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Файл:Corporate Social Responsibility. Monograph
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“A man who has studied industry well and have a fundamental
specialized knowledge (no matter how it has been gained – at the expense
of education or because of the great experience) can manage a new
recreated project... a strong belief of organization leader in the correctness
of what he and his team are doing is needed and without the fundamental
knowledge and professionalism this confidence is impossible”. (S.
Gorbunov – chief executive officer the restaurant association “Vesta-center
International”, Moscow, magazine “Director General” №10, October 2010).
“The professional interest is more often for great importance for
specialists with rare knowledge and experience. Therefore, we need to talk
with such workers as with experts. For such employees personal meetings
with the company management are not only a reason to feel their
importance but also the opportunity to directly share ideas on the
improvement of production processes. And these conversations are an
additional source of information which helps to get acquainted with
different views on the issue for the chief executive officer” (O. Malyshev –
chairman of board of directors of the factory “Vodmashoborudovanie”,
Voronezh, magazine “Director General” №11, November 2010).
Education. Education for the organization leader is the initial staff
selection criteria, assessment of his or her human capital level, receiving an
education for employees is the condition of their own human capital
development. The attitude of organization leaders to the education system is
built on basis of clarification how adequately its graduates are prepared for
the requirements of employers.
“Our experience shows that the work at a factory for graduates of
vocational and technical schools is serving of a certain chore. They have
other interests, much more childish attitude to life, and the majority of them
receives education for having a wallpaper degree” (A. Kabuzenko – chief
executive officer “MetallGrupp”, Moscow, magazine “Director General”
№11, November 2010).
“It is important to ensure that people have stopped studying for the
getting of diploma. The labour market is congested with unclaimed
specialists which means that the government is wasting money. It is
necessary to establish a cooperation between colleges and factories in order
to provide the conditions under which business will be directly involved in
future personnel training – to help in equipping educational institutions with
modern techniques, design of educational programs” (S. Akentiev – chief
executive officer of the company “Keramika Gzheli”, a rural village
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Gzhelskoe (Moscow oblast), magazine “Director General” № 11,
November 2010).
“Unhealthy career ambitions, perhaps, is the main disadvantage of
graduates who have only theoretical knowledge in their luggage. I believe
that career ambitions do not worth encouraging”. (L. Kuzmcheva – chief
executive officer of the company “Restorator”, executive director of the
Nizhny Novgorod Association of restaurateurs and hoteliers, magazine
“Director General” №12, December 2010).
Professional experience, skills. Professional experience for the
organization leader – is a key criterion for the selection of the staff, assess
his or her level of human capital, gaining and accumulation of professional
experience for the employees are an indispensable condition for the
development of their own human capital. The attitude of organization
leaders to professional experience is built on basis of clarification how it
meets their requirements as employers.
“An effective organization leader must solve every problem quickly
and in time, so as a rule, he is guided by intuition, professional experience
and knowledge. Therefore, intuition that comes with experience and
develops according to professional growth plays a crucial role for
organization leaders” (Harro van Graafeiland – chief executive officer of
the company TNT Express in Russia, Moscow, magazine “Director
General” №5, May 2010).
“For example, the income of employee (which includes piece-part
in addition to the rate) depends on the skill level. We estimate qualification
according to 18-point scale; the development and improvement of this scale
took several years, but today it is transparent and understandable for both
ordinary employees and management” (I. Fedulova – chief executive
officer of the company “ASVT”, Moscow, magazine “Director General”
№1, January 2010).
“As long as the future leader is sitting on the bench, leave him to
lead a certain project and clarify the goals and deadlines. Experience in
management of the project will give the employee an opportunity to
understand, and you – the argument to assert, that he or she needs
professional growth in the first place and only then – career growth”. (I.
Tamakulova – chief executive officer of the Center of intelligent business
solutions IQ, Ekaterinburg, magazine “Director General” №2, February
2010).
Development. The human capital of the employee is not static, it
requires constant updating of professional knowledge and skills, which are
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rapidly becoming obsolete in modern society. The staff commitment to
development – is evaluation criterion of their human potential, the
possibility to entrust the more difficult and responsible work for the
organization leader. The attitude of organization leaders to the employee
development is built on basis of clarification how their motives to improve
their professional knowledge and skills can be used in their present job.
“Only you can decide whether you want to go up the ladder of
administration management, professional development or just to make a
living, because you are much more important interested
in hobby (eg. photography or tango)”. (I. Kuznetsov – Vice
President for sales & marketing of system software company of the
company IBM, Somers (New York, USA), magazine “Director General”
№8, August 2011).
“No employee will be able to become an organization leader, if he
or she doesn’t not learn it from a sensitive mentor, does not attend regular
professional retraining and does not participate in experience sharing” (A.
Merenkov – chief executive officer of the company “Severnaya Kazna”,
Ekaterinburg, magazine “Director General” number 10, October 2010).
“Any person who has ever been on a good business training is
familiar with inspiration from a variety of sudden started up new ideas
which are to be implemented immediately. However, let’s not perceive
training as a training session but as an additional opportunity to find
promising ideas for business development” (A. Konusov – chief executive
officer of the private limited company Leta IT-company, Moscow,
magazine “Director General” №12, December 2010).
Exchange of ideas. One of the conditions for the possibility of
continuous updating of the employees’ human capital is the presence of a
corporate environment that encourages the exchange of ideas between
employees. The organizational environment that encourages the exchange
of ideas is an indication of that the conditions for the development of
human capital of employees have been provided for the organization leader.
The attitude of organization leaders to the exchange of ideas is built on
basis of clarification how the ideas put forward by the employees may be
claimed for their organization.
“... I need to know what people that affect my business want –
customers, partners, colleagues, shareholders. If I have this information, so
it is possible to offer them something that will make their business and life
better. This approach ensures the formation of the most expensive asset –
trust” (J. Leeflang – chief executive officer of the company Philips in
Russia, Ukraine, Belarus and Central Asia, Moscow, magazine “Director
General” №1, January 2010).
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“Stands where information on the suggested ideas with indication
of the name of innovators as well as the effect of the suggestion
implementation of the proposals were hung in all departments of the
company. At the same time we required to provide certain economic
benefits from one departments and to submit a certain number of ideas from
other departments”. (V. Shirokov – chief executive officer of the company
“Yapp Rus – car systems”, Kaluga, №11, November 2010).
“The mass of extremely interesting ideas arises from the leaders of
the key services of the enterprise because these people on the one hand
think like managers and on the other – know oats in the work specifics of
their departments. Your task is to create such conditions in which the heads
of the departments would gladly share their ideas with you and after
discussing them you can select the most promising for the implementation”
(A. Konusov – chief executive officer of the private limited company Leta
IT-company, Moscow, magazine “Director General” №12, December
2010).
Business projects. One of the conditions for the possibility of
continuous updating of employees’ human capital is the employee
participation in business projects where he or she can gain new knowledge
and experience. Business projects are an opportunity to check whether the
employee can cope with a more complex work for the organization leaders.
The attitude of organization leaders to business projects is built on basis of
clarification how employees’ participation contributes to the organization
development.
“To understand how deep the employee is able to understand the
details of the project is not difficult – it is enough to entrust him with the
task formulated very generally, and to assess the depth of its solution. If the
details in the presented report will be carefully thought out – you’ve found
someone who you need; and on the other hand, having found in the report a
list of common phrases with comments like “must be provided by
performers”, don’t doubt: in the strategic development department this
employee may be in place, but in the start-up project – never” (S. Gorbunov
– chief executive officer the restaurant association “Vesta-center
International”, Moscow, magazine “Director General” №10, October 2010).
“People belonging to certain types can be organization leaders in a
period of stable business development; belonging to other types can
effectively manage in times of crisis, the rapid growth of the company and
to coordinate start-up project; finally, there are those types to whom it is
better not to trust the leadership” (A. Merenkov – chief executive officer of
the company “Severnaya Kazna”, Ekaterinburg, magazine “Director
General” number 10, October 2010).
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“If an emergency situation arises or new projects start in the
company, we have to choose the person among the employees who will be
able to cope with the new task. Job descriptions will not help in this” (S.
Ignatov – chief executive officer of the company “AvtoSpetsTsentr”
(Nissan), Moscow, magazine “Director General” №12, December 2010).
Co-occurring codes. First we will find out how often the codes
intersect, i.e. they cannot be separated by more than one code in the article
text. Code grouping for the qualitative content analysis is carried out by the
frequency criterion of their co-occurrence in the articles – according to the
Jaccard’s coefficient which is calculated as elements of the two multitudes
intersection to elements of the two multitudes combination ratio. The
coefficient is equal to zero when the multitudes have no common elements
and it is equal to one when the multitudes are equal, otherwise the value of
the coefficient is somewhere in the middle. Code intersection of qualitative
content – analysis of the Jaccard’s coefficient for organization leaders is
presented in Table 9.
The obtained results show a low level of similarity between the
majority of the codes, at the same time if we consider that the codes are the
result of the qualitative analysis we can assume that if the value of the
coefficient is more than 0.5 this brings us to the conclusion that there is a
stable relation between the codes. The highest value of the Jaccard’s
coefficient equal to 0.586 showed the intersection of codes “exchange of
ideas” and “business projects”, which can be conditionally divided into two
types. The first type includes statements about the exchange of ideas within
the organization during the implementation of projects, the second type
includes an exchange of ideas with external partners.
The exchange of ideas within the organization during the
implementation of projects. The need for an exchange of ideas at work on a
new project is related to the formation of understanding the significance of
the project among employees, they should treat this project as their personal
project. “When you create or develop a new project or development, as
strange as it may sound, a little more return than employees are capable of
is needed. Each team member of a start-up project should be able to do the
impossible, and no system of evaluation and motivation, based on the KPI,
will not help him. I am absolutely convinced that employees can work at
the top of their abilities only if the organization leader sparks them by the
idea of the project” (S. Gorbunov – chief executive officer the restaurant
association “Vesta-center International”, Moscow, magazine “Director
General” №10, October 2010).
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Success of the new project depends to a large extent on its leaders.
“These people are indispensable for start of the start-up projects – they will
quickly kindle, inspire colleagues, be able to convince everybody perfectly.
No employee will be able to become an organization leader,
if he or she doesn’t not learn it from a sensitive mentor, does not
attend regular professional retraining and does not participate in experience
sharing” (A. Merenkov – chief executive officer of the company
“Severnaya Kazna”, Ekaterinburg, magazine “Director General” number
10, October 2010).
Within the framework of the ongoing projects the exchange of ideas
should become everyday practice for the employees. “Although we
immediately agreed and registered in the statement the definition, middle
management tried to attribute the submission of bids to the number of direct
duties of the employee (because, for example, duties of product engineer
include the development of new projects) and not to pay recompense.
Besides, I was sure that we will be able to put in use any ideas (even the
well-forgotten old ideas), so it’s better for us to let the employee offer us an
interesting solution then we wallow in bureaucratic proceedings deciding
whether the exchange of ideas is the duty of employees or not” (V.
Shirokov – chief executive officer of the company “Yapp Rus – car
systems", Kaluga, magazine “Director General”, №11, November 2010).
Exchange of ideas should occur even in some routine practices.
“Sales managers and project managers must submit reports on the daily
work – to report on progress and, most importantly, the difficulties
encountered in the interaction with customers and projects. To process this
information, we use a CRM-system (O. Kraus – deputy of the Development
Director of the company “Russkie Navigatsionnye tekhnologii”, Moscow,
magazine “Director General” №6, June 2010).
We need the other type of people for the ongoing projects rather
than for new projects, their task is not so much to captivate by the idea of a
project as to improve the process of its implementation. “After the start of
the project I saw once again the light in the eyes of technologists. Involve
key specialists to the target setting. It is very important not just to comply
with the instructions, but to participate in the development of a plan for
creative people. To fall in love with the idea, the specialist should become
its co-author. Refer to key specialists for expert advice” (T. Sanikidze –
chief executive office of watch factory “Nika”, Moscow, magazine
“Director General” №11, November 2010).
76
Exchange of ideas with external partners. The exchange of ideas
becomes especially important when participating in the project of
contracting organization. “It is important that the partner has extensive
contacts in the industry and has prospects of development; calculate
whether the manufacturer will be able to handle your volume not only in the
near future but in a few years. I would recommend choosing a contractor
who approaches the work creatively offering his or her own solutions in
respect to characteristics of the technical process” (S. Malofeikin –
managing partner of the company group “Evroservis”, Moscow, magazine
“Director General” №11, November 2010). In addition to contractors the
exchange of information and ideas is the basis of relationships with
distributors. “Such an approach to the work means that the manufacturer
makes the information more accessible to the partners and business
processes – more transparent and understandable, increase the involvement
of distributors in their activities. Today thanks to information technology
we have the opportunity to provide this information to distributors
effortlessly” (A. Filimonov – a member of the Board of Directors of the
company Digital Design, St. Petersburg, magazine “Director General”
№12, December 2010).
The exchange of ideas taking place in the framework of joint
business projects must strengthen the foundation of mutually beneficial
cooperation. “... I need to know what people that affect my business want –
customers, partners, colleagues, shareholders. If I have this information, so
it is possible to offer them something that will make their business and life
better. This approach ensures the formation of the most expensive asset –
trust” (J. Leeflang – chief executive officer of the company Philips in
Russia, Ukraine, Belarus and Central Asia, Moscow, magazine “Director
General” №1, January 2010).
The exchange of ideas is especially important in the
implementation of innovative projects. “Innovative capacity is also realized
thanks to the influence of new markets, new customer requirements, new
business partners. Regardless of what the outcomes this joint work will give
the cooperation with a partner who represents another culture and another
industry attaches additional value to innovations in our company” (R.
Schlegel – plenipotentitiary representative of the Bosch Group in Russia,
Ukraine, Belarus and Kazakhstan, the president of the limited liability
company “Robert Bosch”, Moscow, magazine “Director General” №12,
December 2010).
77
Code clustering model of qualitative content analysis based on
Jaccard’s coefficient for texts of organization leaders is shown in Figure 6.
The original prerequisite for singling codes of qualitative content
analysis out was the presence of three cores: an innovative human capital,
investment nature of cognitive labour, the network nature of cognitive
labour. In the process code clustering on the basis of Jaccard’s coefficient
(for a given number of clusters – three) we see the coincidence of the
resulting clusters with singled out contact cores in only one case.
Codes “business projects” and “exchange of ideas” in the discourse
of the organization leaders are proximate and coincide with a singled out
core of our “network nature of cognitive labour”. The obtained results allow
for the suggestion that leaders participation of their employees in business
projects involves the exchange of ideas, accumulation of professional
experience, wages for employees and incentives for innovation for the
organization leaders. This configuration of the first cluster can be
interpreted as an understanding of activity affiliated to the leader as an
activity directly linked to the achievement of business goals. Three other
codes (“development”, “knowledge”, “education”) are beyond the control
of the leader and are introduced from outside by employees. Code
configuration “development” and “knowledge” in the second cluster is
characterized by the fact that organization leaders have concept association
“knowledge” related to the employee only. In terms of M. Polanyi they
understand knowledge as an implicit (private, “personal”, “tacit”) while at
the same time in the process of coding we understand it as explicit (formal
and documented, “explicit”) knowledge [8]. A qualitatively new role of the
organization should be in facilitating the transformation of implicit
knowledge into explicit. Consequently, the process of investing in their own
human capital provides gaining knowledge for the employee, which can be
used at work. Code “education” which is the third cluster is even more
inconsistent with the activities of the organization. Its proximity to the
second cluster than to the first cluster shows that the organization leaders
view education as a personal choice of the employee (usually gained in the
past) and they see its little relation to activities of the organization.
In general, summing up the results of obtained code clustering
model of qualitative content analysis we note that singled out core “network
nature of cognitive labour” coincided completely, the other two cores
cannot be accurately interpreted. The core “innovative human capital” is
represented by the relative proximity of the codes “incentives for
innovation” and “wages”, and implicit (personalized) understanding of code
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“knowledge”. The core “investment nature of cognitive labour” has not
been revealed, the code “professional experience, skills” is more compatible
with the code “wages” according to organization leaders. The presence of
this relation allows us to assume the core “human capital” in the discourse
of organization leaders, on the basis of the human capital components:
skills and wages.
Content analysis of the expert groups discourse. The carried out
analysis of the organization leaders’ statements allows to reveal only
general trends from the discourse without their personalization. In order to
personalize experts, they are usually grouped by some common attribute:
according to the industry, to the scientific community, to school, etc. We
took their position in the administrative hierarchy of the organization as a
grouping criterion of experts. We have identified three groups of experts:
chief executive officers – business owners (n = 46), director generals –
hired managers (n = 29), non-chief executive officers – hired managers (n =
43). The basis for the selection of experts was the possibility of identifying
them as a representative of one of the three groups, also we have taken into
account the amount of expert statements, which shall not be less than two
paragraphs of the text. Quotes from the three expert groups have been taken
by us from the article texts of the magazine “Director General” for the
period from January 2010 to January 2011 (N = 76). Formal text has been
an immediate unit of analysis – a corpus of statements of experts of each of
the three groups in the source text of the magazine article. As a result,
according to the number of expert groups we have got three new formal
texts for the content analysis.
For the analysis of these texts we applied Dictionary used earlier in
the content analysis of articles reflecting the views of the organization
leaders. The Dictionary includes 8 codes organized in 3 “cores”:
“innovative human capital”, “investment nature of labour”, “network nature
of labour” (table 9).
We will not carry out evaluation of code external validity by
inclusion of examples of each code interpretation as it has been carried out
in the previous analysis. This is due to the fact that the initial analysis of the
article text representing the views of the organization leaders without
singling out of expert groups had a more generalized character. Statistical
indicators of the Dictionary A with reference to the analysis of formal texts
of expert statements based on the singling out three expert groups are
presented in Table 9.
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Co-occurring codes. Code grouping for the qualitative content
analysis is carried out by the criterion of the frequency of their co-
occurrence in the texts according to the Jaccard’s coefficient. Code
intersection of qualitative content analysis according to the Jaccard’s
coefficient of the texts of expert statements based on the singling out of
three expert groups is presented in Table 10.
In our case due to the fact that the number of formal texts were less
than six or rather three in the number of expert groups, Jaccard’s coefficient
could be calculated on the basis of code correlation not in the texts but in
paragraphs of the texts. This approach of course involves the identification
of a closer relations between the codes as the number of paragraphs exceeds
the number of texts in many times. The obtained results show a low level of
similarity between the majority of the codes, at the same time if we
consider that the codes are the result of the qualitative analysis and the
degree of paragraph relation has been revealed and not text relation, we can
assume that the 0.266 coefficient value suggests a stable relation between
the codes “exchange of ideas” and “business projects”.
The obtained trend in the whole coincides with the obtained results
from the content analysis of the articles, but code clustering based on the
correlation between them in the paragraphs according to the Jaccard
coefficient takes some other kind of form. Clustering code model of
qualitative content analysis based on Jaccard’s coefficient for texts of the
three expert groups is presented in Figure 7.
Clustering model remained the same in general, a change took place
only in the proximity of the code “professional experience, skills”, which in
the first case shows the relation with the code “wages”, while in the second
case – with the code “development”. The proximity of the codes
“professional experience, skills” and “development” suggests that the core
“investment nature of cognitive labour” has manifested more clearly in the
second clustering model. The core “innovative human capital” is identified
due to the proximity of codes “wages” and “incentives for innovation” in
the second model.
Clarification of the representative positions of various expert
groups in order to identify similarities and differences in their views is of
particular interest.
Code intersection of qualitative content analysis according to
Jaccard’s coefficient for the chief executive officers – owners is presented
in Table 11.
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