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Article
Publication date: 24 August 2022

Amit Gur and Shay S. Tzafrir

Providing health care services requires collaboration between several occupations. This study aimed to reveal how three occupational groups (nurses, physicians, and…

Abstract

Purpose

Providing health care services requires collaboration between several occupations. This study aimed to reveal how three occupational groups (nurses, physicians, and administrators) perceive human resources management practices (HRMP) and whether these practices are differently associated with trust in the clinic manager.

Design/methodology/approach

The study included 290 employees from 29 primary care clinics, all affiliated with a health care organisation that operates in the public sector. Self-reporting questionnaires measured participants’ perceptions of six HRMP across occupations and their association with trust in the clinic manager. Variation between occupational groups was analysed through one-way analysis of variance (for groups’ perceptions of HRMP and trust in manager) and t-tests (for the association between perceived HRMP and trust in manager).

Findings

The results indicate some differences in perceived HRMP and trust across groups. Also, some differences were found across occupations regarding the relationship between HRMP and trust in the clinic manager: Nurses’ perceptions significantly differed from those of physicians and administrators, yet there was no significant difference between the two latter groups.

Practical implications

Health care organisations should expand their human resources architecture and customise their HRMP for each occupational group based on that group’s perceptions of the workplace. This can nurture trust in managers and create a climate for trust as a mechanism that encourages employees from distinct occupational groups to work together for the benefit of their clinic, organisation, and patients.

Originality/value

This study contributes to the discussion about the contextualisation of HRMP, providing insights regarding perceptions of HRMP as an enabler of an organisation’s strategy.

Details

Journal of Health Organization and Management, vol. 36 no. 7
Type: Research Article
ISSN: 1477-7266

Keywords

Article
Publication date: 21 November 2016

Aviv Kidron, Shay S. Tzafrir and Ilan Meshoulam

The purpose of this paper is to present a scale for measuring internal integration within human resource management (HRM) departments, which is developed and validated in this…

Abstract

Purpose

The purpose of this paper is to present a scale for measuring internal integration within human resource management (HRM) departments, which is developed and validated in this paper. Thus far, no valid, comprehensive operational instrument for measuring HRM internal integration has been introduced in the literature.

Design/methodology/approach

The scale items were developed on the basis of a qualitative analysis. The authors recruited 233 HRM professionals from 29 organizations to participate in the survey. In this paper, the authors present evidence of content validity, internal consistency reliability and construct validity that provides support for the use of an HRM internal integration scale. Exploratory factor analysis was conducted to determine the underlying factors that comprise HRM internal integration, while confirmatory factor analysis was used as a confirmatory test of the scale.

Findings

The results of this study led to the development of a standardized 34-item instrument that can be used for measuring HRM internal integration.

Originality/value

The use of the scale opens up a new research avenue by focusing on the nature of integration processes, particularly within HRM systems. The scale will allow studies to be compared across various contexts.

Details

Management Research: Journal of the Iberoamerican Academy of Management, vol. 14 no. 3
Type: Research Article
ISSN: 1536-5433

Keywords

Article
Publication date: 15 June 2022

Rachel Gabel Shemueli, Shay Tzafrir, Berlan Rodriguez Perez, Danae Bahamonde and Guy Enosh

The purpose of the study is to examine how shared perceptions of collective behaviors, such as transformational leadership climate (TLC), collective trust and collective…

Abstract

Purpose

The purpose of the study is to examine how shared perceptions of collective behaviors, such as transformational leadership climate (TLC), collective trust and collective engagement, affect unit performance.

Design/methodology/approach

The sample consisted of 450 employees in 74 agencies of a financial organization, using measurements at the collective team level. Multiple structural equation modeling analyses were used to test the hypotheses.

Findings

The relationship between TLC and unit performance was sequentially mediated by collective trust and collective engagement.

Originality/value

This study highlights how employees' shared perceptions of different team characteristics can affect the overall functioning and performance of an organization.

Details

Leadership & Organization Development Journal, vol. 43 no. 5
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 13 June 2016

Aviv Kidron, Shay S. Tzafrir and Ilan Meshoulam

This study aims to reveal the necessary human resource management (HRM) teamwork processes for achieving HRM integration.

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Abstract

Purpose

This study aims to reveal the necessary human resource management (HRM) teamwork processes for achieving HRM integration.

Design/methodology/approach

A research survey was carried out among 233 HRM professionals from 29 HRM teams.

Findings

The findings revealed significant correlation between formal HRM aspects of HRM teams (HRM goals and strategy, formal communication and formalization) and informal HRM aspects (perceived proximity and trust). Another significant correlation was found between trust and HRM integration. Also, trust fully mediated the relationship between informal communication and centralization, on the one hand, and HRM integration, on the other.

Originality/value

The study contributed to the understanding of formal and informal aspects of HRM team (HRMT) processes.

Details

Team Performance Management, vol. 22 no. 3/4
Type: Research Article
ISSN: 1352-7592

Keywords

Article
Publication date: 8 August 2023

Rachel Gabel-Shemueli, Shay Tzafrir, Berlan Rodriguez Perez and Danae Bahamonde Canepa

The purpose of this two-wave longitudinal study was to examine the role of mindfulness as mediator between social support and engagement and as a moderator in the relationship…

Abstract

Purpose

The purpose of this two-wave longitudinal study was to examine the role of mindfulness as mediator between social support and engagement and as a moderator in the relationship between work overload and burnout, both cross-sectionally and after one year.

Design/methodology/approach

The sample consisted of 243 Peruvian teachers. Structural equation modeling and SPSS Process Macro were used to test the hypothesis.

Findings

The results show that mindfulness mediated the relationship between social support and engagement at both times but doesn't moderate the relationship between work overload and burnout at either time.

Originality/value

This study highlights the role of mindfulness as a valuable personal resource in the workplace, as it facilitates a higher functioning at work while identifying relevant organizational characteristics that have an influence in its use.

Propósito

El propósito de este estudio longitudinal de dos olas fue examinar el papel de mindfulness como mediador entre el apoyo social y el engagement en el trabajo; así como moderador en la relación entre la sobrecarga de trabajo y el burnout, tanto transversalmente como después de un año.

Diseño

La muestra estuvo conformada por 243 profesores peruanos. Se utilizó el modelo de ecuaciones estructurales (SEM en inglés) y Process Macro para SPSS para probar la hipótesis.

Resultados

Los resultados muestran que mindfulness media la relación entre el apoyo social y engagement en ambos momentos, pero no modera la relación entre la sobrecarga de trabajo y el burnout en ninguno de los dos.

Originalidad

Este estudio destaca el papel del mindfulness como un recurso personal valioso en el trabajo, ya que facilita un mejor funcionamiento al tiempo que identifica características organizacionales relevantes que influyen en su uso.

Details

Academia Revista Latinoamericana de Administración, vol. 36 no. 3
Type: Research Article
ISSN: 1012-8255

Keywords

Article
Publication date: 8 August 2016

Sagi Akron, Ofek Feinblit, Shlomo Hareli and Shay S. Tzafrir

The purpose of this study was to explore the relation between diversity in work group members’ employment arrangements and the actual performance of the work groups.

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Abstract

Purpose

The purpose of this study was to explore the relation between diversity in work group members’ employment arrangements and the actual performance of the work groups.

Design/methodology/approach

A field study was conducted on 31 work groups in a public plant belonging to the industrial sector that constitute a unique data set. The 441 employees are contracted under four significantly different employment arrangements and are mixed together in heterogeneous work groups, but perform similar tasks.

Findings

The results indicated that the influence of employment arrangement diversity on work group performance is best represented as variation, and work arrangements diversity is positively correlated with improved work group performance.

Research limitations

The study design prevented assessment of employees’ opinions. Rather, the authors used objective type of employment arrangements as the basis for calculating diversity as separation. Using mean Euclidean distance as suggested by Harrison and Klein (2007), the authors arbitrarily set the distance between two different employment arrangements as one.

Practical implications

The research results help in the stages of recruiting, structuring and development and application of necessary work team. Formal emphasis of diversity in work arrangements improves performance.

Originality/value

To the authors’ knowledge, this is one of the first studies using unique data set analyzing real-life team diversity and performance in the public sector. The research highly contributes to organizational decision-making processes regarding the importance of incorporating non-standard work arrangements in organizations. Management’s implementation of formal diversity seems to alleviate the negative sides of diversity and increases its positive performance effects.

Details

Team Performance Management, vol. 22 no. 5/6
Type: Research Article
ISSN: 1352-7592

Keywords

Article
Publication date: 19 June 2017

Amit Gur, Shay S. Tzafrir, Christopher D. Zatzick, Simon L. Dolan and Roderick Iverson

The purpose of the research was to develop a tool for measuring antecedents of customer aggressive behavior (CAB) in healthcare service settings, by identifying its roots in…

Abstract

Purpose

The purpose of the research was to develop a tool for measuring antecedents of customer aggressive behavior (CAB) in healthcare service settings, by identifying its roots in organizational and interpersonal dynamics.

Design/methodology/approach

Four studies were conducted. In Studies 1 and 2, antecedents of CAB were identified through analysis of internet reader comments and a questionnaire was distributed to students. In Study 3, scenarios were used to validate the findings of the previous studies. Finally, in Study 4, a scale was developed and validated for measuring organization- and person-related triggers of CAB using samples of 477 employees and 579 customers.

Findings

The concept of CAB was conceptualized and validated. In total, 18 items were identified across five dimensions: personal characteristics, uncomfortable environment, aggressive role models, reinforcement of aggressive behavior and aversive treatment. The scale demonstrated good psychometric results.

Research limitations/implications

The research relies mainly on customer perspective. Employees and additional stakeholders should be included to achieve more accurate information that could contribute to a better understanding of CAB and its roots.

Practical implications

Exploring social and organizational antecedents that trigger CAB could help healthcare managers evaluate and proactively manage CAB and its implications within their organization.

Originality/value

This measurement scale is the first comprehensive tool, based on Bandura’s social learning theory (1973), that may identify and measure antecedents of CAB, and could be used to reduce CAB in healthcare service settings.

Details

Management Research: Journal of the Iberoamerican Academy of Management, vol. 15 no. 2
Type: Research Article
ISSN: 1536-5433

Keywords

Content available

Abstract

Details

Journal of Managerial Psychology, vol. 30 no. 5
Type: Research Article
ISSN: 0268-3946

Article
Publication date: 1 July 2004

Shay S. Tzafrir and Simon L. Dolan

This study investigates the conceptual and psychometric properties of trust in organizations. Critical review of recent literature led to the conclusion that there is no single…

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Abstract

This study investigates the conceptual and psychometric properties of trust in organizations. Critical review of recent literature led to the conclusion that there is no single agreed upon definition of trust and that controversy exists as to its construct validity. We present empirical results based on a complex procedure for scale development, which includes a design made up of four separate stages of research. The construct of trust in employment relationships was ultimately refined to entail three dimensions: harmony, reliability, and concern (HRC). The final results of this study led to the development of a standardized 16‐item instrument that can be used to measure trust in the context of employment relationships. Evidence of the scale’s reliability, factor structure, and validity is also presented.

Details

Management Research: Journal of the Iberoamerican Academy of Management, vol. 2 no. 2
Type: Research Article
ISSN: 1536-5433

Keywords

Article
Publication date: 1 February 2006

Shay S. Tzafrir

According to the universalistic perspective, organizations from different sectors, across industries, and through different time periods should use a series of select human…

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Abstract

Purpose

According to the universalistic perspective, organizations from different sectors, across industries, and through different time periods should use a series of select human resource management practices (HRMP). The main purpose of this paper is to investigates whether there is any difference in the relationship between HRMPs and organizational performance across time (stable or not).

Design/methodology/approach

The data for this study are taken from two cross‐sectional surveys. The firms included in this research were selected from a sample of organizations from the public and private sectors based on firms that were included in Dun's Guide, Israel 1995/6 and 1999/2000, the Israeli Business Directory. In 1996, questionnaires were completed by 102 of the 230 designated companies. In 2000, using an identical sampling methodology and a similar questionnaire, the result was 104 useable responses of the 275 firms.

Findings

In general, results for both periods of time indicated that several HRMP contribute to enhanced organizational performance. Firms exhibited higher organizational performance when they treated their employees as assets and invested in their abilities, enhanced their power in the decision making process and used them as the main source for new employment.

Originality/value

From the theoretical perspective we suggest that researchers and HR managers have to take into account the culture context in each country when they try to export successful HRMP from one country to another. A major practical contribution of this research is that it demonstrates the importance of training and employee participation vis‐à‐vis organizational performance.

Details

Journal of Managerial Psychology, vol. 21 no. 2
Type: Research Article
ISSN: 0268-3946

Keywords

1 – 10 of 37