LIBRI DI MARCO GUERCI

Organizational identity - i.e. the employees’ shared perception about their or-ganization’s central, distinctive, and enduring qualities - has important effects on employee well-being. Specifically, business organizations are characterized by an instrumental organizational identity, which intends organizational effectiveness as shareholders’ value maximization; this identity, in some cases, coexists with a normative organizational identity, which intends organizational effectiveness as stakeholders’ value maximization. The paper, based on a survey on a sample of 185 HR managers and professionals in 8 European countries developed in collab-oration with the leading European HR Professional Association, empirically ana-lyzes the effects of this coexistence on employees’ psychological well-being, focus-ing on emotional exhaustion. The extant literature has explored organizational identity mostly by looking at its association with well-being dimensions different from psychological well-being. Valuing the idea that employee well-being is multi-dimensional construct, our results extend extant literature on the effects of norma-tive organizational identity on employees’ well-being. Specific practical implica-tions of the findings are presented, based on the idea that a normative organiza-tional identity constitutes, within business organizations, not only a resource which have positive effects on certain well-being dimensions such as job satisfaction or engagement (which previous literature has shown), but also new demands which could undermine employee psychological well-being.

L’adozione delle tecnologie 4.0 comporta, per molte imprese, l’attivazione di processi di riprogettazione dell’organizzazione. Su questo tema, la teoria dei sistemi sociotecnici ha proposto alcuni principi di progettazione, volti a massimizzare le prestazioni organizzative e al contempo a preservare o sviluppare la qualità del lavoro degli operatori. Attraverso l’analisi di tre imprese che hanno investito nelle tecnologie digitali e contestualmente riprogettato le loro strutture organizzative, il presente studio fornisce evidenze in merito a come i principi di progettazione elaborati dalla teoria sociotecnica vengano oggi declinati, mostrando la possibilità che questa prospettiva possa (ri)diventare centrale sia nella teoria che nelle pratiche manageriali.

HR Nuove Frontiere è una lettura irrinunciabile per chi si occupa di persone e organizzazioni, per capire il futuro che arriva. Un “manifesto” della rivoluzione che sta investendo il mondo del lavoro. Attraverso il contributo di prestigiosi autori e casi concreti, conduce alla scoperta di come sta evolvendo la Direzione HR: alla scoperta delle frontiere che superano le prassi tradizionali con nuove strutture, nuove configurazioni di ruolo, nuove competenze, nuovi programmi e progetti.

Current literature on Industry 4.0 technologies has mainly explored their relationship to the employment dynamics, or to the required competencies and emerging roles. This paper is complementing current literature with a perspective focused on organizational design. The aim of the paper is to explore how organizations are re-designed when Industry 4.0 technologies are implemented. The paper is based on 15 case studies carried out in Italian manufacturing companies and data was collected from 70 semi-structured interviews to relevant roles involved in the implementation of digital technologies. Results show that, when Industry 4.0 technologies are implemented, organizations are redesigned following a employee control-oriented or following a employee commitment-oriented organizational design. These results show that organizational design is the result of decisions, and is not determined by technology. The implications of our findings are presented and discussed.

La valutazione della formazione continua: un’analisi dei fabbisogni degli stakeholder - Over the past few years literature on program evaluation has been studying multistakeholder evaluation, but training evaluation models and practices still do not seem aware of this problem. The present study identifies intersections between methodologies and approaches of participatory evaluation and typical techniques and evaluation tools used for training. This study focuses on understanding the evaluation needs of the stakeholders classes typically involved in a training program. A training program financed by the European Social Fund in Italy has been studied, both with qualitative and quantitative methodologies. The results suggest that different stakeholders classes have different evaluation needs and, in operative terms, highlight the convergence and divergence between stakeholders’ evaluation needs. Implications for future research and practice are discussed.