Table of Contents for
Productivity and Organizational Management

Productivity and Organizational Management by Emin Taner Elmas, A. Suryanarayana, Teresa Carla Oliveira, Zlatko Nedelko, Ana P Productivity and Organizational Management

Cover
Title
Copyright
Preface
Contents
About the editors
List of contributing authors
1 The measurement of human capital and its relation to the generation of business value: empirical study
2 A case of certified units in a Portuguese university: Interactions of ISO 9000 norms with HRM practices, employee performance and employee satisfaction
3 Management tools for supporting productivity in organizations – empirical evidence from Slovenia
4 Economic and social efficiency: The case for inverting the principle of productivity in public services
5 Human resource management in the health system: in the never-ending quest for productivity improvement
6 Critical role of managerial competencies in productivity enhancement interventions: a HRM perspective
7 Prospective characteristics of contemporary engineers (using the approach of mechanical engineering)
Index

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Index

Endnotes

The Malcolm Baldrige model of excellence is used in the USA to give a National Quality Award. This model considers seven key points used to assess the QMS: leadership, strategic planning; customer and market orientation; information measurement, analysis, and management; human resource orientation; process management; and results [15]

The European Foundation for Quality Management (EFQM) model considers an organization’s (self-)assessment through three integrated components: (1) the eight fundamentals of excellence, which define principles for an organization to achieve sustained excellence; (2) the nine EFQM criteria that convert the fundamentals in a management tool, which are separated in five enablers (leadership; people; strategy; partnerships and resources; process, products, and services) and four outcomes (people, customers, society, and businesses); and (3) the RADAR – required Results, plan a develop Approaches, Deploy approaches, Assess and Refine approaches and deployment – a tool to lead to systematic improvement in all of an organization’s areas [18].

These are the norms used in the present work. Some of those norms were reviewed in 2015.

The complete study [8] also involved document research and interviews with the unit service managers. For the purposes of the present work, only data regarding employees’ perceptions were used.

Compulsory education required.

Required qualifications: currently, 12 years of schooling; up to 2008, 11 years of schooling.

The concept of “human capital” has its origins in the economic literature. Becker (1964, as cited in Wright and MacMahan [3]) systematize this concept as referring to the “knowledge, information, ideas, skills and health of individuals,” issues therefore included in an organization (Becker, 2002: 1, cited it [3]). In a later contribution, the authors clarify that “[c]omparing human capital to financial or physical capital, (...) all are forms of capital in the sense that they are assets that yield income and other useful outputs over long periods of time. On the other hand, the uniqueness of human capital stems from the fact that people cannot be separated from their knowledge, skills, health or values in the way they can be separated from their financial and physical assets” (Becker, 2008, as cited in [3]).

To test non-traditional forms of compensation, in 1998 a payment system with a financial component and non-financial incentives was adopted, being necessary particular conditions to the job application [26]. This led to better performance of the target groups, despite the lack of official confirmation by the Ministry of Health [27].

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Table of Contents for
Productivity and Organizational Management