University of Alabama at Birmingham

The Cambridge Encyclopedia of Hunters and Gatherers (review)

The 7 habits of highly effective people : signature series

Workforce management has always been an essential consideration by businesses worldwide to improve organizational efficiency. The measurement of diversified labor present in modern Philippine companies has never been viable as generational and cultural differences shape and influences one’s leadership behavior, decision-making, and style. Employee motivation, multigenerational cohort, interpersonal skills, work values, and organizational culture significantly affect company leaders’ perceived effectiveness, resulting in varying management styles and approaches applicable to service companies. This study aimed to determine significant variables affecting the perceived leadership effectiveness and metacognition between multigenerational management clusters among service companies integrating behavioral theories such as Generational Cohort Theory (GCT) and Theory of Planned Behavior (TPB). Through self-administered questionnaires, data was utilized for multivariate analysis through structural equation modeling using the SPSS statistical software and SPSS AMOS 29 software and random forest classifier utilizing Python 5.1. Results showed that Motivation, Managerial Cohort, Organizational Culture, and Work values have a high-level relationship with Perceived Behavioral Control, Attitude Towards Behavior, and Social Norms. The results presented could be utilized in evaluating the management sector in service industries to provide and develop an optimum approach to leadership management. Managerial insights and suggestions are shown in the study.

/pdf/factors-affecting-perceived-effectiveness-of-2j5q5iyf.pdf

Factors Affecting Perceived Effectiveness of Multigenerational Management Leadership and Metacognition among Service Industry Companies

In information age of cloud based workforce management, capitalizing on automated workforce management and optimization solutions, management is free to concentrate on higher strategic business issues. Additionally, information age makes utter changes in workforce management practices encompassing all aspects of managing the complete workforce lifecycle. Haven’t we travelled a long journey? How the journey has been from the very beginning, folds reflective enigmas of workforce management. It has evolved continually adapting to the needs of changing times. What were the workforce management practices of preceding ages, and what were the underneath values. How all this depicts the prevalent principles and how these reflected in the practice of one age and the other is sought after in this paper. This paper analyses the four ages of civilization – hunter and gatherers (foragers), agrarians, industrial and information for workforce management functions with the lens of evolution. The paper intends to understand the evolutionary pattern of workforce management in order to align the practices in line with need of the day, and find a path to understand the future maneuver in approach and practice.

/pdf/workforce-management-in-information-age-2hvn90wgrx.pdf

Workforce Management in Information Age

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Workforce Management in Information Age