The purpose of this paper is to understand the role of HRM philosophy for HPWS formulation and implementation, as well as to investigate its role to improve employee perceptions of HPWS.
A qualitative study of 55 interviews was conducted with managers (senior, HR, frontline) and employees from three telecommunication organisations based in Pakistan.
The findings indicate that a clear, well-developed HRM philosophy ensures clarity in HPWS formulation not only for managers, but also for employees. However, lack of strong philosophical foundations for HPWS can result into distorted HRM messages and negative employee perceptions.
Whilst there remains debate over the positive and negative influence of HPWS for employee outcomes, this study presents HRM philosophy as important HRM component to understand HPWS implementation. The article highlights the fact that the purpose of HPWS practices and its effective communication to employees can make a substantial difference in how employees perceive these practices. In sum, an employee centred philosophy is likely to be pre-condition circumstances for improving employee outcomes.
Clinical governance is an organisational approach to improving the quality of clinical services. A survey was conducted of 33/40 NHS trusts 2.5 to three years after a…
Clinical governance is an organisational approach to improving the quality of clinical services. A survey was conducted of 33/40 NHS trusts 2.5 to three years after a baseline survey of the 46 trusts was conducted in the West Midlands region. Reported outcomes were achieved more often than expected at baseline. Patient outcomes and documented changes in clinical behaviour were both expected and reported in over three quarters at both periods. A more open culture was expected in 65 per cent at baseline and achieved in 84 per cent at time 2. Strategies for change continued to rely on both periods in optional, educative, audit and protocol procedures. The new approaches of critical incident review and consultant appraisal were welcomed. External review and league tables had adverse impacts where results were poor, but minimal impact if results were positive. Conclusions are drawn about more effective means of catalysing change.
To provide a conceptual framework for understanding the role of organizational control in the context of remote work arrangements.
The framework has been developed drawing on two distinct research streams. Existing frameworks on remote work arrangements enabled to identify relevant dimensions to include in our framework, namely drivers of adoption and outcomes of implementation. They also evidenced the importance of opening up the remote work implementation process addressing crucial management issues, notably organizational control. On the basis of extant organizational research we deconstructed the complexity of organizational control in its constituent elements and identified mechanisms of control enactment over time.
The framework links the dynamics of change in organizational control initiated by the adoption of remote work arrangements with its antecedents (drivers of adoption and characteristics of the remote work model) and implementation outcomes at individual, group and organizational level. It opens the implementation stage focusing on the dynamics of organizational control and clarifies its role when the organization decides to adopt remote working.
The framework assumes that organizational control is not a static entity but a process of mutual constitution between structures of controls and actions enacted over time by both managers and employees (remote workers and on-site colleagues). It shows the value of a process perspective that emphasizes time mechanisms underlying changes in organizational control of remote work. Moreover, it constitutes a valuable reference guide to interpret in an integrated way existing research on the issue and identify inconsistencies in empirical findings, relevant gaps and opportunities for future research.
The British countryman is a well‐known figure; his rugged, obstinate nature, unyielding and tough; his part in the development of the nation, its history, not confined to the valley meadows and pastures and uplands, but nobly played in battles and campaigns of long ago. His “better half”—a term as true of yeoman stock as of any other—is less well known. She is as important a part of country life as her spouse; in some fields, her contribution has been even greater. He may grow the food, but she is the provider of meals, dishes, specialties, the innovating genius to whom most if not all British food products, mostly with regional names and now well‐placed in the advertising armentarium of massive food manufacturers, are due. A few of them are centuries old. Nor does she lack the business acumen of her man; hens, ducks, geese, their eggs, cut flowers, the produce of the kitchen garden, she may do a brisk trade in these at the gate or back door. The recent astronomical price of potatoes brought her a handsome bonus. If the basic needs of the French national dietary are due to the genius of the chef de cuisine, much of the British diet is due to that of the countrywoman.
Over decades, indigenous management practices and their values in Africa have changed from time to time. However, it continued to remain relevant in most business…
Over decades, indigenous management practices and their values in Africa have changed from time to time. However, it continued to remain relevant in most business organisations in developing countries. Today in Africa and across the globe, there is a paradigm shift and stiff competition in human resource management practices as a basic element for effective and efficient business organisations’ performance. Effective human resource management practices and performance of organisations rely on the integration of indigenous management practices and sound strategies aligned to cultural values and cores business objectives. The study covers four regions of Africa as a continent. Empirical teachings of the study form a basis for active reforms and innovations, so as to revamp the use of indigenous knowledge, which was deliberately destroyed by colonial masters. Over the years, human resource management practice has evolved in favour of Western strategies and ideologies. Advocates for curriculum reforms in all African countries so as to incorporate indigenous knowledge content, since it is believed to be the future of Africa. An appropriate employees management practice in Africa is a necessary move in today’s business community as it enhances service delivery and performance. The application of indigenous management practices is believed to play a vital role and invokes effective decision-making practices in the business organisation. Therefore, the chapter traces the origin of indigenous wisdom and its fundamental structure in management practices. This chapter attempts to throw light on indigenous management practices and their values in business organisations in Africa.
At a recent inquest upon the body of a woman who was alleged to have died as the result of taking certain drugs for an improper purpose, one of the witnesses described himself as “an analyst and manufacturing chemist,” but when asked by the coroner what qualifications he had, he replied : “I have no qualifications whatever. What I know I learned from my father, who was a well‐known ‘F.C.S.’” Comment on the “F.C.S.” is needless.
Two general viewpoints on workplace “partnership” as a union strategy are identified: it is seen as either a potentially effective strategy for restoring union influence…
Two general viewpoints on workplace “partnership” as a union strategy are identified: it is seen as either a potentially effective strategy for restoring union influence, or as fatally flawed. Discusses the determinants of robust union‐management partnership relations in order to assist the evaluation of “partnership unionism” as a union strategy. Outlines a definition of workplace partnership based on practice. Although common elements with earlier attempts to promote or implement union‐management cooperation can be discerned, it is argued that contemporary workplace partnership has distinctive characteristics arising from its specific context. Two cases are used to illustrate the internal dynamics of workplace partnership and the nature of interaction with environmental factors. The necessary components of robust partnership relations are thereby isolated. Partnership is found to be not only compatible with, but dependent upon, stronger workplace organisation. Such an understanding is found to be a possible alternative to accounts that stress union incorporation and demobilisation.