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11 – 20 of over 44000
Article
Publication date: 1 March 2001

Tim R.V. Davis

Internal marketing has been proposed as a way of increasing lower level commitment to corporate strategies and improving organizational integration. Most previous discussions of…

7293

Abstract

Internal marketing has been proposed as a way of increasing lower level commitment to corporate strategies and improving organizational integration. Most previous discussions of the topic have focused on methods of internal promotion, persuasion and influence. Limited attention has been given to differences in management styles which affect internal marketing. This article examines the impact of consultative and participative styles of management on internal marketing. It shows how general managers, department managers and individuals can use internal marketing to increase employee involvement in reaching decisions, making commitments and taking action.

Details

Management Decision, vol. 39 no. 2
Type: Research Article
ISSN: 0025-1747

Keywords

Article
Publication date: 18 September 2007

Massimiliano Bratti and Stefano Staffolani

The purpose of this paper is to describe the hypothesis of effort‐based career opportunities as a situation in which profit maximising firms create incentives for employees to…

1152

Abstract

Purpose

The purpose of this paper is to describe the hypothesis of effort‐based career opportunities as a situation in which profit maximising firms create incentives for employees to work longer hours than the bargained ones, by making career prospects depend on working hours. The paper aims to test some implications of this hypothesis using UK data.

Design/methodology/approach

The empirical analysis uses the British Household Panel Survey (BHPS) and panel data estimators to investigate the existence of a robust correlation between working hours and workers' expected probability of promotion in the current job.

Findings

The analysis shows the existence of a robust positive correlation between working time and workers' expected likelihood of promotion in the BHPS data even when controlling for several individual characteristics and for workers' unobserved heterogeneity.

Research limitations/implications

Although the paper uses panel data, the BHPS does not allow for the identification of the firms in which individuals work, and therefore to control for firm fixed effects. Employer‐employee datasets would have allowed a better assessment of the hypothesis.

Originality/value

The paper provides a theoretical explanation for the empirically observed positive association between working time and expected promotion probability and, unlike previous papers that used pooled OLS estimates, it exploits the panel structure of BHPS data to control for individual unobserved heterogeneity.

Details

International Journal of Manpower, vol. 28 no. 6
Type: Research Article
ISSN: 0143-7720

Keywords

Article
Publication date: 9 October 2023

Dian Song, Pengfei Zhang, Rongrong Shi and Yishuai Yin

In the pursuit of competitive advantage, an increasing number of firms are adopting open innovation (OI) strategies. However, previous studies have often overlooked the role of…

Abstract

Purpose

In the pursuit of competitive advantage, an increasing number of firms are adopting open innovation (OI) strategies. However, previous studies have often overlooked the role of strategic human resource management (SHRM) in promoting OI. This study aims to fill this gap by examining how SHRM impacts OI through the mediating factors of intellectual capital (IC) and supply chain integration (SCI). This research sheds light on the critical interplay between SHRM, IC and SCI in driving OI success. The findings underscore the importance of adopting a comprehensive and integrated approach to OI that encompasses both resources and dynamic capabilities.

Design/methodology/approach

By integrating resource-based view with the dynamic capability perspective, the hypotheses were tested with a survey sample of 136 Chinese manufacture firms using hierarchical regression and bootstrap method.

Findings

The results show that SHRM has a positive effect on OI, and both IC and SCI are partial mediators of the relationship between SHRM and OI. In addition, the chain mediation effect of “SHRM-IC-SCI-OI” has further been verified.

Originality/value

This study uncovers the “black box” between SHRM and OI, and responds to the call for strengthening research on the relationship between SHRM and OI. The study indicates that firms should implement HR practices, including extensive training, team reward and internal promotion to promote the implementation of OI strategy.

Details

Chinese Management Studies, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1750-614X

Keywords

Article
Publication date: 8 August 2022

Saroja Wanigasekara, Muhammad Ali, Erica Lynn French and Marzena Baker

Research suggests that engaging in networking behaviors can affect individual work outcomes. However, relatively less is known about how internal versus external networking…

Abstract

Purpose

Research suggests that engaging in networking behaviors can affect individual work outcomes. However, relatively less is known about how internal versus external networking behaviors influence work outcomes, and whether gender moderates these relationships. Drawing on social capital theory and social role theory, the authors propose a positive relationship between employees' internal and external networking behaviors and their work outcomes (job commitment and career success), and the moderating effect of gender. The authors also explore employee preference in networking.

Design/methodology/approach

Based on a sequential mixed-method research design with a four-month time lag, Study 1 data on networking behaviors and employee outcomes were collected via a survey of middle managers and their supervisors from 10 private sector organizations in Sri Lanka. Study 2 data were collected via interviews from a sample of those middle managers and their supervisors.

Findings

Study 1 findings indicate a positive relationship between internal networking behaviors and job commitment, and external networking behaviors and career success. The authors also found that internal networking behaviors enhance job commitment. Study 2 findings indicate men and women network differently and benefit differently from that networking but achieve equitable workplace benefits.

Originality/value

This study provides pioneering evidence that internal networking behaviors enhance job commitment among women. It appears that past research did not test the moderating effect of gender for internal versus external networking behaviors separately. Moreover, this study refines the evidence that internal and external networking behaviors differentially impact employee outcomes and explains the processes through a qualitative inquiry.

Article
Publication date: 1 February 2005

Dana B. Minbaeva

The purpose of the paper is to determine and empirically examine the effect of human resource management (HRM) practices on knowledge transfer within multinational corporations.

15037

Abstract

Purpose

The purpose of the paper is to determine and empirically examine the effect of human resource management (HRM) practices on knowledge transfer within multinational corporations.

Design/methodology/approach

It is suggested that the employment of human resource practices, which affect absorptive capacity of knowledge receivers and support organizational learning environment, is positively related to the degree of knowledge transfer to the subsidiary. Moreover, the higher degree of knowledge transfer is expected when HRM practices are applied as an integrated system of interdependent practices. Hypotheses derived from these arguments are tested on the data from 92 subsidiaries of Danish multinational corporations (MNCs) located in 11 countries.

Findings

Results of the analysis indicated the existence of two groups of HRM practices conducive to knowledge transfer. The simultaneous effect of the first group of HRM practices consisting of “staffing”, “training”, “promotion”, “compensation” and “appraisal” on the degree of knowledge transfer was found to be positive and substantial. The hypothesis regarding the effect of corporate socialization mechanisms and flexible working practices (the second group of HRM practices) was not supported by the data. The analysis also indicated that some HRM practices have a complementary effect on the degree of knowledge transfer when they are applied as a system.

Research limitations/implications

While this study makes a contribution to our understanding of the relationship between HRM practices and knowledge transfer in the MNC, clearly, additional research is needed to develop this link further, which until now has been largely black‐boxed.

Originality/value

Makes a contribution to our understanding of the relationship of HRM practices and knowledge transfer in MNCs.

Details

Personnel Review, vol. 34 no. 1
Type: Research Article
ISSN: 0048-3486

Keywords

Article
Publication date: 1 April 2001

José Alberto Bayo‐Moriones and Javier Merino‐Díaz de Cerio

Attempts to discover any possible links between company size and the handling of human resource management (HRM) in the case of Spanish industrial production workers. The data…

1210

Abstract

Attempts to discover any possible links between company size and the handling of human resource management (HRM) in the case of Spanish industrial production workers. The data used as a basis for this study were obtained by means of a survey carried out on 965 Spanish industrial firms covering such aspects as compensation policy, job design and training. The results provide evidence of significant differences in the majority of the practices included in the survey, with a tendency towards their fuller development in larger sized firms. Some areas of human resource management, however, such as job description, promotion within the firm and the use of incentive schemes, do not differ.

Details

Employee Relations, vol. 23 no. 2
Type: Research Article
ISSN: 0142-5455

Keywords

Article
Publication date: 14 November 2008

Wolter Hassink and Giovanni Russo

The purpose of this paper is to investigate three hypotheses for the existence of a wage premium between incumbents and employees who are hired from other employers in the…

4194

Abstract

Purpose

The purpose of this paper is to investigate three hypotheses for the existence of a wage premium between incumbents and employees who are hired from other employers in the external labour market.

Design/methodology/approach

The paper presents estimates of wage equations for a sample of externally hired workers and internally promoted employees. It uses an employer‐employee matched data set of Dutch firms from all economic sectors (1998). It controls for various observed characteristics of the firm, the worker and the job.

Findings

The estimates reject the hypothesis that firms rely more on observable characteristics for wage formation of external candidates. Nor do the estimates favor the prediction that there is a wage premium due to the option value of risky employees. Finally, employees who are recruited internally have on average a 15 percent higher wage (net of tenure) than comparable employees who are hired from other employers.

Research limitations/implications

It was found that there was a limited possibility of identifying risky employees.

Practical implications

Firms do not reward risky employees; the incumbents seem to be of better quality than the external hirees.

Originality/value

Here the focus is on hirees who were previously employed elsewhere. Usually, a broader definition of external hiring is used.

Details

International Journal of Manpower, vol. 29 no. 8
Type: Research Article
ISSN: 0143-7720

Keywords

Article
Publication date: 22 June 2012

Louise Thornthwaite

With their focus on private companies, histories of personnel management and human resource management have neglected the much earlier development of these practices in public…

2980

Abstract

Purpose

With their focus on private companies, histories of personnel management and human resource management have neglected the much earlier development of these practices in public sector organisations. The purpose of this paper is to examine the origins and development of modern personnel management in the Australian colonial public services between 1856 and 1901 in order to set the record straight about when, why and how integrated and formal sets of personnel management practices were adopted in organisations to manage employees.

Design/methodology/approach

The research is based on close examination of public service legislation enacted between 1856 and 1901 in the Australian colonies, the reports of Royal Commissions and Inquiries on the public services and the evidence they gathered, and published histories on public service organisations.

Findings

This paper finds that a clear model of systematic personnel management evolved in Australia's colonial public services between 1856 and 1901. While the development and diffusion of personnel management techniques in the public sector varied considerably among the colonies in scope, nature, effectiveness and longevity, there were integrated, coherent sets of personnel policies and practices in place in several colonies several decades before their emergence in private firms.

Originality/value

In tracing the origins of personnel management in Australia to the colonial public services in the years following the granting of responsible government in 1856, this paper challenges the conventional understanding of personnel management as a twentieth century phenomenon of private companies.

Details

Journal of Management History, vol. 18 no. 3
Type: Research Article
ISSN: 1751-1348

Keywords

Open Access
Article
Publication date: 16 October 2019

Ibrahim Amin

The study seeks to analyze concepts of “career grades” and “job grading,” to highlight their importance and objectives for the efficiency of administrative systems. In addition…

3097

Abstract

Purpose

The study seeks to analyze concepts of “career grades” and “job grading,” to highlight their importance and objectives for the efficiency of administrative systems. In addition, it identifies the international standards that can be used to draw grading systems. It explores the most important types of grade structures. It also clarifies grading systems in the Egyptian administrative system. It indicates some methods that can be considered a form of career progression.

Design/methodology/approach

The study employs descriptive, analytical, as well as, legal approaches; it analyzes the information given in the study in terms of relevant legal texts.

Findings

The study identifies precise definitions of both career grades and job grading, referring to these concepts in the Egyptian administrative system. It also suggests that there is no ideal hierarchy to be applied in all administrative systems. Therefore, the study provides some criteria that help to form the appropriate grade structure for each system.

Originality/value

The study analyses some literature on “job grading,” its objectives, its criteria and its main types, presenting an integrated framework that can be used to develop career-structure systems. Finally, the study identifies some methods that can be considered as a means of grading.

Details

Review of Economics and Political Science, vol. 8 no. 6
Type: Research Article
ISSN: 2356-9980

Keywords

Article
Publication date: 30 January 2007

José Manuel Lasierra

This paper aims to study the development of new forms of management systems such as quality management in the context of the Spanish public administration.

901

Abstract

Purpose

This paper aims to study the development of new forms of management systems such as quality management in the context of the Spanish public administration.

Design/methodology/approach

It reviews the main literature on the topic and relevant policy texts.

Findings

The organisation of work within the private sector has undergone important transformations compared with the model of industrial worker that existed in the mid‐twentieth century. In the public sector, these changes have been less noticeable, at least within the Spanish context. Yet, it has undergone and is still undergoing important changes as far as its economic and social standing, targets and procedures are concerned. Organisational adjustment to such changes has been limited, especially in the area of work organisation.

Research limitations/implications

It is a general overview of key developments.

Practical implications

It is relevant for a discussion of the general trends and dynamic of public sector industrial relations in Spain.

Originality/value

It manages to take an overview of changes in the public sector and point to the uncertain development of a new market approach.

Details

International Journal of Public Sector Management, vol. 20 no. 1
Type: Research Article
ISSN: 0951-3558

Keywords

11 – 20 of over 44000