Organizational Transcendence Approach in Interaction with the Workplace: Promotion of Human
Resource for New Workplace
Document Type : Research Paper
Abstract
Changes in the workplace are taking place, following of which changes in the organization occur. These changes are taking place due to globalization, deregulation of markets, decrease in monopoly, increase and change in the demands and preferences of customers. Competition has raised especially in costs, quality, innovations, customer oriented. Moreover, knowledge has turned into a competition advantage. Organizations are now incapable of supplying the requirements of their consumers through hierarchical structure and mass production systems. Therefore, understanding the new work techniques is a new requirement for today's organizations. Hence, the present human resource researches have considered components such as pre-action, innovation, fidelity, strong commitment and group working as the transcending elements in the interaction with the instable situation. Kolmogorov–Smirnov test, mean of the population, correlation test, and regression were employed to analyze the data (119 questionnaires). The findings revealed significant relationship between the variables of the research and organizational performance (except for group working).
(2014). Organizational Transcendence Approach in Interaction with the Workplace: Promotion of Human
Resource for New Workplace. Journal of Research in Human Resources Management, 6(1), 105-128.
MLA
. "Organizational Transcendence Approach in Interaction with the Workplace: Promotion of Human
Resource for New Workplace", Journal of Research in Human Resources Management, 6, 1, 2014, 105-128.
HARVARD
(2014). 'Organizational Transcendence Approach in Interaction with the Workplace: Promotion of Human
Resource for New Workplace', Journal of Research in Human Resources Management, 6(1), pp. 105-128.
VANCOUVER
Organizational Transcendence Approach in Interaction with the Workplace: Promotion of Human
Resource for New Workplace. Journal of Research in Human Resources Management, 2014; 6(1): 105-128.