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Article
Publication date: 14 July 2020

High-performance work systems and job performance: the mediating role of social identity, social climate and empowerment in Chinese banks

Timothy Bartram, Brian Cooper, Fang Lee Cooke and Jue Wang

Despite the utility of social identity and social climate theories in explaining individual and group behaviour within organizations, little research has been conducted on…

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Abstract

Purpose

Despite the utility of social identity and social climate theories in explaining individual and group behaviour within organizations, little research has been conducted on how these approaches interconnect to explain the way high-performance work systems (HPWSs) may increase job performance. This study extends one’s understanding of the human resource management (HRM)–performance relationship by examining the interconnections between these disparate social approaches within the Chinese banking context.

Design/methodology/approach

Drawing on a sample of 561 employees working across 62 bank branches in China, the authors test four hypotheses: (1) HPWS is positively related to social climate; (2) social climate mediates the relationship between HPWS and social identification; (3) psychological empowerment mediates the relationship between social identification and job performance; and (4) social climate, social identification and psychological empowerment sequentially mediate the relationship between HPWS and job performance. Data were collected over two waves and job (in-role) performance was rated by managers.

Findings

The authors confirm the four hypotheses. Social climate, social identification and psychological empowerment sequentially mediate the relationship between HPWS and job performance.

Research limitations/implications

This study contains some limitations. First, the authors’ research sites were focussed on one main region in state-owned banks in China. Second, this study examined only one industry with a relatively homogeneous workforce (i.e. relatively young and highly educated employees).

Practical implications

HPWS may translate into individual performance through a supportive social climate in which staff identify themselves with their work team. This suggests that organizations should pay close attention to understanding how their HPWS system can foster a strong social climate to enhance employee identification at the work group level. Second, as the nature of work is becoming increasingly more complex and interdependent, enabling not just individuals but also work groups to function effectively, it is critical for departments and work groups to promote a collective understanding of HRM messages with shared values and goals.

Originality/value

This research contributes towards a more comprehensive understanding of the HRM–performance chain as a complex social process underpinned by social identity theory. The authors demonstrate that social identification and social climate both play an important role in explaining how HPWS positively affects psychological empowerment and subsequent job performance.

Details

Personnel Review, vol. 50 no. 1
Type: Research Article
DOI: https://doi.org/10.1108/PR-08-2019-0425
ISSN: 0048-3486

Keywords

  • China
  • Empowerment
  • HPWS
  • Social climate
  • Social identity theory

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Article
Publication date: 31 December 2019

Bushfire investigations in Australia: A case for building collective leadership practices for crises events

Marco DeSisto, Jillian Cavanagh and Timothy Bartram

The purpose of this paper is to examine the process of collective leadership in emergency management organisations. More specifically, the authors investigate the…

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Abstract

Purpose

The purpose of this paper is to examine the process of collective leadership in emergency management organisations. More specifically, the authors investigate the conditions that enable or prevent collective leadership amongst key actors in the emergency management network in bushfire investigations. We also examine how chief investigators facilitate the conditions to effectively distribute leadership and the role of social networks within this process.

Design/methodology/approach

A qualitative case study approach was undertaken, and 18 semi-structured interviews were carried out with chief investigators, 6 at each of three agencies in Australia. A framework for understanding collective leadership (Friedrich et al., 2016) was used to examine key leadership constructs, baseline leadership and outcomes relative to bushfire investigations.

Findings

Findings demonstrate that there is no evidence of collective leadership at the network level of bushfire investigations. There is mixed evidence of collective leadership within bushfire investigation departments, with the Arson Squad being the only government agency to engage in collective leadership. The authors found evidence that government bureaucracy and mandated protocols inhibited the ability of formal leaders to distribute leadership, gauge a clear understanding of the level of skill and expertise amongst chief investigators and poor communication that inhibited knowledge of investigations.

Research limitations/implications

The study was limited to three bushfire investigative agencies. A future study will be carried out with other stakeholders, such as fire investigators and firefighters in the field.

Practical implications

For the government, emergency management agencies and other stakeholders, a key enabler of collective leadership within the emergency management network is the presence of a formal leader within a network. That leader has the authority and political ability to distribute leadership to other experts.

Social implications

The paper contributes to developing a better understanding of the efficacy and challenges associated with the application of collective leadership theory in a complex government bureaucracy. There are positive implications for the safety of firefighters, the protection of the broader community, their properties and livestock.

Originality/value

The authors address the lack of literature on effective leadership processes amongst emergency management agencies. The paper contributes to extending collective leadership theory by unpacking the processes through which leadership is distributed to team members and the role of institutions (i.e. fire investigation bureaucracy) on social networks within this integrative process. The authors provide new insights into the practice of collective leadership in complex bureaucratic organisations.

Details

Leadership & Organization Development Journal, vol. 41 no. 2
Type: Research Article
DOI: https://doi.org/10.1108/LODJ-07-2018-0270
ISSN: 0143-7739

Keywords

  • Collective leadership
  • Emergency management
  • Investigation practices

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Article
Publication date: 16 October 2017

HRM and workplace innovations: formulating research questions

Greg J. Bamber, Timothy Bartram and Pauline Stanton

The purpose of this paper is to review the roles of human resource management (HRM) specialists in the contemplation and implementation of innovation in employing…

Open Access
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Abstract

Purpose

The purpose of this paper is to review the roles of human resource management (HRM) specialists in the contemplation and implementation of innovation in employing organisations and workplaces.

Design/methodology/approach

The authors review some of the literature and practice in this field as well as 11 other articles that are included in this special issue.

Findings

The authors propose six research questions. First, are HRM specialists analysing relevant trends and their implications for the future of work and the workforce? Second, are HRM specialists enabling employing organisations to identify and enable innovative ideas? Third, to what extent are HRM specialists leading partnership arrangements with organised labour? Fourth, what is the role of HRM specialists in creating inclusive work environments? Fifth, how should HRM specialists change to foster enterprise performance, intrapreneurship, agility, creativity and innovation? Sixth, to what extent is there an HRM function for line managers in coordination with HRM specialists in engendering innovation around “change agent” roles?

Originality/value

The authors argue that HRM specialists should embrace and enable innovation. The authors challenge HRM specialists to consider how they can contribute to facilitating innovation. The paper proposes further research on HRM and range of associated stakeholders who, together, have responsibility for innovating in the design and delivery of HRM to enrich our knowledge of HRM and workplace innovations.

Details

Personnel Review, vol. 46 no. 7
Type: Research Article
DOI: https://doi.org/10.1108/PR-10-2017-0292
ISSN: 0048-3486

Keywords

  • Corporate social responsibility
  • Industrial relations
  • Mixed methodologies
  • Unions
  • Workplace change
  • Creativity
  • Disabilities
  • Change agents
  • Human resource management practices
  • Enterprise performance
  • Inclusive work environments
  • HRM skills

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Article
Publication date: 4 February 2019

“Decent work” in the ready-made garment sector in Bangladesh: The role for ethical human resource management, trade unions and situated moral agency

Sardana Islam Khan, Timothy Bartram, Jillian Cavanagh, Md Sajjad Hossain and Silvia Akter

The purpose of this paper is to examine the perspectives of 26 business owners, managers and supervisors on “decent work” (DW) in the ready-made garment (RMG) sector in Bangladesh.

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Abstract

Purpose

The purpose of this paper is to examine the perspectives of 26 business owners, managers and supervisors on “decent work” (DW) in the ready-made garment (RMG) sector in Bangladesh.

Design/methodology/approach

The qualitative study draws on a framework of ethical human resource management and situated moral agency to establish the ways in which RMG workers are afforded DW. This study uses semi-structured interviews to assess the prospect of DW through applying the ILO’s four-pillar framework of DW.

Findings

Findings indicate there is a concern among owners and managers of the need to reconcile internal and external pressures to maintain and improve DW. It is evident that ethical practices and moral agency are not self-initiated but in response to mounting political and legal pressures and those of external stakeholders. Employers favour the concept of workers’ participation committees as one means to communicate and negotiate with workers rather than recognise trade unions.

Research limitations/implications

The research is limited to six organisations in the RMG sector in Bangladesh, but there are implications for all RMG sector organisations to promote reform and DW for all workers.

Practical implications

DW necessitates major national and international stakeholders to negotiate and cooperate to ensure the long-term competitiveness and survival of the Bangladeshi RMG sector.

Originality/value

The study calls for reform in a developing country where many workers are denied DW.

Details

Personnel Review, vol. 48 no. 1
Type: Research Article
DOI: https://doi.org/10.1108/PR-01-2018-0001
ISSN: 0048-3486

Keywords

  • Qualitative
  • Work

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Article
Publication date: 16 October 2017

Innovation programs at the workplace for workers with an intellectual disability: Two case studies in large Australian organisations

Hannah Meacham, Jillian Cavanagh, Amie Shaw and Timothy Bartram

The purpose of this paper is to examine human resource management (HRM) innovation programs in the early stages of employment for workers with an intellectual disability (WWID).

Open Access
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Abstract

Purpose

The purpose of this paper is to examine human resource management (HRM) innovation programs in the early stages of employment for workers with an intellectual disability (WWID).

Design/methodology/approach

The first case study was carried out at a large national courier company where a film innovation programme was used to enhance the socialisation process of WWID. The second case study was at a five-star hotel situated in a large city where a buddy system innovation programme was used in the induction and training process of WWID.

Findings

The overarching “life theme” created through these innovation programs was one of enhanced and creative opportunities for social inclusion. The participants displayed more confidence and independence in their ability and exhibited aspirations to advance and succeed in their roles.

Practical implications

The study argues that HR professionals need to be more proactive in finding innovative ways to engage WWID in the early stages of employment.

Originality/value

The qualitative study is underpinned by socialisation and career construction theory which provides the framework to discuss the ways in which socialisation and socially inclusive HRM practices enable participants and other WWID achieve success on their career paths. The key message of our research is that early vocational socialisation innovation programs can make a positive difference to the work experiences of WWID.

Details

Personnel Review, vol. 46 no. 7
Type: Research Article
DOI: https://doi.org/10.1108/PR-08-2016-0214
ISSN: 0048-3486

Keywords

  • Qualitative
  • Human resource management
  • Socialization
  • Intellectual disability
  • Innovations
  • Career construction theory

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Article
Publication date: 10 April 2017

Men’s health and communities of practice in Australia

Maree Henwood, Amie Shaw, Jillian Cavanagh, Timothy Bartram, Timothy Marjoribanks and Madeleine Kendrick

The purpose of this paper is to examine the social opportunities for Aboriginal and Torres Strait Islander men created through Men’s Groups/Sheds across urban, regional…

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Abstract

Purpose

The purpose of this paper is to examine the social opportunities for Aboriginal and Torres Strait Islander men created through Men’s Groups/Sheds across urban, regional and remote areas of Australia. Men’s Sheds are a safe space, resembling a work-shop setting or backyard shed, where men are encouraged to socialise and participate in health promotion, informal learning and engage in meaningful tasks both individually and at the community level.

Design/methodology/approach

Explore five case study sites through Wenger’s (1998) active communities of practice (CoP). Qualitative methods are presented and analysed; methods comprise semi-structured interviews and yarning circles (focus groups). Five Indigenous leaders/coordinators participated in semi-structured interviews, as well as five yarning circles with a total of 61 Indigenous men.

Findings

In a societal context in which Indigenous men in Australia experience a number of social and health issues, impeding their quality of life and future opportunities, the central finding of the paper is that the effective development of social relations and socially designed programs through Men’s Groups, operating as CoP, may contribute to overcoming many social and health well-being concerns.

Originality/value

Contributions will provide a better understanding of how Indigenous men are engaging with Men’s Sheds, and through those interactions, are learning new skills and contributing to social change.

Details

Journal of Health Organization and Management, vol. 31 no. 2
Type: Research Article
DOI: https://doi.org/10.1108/JHOM-12-2016-0234
ISSN: 1477-7266

Keywords

  • Communities of practice
  • Learning
  • Indigenous
  • Men’s health
  • Men’s Sheds

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Article
Publication date: 12 June 2017

Human resource development practices, managers and multinational enterprises in Australia: Thinking globally, acting locally

Gitika Sablok, Pauline Stanton, Timothy Bartram, John Burgess and Brendan Boyle

The purpose of this paper is to examine the HRD practices of multinational enterprises (MNEs) operating in Australia to understand the value that MNEs place on investment…

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Abstract

Purpose

The purpose of this paper is to examine the HRD practices of multinational enterprises (MNEs) operating in Australia to understand the value that MNEs place on investment in their human capital, particularly managerial talent.

Design/methodology/approach

Drawing on a representative sample of 211 MNEs operating in Australia, this paper investigates the extent (using frequencies) and determinants (using logistic regression analysis) of training and development expenditure, management development strategies, talent management and succession planning policies.

Findings

The findings suggest that less than 20 per cent of MNEs operating in Australia are investing over 4 per cent of their annual pay bill on training and development. Furthermore, almost a quarter of firms invest less than 1 per cent in training and development. However, most MNEs invest in their managers and those with high potential through the use of management development programmes, talent management strategies and succession planning. Interestingly, in comparison to US MNEs, Australian MNEs were less likely to use management development or talent management programmes for senior management or high performing staff.

Research limitations/implications

The current study is cross-sectional and represents a snapshot of MNEs’ HRD practices at one point in time. The study measured the perceptions of the most senior HR manager and did not include the views of other organisational participants. The authors suggest the need for future research studies that incorporate longitudinal research designs and the views of different organisational actors.

Practical implications

HR managers or HRD specialists need to develop a strong understanding of the Australian institutional context, as well as demonstrate the importance/business case for an integrative approach to HRD.

Originality/value

This paper fulfils an identified need to study the HRD practices of MNEs operating in Australia, particularly focusing on the value that MNEs place on their human capital.

Details

Education + Training, vol. 59 no. 5
Type: Research Article
DOI: https://doi.org/10.1108/ET-02-2016-0023
ISSN: 0040-0912

Keywords

  • Management development
  • Human resource development
  • Multinational corporations

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Article
Publication date: 4 November 2019

Ethical leadership and employee in-role performance: The mediating roles of organisational identification, customer orientation, service climate, and ethical climate

Narges Kia, Beni Halvorsen and Timothy Bartram

Against the backdrop of the Royal Commission into Misconduct in the Banking, Superannuation and Finance Services Industry in Australia, this study on ethical leadership is…

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Abstract

Purpose

Against the backdrop of the Royal Commission into Misconduct in the Banking, Superannuation and Finance Services Industry in Australia, this study on ethical leadership is timely. The purpose of this paper is to examine the mediating effects of organisational identification, customer orientated behaviour, service climate and ethical climate on the relationship between ethical leadership and employee in-role performance.

Design/methodology/approach

The hypotheses were tested using a two-wave survey study of 233 bank employees in Australia.

Findings

Evidence from the study indicated that organisational identification, service climate and ethical climate mediate the relationship between ethical leadership and employee in-role performance. Surprisingly, the proposed mediation effect of customer orientation was not supported. However, ethical leadership was positively associated with customer orientated behaviour among employees.

Research limitations/implications

Limitations of the study include collecting data at two time points, thereby rendering the study cross-sectional. Employee in-role performance was a self-rated measure.

Practical implications

This study showed that ethical leadership is critical to improving employee perceptions and experience of an organisation’s service climate, ethical climate, organisational identification, customer orientated behaviour and employee in-role performance. The authors raise a number of HRM implications for the development and enablement of ethical leaders in the banking context.

Originality/value

The findings presented in this paper highlight that ethical leadership is critical to improving employee perceptions and experience of an organisation’s service climate, ethical climate, organisational identification, customer orientated behaviour and employee in-role performance.

Details

Personnel Review, vol. 48 no. 7
Type: Research Article
DOI: https://doi.org/10.1108/PR-12-2018-0514
ISSN: 0048-3486

Keywords

  • Quantitative
  • Ethical climate
  • Organizational identity
  • Customer orientation
  • Employee performance
  • Ethical leadership
  • Service climate

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Article
Publication date: 11 December 2019

The effect of high performance work system strength on organizational effectiveness: Opportunities for international joint ventures by foreign firms

Dushar Kamini Dayarathna, Peter John Dowling and Timothy Bartram

This paper aims to examine the implications of high performance work system (HPWS) strength from a managerial perspective and the impact of economic, cultural, political…

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Abstract

Purpose

This paper aims to examine the implications of high performance work system (HPWS) strength from a managerial perspective and the impact of economic, cultural, political, legal and technological factors on the operationalization of HPWSs in the banking industry in Sri Lanka.

Design/methodology/approach

The data for this study were collected from three licensed commercial banks in Sri Lanka. This research used a case study approach for data collection with archival analysis of records and semi-structured interviews with the CEO, head of HR, two board members and three focus groups (top, middle and lower level managers across various functional areas) in each bank which altogether covers 66 key informants.

Findings

The findings supported the research proposition that to gain positive outcomes on organizational effectiveness, there should be a strong HPWS, resulting in a positive attitudinal climate among employees. Further, the findings provide evidence of the global applicability of HPWSs, although more research is needed to clearly specify the contextual boundaries of HPWS effectiveness.

Originality/value

Contemporary research provides ample evidence to endorse the contribution of high performance work systems toward organizational effectiveness. However, there is a dearth of literature on how high performance work systems are operationalized across the management hierarchy and support the achievement of organizational effectiveness. Few studies have been conducted on high performance work system strength and organizational effectiveness in emerging economies.

Details

Review of International Business and Strategy, vol. 30 no. 1
Type: Research Article
DOI: https://doi.org/10.1108/RIBS-06-2019-0085
ISSN: 2059-6014

Keywords

  • Sri Lanka
  • Banking industry
  • High performance work systems
  • Organizational effectiveness
  • High performance work system strength

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Article
Publication date: 20 November 2018

Can workplaces foster an openness to diversity surreptitiously?

Simon Andrew Moss, Gretchen Ennis, Kerstin Z. Zander, Timothy Bartram and Darren Hedley

To enhance their innovation and reputation, many organizations introduce programs that are intended to attract, retain and support diverse communities. Yet, these programs…

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Abstract

Purpose

To enhance their innovation and reputation, many organizations introduce programs that are intended to attract, retain and support diverse communities. Yet, these programs are often unsuccessful, partly because explicit references to diversity tend to evoke defensive reactions in employees from the dominant culture. To circumvent this problem, the purpose of this paper is to explore the hypothesis that individuals tend to be more receptive to diversity whenever they experience meaning in life. Furthermore, four workplace characteristics – informational justice, a manageable workload, equality in status and a compelling vision of the future – should foster this meaning in life.

Design/methodology/approach

To assess these possibilities, 177 employees completed a survey that assessed workplace practices, meaning in life and openness to diversity.

Findings

The results showed that informational justice, a manageable workload and a compelling vision were positively associated with openness to other cultures, constituencies and perspectives, and these relationships were partly or wholly mediated by meaning in life.

Originality/value

These findings imply that leaders might be able to foster an openness to diversity, but without explicit references to this diversity, circumventing the likelihood of defensive reactions. Specifically, a program that simultaneously encourages transparent communication, diminishes workload and clarifies the vision or aspirations of the future may represent an inexpensive but powerful means to foster an openness to diversity.

Details

Equality, Diversity and Inclusion: An International Journal, vol. 37 no. 8
Type: Research Article
DOI: https://doi.org/10.1108/EDI-11-2017-0260
ISSN: 2040-7149

Keywords

  • Strategic vision
  • Workload
  • Perceived justice
  • Meaning in life
  • Openness to diversity

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