According to W. Edwards Deming, American companies require nothing less than a transformation of management style and of governmental relations with industry. In Out of the Crisis, originally published in 1982, Deming offers a theory of management based on his famous 14 Points for Management. Management's failure to plan for the future, he claims, brings about loss of market, which brings about loss of jobs. Management must be judged not only by the quarterly dividend, but by innovative plans to stay in business, protect investment, ensure future dividends, and provide more jobs through improved product and service. In simple, direct language, he explains the principles of management transformation and how to apply them.

Out of the Crisis

How have Japanese companies become world leaders in the automotive and electronics industries, among others? What is the secret of their success? Two leading Japanese business experts, Ikujiro Nonaka and Hirotaka Takeuchi, are the first to tie the success of Japanese companies to their ability to create new knowledge and use it to produce successful products and technologies. In The Knowledge-Creating Company, Nonaka and Takeuchi provide an inside look at how Japanese companies go about creating this new knowledge organizationally. The authors point out that there are two types of knowledge: explicit knowledge, contained in manuals and procedures, and tacit knowledge, learned only by experience, and communicated only indirectly, through metaphor and analogy. U.S. managers focus on explicit knowledge. The Japanese, on the other hand, focus on tacit knowledge. And this, the authors argue, is the key to their success--the Japanese have learned how to transform tacit into explicit knowledge. To explain how this is done--and illuminate Japanese business practices as they do so--the authors range from Greek philosophy to Zen Buddhism, from classical economists to modern management gurus, illustrating the theory of organizational knowledge creation with case studies drawn from such firms as Honda, Canon, Matsushita, NEC, Nissan, 3M, GE, and even the U.S. Marines. For instance, using Matsushita's development of the Home Bakery (the world's first fully automated bread-baking machine for home use), they show how tacit knowledge can be converted to explicit knowledge: when the designers couldn't perfect the dough kneading mechanism, a software programmer apprenticed herself withthe master baker at Osaka International Hotel, gained a tacit understanding of kneading, and then conveyed this information to the engineers. In addition, the authors show that, to create knowledge, the best management style is neither top-down nor bottom-up, but rather what they call "middle-up-down," in which the middle managers form a bridge between the ideals of top management and the chaotic realities of the frontline. As we make the turn into the 21st century, a new society is emerging. Peter Drucker calls it the "knowledge society," one that is drastically different from the "industrial society," and one in which acquiring and applying knowledge will become key competitive factors. Nonaka and Takeuchi go a step further, arguing that creating knowledge will become the key to sustaining a competitive advantage in the future. Because the competitive environment and customer preferences changes constantly, knowledge perishes quickly. With The Knowledge-Creating Company, managers have at their fingertips years of insight from Japanese firms that reveal how to create knowledge continuously, and how to exploit it to make successful new products, services, and systems.

The knowledge-creating company

In the first Annual Review of Psychology chapter since 1977 devoted exclusively to work motivation, we examine progress made in theory and research on needs, traits, values, cognition, and affect as well as three bodies of literature dealing with the context of motivation: national culture, job design, and models of person-environment fit. We focus primarily on work reported between 1993 and 2003, concluding that goal-setting, social cognitive, and organizational justice theories are the three most important approaches to work motivation to appear in the last 30 years. We reach 10 generally positive conclusions regarding predicting, understanding, and influencing work motivation in the new millennium.

Work Motivation Theory and Research at the Dawn of the Twenty-First Century

福祉関連職におけるMaslach Burnout Inventoryの因子構造の比較

House of Quality

One of the most consistently studied constructs in group dynamics research is Cohesiveness. It is a fact, that there is a tendency to see the effects of group cohesiveness as being largely positive. The periodic review of cohesiveness-performance relation had been positive. However, not much attention has been devoted to the fact that group cohesiveness can be detrimental to the group performance and other group outcomes. There are only few studies, which focuses on this aspect of cohesiveness. The objective of this paper is to examine and throw light upon other aspects of cohesiveness, which requires much needed attention. The present paper in contrast to majority of cohesiveness studies suggest a simple relation between cohesiveness - performance, seeks out to discuss the plausibility of some of the very few studies, which tried to empirically find out the other side of cohesiveness. The paper supporting these studies, suggests that the relationship between cohesiveness and performance is not that simple and may not necessarily result in better performance. The paper also highlights the need for future empirical research, which could test this relationship.

/pdf/unearthed-the-other-side-of-group-cohesiveness-3hnv2cxygr.pdf

Unearthed: The Other Side of Group Cohesiveness

Much of the research conducted in India in the area of entrepreneurship considers personality characteristics and motivation interchangeably. This article argues that there is a need to treat entre...

A Scale to Assess Entrepreneurial Motivation

The purpose of this study is to validate the higher education service quality (HESQUAL) scale using a confirmatory approach and test an improved structural model that predicts student loyalty from image, perceived value, satisfaction and service quality. In addition to validating the HESQUAL scale using a confirmatory approach, two other main limitations in the extant literature are addressed.,The model is tested using data collected from 501 students enrolled in different higher education institutions in Mauritius. A two-stage approach to structural equation modeling is used whereby the measurement model is first tested using confirmatory factor analysis and followed by the assessment of the structural model.,Importantly, results indicate that student satisfaction is influenced by technical service quality, image and perceived value, but not by functional service quality. Both dimensions of service quality however are significant predictors of image and perceived value. The study uses a comprehensive measure of service quality and demonstrates that it is worthwhile to consider functional service quality as higher-order model and clearly distinguish between functional and technical quality, as both the technical and functional aspects play an important role in shaping students’ perceptions and behaviors.,First, in the existing literature, service quality has not been considered as a second-order factor model in structural models of student satisfaction and loyalty, thus lacking either precision or parsimony. Second, the transformative quality aspect of higher education has been largely neglected in previous research testing such predictive models. The model delineates service quality into the functional and transformative (technical) aspects and treats functional service quality as a second-order factor comprising nine sub-dimensions.

https://www.emerald.com/insight/content/doi/10.1108/QAE-01-2019-0003/full/pdf?title=higher-education-service-quality-student-satisfaction-and-loyalty-validating-the-hesqual-scale-and-testing-an-improved-structural-model

Higher education service quality, student satisfaction and loyalty: Validating the HESQUAL scale and testing an improved structural model

Employee engagement has been identified as being important to employee productivity and performance. Measures of employee engagement and job satisfaction in the context of information technology (IT) were developed to explore how employee engagement affects perceived job satisfaction. In a sample of IT professionals (N = 159), controlling for age, sex, job tenure, and marital status, employee engagement had a significant and positive correlation with job satisfaction.

Employee engagement and job satisfaction in the information technology industry.

This paper aims to explore the relationship between human resource management practices, breach of psychological contract and employee turnover intentions among hotel frontline employees, considering the scant research attention to frontline employee’s perspectives in Indian hospitality industry.,A survey design was used to collect responses from 294 frontline employees (front-office and food and beverage services). Multiple regression analyses have been used to test the hypothesized relationships.,Selection, training and compensation practices were found to influence employee’s turnover intentions. In addition, psychological contract breach was found to enhance employee’s turnover intentions, despite the implementation of effective human resource management practices.,This study examines the role of psychological contract breach as a moderator in the relationship between human resource management practices and turnover intentions in a highly labour-intensive context, the hospitality industry.

T.J. Kamalanabhan

Papers

Unearthed: The Other Side of Group Cohesiveness

A Scale to Assess Entrepreneurial Motivation

Higher education service quality, student satisfaction and loyalty: Validating the HESQUAL scale and testing an improved structural model

Employee engagement and job satisfaction in the information technology industry.

Impact of human resource management practices on employee turnover intentions: Moderating role of psychological contract breach