Human Resource and Organizational Development

The purpose of the current study was to generate an organizational commitment model for employees of Mapna MD2 Co. base on psychological capital and work ethic. All Mapna MD2 Co. headquarter office employees (300 people) in Tehran had formed the intended statistical society. According to Grassi and Morgan table, the sample of research was considered as 169 people who have been selected accidentally and were divided to 35 women and 134 men due to the number of staff in the office. The Luthans and colleagues' psychological capital questionnaire (2007), Allen and Meyer's organizational commitment questionnaire (1993) and Gregory and Patti's standard work ethic questionnaire (1990) have been use for data collection. The results show that there is a significant relationship between psychological capital and its dimensions with work ethic, organization commitment and their dimensions as well, work ethic and its dimensions with organizational commitment. Furthermore, The results of structural equation modeling (SEM) show that the psychological capital either directly or through work ethic variable mediator have affected organizational commitments of Mapna MD2 Co employees. With respect to the research results, the Mapna MD2 Co. management has been suggested to boost the psychological capital, work ethic and their dimensions in order to increase the employees' organizational commitment.

Consider how organization design is affected by The choice of goals and strategy. New goals and strategies are often selected based on environmental needs, and then top management attempts to redesign the organization to achieve those ends.
Performance measurements feedback into the internal environment, so that past performance of the organization is assessed by top management in setting new goals and strategies for the future.
Choices that top management makes about goals, strategy, and organizational design have a huge impact on organizational effectiveness.

This chapter reports on a longitudinal quasi-experimental field study within an organizational design of a global consumer products manufacturer moving toward high-performance work systems (HPWSs) in North America by integrating business centers and self-directed work teams (SDWTs) coupled with 13 other action-levers within an integrated and bundled high-performance organizations (HPOs) redesign. The results of this organizational design effort are assessed using different types and levels of organizational outcomes (hard record data, behavioral, and attitudinal measures) along a 5-year temporal dimension punctuated by multiple time periods (baseline, during, and after). The organization, which was ''built to change'' (Lawler & Worley, 2006), in this research had already highly superior or ''exemplar'' (Collins, 2001) levels of organizational performance. Consequently, the real research question

A movement that gains worldwide more and more speed is called „New Work“, a new way of working. Many companies have realized that a shift in the way of working is urgently necessary, because the known procedures based on traditional hierarchy, control, pressure to performance, competition and exploitation of resources engulf both the people and the Earth in the abyss. In order to make an essential transformation in an organization happen, it is however necessary to let go of known concepts and expectations. This again seems to be difficult for many employees and directors, because it means to enter completely new, unknown territory. In the past, change was oftentimes based on new management concepts and established top down. However, by now these old, inflexible concepts don’t work anymore. Now it is rather about exploring the new territory at own risk and find a practicable, sustainable way of working that serves the employees, the company and the Earth. In this article you can read about one essential factor that plays a big role on this path.

This paper seeks to find complementarities and make contributions to the field of organization development (OD) from the new field of leadership-as-practice (L-A-P), and in so doing, enhance the development of OD in practice.  Rather than looking for leadership in people, especially in their traits and behaviors, leadership-as-practice looks for it in everyday practice, in the spaces between people, and in emergent dynamic social interactions.  To find leadership, we look to the practice within which it is occurring.  The paper explores these premises by first discussing some of the principal classifications of OD throughout its history.  It then offers ways in which L-A-P can potentially enhance OD in both theory and application.

En este trabajo se intenta sintetizar la tarea de la ética en relación con otros modos de normar las conductas humanas, en base a los contenidos desarrollados por Adela Cortina y Emilio Martínez Navarro (1996), en el primer capítulo de su obra Ética. Con este fin, se exponen los conceptos de ética, sus funciones y, finalmente, su relación con otros sistemas normativos de los comportamientos personales y sociales, como el derecho, la política y la religión.