Nanotechnology, globalization and healthcare will be leading stimulants of more
change occurring ... more Nanotechnology, globalization and healthcare will be leading stimulants of more change occurring during the remaining years of our lives than since the beginning of recorded civilization thousands of years ago (Sullivan et al., 2013). The new normal response to this dizzying rate of change, predominately by CEOs, is to want OD interventions that will facilitate transformation towards organizational agility – i.e. speedy, flexible and proactive responses to changes in the environment. Continuous step-by-step change is no longer adequate. In this article, we share a brief summary of our ten-step OD methodology (see Figure 1) for Whole System Transformation (WST). It is derived from our collective experiences over the last 40 years with over 1,000 organizations, ranging from 100 to 140,000 employees. Transformation means re-thinking the fundamental principles on which you are basing the why, what and how of the ‘‘whole’’. This produces a quantum leap toward the aspired future state. It is common knowledge that 70 percent or more of change initiatives fail. Our view is that such failure occurs when one or more of the following ten practices are absent.
Abstract
Purpose – The purpose of this paper is to investigate and examine the mediating effect o... more Abstract Purpose – The purpose of this paper is to investigate and examine the mediating effect of trust and commitment on employees’ performance in the context of transformational leadership at Civilian Para-Police Force Institution. Design/methodology/approach – Leaders and employees at the Civilian Para-Police Force in Indonesia were surveyed and interviewed. Multiple regressions are used to examine and explore the direct and indirect relationship and also provide a model of transformational leadership. Findings – Transformational leadership does not directly influence towards employee performance; rather trust and commitment are found to be the mediating variables in the relationship between transformational leadership and employee performance. The result supports a model of transformational leadership that is considered to be more effective and suitable for improving performance in para-police organisations. Research limitations/implications – Limitations include the cross-sectional data analysis, the country and institutional specific focus, and a small sample size (n¼132). Practical implications – Organisations with similar duties as those of the Indonesian para-police organisation could embrace the suggested transformational leadership model for the purposes of improving organisational performance through maintaining public order, while at the same time avoiding any abuse of social and religious norms, and human rights. Originality/value – This study provides a detailed account of the effectiveness of transformational leadership for para police organisations in the Indonesian context.
Abstract
Purpose – Present findings from a UK study, funded by the Institution of Occupational Sa... more Abstract Purpose – Present findings from a UK study, funded by the Institution of Occupational Safety and Health (IOSH), on the relationship between safety advisor roles and safety performance. Design/methodology/approach – Roles and organisational factors for contractors’ safety advisors (independent variables) were derived from existing literature. The dependent variable was “safety performance”, measured by accident incidence rate (AIR). Data were provided by 101 contractors and variance of means analysis was conducted. Findings – Contractors using only external safety consultants had an average AIR approximately three times those with internal safety staff. However, simply increasing internal safety personnel did not lead to increased safety performance. Contractors, where at least one safety advisor had authority to give orders had a lower mean AIR than those who did not. Other significant variables were: delivering safety training to employees; vetting sub-contractors; and the inclusion of an environmental management role. Practical implications – Employing at least one full-time internal safety person is better than relying solely on a safety consultant. If these safety advisers report to senior management then they have a greater chance of influencing others to act safely or commit resources to manage safety. Delivery of training, vetting sub-contractors and including environmental duties should feature in safety advisor roles. Originality/value – The assumption that merely increasing safety personnel improves safety has been challenged. It is apparent from these findings that what the safety personnel actually do is more important than how many are employed. This is a major finding in relation to theory and practice which challenges previous research.
Abstract
Purpose – The purpose of this paper is to examine how ethical leadership and empowering
... more Abstract Purpose – The purpose of this paper is to examine how ethical leadership and empowering leadership are related to leader-member exchange relations (LMX), affective commitment, and leader effectiveness. Design/methodology/approach – Data were collected using questionnaires filled out by 259 subordinates of public and private sector managers. Relationships among variables were analyzed using structural equation modeling. Findings – The results indicated that ethical leadership and empowering leadership have positive associations with LMX, subordinate affective commitment, and perception of leader effectiveness. Originality/value – This study is the first to examine the independent and joint relationships of empowering leadership and ethical leadership with leadership effectiveness and the mediating role of LMX. Keywords Leadership, Ethics, Empowerment, Ethical leadership, Affective commitment, Empowering leadership, Leader effectiveness
Abstract
Purpose – This study aims to advance explanations of the communication level of labor d... more Abstract
Purpose – This study aims to advance explanations of the communication level of labor disclosures of
Indonesian listed companies.
Design/methodology/approach – Year-ending 2007 Annual report disclosures of 223 Indonesia Stock
Exchange (IDX) listed companies are analyzed. The labor practices and decent work disclosure
component of the 2006 Global Reporting Initiative (GRI) guidelines are used as the benchmark
disclosure index checklist.
Findings – The results show a low level of voluntary disclosure (17.7 per cent). The highest level of
communication is for issues related to skills management and lifelong learning programs for employees.
Very few companies disclosed information about health and safety committee and agreements, and
salary of men to women. Statistical analysis reveals that government ownership and international
operations are positively significant predictors of ‘‘labour’’ communication. Isomorphic institutional
theory partially explains the variability of these disclosures. Bigger companies also provide more labor
practices and decent work disclosures.
Research limitations/implications – The main implications of the findings are that Indonesian
companies are not clearly communicating labor responsibility issues as a key precondition of corporate
social responsibility (CSR). They may be obfuscating some information to protect their image and
reputation.
Originality/value – This paper provides insights into the disclosure practices of labor issues, a
specific social disclosure theme which is rarely examined in prior literature, under the umbrella of
institutional theory. The research also includes ‘‘goal factor’’ to be tested as one of the independent
variables.
Nanotechnology, globalization and healthcare will be leading stimulants of more
change occurring ... more Nanotechnology, globalization and healthcare will be leading stimulants of more change occurring during the remaining years of our lives than since the beginning of recorded civilization thousands of years ago (Sullivan et al., 2013). The new normal response to this dizzying rate of change, predominately by CEOs, is to want OD interventions that will facilitate transformation towards organizational agility – i.e. speedy, flexible and proactive responses to changes in the environment. Continuous step-by-step change is no longer adequate. In this article, we share a brief summary of our ten-step OD methodology (see Figure 1) for Whole System Transformation (WST). It is derived from our collective experiences over the last 40 years with over 1,000 organizations, ranging from 100 to 140,000 employees. Transformation means re-thinking the fundamental principles on which you are basing the why, what and how of the ‘‘whole’’. This produces a quantum leap toward the aspired future state. It is common knowledge that 70 percent or more of change initiatives fail. Our view is that such failure occurs when one or more of the following ten practices are absent.
Abstract
Purpose – The purpose of this paper is to investigate and examine the mediating effect o... more Abstract Purpose – The purpose of this paper is to investigate and examine the mediating effect of trust and commitment on employees’ performance in the context of transformational leadership at Civilian Para-Police Force Institution. Design/methodology/approach – Leaders and employees at the Civilian Para-Police Force in Indonesia were surveyed and interviewed. Multiple regressions are used to examine and explore the direct and indirect relationship and also provide a model of transformational leadership. Findings – Transformational leadership does not directly influence towards employee performance; rather trust and commitment are found to be the mediating variables in the relationship between transformational leadership and employee performance. The result supports a model of transformational leadership that is considered to be more effective and suitable for improving performance in para-police organisations. Research limitations/implications – Limitations include the cross-sectional data analysis, the country and institutional specific focus, and a small sample size (n¼132). Practical implications – Organisations with similar duties as those of the Indonesian para-police organisation could embrace the suggested transformational leadership model for the purposes of improving organisational performance through maintaining public order, while at the same time avoiding any abuse of social and religious norms, and human rights. Originality/value – This study provides a detailed account of the effectiveness of transformational leadership for para police organisations in the Indonesian context.
Abstract
Purpose – Present findings from a UK study, funded by the Institution of Occupational Sa... more Abstract Purpose – Present findings from a UK study, funded by the Institution of Occupational Safety and Health (IOSH), on the relationship between safety advisor roles and safety performance. Design/methodology/approach – Roles and organisational factors for contractors’ safety advisors (independent variables) were derived from existing literature. The dependent variable was “safety performance”, measured by accident incidence rate (AIR). Data were provided by 101 contractors and variance of means analysis was conducted. Findings – Contractors using only external safety consultants had an average AIR approximately three times those with internal safety staff. However, simply increasing internal safety personnel did not lead to increased safety performance. Contractors, where at least one safety advisor had authority to give orders had a lower mean AIR than those who did not. Other significant variables were: delivering safety training to employees; vetting sub-contractors; and the inclusion of an environmental management role. Practical implications – Employing at least one full-time internal safety person is better than relying solely on a safety consultant. If these safety advisers report to senior management then they have a greater chance of influencing others to act safely or commit resources to manage safety. Delivery of training, vetting sub-contractors and including environmental duties should feature in safety advisor roles. Originality/value – The assumption that merely increasing safety personnel improves safety has been challenged. It is apparent from these findings that what the safety personnel actually do is more important than how many are employed. This is a major finding in relation to theory and practice which challenges previous research.
Abstract
Purpose – The purpose of this paper is to examine how ethical leadership and empowering
... more Abstract Purpose – The purpose of this paper is to examine how ethical leadership and empowering leadership are related to leader-member exchange relations (LMX), affective commitment, and leader effectiveness. Design/methodology/approach – Data were collected using questionnaires filled out by 259 subordinates of public and private sector managers. Relationships among variables were analyzed using structural equation modeling. Findings – The results indicated that ethical leadership and empowering leadership have positive associations with LMX, subordinate affective commitment, and perception of leader effectiveness. Originality/value – This study is the first to examine the independent and joint relationships of empowering leadership and ethical leadership with leadership effectiveness and the mediating role of LMX. Keywords Leadership, Ethics, Empowerment, Ethical leadership, Affective commitment, Empowering leadership, Leader effectiveness
Abstract
Purpose – This study aims to advance explanations of the communication level of labor d... more Abstract
Purpose – This study aims to advance explanations of the communication level of labor disclosures of
Indonesian listed companies.
Design/methodology/approach – Year-ending 2007 Annual report disclosures of 223 Indonesia Stock
Exchange (IDX) listed companies are analyzed. The labor practices and decent work disclosure
component of the 2006 Global Reporting Initiative (GRI) guidelines are used as the benchmark
disclosure index checklist.
Findings – The results show a low level of voluntary disclosure (17.7 per cent). The highest level of
communication is for issues related to skills management and lifelong learning programs for employees.
Very few companies disclosed information about health and safety committee and agreements, and
salary of men to women. Statistical analysis reveals that government ownership and international
operations are positively significant predictors of ‘‘labour’’ communication. Isomorphic institutional
theory partially explains the variability of these disclosures. Bigger companies also provide more labor
practices and decent work disclosures.
Research limitations/implications – The main implications of the findings are that Indonesian
companies are not clearly communicating labor responsibility issues as a key precondition of corporate
social responsibility (CSR). They may be obfuscating some information to protect their image and
reputation.
Originality/value – This paper provides insights into the disclosure practices of labor issues, a
specific social disclosure theme which is rarely examined in prior literature, under the umbrella of
institutional theory. The research also includes ‘‘goal factor’’ to be tested as one of the independent
variables.
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Papers by Hafizh Rifa'i
change occurring during the remaining years of our lives than since the beginning of
recorded civilization thousands of years ago (Sullivan et al., 2013). The new normal
response to this dizzying rate of change, predominately by CEOs, is to want OD
interventions that will facilitate transformation towards organizational agility – i.e. speedy,
flexible and proactive responses to changes in the environment. Continuous step-by-step
change is no longer adequate.
In this article, we share a brief summary of our ten-step OD methodology (see Figure 1) for
Whole System Transformation (WST). It is derived from our collective experiences over the
last 40 years with over 1,000 organizations, ranging from 100 to 140,000 employees.
Transformation means re-thinking the fundamental principles on which you are basing the
why, what and how of the ‘‘whole’’. This produces a quantum leap toward the aspired future
state. It is common knowledge that 70 percent or more of change initiatives fail. Our view is
that such failure occurs when one or more of the following ten practices are absent.
Purpose – The purpose of this paper is to investigate and examine the mediating effect of trust
and commitment on employees’ performance in the context of transformational leadership at Civilian
Para-Police Force Institution.
Design/methodology/approach – Leaders and employees at the Civilian Para-Police Force in
Indonesia were surveyed and interviewed. Multiple regressions are used to examine and explore the
direct and indirect relationship and also provide a model of transformational leadership.
Findings – Transformational leadership does not directly influence towards employee performance;
rather trust and commitment are found to be the mediating variables in the relationship between
transformational leadership and employee performance. The result supports a model of
transformational leadership that is considered to be more effective and suitable for improving
performance in para-police organisations.
Research limitations/implications – Limitations include the cross-sectional data analysis, the
country and institutional specific focus, and a small sample size (n¼132).
Practical implications – Organisations with similar duties as those of the Indonesian para-police
organisation could embrace the suggested transformational leadership model for the purposes of
improving organisational performance through maintaining public order, while at the same time
avoiding any abuse of social and religious norms, and human rights.
Originality/value – This study provides a detailed account of the effectiveness of transformational
leadership for para police organisations in the Indonesian context.
Purpose – Present findings from a UK study, funded by the Institution of Occupational Safety and
Health (IOSH), on the relationship between safety advisor roles and safety performance.
Design/methodology/approach – Roles and organisational factors for contractors’ safety advisors
(independent variables) were derived from existing literature. The dependent variable was “safety
performance”, measured by accident incidence rate (AIR). Data were provided by 101 contractors and
variance of means analysis was conducted.
Findings – Contractors using only external safety consultants had an average AIR approximately three
times those with internal safety staff. However, simply increasing internal safety personnel did not lead to
increased safety performance. Contractors, where at least one safety advisor had authority to give orders
had a lower mean AIR than those who did not. Other significant variables were: delivering safety training
to employees; vetting sub-contractors; and the inclusion of an environmental management role.
Practical implications – Employing at least one full-time internal safety person is better than relying
solely on a safety consultant. If these safety advisers report to senior management then they have a greater
chance of influencing others to act safely or commit resources to manage safety. Delivery of training,
vetting sub-contractors and including environmental duties should feature in safety advisor roles.
Originality/value – The assumption that merely increasing safety personnel improves safety has
been challenged. It is apparent from these findings that what the safety personnel actually do is more
important than how many are employed. This is a major finding in relation to theory and practice
which challenges previous research.
Purpose – The purpose of this paper is to examine how ethical leadership and empowering
leadership are related to leader-member exchange relations (LMX), affective commitment, and leader
effectiveness.
Design/methodology/approach – Data were collected using questionnaires filled out by 259
subordinates of public and private sector managers. Relationships among variables were analyzed
using structural equation modeling.
Findings – The results indicated that ethical leadership and empowering leadership have positive
associations with LMX, subordinate affective commitment, and perception of leader effectiveness.
Originality/value – This study is the first to examine the independent and joint relationships of
empowering leadership and ethical leadership with leadership effectiveness and the mediating role of
LMX.
Keywords Leadership, Ethics, Empowerment, Ethical leadership, Affective commitment,
Empowering leadership, Leader effectiveness
Purpose – This study aims to advance explanations of the communication level of labor disclosures of
Indonesian listed companies.
Design/methodology/approach – Year-ending 2007 Annual report disclosures of 223 Indonesia Stock
Exchange (IDX) listed companies are analyzed. The labor practices and decent work disclosure
component of the 2006 Global Reporting Initiative (GRI) guidelines are used as the benchmark
disclosure index checklist.
Findings – The results show a low level of voluntary disclosure (17.7 per cent). The highest level of
communication is for issues related to skills management and lifelong learning programs for employees.
Very few companies disclosed information about health and safety committee and agreements, and
salary of men to women. Statistical analysis reveals that government ownership and international
operations are positively significant predictors of ‘‘labour’’ communication. Isomorphic institutional
theory partially explains the variability of these disclosures. Bigger companies also provide more labor
practices and decent work disclosures.
Research limitations/implications – The main implications of the findings are that Indonesian
companies are not clearly communicating labor responsibility issues as a key precondition of corporate
social responsibility (CSR). They may be obfuscating some information to protect their image and
reputation.
Originality/value – This paper provides insights into the disclosure practices of labor issues, a
specific social disclosure theme which is rarely examined in prior literature, under the umbrella of
institutional theory. The research also includes ‘‘goal factor’’ to be tested as one of the independent
variables.
change occurring during the remaining years of our lives than since the beginning of
recorded civilization thousands of years ago (Sullivan et al., 2013). The new normal
response to this dizzying rate of change, predominately by CEOs, is to want OD
interventions that will facilitate transformation towards organizational agility – i.e. speedy,
flexible and proactive responses to changes in the environment. Continuous step-by-step
change is no longer adequate.
In this article, we share a brief summary of our ten-step OD methodology (see Figure 1) for
Whole System Transformation (WST). It is derived from our collective experiences over the
last 40 years with over 1,000 organizations, ranging from 100 to 140,000 employees.
Transformation means re-thinking the fundamental principles on which you are basing the
why, what and how of the ‘‘whole’’. This produces a quantum leap toward the aspired future
state. It is common knowledge that 70 percent or more of change initiatives fail. Our view is
that such failure occurs when one or more of the following ten practices are absent.
Purpose – The purpose of this paper is to investigate and examine the mediating effect of trust
and commitment on employees’ performance in the context of transformational leadership at Civilian
Para-Police Force Institution.
Design/methodology/approach – Leaders and employees at the Civilian Para-Police Force in
Indonesia were surveyed and interviewed. Multiple regressions are used to examine and explore the
direct and indirect relationship and also provide a model of transformational leadership.
Findings – Transformational leadership does not directly influence towards employee performance;
rather trust and commitment are found to be the mediating variables in the relationship between
transformational leadership and employee performance. The result supports a model of
transformational leadership that is considered to be more effective and suitable for improving
performance in para-police organisations.
Research limitations/implications – Limitations include the cross-sectional data analysis, the
country and institutional specific focus, and a small sample size (n¼132).
Practical implications – Organisations with similar duties as those of the Indonesian para-police
organisation could embrace the suggested transformational leadership model for the purposes of
improving organisational performance through maintaining public order, while at the same time
avoiding any abuse of social and religious norms, and human rights.
Originality/value – This study provides a detailed account of the effectiveness of transformational
leadership for para police organisations in the Indonesian context.
Purpose – Present findings from a UK study, funded by the Institution of Occupational Safety and
Health (IOSH), on the relationship between safety advisor roles and safety performance.
Design/methodology/approach – Roles and organisational factors for contractors’ safety advisors
(independent variables) were derived from existing literature. The dependent variable was “safety
performance”, measured by accident incidence rate (AIR). Data were provided by 101 contractors and
variance of means analysis was conducted.
Findings – Contractors using only external safety consultants had an average AIR approximately three
times those with internal safety staff. However, simply increasing internal safety personnel did not lead to
increased safety performance. Contractors, where at least one safety advisor had authority to give orders
had a lower mean AIR than those who did not. Other significant variables were: delivering safety training
to employees; vetting sub-contractors; and the inclusion of an environmental management role.
Practical implications – Employing at least one full-time internal safety person is better than relying
solely on a safety consultant. If these safety advisers report to senior management then they have a greater
chance of influencing others to act safely or commit resources to manage safety. Delivery of training,
vetting sub-contractors and including environmental duties should feature in safety advisor roles.
Originality/value – The assumption that merely increasing safety personnel improves safety has
been challenged. It is apparent from these findings that what the safety personnel actually do is more
important than how many are employed. This is a major finding in relation to theory and practice
which challenges previous research.
Purpose – The purpose of this paper is to examine how ethical leadership and empowering
leadership are related to leader-member exchange relations (LMX), affective commitment, and leader
effectiveness.
Design/methodology/approach – Data were collected using questionnaires filled out by 259
subordinates of public and private sector managers. Relationships among variables were analyzed
using structural equation modeling.
Findings – The results indicated that ethical leadership and empowering leadership have positive
associations with LMX, subordinate affective commitment, and perception of leader effectiveness.
Originality/value – This study is the first to examine the independent and joint relationships of
empowering leadership and ethical leadership with leadership effectiveness and the mediating role of
LMX.
Keywords Leadership, Ethics, Empowerment, Ethical leadership, Affective commitment,
Empowering leadership, Leader effectiveness
Purpose – This study aims to advance explanations of the communication level of labor disclosures of
Indonesian listed companies.
Design/methodology/approach – Year-ending 2007 Annual report disclosures of 223 Indonesia Stock
Exchange (IDX) listed companies are analyzed. The labor practices and decent work disclosure
component of the 2006 Global Reporting Initiative (GRI) guidelines are used as the benchmark
disclosure index checklist.
Findings – The results show a low level of voluntary disclosure (17.7 per cent). The highest level of
communication is for issues related to skills management and lifelong learning programs for employees.
Very few companies disclosed information about health and safety committee and agreements, and
salary of men to women. Statistical analysis reveals that government ownership and international
operations are positively significant predictors of ‘‘labour’’ communication. Isomorphic institutional
theory partially explains the variability of these disclosures. Bigger companies also provide more labor
practices and decent work disclosures.
Research limitations/implications – The main implications of the findings are that Indonesian
companies are not clearly communicating labor responsibility issues as a key precondition of corporate
social responsibility (CSR). They may be obfuscating some information to protect their image and
reputation.
Originality/value – This paper provides insights into the disclosure practices of labor issues, a
specific social disclosure theme which is rarely examined in prior literature, under the umbrella of
institutional theory. The research also includes ‘‘goal factor’’ to be tested as one of the independent
variables.