Collaboration which is a part of Interprofessional practice is powerful in a way that it achieves satisfactory health outcomes. Interprofessional practice was developed in the 1960’s, and health care professionals would study Interprofessional education before they could practice. Interprofessional education would include workshops as well as simulations, presentations, teaching and interaction with patients. Interprofessional education would prepare students so they can have the necessary skills to practice as a health care team to provide satisfactory service for the client. According to Richard, Anna & Fran (2014) they state that, “The emphasis on IPE in health care is a result of growing evidence of the benefits of IPP in health care service provision.” (Richard, Anna & Fran, 2014, p41), therefore together IPP and IPE result in a great health care for
The result came out to be that the organizational culture showed that it has an impact on employee’s job performance which is considered an important factor for achieving the organizational goals. Third hypothesis states that there will be a statistically significant difference among employees with different duration in the organization on their levels of employee commitment and perception of organizational culture. ANOVA test was used to study whether the amount of time an employee has invested in the organization results in higher level of commitment or not. The results in table 4.4 show that there is no significant difference among the tenure and commitment of employees. Hence the third hypothesis is not proved.
Millstein Report to OECD (2000) further noted that the governance structure specifies the distribution of rights and responsibilities among different participants in the cooperation and specifies the rules and procedures for making decisions in corporate affairs. The participants in the corporation include stakeholders such as the board of directors, managers, shareholders, creditors and regulatory bodies among others. Still on the definition on corporate governance, Selvaggi (2008) defined corporate governance as a system of law and sound approaches by which corporations are directed and controlled focusing on the internal and external corporate structures with the intention of monitoring the actions of managers and the directors and thereby mitigating the agency risk which may stem from the misdeeds of corporate
Studies has also found that there is a positive and significant relation between organizational culture and organizational commitment (Shrestha, Adhikary and Shrestha, 2009), Ch,Zaihab, Maqsood and Sana (2013), (Shurbagi, 2014.) A study conducted in Nepali commercial banks has found that organizational culture is positively related to organizational commitment. It also found those employees who perceive high degree of awareness of organizational culture are more positively and are more committed. The study also found that innovation is dominant dimension and is related with improving relation of employee to organizational commitment. (Shrestha, Adhikary and Shrestha, 2009), a study in a semiconductor company by Boon and Arumugam (2006) has found a different dimension that is communication as a dominate dimension and it is strongly related with employee’s organizational commitment.
Governance has proved an issue since people began to organize for a common purpose. Ensuring the power of organization is harnessed for the agreed purpose, rather than diverted to some other purpose appears to be a constant theme. Corporate governance investigates how to motivate and ensure an efficient management of the enterprises and involves: a set of formal and informal rules that establish certain relationships between the executive management of the company, the board of directors and the shareholders of the company, as well as other people of interest groups that have ties to the company; mechanisms through which the objectives of the company are set and are established the means of achieving those objectives and of monitoring the performance;
Employees usually play a key role in organizations; they are the supreme resource an organization can have and it is through their involvement and commitment that the organization can become competitive (Sempane et al, 2002 as cited in Griffith, 2013). Organizational commitment has been accepted as an important concept over the last three or four decades because of its relationship and role to organizational effectiveness, and it have been defined, measured, and studied in research in various contexts (Mathieu & Zajac, 1990; Saimir & Jonida, 2013). According to Chiang (2008) when employees cleave to identification and share sense of belonging in an organization, they will consider themselves associated to the organization and will work hard
2.4.2. The increasing control of stakeholders The constant rise of corporate transparency certifies the strategic importance of stakeholders in corporate dynamics. If years ago the interests which firms wanted to satisfy were those of shareholders, in the current society companies have to deal with the objectives and the desires of a broader group of people called stakeholders. This category encompasses all the subjects (both persons and organizations) which have interests in the way a company acts. Governments through laws, journalists through reportages, people through purchase decisions or boycott actions: all these are example of how subjects which are not the owners of a firm can influence, and in some cases force, companies to undertake some desirable actions like publishing corporate reports or adopting a more sustainable business model.
In addition, you need to be adaptable and continually evaluate what worked and what didn’t in order to make changes to training programs. For corporate training you must be willing to continuously strengthen your own industry-specific skills to ensure that your training approaches remains up to date. Finally, good organizational skills along with a positive attitude are a great help, as is proficiency in using e-learning
Labor migration trends also point to an increasing talent workforce. The organizations need to be able to smoothly redeploy key employees to gain valuable international experience. Another benefit of internal assessing is that it allows organizations to develop employees and increase leadership strength. (Elaine D. Pulakos, Ph.D, Selection Assessment Methods -A guide to implementing formal assessments to build a high-quality workforce,
(Sarens & Abdolmohammadi, 2009) Internal auditors are supposed to be more independent, even they are not truly independent, due to they are employed by the company but audit that company. Yet, they don’t need to think of any relationship of each other. They are more critical and try to step into higher position to make investigation. 2. Uniformity Power distance is positive towards the uniformity.