Search results

1 – 10 of over 204000
Book part
Publication date: 20 July 2017

Lars U. Johnson, Cody J. Bok, Tiffany Bisbey and L. A. Witt

Decision-making in human resources management is done at both the micro and macro level of organizations. Unfortunately, the decisions at each level are often executed without…

Abstract

Decision-making in human resources management is done at both the micro and macro level of organizations. Unfortunately, the decisions at each level are often executed without consideration of the other, and current theory reflects this issue. In response to a call for integration of micro- and macro-level processes by Huselid and Becker (2011), we review the extant literature on strategic human resources and high-performance work systems to provide recommendations for both research and practice. We aimed to contribute to the literature by proposing the incorporation of the situation awareness literature into the high-performance work systems framework to encourage the alignment of human resources efforts. In addition, we provide practical recommendations for integrating situation awareness and strategic decision-making. We discuss a process for the employment of situation awareness in organizations that might not only streamline human resources management but also result in more effective decisions. Additional considerations include implications for teams, boundary conditions (e.g., individual differences), and measurement.

Details

Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-1-78714-709-6

Keywords

Book part
Publication date: 15 July 2019

Peter Boxall, Meng-Long Huo, Keith Macky and Jonathan Winterton

High-involvement work processes (HIWPs) are associated with high levels of employee influence over the work process, such as high levels of control over how to handle individual…

Abstract

High-involvement work processes (HIWPs) are associated with high levels of employee influence over the work process, such as high levels of control over how to handle individual job tasks or a high level of involvement at team or workplace level in designing work procedures. When implementations of HIWPs are accompanied by companion investments in human capital – for example, in better information and training, higher pay and stronger employee voice – it is appropriate to talk not only of HIWPs but of “high-involvement work systems” (HIWSs). This chapter reviews the theory and practice of HIWPs and HIWSs. Across a range of academic perspectives and societies, it has regularly been argued that steps to enhance employee involvement in decision-making create better opportunities to perform, better utilization of skill and human potential, and better employee motivation, leading, in turn, to various improvements in organizational and employee outcomes.

However, there are also costs to increased employee involvement and the authors review the important economic and sociopolitical contingencies that help to explain the incidence or distribution of HIWPs and HIWSs. The authors also review the research on the outcomes of higher employee involvement for firms and workers, discuss the quality of the research methods used, and consider the tensions with which the model is associated. This chapter concludes with an outline of the research agenda, envisaging an ongoing role for both quantitative and qualitative studies. Without ignoring the difficulties involved, the authors argue, from the societal perspective, that the high-involvement pathway should be considered one of the most important vectors available to improve the quality of work and employee well-being.

Article
Publication date: 6 November 2017

Jeevan Jyoti and Asha Rani

The purpose of this paper is to explore the high performance work system through ability, motivation and opportunity model (Jiang et al., 2013) and its impact on organisational…

3916

Abstract

Purpose

The purpose of this paper is to explore the high performance work system through ability, motivation and opportunity model (Jiang et al., 2013) and its impact on organisational performance. Further, the mediating role of knowledge management between high performance work system and organisational performance has also been evaluated.

Design/methodology/approach

Questionnaire technique has been used to collect the data from managers (n=58) and employees (n=246) working in telecommunication organisations in Jammu and Kashmir (North India). Data collected have been validated using the exploratory factor analysis and confirmatory factor analysis. Hypotheses have been tested through structural equation modelling with the help of AMOS and SmartPLS3 softwares. Further, theoretical, managerial and socio-economic implications have also been discussed.

Findings

The study indicates that high performance work system positively affects organisational performance. Further, knowledge management act as a mediator between high performance work system and organisational performance.

Research limitations/implications

The study has been conducted only in the private telecommunication sector (Airtel, Aircel, Tata Indicom, Idea, Reliance, Vodafone). Further, the study being limited to telecommunication sector can be extended in other sectors also.

Practical implications

In order to create superior work system, management should focus on ability-enhancing initiatives such as extensive job training, computer-based training, etc. on regular basis. Employees should be rewarded extrinsically as well as intrinsically to keep them motivated to achieve higher levels of performance. Further, management should empower the employees through decentralisation of authority, participative decision making, etc. Besides this, management should also instil the knowledge culture in the organisation in order to enhance the knowledge capability of the employees.

Originality/value

This study contributes to the literature by identifying the black box using knowledge management to understand the relationship between high performance work system and organisational performance in the telecommunication sector.

Article
Publication date: 11 November 2013

Na Mao, Heyi Song and Ying Han

The purpose of this paper is to explore the relationship between employee perspectives of high-performance work systems and employee outcomes, i.e. job satisfaction and affective…

3933

Abstract

Purpose

The purpose of this paper is to explore the relationship between employee perspectives of high-performance work systems and employee outcomes, i.e. job satisfaction and affective commitment, and to propose ways of increasing the positive effects of high-performance work systems on firm performance.

Design/methodology/approach

The data were collected from 370 employees in the Chinese manufacturing industry during 2010. The Analysis of Moment Structures (AMOS) method was used to test each of the eight hypotheses deriving from the conceptual framework.

Findings

The paper finds that: employee perspectives of high-performance work systems have a positive effect on both job satisfaction and affective commitment; and breadth of behavioural script and level of autonomy mediate the relationship between employee perspectives of high-performance work systems and their attitudes towards that organisation (job satisfaction and affective commitment); however, skill variety did not mediate the relationship between employee perspectives of high-performance work systems and employees’ attitudes in the data set used.

Practical implications

The findings of the paper suggest that managers can improve employees’ attitudes by integrating effective high-performance work systems in their working environment. Even more interestingly, it appears that by encouraging broad behavioural scripts or allowing employees more freedom to apply their skills, managers can improve employees’ attitudes more significantly than by encouraging employees to acquire a variety of skills.

Originality/value

Using signalling and psychological-contract theory, the paper shows the dominant influence of employees’ perceived high-performance work systems on employees’ attitudes via behavioural scripts and autonomy.

Details

International Journal of Manpower, vol. 34 no. 7
Type: Research Article
ISSN: 0143-7720

Keywords

Article
Publication date: 1 August 2002

Pawan Budhwar, Andy Crane, Annette Davies, Rick Delbridge, Tim Edwards, Mahmoud Ezzamel, Lloyd Harris, Emmanuel Ogbonna and Robyn Thomas

Wonders whether companies actually have employees best interests at heart across physical, mental and spiritual spheres. Posits that most organizations ignore their workforce …

56656

Abstract

Wonders whether companies actually have employees best interests at heart across physical, mental and spiritual spheres. Posits that most organizations ignore their workforce – not even, in many cases, describing workers as assets! Describes many studies to back up this claim in theis work based on the 2002 Employment Research Unit Annual Conference, in Cardiff, Wales.

Details

Management Research News, vol. 25 no. 8/9/10
Type: Research Article
ISSN: 0140-9174

Keywords

Article
Publication date: 13 February 2007

Anthea Zacharatos, M. Sandy Hershcovis, Nick Turner and Julian Barling

This article aims to provide a quantitative review of the range and effects of human resource management (HRM) practices in the North American automotive industry.

5879

Abstract

Purpose

This article aims to provide a quantitative review of the range and effects of human resource management (HRM) practices in the North American automotive industry.

Design/methodology/approach

A total of 14 studies provided data for an employee‐level meta‐analysis of the relationships comprising high performance work systems in the automotive manufacturing sector. As an extension of research in this context, we hypothesized that three clusters of organizational practices (work systems, HR policies, and leadership) would be associated with two clusters of employee‐level psychosocial outcomes (person‐focused, organizational‐focused) which, in turn, would be related to employee performance.

Findings

It was found that work systems and HR policies related to both person‐focused (comprising individual job satisfaction, health, self‐esteem, and social support) and organization‐focused (comprising organizational commitment and perceptions of organizational justice) outcomes. The leadership cluster had a strong association with the person‐focused outcomes. Organizational – but not personal‐focused outcomes were associated with employee performance comprising employee effectiveness, self‐ratings of performance, turnover, and absenteeism.

Research limitations/implications

The results from this study provide support for the role of employee‐level psychosocial outcomes as mechanisms between HRM practices and employee performance, supporting an idea that is often discussed but rarely tested in the literature. These results need to tempered by the fact that this meta‐analysis was based on a relatively small number of studies in one industrial sector, thereby limiting the generalizability of the model.

Practical implications

These data suggest that managing with a high‐involvement orientation is associated with positive consequences for individuals and organizations within the automotive industry. The paper is not espousing the view that technologically‐focused systems are of little value in manufacturing industries, but rather that taking a more humanistic approach to how they are implemented may benefit all parties involved.

Originality/value

This paper provides an empirical review of HRM practices and outcomes in the automotive manufacturing context. The role of leadership in these systems is highlighted. The results offer guidance to researchers and practitioners interested in researching and managing the human side of automobile manufacturing.

Details

Personnel Review, vol. 36 no. 2
Type: Research Article
ISSN: 0048-3486

Keywords

Article
Publication date: 1 September 2000

Jonathan C. Morris

Looks at the 2000 Employment Research Unit Annual Conference held at the University of Cardiff in Wales on 6/7 September 2000. Spotlights the 76 or so presentations within and…

31461

Abstract

Looks at the 2000 Employment Research Unit Annual Conference held at the University of Cardiff in Wales on 6/7 September 2000. Spotlights the 76 or so presentations within and shows that these are in many, differing, areas across management research from: retail finance; precarious jobs and decisions; methodological lessons from feminism; call centre experience and disability discrimination. These and all points east and west are covered and laid out in a simple, abstract style, including, where applicable, references, endnotes and bibliography in an easy‐to‐follow manner. Summarizes each paper and also gives conclusions where needed, in a comfortable modern format.

Details

Management Research News, vol. 23 no. 9/10/11
Type: Research Article
ISSN: 0140-9174

Keywords

Book part
Publication date: 15 July 2019

Saba S. Colakoglu, Niclas Erhardt, Stephanie Pougnet-Rozan and Carlos Martin-Rios

Creativity and innovation have been buzzwords of managerial discourse over the last few decades as they contribute to the long-term survival and competitiveness of firms. Given…

Abstract

Creativity and innovation have been buzzwords of managerial discourse over the last few decades as they contribute to the long-term survival and competitiveness of firms. Given the non-linear, causally ambiguous, and intangible nature of all innovation-related phenomena, management scholars have been trying to uncover factors that contribute to creativity and innovation from multiple lenses ranging from organizational behavior at the micro-level to strategic management at the macro-level. Along with important and insightful developments in these research streams that evolved independently from one another, human resource management (HRM) research – especially from a strategic perspective – has only recently started to contribute to a better understanding of both creativity and innovation. The goal of this chapter is to review the contributions of strategic HRM research to an improved understanding of creativity at the individual-level and innovation at the firm-level. In organizing this review, the authors rely on the open innovation funnel as a metaphor to review research on both HRM practices and HRM systems that contribute to creativity and innovation. In the last section, the authors focus on more recent developments in HRM research that focus on ambidexterity – as a way for HRM to simultaneously facilitate exploration and exploitation. This chapter concludes with a discussion of future research directions.

Details

Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-1-78973-852-0

Keywords

Book part
Publication date: 27 March 2007

Barry A. Macy, Gerard F. Farias, Jean-Francois Rosa and Curt Moore

This chapter reports on a longitudinal quasi-experimental field study within an organizational design of a global consumer products manufacturer moving toward high-performance work

Abstract

This chapter reports on a longitudinal quasi-experimental field study within an organizational design of a global consumer products manufacturer moving toward high-performance work systems (HPWSs) in North America by integrating business centers and self-directed work teams (SDWTs) coupled with 13 other action-levers within an integrated and bundled high-performance organizations (HPOs) re-design. The results of this organizational design effort are assessed using different types and levels of organizational outcomes (hard record data, behavioral, and attitudinal measures) along a 5-year temporal dimension punctuated by multiple time periods (baseline, during, and after). The organization, which was “built to change” (Lawler & Worley, 2006), in this research had already highly superior or “exemplar” (Collins, 2001) levels of organizational performance. Consequently, the real research question becomes: “What effect does state of the art organizational design and development have on an exemplar organization?” The study also calls into question the field's ability to truly assess exemplar organizations with existing measures of organizational change and development.

Details

Research in Organizational Change and Development
Type: Book
ISBN: 978-1-84950-425-6

Article
Publication date: 7 November 2019

Kohinur Akter, Muhammad Ali and Artemis Chang

Empirical findings on the link between work–life programmes and organisational performance have been inconsistent, demanding further investigation of contextual factors. The paper…

Abstract

Purpose

Empirical findings on the link between work–life programmes and organisational performance have been inconsistent, demanding further investigation of contextual factors. The paper aims to discuss this issue.

Design/methodology/approach

This study uses social exchange theory, strategic human resource (HR) management theory and stakeholder theory to examine the relationship between work–life programmes and organisational outcomes, using three performance measures: perceived organisational performance, financial performance and corporate social responsibility (CSR). It also investigates the moderating effect of HR systems on the work–life programmes–performance relationship. The hypotheses were tested in 192 organisations in Australia, using data from an HR manager survey and archival databases.

Findings

The findings support the hypotheses that work–life programmes are positively associated with all three measures of performance. The results partially support the moderating effect of HR systems on the relationship between work–life programmes and perceived organisational performance.

Originality/value

This study provides pioneering evidence for the moderating effect of HR system on the work–life programme–performance relationship. It also includes the rarely studied CSR as an outcome of work–life programmes.

1 – 10 of over 204000