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21 – 30 of 271
Article
Publication date: 5 November 2020

Pradeep Kumar

This study aims to identify the constituents of internal flexibility in health-care organizations for achieving sustainability. The study incorporates resources-based theory and…

Abstract

Purpose

This study aims to identify the constituents of internal flexibility in health-care organizations for achieving sustainability. The study incorporates resources-based theory and resource-dependence theory to illustrate how health-care organizations exhibit internal flexibility to redress environmental uncertainties and maximize organizational responsiveness.

Design/methodology/approach

This paper conducts a case study in a health-care organization to explore how health-care organizations acquire several resources for attaining internal flexibility. A survey of health-care professionals was conducted to assess the relationships using partial least squares-structural equation modeling.

Findings

In the present study, the dimensions of internal flexibility in health-care organizations are identified. This study also established internal flexibility as a higher-order factor and explained its underlying aspects as a value-laden perspective on sustainability.

Research limitations/implications

The study was conducted in the public health-care context in India. The framework needs to be tested in another context. The sample size for the study was limited to health-care experts, which could be extended to include the customer’s perspective.

Originality/value

The study contributes to the body of knowledge by identifying the specific dimensions of internal flexibility and explains as a higher-order factor. It enhances the understanding of sustainability from a flexibility perspective of the firm.

Details

International Journal of Organizational Analysis, vol. 30 no. 3
Type: Research Article
ISSN: 1934-8835

Keywords

Content available
Article
Publication date: 1 December 2006

307

Abstract

Details

International Journal of Quality & Reliability Management, vol. 23 no. 9
Type: Research Article
ISSN: 0265-671X

Content available
Book part
Publication date: 23 August 2017

Marian Thunnissen and Eva Gallardo-Gallardo

Abstract

Details

Talent Management in Practice
Type: Book
ISBN: 978-1-78714-597-9

Article
Publication date: 28 January 2014

Jacob Guinot, Ricardo Chiva and Vicente Roca-Puig

Due to the divergent conclusions about the effects of interpersonal trust on job satisfaction, the study aims to look more deeply into this relationship by introducing job stress…

5602

Abstract

Purpose

Due to the divergent conclusions about the effects of interpersonal trust on job satisfaction, the study aims to look more deeply into this relationship by introducing job stress as a mediator variable.

Design/methodology/approach

The paper uses structural equation modeling to analyze the opinions of 6,407 Spanish employees, taken from the 2008 Quality of Working Life Survey carried out by the Spanish Ministry of Labor and Immigration.

Findings

The findings show that interpersonal trust has a positive effect on job satisfaction, and that job stress partially mediates this relationship. Furthermore, interpersonal trust is negatively related to job stress, which in turn is negatively related to job satisfaction.

Research limitations/implications

Despite the pertinence and size of the database used in the study, it is very heterogeneous. Future research might delimit the database by organization size or sector. Qualitative studies may also improve our understanding of the relationships studied and enable other concepts to be included.

Practical implications

Cultivating a climate of trust may provide organizations with a strategy to improve levels of mental well-being and satisfaction among their employees.

Originality/value

This research explains why interpersonal trust has a positive effect on job satisfaction. The paper's conceptualization of trust implies risk assumption and low risk perception; low perception of risk is presumed to reduce job stress, and in turn, increase job satisfaction. The paper also puts forward reasons for why “excessive” interpersonal trust has been related to negative effects on job satisfaction. “Excessive” trust might infer high risk perception, which might increase job stress, and in turn decrease job satisfaction.

Details

Personnel Review, vol. 43 no. 1
Type: Research Article
ISSN: 0048-3486

Keywords

Article
Publication date: 5 April 2013

Sally Selden, Lee Schimmoeller and Reese Thompson

This article aims to examine factors associated with new employee turnover in US state governments, where turnover is often highest in organizations. Building on existing studies…

3382

Abstract

Purpose

This article aims to examine factors associated with new employee turnover in US state governments, where turnover is often highest in organizations. Building on existing studies of high performance work systems (HPWS) turnover, this article develops a set of hypotheses to explain new hire turnover.

Design/methodology/approach

The proposed model has been analyzed with a sample of 42 of the 50 US state governments.

Findings

Practices associated with HPWS influence turnover of new hires. State governments that operate centralized college recruiting programs, pay higher salaries, offer pay for performance incentives, award group bonuses, invest more in training, and allow job rotation lose significantly fewer new hires.

Research limitations/implications

This study is limited to specific variables collected in an online survey of states' central human resource departments. Future research may want to focus on other levels of government, include additional practices associated with HPWS, and examine measures of government performance.

Practical implications

This study stresses the importance of HPWS and how HRM practices impact new employees' decisions to stay or leave an organization. This information will provide an opportunity for actionable knowledge to be created that may help practitioners design and administer programs to reduce new hire turnover.

Originality/value

This study has extended a well‐developed body of knowledge on HPWS to government. Since most HPWS and turnover studies focus on turnover more broadly and since turnover is often highest among new hires, this research extends the HPWS framework to an important outcome, new hire quit rates.

Details

Personnel Review, vol. 42 no. 3
Type: Research Article
ISSN: 0048-3486

Keywords

Article
Publication date: 5 December 2016

Ana B. Escrig and Lilian M. de Menezes

By contrasting a contingency with a universal approach to business excellence models (BEMs), the purpose of this paper is to investigate the effect of size on the use of the…

1615

Abstract

Purpose

By contrasting a contingency with a universal approach to business excellence models (BEMs), the purpose of this paper is to investigate the effect of size on the use of the European Foundation for Quality Management (EFQM) model by organizations that were officially “Recognized for Excellence” in Spain. It considers the potential differences between large organizations and SMEs on the level of adoption of EFQM criteria and on the impact that enablers-criteria may have on key performance measures.

Design/methodology/approach

This study uses actual sub-criteria and criteria scores attained by organizations in their assessment for EFQM recognition. Scores of a population of 216 organizations are analyzed via analysis of variance, factor and structural equations models.

Findings

Although there are some criteria in the EFQM model that appear to be universally adopted irrespective of size, the empirical analyses indicate that size may shape the adoption of other criteria and the impact that enablers can have on results, thus supporting a contingency perspective. Moreover, the findings call for the revision of the relationships embedded in the EFQM model.

Originality/value

In contrast to most previous research, which relied on surveys of managers’ perceptions, this study uses the actual scores achieved by organizations in their assessment for EFQM recognition. It addresses the effect of size on the whole model, which so far has been neglected in the literature. All in all this study contributes to the literature on contingency approaches to best practices, and more specifically to BEMs. To the practitioner, it provides guidelines for addressing perceived performance gaps in their pursuit of recognition for excellence.

Details

International Journal of Operations & Production Management, vol. 36 no. 12
Type: Research Article
ISSN: 0144-3577

Keywords

Open Access
Article
Publication date: 16 October 2017

Lin Xiu, Xin Liang, Zhao Chen and Wei Xu

The purpose of this paper is to examine the role of innovative HR practices as an important mechanism through which strategic flexibility affects firm performance as well as the…

24793

Abstract

Purpose

The purpose of this paper is to examine the role of innovative HR practices as an important mechanism through which strategic flexibility affects firm performance as well as the role of female leadership in this relationship.

Design/methodology/approach

Data were gathered from a sample of 113 firms in China. The authors collected information on organizational strategy, HR practices, CEO information, corporate social responsibility and other firm characteristics in terms of firm age, location, and financial performance. Conditional procedural analysis was conducted to test the model.

Findings

The authors found strong evidence in support of the mediation relationship in which organizations with a strong focus on strategic flexibility are more likely to adopt Innovative HR Practices. Furthermore, the authors found that the extent to which firms have adopted innovative HR practices has a strong effect on employee productivity. In addition, the authors found that female leadership enhances strategic flexibility-performance relationship.

Research limitations/implications

Information on strategic flexibility, HR practices and firm performance was collected at the same time. Future studies based on panel data would be helpful to establish the causal relationships in the model.

Practical implications

The authors’ findings suggest that practitioners should put more emphasis on developing innovative HR practices, as they are required by strategic flexibility.

Social implications

Firms pursuing strategic flexibility should feel more confident when appointing a female CEO, because the results show that female leadership may enhance the positive impact of strategic flexibility on firm performance.

Originality/value

This research study is the first empirical examination of the mediating influence of innovative HR practices on the relationship between strategic flexibility and firm performance. The study also shows that female leadership benefits an organization in implementing strategic flexibility. The results are of value to researchers, human resource management managers, employees, and executives who are seeking to develop practices that are flexible and innovative in order to stay competitive in dynamic environments.

Details

Personnel Review, vol. 46 no. 7
Type: Research Article
ISSN: 0048-3486

Keywords

Article
Publication date: 15 March 2020

Ilija Moric, Sanja Pekovic, Đurđica Perović, Vasja Roblek and Mirjana Pejic Bach

Although temporary work arrangements play a strategically important role in contemporary economic development, its influence on firm performance has remained elusive. In our work…

Abstract

Purpose

Although temporary work arrangements play a strategically important role in contemporary economic development, its influence on firm performance has remained elusive. In our work we measure firm performance from the systematic perspective, including both innovation and financial performance. Therefore, the purpose of this study is to test a model that specifies the influence of temporary work arrangements on the two indicators of firm performance, namely, innovation and sales.

Design/methodology/approach

This research is based on the Business Environment and Enterprise Performance Survey (BEEPS, 2009) created by the European Bank for Reconstruction and Development and the World Bank. As the relationship between temporary workers and firm performance could be contingent on institutional setting, we divide our sample in three country groups: European Union (EU), European countries outside the European Union (non-EU) and the Commonwealth of Independent States (CIS) countries. Furthermore, we analyze the actual question on all three groups of countries separately.

Findings

Findings provide support for the positive relationship between the percentage of temporary workers and innovation performance. On the other hand, the evidence reveals a negative link between the percentage of temporary workers and financial performance measured by sales. Taking into account country-specific effects, the results remain negative when examining the influence of the percentage of temporary workers on the financial performance measured by sales for all three country groups (EU, non-EU and CIS countries). However, the positive and significant effect of the share of temporary workers on innovation performance holds only for non-EU and CIS countries but is not observed for EU countries.

Practical implications

Given the importance of temporary work arrangements in terms of a systematic approach in contemporary business, policymakers should continue to work on improving their status to overcome potential negative outcomes related to the temporary workers’ engagement. In addition, managers of the firms should be aware that temporary workers could be a valuable source of innovation; however, they could hamper other aspects of firm performance. Therefore, they should be cautious when hiring temporary workers and find the “best balance” between permanent and temporary workers.

Originality/value

The obtained findings highlight the importance of performance context systematic approach in studying the impact of temporary workers and firm performance. Based on the obtained findings, we may suggest that knowledge and creativity accumulation through temporary workers’ engagement is beneficial for innovation performance improvement. Conversely, long-lasting labour engagement is necessary for financial performance improvement.

Details

Kybernetes, vol. 50 no. 5
Type: Research Article
ISSN: 0368-492X

Keywords

Article
Publication date: 21 June 2018

Diep T.N. Nguyen and Stephen T.T. Teo

Human resource (HR) philosophy and an organization’s commitment to employees (OCE) are important components of a human resource management (HRM) system, yet the influences of…

Abstract

Purpose

Human resource (HR) philosophy and an organization’s commitment to employees (OCE) are important components of a human resource management (HRM) system, yet the influences of these variables on the effectiveness of HRM implementation has been less evident. Similarly, few studies have examined the effect of intended and implemented HR practices on line managers’ perceptions of HR department effectiveness. The purpose of this paper is to examine how these factors could result in a positive evaluation of HR department effectiveness in Vietnam.

Design/methodology/approach

Study 1 consisted of 405 line managers and the authors used this sample to test the proposed research model. Study 2, comprising 192 line managers, was used to validate the findings from Study 1.

Findings

The authors found empirical evidence of how HR managers should leverage their relationships with line managers to enhance HR department effectiveness in a developing economy such as Vietnam.

Research limitations/implications

As data were from line managers in one point in time, this study could be affected by common method bias. However, the authors conducted three common method variance checks and the analyses showed that this issue was not a major concern. Future studies could extend the sample of respondents by collecting information from CEOs, employees, and HR managers.

Originality/value

This study contributes to the extant literature empirical evidence of determinants of HR department effectiveness. First, the study shows the simultaneous impacts of HR philosophy and OCE on the actual implementation of HR practices. Second, the authors provide an understanding of line managers’ evaluation of HR department effectiveness through their experience with implemented HR practices.

Book part
Publication date: 16 July 2018

Patrick M. Wright, Anthony J. Nyberg and Robert E. Ployhart

Research in strategic human resource management (SHRM) has evolved over the past 30 years to become more theory based and to exhibit greater empirical rigor. However, much has…

Abstract

Research in strategic human resource management (SHRM) has evolved over the past 30 years to become more theory based and to exhibit greater empirical rigor. However, much has changed in the external environment that makes the existing theories, approaches, and methodologies inappropriate for addressing the questions that organizations face in managing their human resources today. In this chapter we discuss a number of environmental changes impacting organizations and identify tensions that researchers have faced in exploring how firms seek to manage their people as a source of competitive advantage. We argue that past research has focused on only one side of the tension at a time, thus limiting the usefulness of the answers that research provides. We advocate for research that simultaneously addresses both sides of the tensions in a way that can revolutionize research in SHRM.

Details

Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-1-78756-322-3

Keywords

21 – 30 of 271