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1 – 10 of 214
Open Access
Article
Publication date: 19 December 2022

Nancy S. Bolous, Dylan E. Graetz, Hutan Ashrafian, James Barlow, Nickhill Bhakta, Viknesh Sounderajah and Barrie Dowdeswell

Healthcare tribalism refers to the phenomenon through which different groups in a healthcare setting strictly adhere to their profession-based silo, within which they exhibit…

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Abstract

Purpose

Healthcare tribalism refers to the phenomenon through which different groups in a healthcare setting strictly adhere to their profession-based silo, within which they exhibit stereotypical behaviours. In turn, this can lead to deleterious downstream effects upon productivity and care delivered to patients. This study highlights a clinician-led governance model, implemented at a National Health Service (NHS) trust, to investigate whether it successfully overcame tribalism and helped drive innovation.

Design/methodology/approach

This was a convergent mixed-methods study including qualitative and quantitative data collected in parallel. Qualitative data included 27 semi-structured interviews with representatives from four professional groups. Quantitative data were collected through a verbally administered survey and scored on a 10-point scale.

Findings

The trust arranged its services under five autonomous business units, with a clinician and a manager sharing the leadership role at each unit. According to interviewees replies, this equivalent authority was cascaded down and enabled breaking down professional siloes, which in turn aided in the adoption of an innovative clinical model restructure.

Practical implications

This study contributes to the literature by characterizing a real-world example in which healthcare tribalism was mitigated while reflecting on the advantages yielded as a result.

Originality/value

Previous studies from all over the world identified major differences in the perspectives of different healthcare professional groups. In the United Kingdom, clinicians largely felt cut off from decision-making and dissatisfied with their managerial role. The study findings explain a governance model that allowed harmony and inclusion of different professions. Given the long-standing strains on healthcare systems worldwide, stakeholders can leverage the study findings for guidance in developing and implementing innovative managerial approaches.

Details

Journal of Health Organization and Management, vol. 37 no. 9
Type: Research Article
ISSN: 1477-7266

Keywords

Open Access
Article
Publication date: 26 September 2022

Julia A. Fulmore, Jude Olson and Linda LaCoste

The purpose of this qualitative study is to conduct an exploratory investigation of the impact and sustainability of coaching on career and leadership development of students and…

Abstract

Purpose

The purpose of this qualitative study is to conduct an exploratory investigation of the impact and sustainability of coaching on career and leadership development of students and later, alumni, in an Executive Master of Business Administration (EMBA) program.

Design/methodology/approach

The sample for this qualitative study consisted of 14 alumni of an EMBA program at a private university in the Southwestern US who graduated between January 2012 and May 2019. Eleven alumni participated in the focus groups, and three alumni participated in personal interviews.

Findings

The open coding of the data resulted in three emergent themes (personal development by overcoming personal deficiencies, coaching translates to learning about leadership and coaching motivates sustained change) that confirmed the positive long-term effect of coaching as part of an EMBA program.

Practical implications

By participating in an executive coaching engagement, the EMBA students learned a development process that they could repeat for themselves after graduation and transfer to others. In addition, the EMBA students were able to leverage knowledge gained from the coaching experience for the development of others.

Originality/value

While the positive impacts of coaching are well-documented, its long-term impact on EMBA students/alumni has not yet been studied. This study builds on other evaluative studies to identify the benefits of executive coaching.

Open Access
Article
Publication date: 18 August 2022

Eugine Tafadzwa Maziriri, Brighton Nyagadza, Miston Mapuranga and Tafadzwa Clementine Maramura

This study aims to examine the impact of habitual Facebook use (HFU) on life satisfaction and psychological well-being. In addition, the study examined the impact of life…

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Abstract

Purpose

This study aims to examine the impact of habitual Facebook use (HFU) on life satisfaction and psychological well-being. In addition, the study examined the impact of life satisfaction on psychological well-being. Moreover, the study investigates the impact of social safeness in moderating the relationship between HFU and life satisfaction.

Design/methodology/approach

The study employed a quantitative survey design, using a sample of 261 Generation Y students based in Mthatha, in the Eastern Cape Province of South Africa. Scales for data collection were operationalized from prior studies. The collected data were analyzed using structural equation modeling.

Findings

The study’s results disclosed that HFU positively and significantly impacts life satisfaction and psychological well-being. In addition, life satisfaction positively and significantly impacted psychological well-being. Moreover, the results showed that social safeness had a positive and significant moderating effect on the nexus between HFU and life satisfaction.

Originality/value

This study contributes to understanding HFU as a precursor to life satisfaction and psychological well-being among Generation Y students. Also, evaluating the moderating effect of social safeness contributes to a more thorough understanding of the link between HFU and life satisfaction. Furthermore, this research aims to add to the body of knowledge in Africa’s communication psychology and social media literature, a field that has received little academic attention in developing countries.

Details

Arab Gulf Journal of Scientific Research, vol. 40 no. 2
Type: Research Article
ISSN: 1985-9899

Keywords

Open Access
Book part
Publication date: 19 September 2022

Nicky Dries

In this chapter, I propose an integrative framework for theorizing and empiricizing about talent management, based on the notion of “talent philosophies.” I believe that current…

Abstract

In this chapter, I propose an integrative framework for theorizing and empiricizing about talent management, based on the notion of “talent philosophies.” I believe that current debates about whether talent management should be inclusive or exclusive create the risk that our field will become fragmented, thereby undermining its social-scientific legitimacy. Nonetheless, this debate is absolutely correct in identifying the tensions between inclusive and exclusive approaches to talent management as a phenomenon. This, however, creates issues for talent management as a construct for scientific inquiry, as we need clear definitions and measures to create a cumulative body of research as a community. I propose that the solution lies in an expansion of our vocabulary as talent management researchers and identify four constructs that can help us structure and categorize our collective work: giftedness, talent, potential, and strength. Each of these constructs map logically onto different talent philosophies and talent management practices. In establishing “unity in diversity,” I believe talent management could finally make the transition into a more mature field of academic inquiry – although clearly phenomenon driven – characterized in equal parts by construct clarity, rigor, and relevance.

Open Access
Article
Publication date: 7 September 2021

Nanna Gillberg and Ewa Wikström

This study was undertaken in order to show how talent management (TM) was performed in practice in a multinational organization as well as how the TM practices affected both…

1672

Abstract

Purpose

This study was undertaken in order to show how talent management (TM) was performed in practice in a multinational organization as well as how the TM practices affected both different groups of workers and the perception of talent within the organization.

Design/methodology/approach

Performing talent management was reassessed in the relationship between TM practices, view and identification of talent, attributed positioning and self-positioning of older and younger workers; retrieved from an exploratory single case study in a multinational organization, based on interviews.

Findings

The findings illustrate that despite the struggling to fill key positions with skilled workers, the studied organization adopted approaches to TM that excluded older workers' talent. First, central to performing TM was how talent was viewed and identified, and second, two types of positioning acts were important: the organizations (re)producing of talent management through attributive positioning acts on older/younger workers and older workers' self-positioning of their own talent. The two sides of performing talent management were complex and intertwined resulting in an age-based devaluation of talent at work.

Practical implications

The study points to important issues in designing and performing TM that may be useful to HR and managers as a point of departure in the development of more inclusive approaches to TM.

Originality/value

The concept “performing talent management” was developed as an intertwined relationship between on-going positioning acts and (re)production of status, talent and age at work; recognizing preferences of what was viewed and identified as valued talent as main drivers made it possible to develop an understanding of exclusion and inclusion mechanisms in performing TM.

Details

Journal of Organizational Effectiveness: People and Performance, vol. 8 no. 4
Type: Research Article
ISSN: 2051-6614

Keywords

Open Access
Article
Publication date: 7 November 2018

Earnest Li

The purpose of this paper is to explain how an organization can achieve successful change implementation with Kotter’s eight-step organizational change model and 3-H…

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Abstract

Purpose

The purpose of this paper is to explain how an organization can achieve successful change implementation with Kotter’s eight-step organizational change model and 3-H (heart–head–hand) theory.

Design/methodology/approach

With the case study approach, the author recollects his career experience in Hong Kong Broadband Network Limited from 2007 to 2011 to find out why and how the top management can balance 3-H factor to bridge the “knowing” and “doing” gap to engage right talents and motivate them to achieve peak performance and company goal.

Findings

To create talent culture, the company implemented two policies including Mini-CEO management and Talent Engagement Department. The former is a vertical management model to empower and enable department heads. The latter is a way to change the role of human resources department from passive to proactive.

Originality/value

The implications of this case study are to encourage public and private organizations to rethink the factors including talent development and empowerment that can have a positive impact on innovative work behavior. Moreover, organizations can rediscover the value of “unique” talent culture as a sustainable competitive advantage.

Details

Public Administration and Policy, vol. 21 no. 2
Type: Research Article
ISSN: 1727-2645

Keywords

Open Access
Article
Publication date: 23 February 2021

Elodie Allain, Célia Lemaire and Gulliver Lux

Within societies in the 21st century, individuals who are embedded in a controlled context that impedes their political actions deal with the tensions they are experiencing…

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Abstract

Purpose

Within societies in the 21st century, individuals who are embedded in a controlled context that impedes their political actions deal with the tensions they are experiencing through attempts at resistance. Several studies that examine individual infrapolitics in organizations explain how the subtle mix of compliance and resistance are constructed at the level of individual identity in a complex mechanism that both questions the system and strengthens it. However, the interplay between managers' identities and management accounting tools in this process is a topic that deserves more investigation. The aim of this article is to understand how the subtle resistance of individuals constructs neoliberal reforms through management accounting (MA).

Design/methodology/approach

The authors conducted a case study on three health and social organizations two years after major reforms were implemented in the health and social services sector in Québec, a province of Canada. These reforms were part of a new public management dynamic and involved the implementation of accounting tools, here referred to as New Public Management Accounting (NPMA) tools.

Findings

The authors’ findings show how managers participate in reforms, at the same time as attempt to stem the dehumanization they generate. Managers engage in subtly resisting, for themselves and for their field professional teams, the dehumanization and identity destruction that arises from the reforms. NPMA tools are central to this process, since managers question the reforms through NPMA tools and use them to resist creatively. However, their subtle resistance can lead to the strengthening of the neoliberal dynamic of the reform.

Originality/value

The authors contribute to both the literature of infrapolitics and MA by showing the role of NPMA tools in the construction of subtle resistance. Their article enriches the MA literature by characterizing the subtle forms of resistance and showing how managers engage in creative resistance by using the managerial potential flexibility of NPMA tools. The article also outlines how NPMA tools play a role in the dialectic process of resistance, since they aid managers in resisting reform-induced dehumanization but also support managers in reinventing and reinforcing what they are trying to fight. The authors’ study also illustrates the dialectic dynamic of resistance through NPMA in all its dimensions: discursive, material and symbolic. Finally, the authors contribute to management accounting literature by showing that NPMA tools are not only the objects of neoliberalization but also the support of backstage resistance to neoliberalization.

Details

Accounting, Auditing & Accountability Journal, vol. 34 no. 3
Type: Research Article
ISSN: 0951-3574

Keywords

Open Access
Article
Publication date: 15 June 2021

Achmad Firdaus

The purpose of the study is twofold: first, it is to develop each aspect of maṣlaḥah ḍarūriyah (essential needs), i.e. dīn (faith/religion), nafs (soul), ʿaql (intellect), naṣl

2092

Abstract

Purpose

The purpose of the study is twofold: first, it is to develop each aspect of maṣlaḥah ḍarūriyah (essential needs), i.e. dīn (faith/religion), nafs (soul), ʿaql (intellect), naṣl (descendants) and mal (wealth), into various aspects of organisational essential needs; second, it is to formulate maṣlaḥah-based performance measurement.

Design/methodology/approach

The research is an exploratory study that uses a two-stage design: defining the research question and developing the research design. The research question is how each element of maṣlaḥah ḍarūriyah can become an element of organisational essential needs. The research design developed is to formulate maṣlaḥah-based performance measurement.

Findings

The study concludes that maṣlaḥah ḍarūriyah could be developed as a basis for identifying organisational essential needs. The five elements of maṣlaḥah ḍarūriyah are developed into the following organisational essential needs: worship orientation, internal process orientation, talent orientation, learning orientation, customer orientation and wealth orientation. Maṣlaḥah-based performance measurement uses five variables: strategic objective, measure, formula, target and strategic initiatives and applies the modified plan – do – check – action cycle: performance planning, performance implementation, performance evaluation and performance action.

Practical implications

Organisational essential needs can be developed by Islamic financial institutions (IFIs) into performance measurement. IFIs have six essential needs that can be developed into performance variables. Key performance indicators that can be developed for each need are worship orientation (social responsibility, regulatory compliance and Sharīʿah compliance); internal process orientation (innovation process, digital adaptation and employee satisfaction); talent orientation (career development, talent pool, compensation and benefits); learning orientation (training programme, training evaluation and return on training investment); customer orientation (customer engagement, customer satisfaction, customer survey and promotion programme); wealth orientation (profitability, cost-cutting, share prices, dividends, cost efficiency and financial sustainability).

Originality/value

This paper contributes to new knowledge. The study attempts to discuss the organisational essential needs based on the maṣlaḥah ḍarūriyah concept, while previous studies discussed organisational needs based on Maslow’s hierarchy of needs. In developing performance measurement, organisational performance is measured in a balanced manner. According to the concept of maṣlaḥah, not only financial factors but also worship, internal processes, talents, learning and customers define organisational needs. Thus, organisational needs are considered not only in terms of material factors but also in terms of spiritual (worship) factors.

Details

ISRA International Journal of Islamic Finance, vol. 13 no. 2
Type: Research Article
ISSN: 0128-1976

Keywords

Open Access
Article
Publication date: 5 April 2021

Md Sajjad Hosain

This paper aims to critically discuss the mounting role of social media (SM) or social networking sites (SNSs) on various human resource management (HRM) practices.

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Abstract

Purpose

This paper aims to critically discuss the mounting role of social media (SM) or social networking sites (SNSs) on various human resource management (HRM) practices.

Design/methodology/approach

The paper is based on 87 published papers collected from the Web of Science Database particularly from 2010 to 2020 (up to June) using VOSviewer software. After reviewing those paper contents, the author briefly highlighted the findings.

Findings

According to most of the previous studies, the utilization of SM information for various HRM practices is rising although such utilization is mostly limited to talent search and recruitment & selection at present. Further, it was found that Facebook and LinkedIn are the two most accepted sites among the hiring professionals where the first one mostly provides behavioral information and the second one provides job-related information. Finally, it was revealed that organizations can develop a strong corporate branding through the presence in SM.

Research limitations/implications

This review paper is expected to motivate further research initiatives regarding the role of social media into different HRM practices.

Practical implications

The author expects that based on the findings, the organizational policymakers can get some practical guidelines regarding the efficient utilization of such a platform.

Originality/value

Social media is a powerful platform for flourishing business entities, promoting products, branding, talent search and so many more purposes. An organization can well promote its existence through this popular platform. In particular, the media can be a well-established platform for searching competent employees and creating employer branding. Therefore, more and more research studies should be carried out focusing on this recent issue. This review paper can be a base for the upcoming researchers as it has accumulated the previous literature and their findings.

Open Access
Article
Publication date: 31 October 2023

Md. Sajjad Hosain and Abdullah Mohammad Ahshanul Mamun

LinkedIn is a popular and maybe the best job-oriented social networking site (SNS) around the world. Numerous individuals (mostly, jobseekers), as well…

Abstract

Purpose

LinkedIn is a popular and maybe the best job-oriented social networking site (SNS) around the world. Numerous individuals (mostly, jobseekers), as well as the companies (mostly, hiring organizations) have LinkedIn accounts. This study intends to reveal the roles of LinkedIn-based skill endorsements (LSEs) as well as LinkedIn-based hiring recommendations (LHRs) on the hiring preferences (HPs) of Bangladeshi employers.

Design/methodology/approach

The authors purposefully selected 388 valid respondents (employers) from different Bangladeshi job sectors. Based on their responses, the authors applied SPSS 25 for explanatory statistics and a “Covariance-based Structural Equation Modeling (CB-SEM)” (with AMOS 25) to measure the hypothesized associations.

Findings

After appropriate analysis, the authors revealed a momentous positive role of LHR on HP, whereas LSE was identified to have an inconsiderable role on HP.

Originality/value

In this empirical study, the authors tried to highlight the relatively unattended area of Bangladeshi employers' HPs that can be affected by LSEs and LHRs. The authors believe that this study will encourage the researchers to unveil the impacts of LinkedIn-based profile characteristics on job candidates' employability. This empirical study can also aid the employers and policymakers to look for a new avenue for hiring competent talents.

Details

Management Matters, vol. 20 no. 2
Type: Research Article
ISSN: 2752-8359

Keywords

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