. Failure to identify and manage these complex issues will affect the success or failure of SIEAs who would like to work overseas. This paper aims to develop a survey instrument based on important issues that have affected SIEAs as described in the literature. Multi-item scales were constructed and adapted to assess SIEAs' expatriation issues, job satisfaction, organisational commitment, cultural intelligence and emotional intelligence. The item selection, item analysis, and determination of the final 122-item scale are also described. Reliability and validity of the instruments for the SIEAs Expatriation Issues Survey (SEIS)were also discussed.

Self-initiated expatriate academics (SIEAs) in the Malaysian higher education sector: instruments development and preliminary results

The study applied a combination of organisational learning models (Senge, 1994: Pedler, Burgoyne and Boydell, 1991) and later adopted fifteen organisational learning principles with one of the biggest energy providers in South East Asia. The purposes of the current study were to: a) investigate the company's practices on fifteen organisational learning principles; b) explore the perceptions and expectations of its employees in relations to the principles; and c) compare the perceptions and expectations between management and non-management staff toward the fifteen factors. One hundred and ten employees responded on a designed questionnaire and the results indicated that the company was practicing activities that associated with organisational learning principles. Also, according to the T-test results, significant differences between management and non-management respondents were found. Research implications are also provided.

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Nuttawuth Muenjohn

Papers

Leading toward creativity and innovation: A study of hotels and resorts

Leadership theories and concepts: Its past and present

Work-From-Home in the New Normal: A Phenomenological Inquiry into Employees’ Mental Health

Self-initiated expatriate academics (SIEAs) in the Malaysian higher education sector: instruments development and preliminary results

Organisational Learning as Perceived and Expected by Management and Non Management Staff