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Whilst an urgent need for collaboration is increasingly seen in education to better respond to socio-educational challenges, in practice, collaboration between primary school teachers and their partners is hampered by barriers. The aim of this study is to shed light on these barriers from a human resource management (HRM) angle, using the ability, motivation and opportunity (AMO) framework.

Quantitative and qualitative data were collected amongst staff in 16 child centres offering joint pre-school, education and childcare.

The authors' findings suggest that in general, both teachers and childcare workers perceive themselves as skilled and motivated for collaboration. They perceive aspects of opportunity to perform as most important barriers.

Based on this research, school leaders are advised to organise opportunities for collaboration, especially by fostering an inclusive organisational climate and scheduling sufficient time for collaboration.

This paper contributes to the relatively scarce body of research on HRM within the education sector. Furthermore, it illustrates the applicability of the AMO model for gaining insight into how educational management can be utilised to foster increased collaboration between teachers and childcare workers.

Although we know that HRM practices can have a huge impact on employees’ innovative work behaviour (IWB), we do not know exactly which practices make the difference and how they affect IWB. Thus, the purpose of this paper is to determine the best HRM practices for boosting IWB, to understand the theoretical reasons for this, and to discover mediators and moderators in the relationship between HRM practices and IWB.

Based on a systematic review of the literature, the authors carried out a content analysis on 27 peer-reviewed journal articles.

Working with the definitions and items provided in the articles, the authors were able to cluster HRM practices according to the ability-motivation-opportunity framework. The best HRM practices for enhancing IWB are training and development, reward, job security, autonomy, task composition, job demand, and feedback.

The results of this study provide practical information for HRM professionals aiming to develop an HRM system that generates innovative employee behaviours that might help build an innovative climate.

A framework is presented that aggregates the findings and clarifies which HRM practices influence IWB and how these relationships can be explained.

To deal with highly energetic younger generation patiently, need academicians who can spread happiness while teaching/mentoring are needed. This is possible when an academician himself is a happy person. This paper aims to explore the factors that generate happiness among academicians, studies the impact of demographic variables on academicians’ happiness and examines the relationship between academicians’ happiness and their performance.

Convenience purposive sampling method was used to obtain data through self-administered survey questionnaire based on a five-point Likert scale, delineating the research purpose and assurance of confidentiality. For data analysis, statistical techniques like mean, percentage method, Levene’s test, t-test and analysis of variance were used. To study the relationship between performance and happiness, the attitude, motivation and outcome theory was applied and happiness index was developed.

After analyzing the various factors impacting academicians’ happiness, this study found that except for work–life balance, research activities and working environment, all other factors are available to academicians according to their ranked importance assigned to them. This study also obtained a happiness index using matrix and has developed an equation which can be applied to find out the relationship between happiness and performance in future.

This study has certain limitations, first, this study has been conducted on academicians working in higher education institutes situated in Delhi/NCR and thus entails a specific socio-cultural environment that may limit the potential level of generalization.

The results of this research might help institutes/higher education bodies to make rules and policies which may further augment academicians’ happiness to accomplish their desired goals.

An academician who is happy, satisfied and motivated can easily deal with today's enthusiastic younger generation and can spread happiness amongst them. so it is very much necessary for an academician to be happy and energetic all the time.

This study found the factors impacting higher education academicians’ happiness and its impact on their teaching performance.

The efficiency of each of an organization’s individual workers determines its effectiveness. The study aims to explore the relationship between human resource management (HRM) practices and organizational effectiveness with employee performance as a mediating variable.

Data were collected from 800 police officers in the Greater Accra and Tema regions. The data were supported by the hypothesized relationship. Construct reliability and validity was established through confirmatory factor analysis. The proposed model and hypotheses were evaluated using structural equation modeling.

The results show that career planning and employee performance were significantly related. Self-managed teams and employee performance were shown to be nonsignificantly related. Similarly, performance management and employee performance were shown to be nonsignificantly related. Employee performance significantly influenced organizational effectiveness. The results further indicate that employee performance mediates the relationship between HRM practices and organizational effectiveness.

The generalizability of the findings will be constrained due to the research’s police service focus and cross-sectional data.

The study’s findings will serve as valuable pointers for the police administration in the adoption, design and implementation of well-articulated and proactive HRM practices to improve the abilities, skills, knowledge and motivation of officer’s to inordinately enhance the effectiveness of the service.

By evidencing empirically that employee performance mediates the relationship between HRM practice and organizational effectiveness, the study extends the literature.

Many HRM practices are never thoroughly implemented, or are implemented ineffectively. To better understand what line managers need to implement HRM practices effectively, the authors have developed and validated a psychometrically sound measurement instrument dealing with line managers' attributions for effective HRM implementation. Based on the theory of causal attributions, the authors distinguish between internal and external attributions that determine how line managers implement HRM practices on the work floor.

A multidimensional approach has been used, and, after collecting data from 471 line managers, thorough scale development guidelines and validation procedures have been applied for instrument development.

The instrument's psychometric qualities have been assessed by calculating the reliability and validity of line managers' internal attributions – including its composing dimensions of desire and competences – and their external attributions – including the dimensions of support, capacity and policy and procedures. In particular, both convergent and discriminant validity as well as intra-class correlations have been established. The newly developed measures are found to be of good quality. The scales appear to discriminate well between the distinguished groups and show a good variation within groups.

The developed measurement instrument helps HRM professionals to better understand line managers' attributions to effectively implement HRM practices and to provide them with support and training for effective HRM implementation.

Previous research has already identified weaknesses in HRM implementation, but lacked addressing the causes of this. The study presents antecedents for HRM implementation effectiveness, based on the causal attribution theory, and a psychometrically validated instrument to measure these antecedents.

The relationship between human resource management practices (HRMP) and innovation has been described as a black box, where a lot still needs to be investigated. Thus, the aim of this paper is to investigate the nature of the link that exists between HRMP and innovation in both public and private organizations. To do so, theoretical underpinnings and existence of a mediating or a moderating mechanism is inspected.

Based on an empirical systematic review of research conducted between 2010 and 2018, content analysis has been conducted for 31 peer-reviewed articles in the English language.

Inspecting the nature of relations existed in the chosen articles, interesting findings are addressed relative to the nature of the human resource management systems (HRMS) used, practices encompassed and their different utility. HRMS has been shown to be associated with product innovation yet more evidence is needed for supporting process innovation.

The HRMS/HRMP and innovation relationship is inspected, important practices that would guide managers to induce innovation are highlighted. Usage of multiple HRMS and contingency in constructing such systems is indicated.

Contribution to comprehend the black box and areas for future research has been offered.