پتانسیل انگیزشی فرهنگ سازمانی در صنعت تولید
ترجمه نشده

پتانسیل انگیزشی فرهنگ سازمانی در صنعت تولید

عنوان فارسی مقاله: فرهنگ سازمانی و پتانسیل انگیزشی آن در صنعت تولید: دیدگاه خرده فرهنگ
عنوان انگلیسی مقاله: Organizational Culture and its Motivational Potential in Manufacturing Industry: Subculture Perspective
مجله/کنفرانس: پروسیدیای ساخت - Procedia Manufacturing
رشته های تحصیلی مرتبط: مدیریت
گرایش های تحصیلی مرتبط: مدیریت منابع انسانی، مدیریت کسب و کار و مدیریت استراتژیک منابع انسانی، تولید و عملیات
کلمات کلیدی فارسی: صنعت تولید، پتانسیل انگیزشی، کارگران غیر تولیدی، فرهنگ سازمانی، کارگران تولید، خرده فرهنگها، تولید پایدار
کلمات کلیدی انگلیسی: manufacturing industry، motivational potential، non-production workers، organizational culture، production workers، subcultures، sustainable manufacturing
نوع نگارش مقاله: مقاله پژوهشی (Research Article)
نمایه: scopus
شناسه دیجیتال (DOI): https://doi.org/10.1016/j.promfg.2019.02.226
دانشگاه: Comenius University in Bratislava, Faculty of Management, Odbojárov 10, P.O.BOX 95, Bratislava 820 05, Slovakia
صفحات مقاله انگلیسی: 8
ناشر: الزویر - Elsevier
نوع ارائه مقاله: ژورنال
نوع مقاله: ISI
سال انتشار مقاله: 2019
ایمپکت فاکتور: 1/587 در سال 2018
شاخص H_index: 18 در سال 2019
شاخص SJR: 0/313 در سال 2018
شناسه ISSN: 2351-9789
شاخص Quartile (چارک): Q2 در سال 2018
فرمت مقاله انگلیسی: PDF
وضعیت ترجمه: ترجمه نشده است
قیمت مقاله انگلیسی: رایگان
آیا این مقاله بیس است: خیر
آیا این مقاله مدل مفهومی دارد: ندارد
آیا این مقاله پرسشنامه دارد: ندارد
آیا این مقاله متغیر دارد: ندارد
کد محصول: E12574
رفرنس: دارای رفرنس در داخل متن و انتهای مقاله
فهرست مطالب (انگلیسی)

Abstract

1- Introduction and theoretical background

2- Methodology

3- Analysis and discussion

4- Conclusion

References

بخشی از مقاله (انگلیسی)

Abstract

The manufacturing industry is still a significant economic sector and organizations try to make it attractive enough for their workforce, e.g. by motivating organizational culture. The aim of the paper is to present the results of a survey of organizational culture and its motivational potential in manufacturing organizations supporting sustainable manufacturing. Empirical exploration is based on Cartwright’s Nine Factors Methodology. The findings show that, generally, the subculture of the production workers has lower motivational potential than the subculture of non-production workers. At the same time production workers’ motivational potential decreases even more with the increasing length of service in the organization.

Introduction

and theoretical background The differences among social groups in terms of their behaviours and habits as well as underlying values have been recognised over time. Many times, the bigger groups are recognised as consisting of smaller ones with whom they exercise common values, but some are distinctive. For instance, in the past, they were hedonists when compared with stoics even thought they were perceived as in-group members of Greek philosophers, or Catholics and Protestants considered to be Christians. On the one hand, all those in-group members represent common values, beliefs or norms. On the other hand, in specific characteristics, typical of subcultures (members of smaller groups), they differ from each other. Similar analogy can be applied in many examples from various ways of life where individuals are members of various cultures and subcultures at the same time. One of the contexts with numerous subcultures is typical of the members’ interactions in working settings. Almost any organisation is far from being homogeneous, but consists of specific groups of employees [1]. An individual (employee) as part of the organisation’s culture is simultaneously part of a subculture, even of several subcultures. The subcultures stem from social, organisational, and individual characteristics of the employees [2]. Black [3] argues that, in such a case, they may embody occupational subcultures (e. g., traders, accountants, lawyers) and departmental subcultures (professionals located at different offices or with different product responsibilities). Schein [4] introduces the categorisation with regard to the executed assignments, similar experiences or the location within the organisational hierarchy.