The impact of social innovation on enhancing staff motivation: study case: Henkel Algeria
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Date
2018-06
Journal Title
Journal ISSN
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Publisher
Ecole des Hautes Etudes commerciales
Abstract
Nowadays, more and more companies from the international business environment,
are starting to consider their own employees as a more important resource than the
financial capital or the physical assets. This is why the employee motivation is
becoming one of the main focuses amongst the companies who want to maintain a
competitive position in the market.
Motivation, as an instrument used for the increase of human resource productivity,
can take different shapes, according to the psychosocial profile of each employee.
Thus, the managers should build a personal relationship with their employees and try
to understand their expectations regarding to what the company can offer then.
Social Innovation is a unifying concept, bringing together diverse narratives about
the workplace and work organisation used at different times and in different Member
States. These include work organisation, high performance work systems, learning
organisations, workplace social dialogue, and both direct and representative
participation.
The wider policy outcome of social Innovation is to contribute to sustainable
economic, ecological and social change by fostering the innovative capacity of
organisations and individuals. Workplace Innovation is considered a necessary
enabler of effective technological innovation. Developing and deploying human talent
and fostering a willingness to cooperate are an indispensable component of a versatile
network economy, relying heavily on participation, dialogue and self-organisation by
engaged individuals working in and between organisations. Defined this way,
Workplace Innovation is social in its goals as well as in its means.
Little is known about how social Innovation drives and adapts to recent and
emerging social developments in the world of work: the growth of self-employed
individuals, the growth of the network economy and multi-located working sites, the
notion of the mobile and boundless ‘workplace’, the concept of distributed leadership
and management, the changing institutional roles of unions and occupational
groupings, the ageing work force, complex patterns of self-organising linkages
connecting organisations and individuals, the application of ICTs and the use of social
media. These highly unpredictable emerging patterns demand social intelligence and
innovative capacity which transcends technical or economic perspectives alone
Description
Keywords
Social innovation, Staff motivation, Well-being, Flexibility, Autonomy