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Measurement Scales: Defining the Applicability of the Approach Essay

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ConstructsOriginal ItemsCronbach’s AlphaReferences
Leadership
  1. Transformational leadership strategy has been chosen. The transfer from the previous leadership system to the transformational one was predisposed by the fact that the staff, as one of the key stakeholders, needs to be motivated for performing better. In order to change the employees’ attitude towards their work and enhance engagement and creativity, the introduction of a role model (the company leader) and an adoption of a new leadership style were chosen.
  2. The staff seems to be accepting the new strategy willingly. This is a major advantage and a huge step forward, which will define the further progress of the company.
  3. The staff considers their clients’ satisfaction their top priority due to incentives and financial rewards. It is important to show the staff how much appreciated they are.
0.82Galpin & Whittington, 2012, p. 40;
Hay, 2010, p. 165;
Gaskell, Logan & Nicholls, 2012, p. 19;
Shunlong & Weiming, 2012, p. 87;
Metcalf & Benn, 2013, p. 372;
Svensson & Wagner, 2011, p. 335;
Bansal & DesJardine, 2014, p. 72.
.
Staff motivation
  1. The staff is motivated by both monetary and non-financial rewards. As it has been stressed above, monetary encouragements are most welcome by the employees, yet non-financial signs of gratitude have the longest staying impact on the staff. Therefore, a delicate balance between the two is kept currently.
  2. Most of the staff members strive for delivering top performance. Though the strategy described above has only been applied for a couple of months, it already shows significant results. The employees are enthusiastic and positive about their responsibilities.
  3. Apart from financial incentives, the staff receives appreciation for their consistent efforts.
0.82Blaga, 2013, p. 5;
Burgher & Snyder. 2014, p. 46;
Mortimer, 2012, p. 89;
Parrish, 2010, p. 513;
Cunningham, 2010, p. 9.
Ethics and Values
  1. The ethics and values of the company have admittedly worn out their welcome. Indeed, a closer look at the current ethical principles will show that they are not suitable for being the guidelines in the process of the company’s expansion and entering the global market. More to the point, the current interpretation of the company’s ethical values also seems to be quite flimsy and clearly needs a thorough reconsideration.
  2. New values and ethical principles have been designed for the company to enter the global market. It will be imperative to make sure that the ethical principles in question address the issue of cooperation with the companies representing other cultures and nationalities; otherwise, numerous conflicts are unavoidable. Moreover, it will be crucial to tailor the company’s principles so that they could align with the norm of Saudi Arabia and at the same time could not conflict with the norms of the European and American societies.
  3. With transformational leadership, implanting new values into the company is expected to occur very fast. There is no need to stress that the reconsideration of the company’s ethical principles may face a strong protest from some of the staff members; however, it is important to show that trustworthy and, therefore, long-lasting relationships with customers are of greater significance than a dubious bargain.
0.73Kashmanian, R. M., Wells & Keenan, 2011, p. 107;
Schaltegger, Beckmann & Hansen, 2013, p. 217;
Zhou, J., McCreanor, Montalto & Erdal, 2011, p. 1414.
Competitiveness
  1. The company uses its key assets in order to be competitive.
  2. The HRM strategy needs to be reconsidered so that the employees’ assets could be used efficiently. Strategic planning should be used as the basis for the HRM strategy.
  3. The organization delivers top performance and enjoys wide popularity among the TA.
0.93Hawkins & Wang, 2013, p. 64;
Bhojraj & Sengupta, 2013, p. 456;
Giese, 2013, p. 135;
Searcy, 2013, p. 242.
Knowledge management
  1. The latest technology is utilized in order to facilitate fast and efficient information transfer. In the era of information technologies, the significance of quality and speed of information transfer is hard to overrate. It will be crucial that the organization should use an efficient knowledge management strategy, which can allow for using both regular and modern media to promote to the target audience.
  2. A password protected database for information storage has been created. It is quite obvious that in the epoch of a technological breakthrough, securing information is the top priority of any organization. It can be suggested that the information related to the company should be stored on password protected servers and that only the company members could have an access to this information. Moreover, it will be required that the password should be substituted with a new one on a regular basis.
  3. Information sharing is going to be established as the key principle for data acquisition, transfer and use.
  4. Information transfer between the departments of the company has been improved, which can be considered the effect of the knowledge sharing principle implementation.
0.86Gao & Bansal, 2013, p. 243;
Faber, Peters, Maruster, van Haren & Jorna, 2010, p. 16;
Jorna, 2010, p. 4;
Chalmeta & Palomero, 2011, p. 1351.

Reference List

Bansal, P. & DesJardine, M. (2014). Business sustainability: it is about time. Strategic Organization, 12(1), 70 – 78.

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Bhojraj, S. & Sengupta, P. (2013). Effect of corporate governance on bond ratings and yields: The role of institutional investors and outside directors. The Journal of Business, 76(3), 455–475.

Blaga, S. (2013). Rethinking business sustainability. Review of Economic Studies and Research Virgil Madgearu, 6(1), 5.

Burgher, K. E. & Snyder, M. (2014). Motivation-on the ground. College and University, 89(3), 41–46.

Chalmeta, R and Palomero, S. (2011). Methodological proposal for business sustainability management by means of the Balanced Scorecard. The Journal of the Operational Research Society, 62(7), 1344–1356.

Cunningham, G. (2010). Investing in sustainability. Nursing Management (Harrow), 17(8), 9.

Faber, N. R., Peters, K., Maruster, L., van Haren, R. & Jorna, R. (2010). Sense making of (social) sustainability: a behavioral and knowledge approach. International Studies of Management and Organization, 40(3), 8–22.

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Galpin, T. & Whittington, J. L. (2012) Sustainability leadership: from strategy to results. Journal of Business Strategy, 33(4), 40–48.

Gao, J. & Bansal, P. (2013). Instrumental and integrative logics in business sustainability. Journal of Business Ethics, 112(2), 241–255.

Gaskell, C., Logan, J. & Nicholls, L. (2012). Igniting business performance through transformational coaching. Strategic HR Review, Volume 11(1), 18–24.

Giese, K. (2012). Same-same but different: Chinese traders’ perspectives on African labor. The China Journal, 69(1), 134–153.

Hay, R. (2010). The relevance of ecocentrism, personal development and transformational leadership to sustainability and identity. Sustainable Development, 18(3), 163–171.

Hawkins, C. W. & Wang, K. (2013). Policy integration for sustainable development and the benefits of local adoption. Cityscape: A Journal of Policy Development and Research, 15(1), 63–83.

Jorna, R. (2010). Preface: The relevance of knowledge (management) for social and organizational sustainability. International Studies of Management and Organization, 40(3), 3–7.

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Kashmanian, R. M., Wells, R. P. & Keenan, C. (2011). Corporate environmental sustainability strategy. The Journal of Corporate Citizenship, 44(1), 107–130.

Metcalf, L. & Benn, S. (2013). Leadership for sustainability: An evolution of leadership ability. Journal of Business Ethics, 112(3), 369–384.

Mortimer, F. (2012). Emerging sustainability: reflections on working in sustainability and health. Emergence: Complexity and Organization, 14(1), 87.

Parrish, B. D. (2010). Sustainability-driven entrepreneurship: principles of organization design. Journal of Business Venturing, 25(5), 510–523.

Prezioso, M. & Coronato, M. (2013). Sustainability in business practice: how competitiveness is changing in Europe. Journal of Multidisciplinary Research, 5(1), 57–72.

Schaltegger, S., Beckmann, M. & Hansen, E. G. (2013). Corporate sustainability meets transdisciplinarity. Business Strategy and the Environment, 22(4), 217–218.

Searcy, C. (2012). Corporate sustainability performance measurement systems: A review and research agenda. Journal of Business Ethics, Journal of Business Ethics, 107(3), 239–253.

Shunlong, X. & Weiming, Z. (2012). The relationships between transformational leadership, LMX, and employee innovative behavior. The Journal of Applied Business and Economics, 13(5), 87–96.

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Svensson, G. &Wagner, B. (2011). Transformative business sustainability. European Business Review, 23(4), 334 – 352.

Zhou, J., McCreanor, P. T., Montalto, F. & Erdal, Z. K. (2011). Sustainability. Water Environment Research, 83(10), 1414–1438.

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IvyPanda. 2022. "Measurement Scales: Defining the Applicability of the Approach." January 28, 2022. https://ivypanda.com/essays/measurement-scales-defining-the-applicability-of-the-approach/.

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