Psychological contract and knowledge management mediated by cultural dynamics

Contact centres are the vital link in the value chain between the organisation and its customers because they offer essential front line sales and services of products. Evaluation of their success can be assessed in terms of customer retention, up selling and the promotion of the brand. This is brought into sharp focus if the centre is outsourced because of the impact of the strategic behaviour of the principal and its relation with its agents. The association of employees with the brand in outsourced operation is not as effective as in captive operations partly because communications from principal to agent are attenuated. Emotional connectivity, diagnostic skill set, requirement gathering, and knowledge are some of the most sensitive qualities required in agents working in the contact centres. These characteristics are found to differ according to whether this is in-house or outsourced operation and affect the psychological contract between the service provider and its employees. In addition, the employees are unlikely to achieve any rewards and are unable to offer any commitments to the customer in an outsourced operation; hence the “psychological contract” is breached. One of the consequences of this breach is on knowledge management. The knowledge of an employee regarding the products and services is lost with that employee’s attrition. Also employees’ then have little interest towards customer service and organizational welfare, which impacts on the customer centric goals of the principal. We argue that the psychological contract between employer and an employee and has positive influence on Knowledge Diffusion, mediated by cultural dynamics, which further contributes to the overall organizational effectiveness. This paper aims to investigate, as a pilot study, the elements of organisational culture and secondly its role in the diffusion of knowledge in contact centres, in-house and outsourced. We demonstrate how by deploying a blend of qualitative methods, it is possible to perceive the effect of each element of the cultural web on diffusion. Finally we propose a hypothesis of the role that Power Distance (Hofstede, 1980) can play, as a proxy for the Psychological Contract to leverage knowledge diffusion

Perception is Reality: Change Leadership and Work Engagement

Purpose The purpose of this paper is to investigate how employee perceptions of change and leadership might impact work engagement following major organizational change. Design/methodology/approach Social media invited US workers recently experiencing major organizational change to anonymously complete a web-based survey requesting qualitative and quantitative responses. Values-based coding and thematic analysis were used to explore qualitative data. Hierarchical and linear regression, and bootstrapped mediation were used to analyze quantitative data. Findings Analysis of qualitative data identified employees’ perceptions of ideal change and ideal leadership were well supported in the change leadership literature. Analysis of quantitative data indicated that employee perceptions of leadership fully mediated the relationship between employee perceptions of change and work engagement. Practical implications Study findings imply that how employees perceive change is explained by how they perceive leadership during change, and that these perceptions impact work engagement. Although these findings appear commonsensical, the less than stellar statistics on major organizational change may encourage leaders to become more follower-focused throughout the change process. Originality/value The study makes a contribution to an understudied area of organizational research, specifically applied information processing theory. This is the first study that identifies employee perceptions of leadership as a mediator for perceptions of change and work engagement. From a value perspective, leaders as successful change agents recognize significant cost savings in dollars and human welfare by maintaining healthy workplaces with highly engaged workers

HRD - the shapes and things to come

There has been limited critical review and development of Human Resource Development (HRD) theory in the past two decades. It is change, and especially the rate at which change occurs, that largely influences the HRD hybrid that any organisation adopts. This paper will systematically consider the professional discussions in a number of countries to trace HRD through four key phases: the 'duet', the 'trio', the 'quartet' and concluding with the 'orchestra'. In the past, Human Resource Development (HRD) was often polarized as focusing primarily on either performance or learning - a 'duet'. The relationship between HRD and change was then developed once the integral nature of work to both performance and learning was recognised - a 'trio'. A significant addition to the exploration of learning at work then came about when authors tackled the issue of quality - a 'quartet' of learning, performance, work and quality. However, the future of HRD now lies squarely in the need for the profession to embrace fully the inextricably interrelated paradigms of movement (where people have developed from); change (and especially the rate of change); dynamism (provided from leadership); harmony and unity (resulting from cohesive partnerships) - the 'orchestra'

An Intelligent Knowledge Management System from a Semantic Perspective

Knowledge Management Systems (KMS) are important tools by which organizations can better use information and, more importantly, manage knowledge. Unlike other strategies, knowledge management (KM) is difficult to define because it encompasses a range of concepts, management tasks, technologies, and organizational practices, all of which come under the umbrella of the information management. Semantic approaches allow easier and more efficient training, maintenance, and support knowledge. Current ICT markets are dominated by relational databases and document-centric information technologies, procedural algorithmic programming paradigms, and stack architecture. A key driver of global economic expansion in the coming decade is the build-out of broadband telecommunications and the deployment of intelligent services bundling. This paper introduces the main characteristics of an Intelligent Knowledge Management System as a multiagent system used in a Learning Control Problem (IKMSLCP), from a semantic perspective. We describe an intelligent KM framework, allowing the observer (a human agent) to learn from experience. This framework makes the system dynamic (flexible and adaptable) so it evolves, guaranteeing high levels of stability when performing his domain problem P. To capture by the agent who learn the control knowledge for solving a task-allocation problem, the control expert system uses at any time, an internal fuzzy knowledge model of the (business) process based on the last knowledge model.knowledge management, fuzzy control, semantic technologies, computational intelligence

Agent mediation and management of virtual communities: a redefinition of the traditional community concept

The paper explores the evolution of the concept of community in the light of computer mediated immersive virtual environments. The traditional concept of community has become strained in its attempts to capture the evolving virtual community. We believe the concept of the virtual community is of paramount importance and examine the extent to which this is being redefined to cater for it. We examine the management and mediation of such an environment and specifically the social process associated with the cohabited users. We advocate the use of multi-agent systems in delivering this functionalit

Contemporary performance measurement systems: A review of their consequences and a framework for research

The main purpose of this paper is to develop a conceptual framework for understanding the literature on the consequences of contemporary performance measurement (CPM) systems and the theories that explain these consequences. The framework is based on an in-depth review of 76 empirical studies published in high-quality academic journals in the areas of accounting, operations, and strategy. The framework classifies the consequences of CPM into three categories: people's behaviour, organizational capabilities, and performance consequences. This paper discusses our current knowledge on the impact of CPM, highlighting inconsistencies and gaps as well as providing direction for future research