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The purpose of this study is to examine the association between components of metabolic syndrome with health-related fitness (HRF) and perceived stress in a sample of law enforcement officers.

Law enforcement officers (N = 28) from the Mountain West region of the US reported their HRF scores (1.5 mile run, push-up, and sit-ups), had their blood drawn (glucose, triglycerides, high-density lipoprotein (HDL)) and had their waist circumference and blood pressure measured in a fasted state. Officers also completed a short questionnaire to assess health-enhancing physical activity (SQUASH) and both the Organizational and Operational Police Stress Questionnaires (PSQ-Org, PSQ-Op).

Linear regression models revealed a positive linear relationship between glucose levels and 1.5 mile run times (beta = 0.560, p = 0.021, R² = 0.24). A bivariate positive linear relationship between waist circumference and 1.5 mile run times was found to be significant (R² = 0.17, p = 0.041). For every minute increase in 1.5-mile run times, PSQ-Org scores significantly increased by 0.543 standard deviations (p = 0.022) with 25% of the variance explained (R² = 0.25). There were no statistically significant parameter estimates from the logistic regression equations when dependent variables were treated on the categorical measurement scale using recommended cut-points.

In conclusion, those who performed better on the 1.5 mile run were more likely to have lower fasting glucose levels, experience less stress and have a smaller waist circumference.

Therefore, according to these findings, it is imperative for those in law enforcement to improve their cardiorespiratory endurance to minimize stress and reduce their risk of metabolic syndrome.

This research is novel according to a recent PubMed search using the keywords “law enforcement,” “Metabolic Syndrome” and “fitness testing.”

Despite the utility of social identity and social climate theories in explaining individual and group behaviour within organizations, little research has been conducted on how these approaches interconnect to explain the way high-performance work systems (HPWSs) may increase job performance. This study extends one’s understanding of the human resource management (HRM)–performance relationship by examining the interconnections between these disparate social approaches within the Chinese banking context.

Drawing on a sample of 561 employees working across 62 bank branches in China, the authors test four hypotheses: (1) HPWS is positively related to social climate; (2) social climate mediates the relationship between HPWS and social identification; (3) psychological empowerment mediates the relationship between social identification and job performance; and (4) social climate, social identification and psychological empowerment sequentially mediate the relationship between HPWS and job performance. Data were collected over two waves and job (in-role) performance was rated by managers.

The authors confirm the four hypotheses. Social climate, social identification and psychological empowerment sequentially mediate the relationship between HPWS and job performance.

This study contains some limitations. First, the authors’ research sites were focussed on one main region in state-owned banks in China. Second, this study examined only one industry with a relatively homogeneous workforce (i.e. relatively young and highly educated employees).

HPWS may translate into individual performance through a supportive social climate in which staff identify themselves with their work team. This suggests that organizations should pay close attention to understanding how their HPWS system can foster a strong social climate to enhance employee identification at the work group level. Second, as the nature of work is becoming increasingly more complex and interdependent, enabling not just individuals but also work groups to function effectively, it is critical for departments and work groups to promote a collective understanding of HRM messages with shared values and goals.

This research contributes towards a more comprehensive understanding of the HRM–performance chain as a complex social process underpinned by social identity theory. The authors demonstrate that social identification and social climate both play an important role in explaining how HPWS positively affects psychological empowerment and subsequent job performance.

This article proposes examining how small to medium‐sized organisations (SMEs) are responding to the challenge of harnessing enterprise resource planning (ERP) and internet technologies to enhance performance and improve competitiveness and aims to identify the barriers preventing organisations from harnessing these technologies.

A case‐based research strategy was chosen. Four leading SMEs were interviewed to determine their approach to extended ERP and the barriers encountered. The primary data collection was based on structured in‐depth interviews with key respondents who were involved in the implementation of extended ERP and closely involved in day‐to‐day operations.

While each of the SMEs had already taken some steps to extended ERP, they adopted a cautious approach to the future. In short, SMEs considering extended ERP should determine the impact on all organisations before proceeding and should also apply the lessons learned from their initial ERP implementation.

Single company case studies could be used to uncover some of the causal mechanisms behind the processes observed. Within‐sector case studies could be used to highlight the issues faced by particular sectors. Cross‐sector case studies could be used to validate the article's conclusions as well as to elucidate differences among sectors.

Managers of SMEs embarking on extended ERP should consider the following challenges: business processes, whether internal or external, must be examined and redesigned as necessary to take advantage of the new technology; an effective change management and communications programme must be run; the lessons learned from the original ERP implementation should be revisited and mistakes made in the past avoided; and a strong business case needs to be developed, with clear objectives and critical success factors.

While the internet has facilitated a shift towards dynamic communication and improved integration, the complexity of integrating electronic supply chain management, e‐procurement and customer relationship management poses an enormous challenge for organisations. This research study indicates that there are multiple ways in which extended ERP can be achieved to add value to SMEs but it is not simply a matter of adding a new application.

Identifies key activities that network users can perform in order to use the network effectively. Offers recommended reading, from beginner to expert user status. Explains some commonly used terms (e.g. Turbo Gopher with Veronica!). Lists useful Internet resources.

The purpose of this paper is to measure the effect of aligning HR practices horizontally and vertically to support organizational strategic goals.

Hypotheses were tested using 85,840 employees’ responses collected from a single, large public organization’s annual employee survey. Factor analysis with principal axis factoring and varimax rotation was used to confirm the variables being studied. The relationships were analyzed using ordered logistic regression.

Results suggest that compensation practices, workforce planning, and work/life balance-focused HR practices can be used to predict job satisfaction and turnover intentions. Additionally, when the combined effects of the three HR practice types are considered together, an increased reduction in turnover intention is indicated.

To achieve optimal performance organizations should be diligent in their efforts to align their functional area HRM strategies and practices with each other and with the overall strategic goals and objectives guiding the organization.

While the positive effect of alignment has been proposed by many scholars, empirical examinations of the binary approach are rare. This paper contributes to the field by providing a unique empirical examination of an organization’s implementation of HR practices designed to achieve stated strategic objectives through a large scale study.