Fundamentals of Conflict Management at the Workplace | Book Publisher International

This book interrogated fundamental issues that propel conflict in various types of organisations. Studies have consistently shown that a significant number of organisations’ structural and operational setups have been hugely affected by the way organisational conflict is handled and managed. The main purpose of this book was to provide practical aspects, approaches and strategies that ensure that organisational conflict does not bring down the competitiveness of an organisation but rather propel it. Few authors have examined and written books about the causes, theories and impact of organisational conflict in the global south, hence the writing of this book becomes a fundamental milestone towards addressing a yawning knowledge gap in the area of organisationalbehaviour. In writing this book, the author systematically gathered, analysed, and synthesised existing literature on organisational conflict, theories, its causes and impact on organisational competitiveness. The author also used his knowledge and experience in handling conflict at various levels of organisations. The book is organised as follows: chapter one, which looks at the conceptual framework of organisational conflict and conflict transformation. The two concepts were defined and analysed from various perspectives. The chapter went on to look at the historical background and theories of organisational conflict, its current status and forecast on what it will become in the next decade or so. The second chapter addressed issues regarding the nature and forms of organisational conflict prevalent in most organisations especially those in the global south. The third chapter looked at the causes and effects of organisational conflict, with practical examples being drawn from various work environments and situations. The fourth chapter looked at the management of conflict in Small to Medium Enterprises and the informal sector. The author presented information on the state of conflict and SMEs. Conflict in SMEs is intense and a cause of concern for almost all stakeholders. The information in this book, specifically in chapter four, helps managers and other interested parties to effectively and efficiently handle conflict in SMEs. The last chapter, chapter five, presented literature on the role and position of human capital departments in addressing organisational conflict and transforming it into functional conflict.

 

Author (s) Details

Nyanga Takupiwa
Faculty of Social Sciences, Great Zimbabwe University, Zimbabwe.

 

Please see the book here:-  https://doi.org/10.9734/bpi/mono/978-93-49970-06-9

Servant Leadership: Principles, Practice, and Implications | Chapter 4 | The Informed Leader: How Philosophy and Evidence Shape Organizational Performance

While servant leadership has gained increasing attention as a potentially effective leadership approach, its practical application and impact remain debated. This review paper advances people’s knowledge in leadership by providing a detailed discussion on servant leadership evolution and the current leadership theories, which are relational leadership theories. According to the paper, a servant leadership paradigm's pervasive notion of service permeates the relationship between leaders and followers and encourages workers, which may serve as a bridge to start reestablishing community relations. The fundamental tenet of servant leadership is that those who put their followers' needs ahead of their own are the ones who will most effectively motivate their flock. Humble leaders foster great relationships with followers and motivate them to put their all into their work because they care more about others than themselves. To fully understand servant leadership, the words of Larry Spears, the Executive Director of the Robert K. Greenleaf Center for Servant Leadership, are borrowed. In his description of servant leadership, he highlighted four key attributes as central to the servant leadership framework. Servant leadership focuses on the betterment and support of others by seeking to meet the interests, needs, and ambitions of others above one’s own. In the setting of larger companies, smaller firms, and some NPOs, researchers have found that a manager practicing servant leadership may have a great empowering potential towards their followers.

 

Author (s) Details

 

Dr. John Motsamai Modise
Tshwane University of Technology, South Africa.

 

Dr. Kishore Raga
Emeritus: Nelson Mandela University, South Africa.

 

Please see the book here:- https://doi.org/10.9734/bpi/mono/978-93-49729-30-8/CH4

Assessing Potentials of Game-Perspective at Workplace: A Changing Paradigm for HR Transformation | Chapter 10 | Recent Research Advances in Arts and Social Studies Vol. 7

Dynamism is the bell tone of the present era and workplaces are considered to be the grass-root of the productive outcome and gamification approaches act as a synergy for a progressive future. The literature of the study hovers around workplace satisfaction, meaning workplace, gaming proponents, work dimensions, gamification techniques, aesthetic workplace and skill-centric gamified platform – all aligning towards a holistic gamified workplace for employee wellbeing. The study focuses on exploring the perception level of game concepts and identifying and implementing gamified work environments for present-day business houses. The research design is exploratory in nature through primary and secondary collection methods. The study reveals awareness, preference, understanding, benefits and skill level magnitudes through game-based practices. The paper upholds the playful dimensions in work settings with chords of innovative techniques that potentially pave the way toward organizational excellence.

Author(s) Details:

Partha Naskar,
Personnel & Administrative Reforms Department, Netaji Subhas Administrative Training Institute, Government of West Bengal, Kolkata, India.

Biki Digar,
Department of Commerce, K. D. College of Commerce and General Studies, Midnapore, West Bengal, India.

Samadrita Ghosh,
Department of Commerce, Vidyasagar University, Midnapore, West Bengal, India.

Please see the link here: https://stm.bookpi.org/RRAASS-V7/article/view/14082

A Quantitative Correlation between Emotional Intelligence and Employee Job Performance: A Study at a Multinational Company in Zambia | Chapter 10 | An Overview on Business, Management and Economics Research Vol. 2

 This study investigates either Goleman's four-domain model of emotional perception can accurately forecast work accomplishment in a multinational corporation in Zambia.  Goleman's four rules of emotional knowledge and their impact on workers' task performance were checked using a quantitative equivalence research study. By using a survey implement, the study first determined how much an staff member recognizes their heated intelligence skills. A total 164 assistants were subjected to complete the inquiry on Subordinate Emotional Intelligence Evaluation (SEIE). A total of 109 questionnaires among 255 employees (subordinate) were restored. All constructs were measured accompanying existing scales. All articles were measured on a seven-point Likert-type scale where 1=powerfully disagree and 7=powerfully agree. Data was submitted to reversion, correlation dependability and factor analyses utilizing SPSS 22.0. The average participant age was middle from two points 30 and 40 years old, and 44% of colleagues had more than five age of professional experience. 78% of them were brothers and 32% were women. The four elements of emotional intelligence promoted to evaluate emotional understanding were self-awareness, self-administration, self-motivation, and social ability. Job performance dressed as the dependent variable. From the reasoning Self-management, Self-inspiration and social skill had ‘t’ principles of 2.270, 0.175 and 2.283 respectively accompanying the significant p value of 0.025, 0.21, and 0.025 individually. This evidently displays that emotional intelligence determinants affect an laborers’ motivation to perform.

Author(s) Details:

Miya Nakazwe,
BA ED- Major Mathematics, EPM, MFM, DBA, Zambia.

Please see the link here: https://stm.bookpi.org/AOBMER-V2/article/view/11932

Recent Study on the Impact of Compensation and Benefits on Job Satisfaction | Chapter 5 | Insights into Economics and Management Vol. 7

 History and Goals: Human capital is the most important aspect of an organization's effectiveness, and its employees are its most valuable asset. It is important for any organization's efficiency and competitiveness to keep workers in their employment. A crucial phenomenon in tertiary education is the lack of academic personnel and the failure of higher education institutions to recruit and maintain highly skilled talent. Academic workers are educational institution employees, and their work satisfaction encourages teaching and learning. Academic workers satisfaction would increase productivity and research outputs for universities. The study's aim was to look into the effect of pay and benefits on job satisfaction among academic staff in South African higher education institutions. There is a scarcity of research on the relationship between pay, benefits, and work satisfaction in higher education institutions across the country.

Materials and Methods: To analyse the impact of incentives on talent attraction and retention, this study used the quantitative analysis approach. A survey design was used to collect data via a semi-structured questionnaire, and an explanatory hypothesis generation approach was used. For this analysis, a total of 279 academic staff members were chosen from the total population of participants.

Compensation has a positive and meaningful impact on work satisfaction (p = 0.263). Furthermore, there was no correlation between benefits and work satisfaction. As a result, only compensation was found to be a significant predictor of work satisfaction among academic workers.

Conclusion: The realistic administrative consequences of recruiting and maintaining a new generation of lecturers into higher education institutions would necessitate significantly different skills and competitive job offers than what these institutions currently have. As a result, higher education institutions must strengthen their compensation strategies in order to increase employee loyalty, which will allow them to achieve outstanding results efficiently. This will increase the country's research outputs as well as its skills. To save time and money on travel to various campuses, an electronic data collection system should be considered, allowing academic workers to complete online surveys.

Author (s) Details

Calvin Mzwenhlanhla Mabaso
Department of Software Studies, Vaal University of Technology, Private Bag X021, 1900 Vanderbijlpark, South Africa.

Bongani Innocent Dlamini
Department of Human Resources Management, Durban University of Technology, 19 Aberfedly Road, 3209 Scottsville, South Africa.

View Book :- https://stm.bookpi.org/IEAM-V7/article/view/615