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Journal articles on the topic 'Organizational needs'

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1

Norup, Willy. "Harmonizing Organizational and Personal Needs." Journal of Management in Engineering 1, no. 4 (1985): 215–26. http://dx.doi.org/10.1061/(asce)9742-597x(1985)1:4(215).

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2

Magnus, David. "Organizational Needs Versus Ethics Committee Practice." American Journal of Bioethics 9, no. 4 (2009): 1–2. http://dx.doi.org/10.1080/15265160902790518.

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3

Leblanc, Adeline, and Marie-Hélène Abel. "A Support for Organizational Learning Needs." International Journal of Knowledge-Based Organizations 4, no. 4 (2014): 1–20. http://dx.doi.org/10.4018/ijkbo.2014100101.

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Knowledge and competences capital of an organization are increasingly crucial. The organization survival depends mainly on its capacity to access new knowledge, to diffuse its competences quickly and to exploit and preserve its expertise fields efficiently and durably. Thus today, organizations are aware of the necessity to become learning organizations and to maximize organizational learning. Organizational learning process is composed by three sub-processes: a learning process, a knowledge management process and a social process. A web platform based on learning organization memory can answe
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4

Holsapple, Clyde W., and Wenhong Luo. "Organizational computing frameworks: Progress and needs." Information Society 11, no. 1 (1995): 59–74. http://dx.doi.org/10.1080/01972243.1995.9960179.

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5

Sharma, Ekta. "Personality Mapping Wand to Organizational Performance." Journal of Business Theory and Practice 2, no. 1 (2014): 13. http://dx.doi.org/10.22158/jbtp.v2n1p13.

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<p><em>The personality of an individual is a clue to his/her interpersonal needs. Identifying the employee personality type might help organizations to map their employees’ needs. Every individual has different needs, if they are fulfilled, s/he is motivated enough to perform. The purpose of the research is to analyze the impact of personality traits on interpersonal needs and using “Personality Mapping” as the tool to analyze these needs.</em></p> <p><em>The research sample for this study is the future workforce, i.e. students enrolled in a business managem
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6

Taormina, Robert J. "Organizational socialization: the missing link between employee needs and organizational culture." Journal of Managerial Psychology 24, no. 7 (2009): 650–76. http://dx.doi.org/10.1108/02683940910989039.

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7

Burke, M. E., and Karen Tulett. "Impact of information needs an organizational design." Journal of the American Society for Information Science 50, no. 4 (1999): 380–81. http://dx.doi.org/10.1002/(sici)1097-4571(1999)50:4<380::aid-asi16>3.0.co;2-0.

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8

Fu, Frank Q. "Human Needs, Organizational Performance, and Global Perspectives." Performance Improvement Quarterly 31, no. 4 (2019): 319–21. http://dx.doi.org/10.1002/piq.21296.

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9

Klagge, Jay. "Leadership development needs of today’s organizational managers." Leadership & Organization Development Journal 18, no. 7 (1997): 355–62. http://dx.doi.org/10.1108/01437739710190666.

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10

Wituk, Scott, Chi C. Vu, Louis D. Brown, and Greg Meissen. "Organizational Capacity Needs of Consumer-Run Organizations." Administration and Policy in Mental Health and Mental Health Services Research 35, no. 3 (2008): 212–19. http://dx.doi.org/10.1007/s10488-007-0162-7.

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11

Riggar, T. F., and Geraldine Hansen. "Problem Solving, Performance Based Continuing Education." Journal of Applied Rehabilitation Counseling 17, no. 2 (1986): 47–50. http://dx.doi.org/10.1891/0047-2220.17.2.47.

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A problem solving, performance based continuing educational approach to organizational and developmental problem solving. Collectively, the RRCEP, individual organizational training and other services, will assess the organization's performance needs. Subsequently, appropriate continuing education intervention models will be cooperatively implemented to meet needs and change behavior throughout Region V.
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12

Thomas, Nobin, and Sonakshi Gupta. "Organizational cynicism – what every manager needs to know." Development and Learning in Organizations: An International Journal 32, no. 2 (2018): 16–19. http://dx.doi.org/10.1108/dlo-01-2017-0005.

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Purpose The study aims to address what is organizational cynicism, review past literature to find out what leads to organizational cynicism, its consequences for organizations, and pinpoint practical implications for managers. Design/methodology/approach This review is prepared by an independent writer who has amalgamated several other voices from different researchers/scholars and finally, adds his own impartial comments and places the articles in context. Findings The effects of organizational cynicism on employees are strong and rising. The review points to the need for paying serious atten
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13

Stan, Rosana, and Delia Vîrgă. "Psychological needs matter more than social and organizational resources in explaining organizational commitment." Scandinavian Journal of Psychology 62, no. 4 (2021): 552–63. http://dx.doi.org/10.1111/sjop.12739.

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14

Borell, Anton. "Budgets vs individual needs." Journal of Public Budgeting, Accounting & Financial Management 31, no. 3 (2019): 410–30. http://dx.doi.org/10.1108/jpbafm-12-2018-0145.

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Purpose Previous research has argued that little is known about the dynamics of (de)coupling. This has led to a relatively static and potentially oversimplified view on how externally imposed accountability demands are incorporated into organizational routines. The purpose of this paper is to address these calls by exploring the dynamic processes of de- and re-coupling the two institutional rules of achieving a “balanced budget” and serving “the needs of individuals” in a Swedish school context. Design/methodology/approach A qualitative case study based on 28 observations and 32 interviews wit
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15

Owen, J. "Evaluation and the information needs of organizational leaders." American Journal of Evaluation 19, no. 3 (1998): 355–65. http://dx.doi.org/10.1016/s1098-2140(99)80217-3.

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16

Hardy, Cynthia. "Strategies for Retrenchment: Reconciling Individual and Organizational Needs." Canadian Journal of Administrative Sciences / Revue Canadienne des Sciences de l'Administration 3, no. 2 (2009): 275–89. http://dx.doi.org/10.1111/j.1936-4490.1986.tb00431.x.

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17

Roberto Evaristo, J. "The impact of privatization on organizational information needs." Information Technology & People 11, no. 3 (1998): 207–16. http://dx.doi.org/10.1108/09593849810228002.

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18

Owen, John M., and Faye C. Lambert. "Evaluation and the Information Needs of Organizational Leaders." American Journal of Evaluation 19, no. 3 (1998): 355–65. http://dx.doi.org/10.1177/109821409801900307.

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19

Hart, David W., and F. Neil Brady. "Spirituality and Archetype in Organizational Life." Business Ethics Quarterly 15, no. 3 (2005): 409–28. http://dx.doi.org/10.5840/beq200515327.

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Abstract:Spirituality is an undeniable human need and is thus the subject of increasing interest among management scholars and practitioners. In this article, we propose using archetypal psychology as a framework for understanding the human need for spirituality more clearly because it provides important insights into spirituality and organizational life. Because most spiritual needs reside in the deepest aspects of the self, an archetypal approach helps us recognize not only that we have spiritual needs but alsowhywe have them. We present three common archetypes and their implications in a ma
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20

El Louadi, Mohamed, and Imen Tounsi. "Do Organizational Memory and Information Technology Interact to Affect Organizational Information Needs and Provision?" International Journal of Knowledge Management 4, no. 4 (2008): 21–39. http://dx.doi.org/10.4018/jkm.2008100102.

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21

Motyka, Marek, and Joanna Krzyżak. "Przywiązanie organizacyjne a poziom zaspokojenia potrzeb psychospołecznych pracowników." Nierówności społeczne a wzrost gospodarczy 64, no. 4 (2020): 194–208. http://dx.doi.org/10.15584/nsawg.2020.4.13.

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Employee commitment to a company is an important factor affecting the stability and effective functioning of the organization. The authors of the article demonstrate the multifaceted nature of the concept of “organizational commitment” and its close relationship with the concept of “organizational involvement”. They emphasize the importance of meeting the basic psychosocial needs of employees by the organization. The goal of the study was to assess the relationship between the degree of satisfaction of the basic psychosocial needs and organizational commitment. According to the approach of Mas
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22

Kartolo, Arief Banindro, and Catherine T. Kwantes. "Organizational culture, perceived societal and organizational discrimination." Equality, Diversity and Inclusion: An International Journal 38, no. 6 (2019): 602–18. http://dx.doi.org/10.1108/edi-10-2018-0191.

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Purpose The purpose of this paper is to fill the gap in the literature by exploring the perceived societal discrimination as an antecedent of perceived organizational discrimination, and investigating the impact of organizational culture (i.e. constructive, passive-defensive and aggressive-defensive culture norms) on perceptions of discrimination in the workplace. Design/methodology/approach A total of 176 American employees completed three surveys assessing perceived societal discrimination, perceived organizational discrimination and organizational culture online through Amazon Mechanical Tu
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23

Szabó-Bálint, Brigitta. "Organizational career development versus employees' career needs in Hungary." Strategic Management 24, no. 4 (2019): 3–12. http://dx.doi.org/10.5937/straman1904003s.

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24

Milne, Derek L., and Heather Roberts. "AN EDUCATIONAL AND ORGANIZATIONAL NEEDS ASSESSMENT FOR STAFF TRAINING." Behavioural and Cognitive Psychotherapy 30, no. 2 (2002): 153–64. http://dx.doi.org/10.1017/s1352465802002035.

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Studies of in-service training demonstrate repeatedly the difficulty of transferring training to the routine work of the staff. One of the likely explanations for this difficulty is the recurring absence of an educational and organizational needs assessment to guide the training. Such assessments can play a critical role in defining management support, goal setting, the selection of the trainee group and in analysing the readiness of staff in an organization for a training intervention. The present study summarizes and extends prior research in the field of mental health by conducting a compre
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25

Negura, Lilian, and Marie-France Maranda. "Hiring substance abusers: Attitudes of managers and organizational needs." Drugs: Education, Prevention and Policy 15, no. 2 (2008): 129–44. http://dx.doi.org/10.1080/09687630701377421.

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26

Checkoway, Barry. "Neighborhood Needs and Organizational Resources: New Lessons from Detroit." Nonprofit and Voluntary Sector Quarterly 20, no. 2 (1991): 173–89. http://dx.doi.org/10.1177/089976409102000205.

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27

Bailey, Darlyne, and Karen E. Grochau. "Aligning Leadership Needs to the Organizational Stage of Development:." Administration in Social Work 17, no. 1 (1993): 23–45. http://dx.doi.org/10.1300/j147v17n01_03.

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28

Laiu, Bianca, and Sara Voicu. "Personnel Management: Needs-oriented Recruitment Planning in Organizational Development." International Journal Papier Public Review 2, no. 1 (2021): 1–8. http://dx.doi.org/10.47667/ijppr.v2i1.65.

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This article aims to discuss personnel management in terms of needs-oriented recruitment planning aspects in organizational development. The determinant of the success of a company is human or labor. Even labor provides the largest contribution to the success of a company compared to other factors such as capital, raw materials or machinery. However, not all workers can become productive workers. This workforce must be selected, placed, trained and assessed for their achievements and given appreciation for every achievement that they have contributed to the company. If the conditions of a comp
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29

Goldhammer, Hilary, Essence D. Maston, Laura A. Kissock, John A. Davis, and Alex S. Keuroghlian. "National Findings from an LGBT Healthcare Organizational Needs Assessment." LGBT Health 5, no. 8 (2018): 461–68. http://dx.doi.org/10.1089/lgbt.2018.0118.

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30

Dahm, Molly J., Edwin P. Willems, John M. Ivancevich, and Daniel E. Graves. "Development of an Organizational Diversity Needs Analysis (ODNA) Instrument." Journal of Applied Social Psychology 39, no. 2 (2009): 283–318. http://dx.doi.org/10.1111/j.1559-1816.2008.00439.x.

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31

Jahic Pettersson, Alma, Lena A.E. Tibell, and Ragnhild Löfgren. "‘The brain needs nutrition’: pupils’ connections between organizational levels." Nordic Studies in Science Education 17, no. 1 (2021): 48–63. http://dx.doi.org/10.5617/nordina.7930.

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Previous research suggests that connecting organizational levels of biological systems is challenging forpupils. In the present study we investigated 122 pupils’ written responses to a question in a national biologytest concerning how nutrient molecules are adsorbed by the small intestine and transported to thebrain. We aimed to investigate what awareness the pupils have of the connection between the digestiveand circulatory systems. We mapped the pupil’s expressed knowledge by using content analysis whichwas performed in five steps including connection between the systems, organizational leve
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32

Tua LG, Lambas Marasi, and Kurniawati Kurniawati. "Antecedent of Organizational Change and Its' Consequnce towards Organizational Performance." 12th GLOBAL CONFERENCE ON BUSINESS AND SOCIAL SCIENCES 12, no. 1 (2021): 87. http://dx.doi.org/10.35609/gcbssproceeding.2021.12(87).

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Even very successful organizations need to constantly change (evolve) due to very dynamic business environment conditions (Pangarkar, 2015). An organization needs to adapt to any changes in technology, economy, demographics, regulations, competition, and consumer preferences that change rapidly (Anyieni, 2016). Dynamic changes also constantly occur in the banking industry in Indonesia. As the central institution in driving economic growth, the bank needs to be more adaptive to changes in the business environment driven by customer expectations, technological capabilities, policies, demographic
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33

Lau, Kung Wong, Pui Yuen Lee, and Yan Yi Chung. "A collective organizational learning model for organizational development." Leadership & Organization Development Journal 40, no. 1 (2019): 107–23. http://dx.doi.org/10.1108/lodj-06-2018-0228.

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Purpose Organizational learning is traditionally structured with conventional in-house learning models aiming to equip employees with practical skills for operational needs. In contrast, contemporary goals emphasize unstructured organizational learning provided with learning environments to facilitate employees’ formal and informal knowledge creation. Therefore, the conventional organizational learning models are facing tremendous challenges, and it is crucial to change the traditional modes of practice into a new approach of collective learning and knowledge transfer. As well, the emergence o
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34

Zamora, Roberto, and Rosalinda Hernandez. "The Impact of Organizational Health on Student Achievement in a High Needs District." Journal of Studies in Education 6, no. 3 (2016): 149. http://dx.doi.org/10.5296/jse.v6i3.9904.

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This study establishes the relationship between organizational health and student achievement in English Language Arts and Mathematics in grades 3-11. The purpose of this quantitative study was to assess the relationship between student achievement as measured by student performance in the State of Texas Assessment of Academic Readiness and organizational health. The Spearman Rho correlation coefficient was computed to determine the strength of the relationships between student achievement and the ten dimensions of organizational health. The findings indicated there was a positive relationship
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Ali, Moh. "ORGANIZATIONAL ORGANIZATIONAL CULTURE OF EDUCATIONAL INSTITUTION IN INDONESIA." Paedagogia: Jurnal Pendidikan 9, no. 1 (2020): 45–60. http://dx.doi.org/10.24239/pdg.vol9.iss1.64.

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Organizational culture is defined as the underlying beliefs, assumption, values and ways of interacting that contribute to the unique social and psychological environment of an organization. There are two types of culture, i.e. material culture and non-material culture, which had been organized and maintained according to the needs of human being. Source of the culture is originated from the product of human being’s thought. Human being itself is a unique individual whose behaviour influenced by many variations and shapes of culture in society. As for the object of organizational culture in ed
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Miller, Robin Lin, Barbara J. Bedney, and Carolyn Guenther-Grey. "Assessing Organizational Capacity to Deliver HIV Prevention Services Collaboratively: Tales from the Field." Health Education & Behavior 30, no. 5 (2003): 582–600. http://dx.doi.org/10.1177/1090198103255327.

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Collaborative efforts between university researchers and community entities such as citizen coalitions and community-based organizations to provide health prevention programs are widespread. The authors describe their attempt to develop and implement a method for assessing whether community organizations had the organizational capacity to collaborate in a national study to prevent HIV infection among young men who have sex with men and what, if any, needs these institutions had for organizational capacity development assistance. The Feasibility, Evaluation Ability, and Sustainability Assessmen
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37

Orpen, Christopher. "Individual needs, organizational rewards, and job satisfaction among professional engineers." IEEE Transactions on Engineering Management EM-32, no. 4 (1985): 177–80. http://dx.doi.org/10.1109/tem.1985.6447616.

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38

Wei Chong, Chin, Siong Choy Chong, and Geok Chew Gan. "Inter‐organizational knowledge transfer needs among small and medium enterprises." Library Review 60, no. 1 (2011): 37–52. http://dx.doi.org/10.1108/00242531111100568.

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39

Malouff, John M., Alexsandra Calic, Catherine M. McGrory, Rebecca L. Murrell, and Nicola S. Schutte. "Evidence for a Needs-Based Model of Organizational-Meeting Leadership." Current Psychology 31, no. 1 (2012): 35–48. http://dx.doi.org/10.1007/s12144-012-9129-2.

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40

Matveieva, Nataliia. "Inclusive Education in Schools: Organizational-Pedagogical Aspects of the Problem." Journal of Vasyl Stefanyk Precarpathian National University 5, no. 1 (2019): 80–87. http://dx.doi.org/10.15330/jpnu.5.1.80-87.

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The article emphasizes that the urgent need today is to create the necessary conditions for meeting the needs of each child, regardless of its capabilities and other factors in realizing its potential, bringing benefits to society, and feeling that it is a full citizen. The author analyzes the main problems concerning the implementation of inclusive education at the present stage, examines the state of the problem's coverage in scientific works and normative-legal documents. The author focuses on a special place in the process of creating a comfortable environment for teaching children with sp
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41

Khan, S. M. "A Causal Paradigm of the Antecedents of Organizational Commitment – Case of Loco Pilots of Indian Railways." International Journal of Social Sciences and Management 2, no. 3 (2015): 214–21. http://dx.doi.org/10.3126/ijssm.v2i3.12553.

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Although several studies have examined organizational commitment in relation to needs satisfaction and work environment, none have investigated causal paradigm and antecedents of measured variables. Using path analysis modeling, this paper takes the first step at closing this literature gap. The direct effect of satisfaction of social needs, citizenship behaviour and recognition at work and work relations on organizational commitment was observed. The cumulative indirect effect of these variables on organizational commitment of Loco Pilots was significant. The results suggest that Indian Railw
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42

Napir, Suaib. "Membangun Reformasi Birokrasi Berkinerja Dalam Mewujudkan Good Governance Di Kabupaten Gorontalo." Gorontalo Journal of Government and Political Studies 1, no. 2 (2019): 108. http://dx.doi.org/10.32662/gjgops.v1i2.454.

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This study aims to analyze, identify and describe strengthening Local Government Organisation Gorontalo District; Methods: Using qualitative research, data collection techniques; observation, interviews and documents. data analysis interactive model of Miles, Hubermen and Saldana (2014). The results showed that: Strengthening the organization, which includes; 1) the incentive has been running with a performance-based; 2) utilization of personnel not comply pd principle the right man on the right pleace; 3) leadership is more motivation in improving individual and organizational performance; 4)
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43

Joiner, Bill. "Leadership Agility for Organizational Agility." Journal of Creating Value 5, no. 2 (2019): 139–49. http://dx.doi.org/10.1177/2394964319868321.

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Organizational agility has become an imperative for companies around the globe, who want to be competitive and add value in today’s business environment of hyper change and complexity. Yet, executives and academics alike agree that the current level of agility in the vast majority of companies is not nearly what it needs to be. To develop a level of organizational agility suited to turbulent environmental conditions, executives need to place an emphasis on three areas: strategic agility, operational agility (including culture as well as structures and systems), and leadership agility. This art
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Werdhiastutie, Any, Fendy Suhariadi, and Sri Gunani Partiwi. "Achievement Motivation as Antecedents of Quality Improvement of Organizational Human Resources." Budapest International Research and Critics Institute (BIRCI-Journal): Humanities and Social Sciences 3, no. 2 (2020): 747–52. http://dx.doi.org/10.33258/birci.v3i2.886.

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Achievement motivation is closely related to success and success or individual spirit in achieving a goal or success. David McClelland is famous for the theory of the need to achieve achievement that states that motivation varies, according to the strength of one's need for achievement. Motivation of work is a strong desire for humans to do a job related to the goals and needs to be achieved. Achievement motivation should also be designed according to the strategy model. Analysis of achievement motivation will lead to the form of evaluation on human resources and other potentials owned by the
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45

MORRIS, ALLISON, and CHRIS WILKINSON. "Responding to Female Prisoners' Needs." Prison Journal 75, no. 3 (1995): 295–305. http://dx.doi.org/10.1177/0032855595075003003.

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We know a considerable amount about the difficulties female prisoners face before, during, and after sentence. Prisons have attempted to respond to this by introducing such devices as needs analyses, sentence plans, reviews, and the like. This article reports on a project that examined organizational responses to prisoners' needs. The fieldwork was carried out in three women's prisons in England and involved interviews with 200 prisoners, both pre- and postrelease. The article specifically addresses the difficulties in translating good practice into actual practice, in translating rhetoric int
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Aquinas, Dr Paul G., and Dr Theresa L. Mendonca. "Career Dynamics: Matching Individual and Organizational Needs – A Conceptual Analysis of Work-Life Balance of (Women) Employees." Global Journal For Research Analysis 3, no. 5 (2012): 130–31. http://dx.doi.org/10.15373/22778160/may2014/50.

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47

Hines, Andy, and Juan Suarez. "Why student needs." On the Horizon 25, no. 3 (2017): 141–44. http://dx.doi.org/10.1108/oth-06-2017-0030.

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Purpose This paper aims to provide the rationale for the Students Needs 2025 &amp; Beyond study. Its key purpose was to support the development of an organizational innovation function and to identify potential disruptions or surprises. Design/methodology/approach This paper is an introduction that supports the collection of articles to follow. Findings The paper points out three ways in which this study took a unique view of higher education, ultimately focused around a theme of focusing on student rather than institutional needs. It recommends four ways in which the study could be used by th
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48

Travaglianti, Fabrice, Audrey Babic, Roland Pepermans, and Isabelle Hansez. "Needs–supplies fit and behavioral outcomes: The mediating role of organizational identification." Journal of Management & Organization 23, no. 5 (2016): 709–27. http://dx.doi.org/10.1017/jmo.2016.21.

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AbstractWhile it is well known that person–organization fit is an important antecedent of behavioral outcomes, little is known about needs–supplies fit in this relationship. In this way, we first want to extend our knowledge about defining and assessing work-related needs derived from employment quality indicators as the basis for needs–supplies fit. Second, following the Cognitive and Affective Personality System theory, we test the mediating role of organizational identification to better understand how needs–supplies fit is related to task performance and organizational citizenship behavior
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Azmy, Ahmad. "Pengembangan Kompetensi Sumber Daya Manusia untuk Mencapai Career Ready Professional di Universitas Tanri Abeng." Binus Business Review 6, no. 2 (2015): 220. http://dx.doi.org/10.21512/bbr.v6i2.971.

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This article discusses the development of competence in achieving organizational goals. This research discusses how the competence development of human resources in achieving the organization's motto, that is Career Ready Proffesional in Tanri Abeng University. This research objective is to analyze the organization's role in developing the human resource competencies in achieving organizational goals. The method used is descriptive. This research compared the theories related to the topic of research with applications that have been carried out and reinforced by previous studies. The results s
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Byre, Rafael Octavianus. "Pengaruh Kemampuan Pembelajaran Organisasional Terhadap Kompetensi Inti Organisasi, dan Kinerja Organisasi Perguruan Tinggi Swasta di Propinsi NTT Suatu Tinjauan Literatur Untuk Membangun Hipotesis Penelitian." Analisis 19, no. 1 (2020): 23–38. http://dx.doi.org/10.37478/analisis.v19i1.317.

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Empirically, this paper is expected to see the extent of the development of organizational learning models in the Development of Private Higher Education in the Province of East Nusa Tenggara Province by including the dimensions of the organization's core competencies, and organizational performance in previous strategy research. With the stages of model development which can be seen the contribution and contribution of each previous research to the research carried out mainly in building research hypotheses. In this paper we also want to look gradually at how to understand the partial effect
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