Human resource management systems,employee well-being,and firm performance from the mutual gains and critical perspectives: The well-being paradox

In this study, we explored the additive, interactive, and nonlinear relationships among human resource management (HRM) systems, employee well-being, and firm performance. Based on a sample of 14,384 employees nested within 1,347 firms, we obtained three main findings. First, HRM systems yield a performance effect that exceeds the effect of single practice, suggesting positive synergies among HRM practices. Second, the opportunity bundle has a positive impact on firm performance, but when integrating it with skills and motivation bundles, the result becomes negative, indicating dis-synergy of interactions among HRM bundles. Third, at moderate levels of adoption, HRM practices are positively correlated with employee well-being and higher levels of commitment, job satisfaction, and management relations, as well as lower levels of anxiety. However, at high levels, the relationship is less positive and even turns negative with lower levels of job satisfaction and management relations. To close, we present research implications and future directions after discussing our results.     

A multi-level examination of quality-focused human resource practices and firm performance: evidence from the US healthcare industry

In today's business world, the role of quality has become ever more significant for organizations to compete in a global marketplace. Based on the quality management theory, this study empirically examines the relationship between quality-focused human resource practices (QHRP) and organizational performance outcomes. Data from 69 healthcare organizations indicate a strong support for this relationship. A Human Resource (HR) system focused on quality management was directly related to multiple dimensions of organizational performance outcomes (i.e., intangible – employee satisfaction and customer satisfaction – and tangible – profit). Specifically, two measures of QHRP, knowledge management and strategic management, were found to be positively related to the financial performance of firms implementing quality management. Process management is found to be negatively related to employee satisfaction. General Human Resources were positively related to both employee and customer satisfaction. Employee focus of the firms is also positively related to employee satisfaction. In addition, employee satisfaction is also related to both customer satisfaction and financial performance while customer satisfaction is found to be positively related to employee satisfaction. The findings indicate a generally strong positive relationship with the organizational performance outcomes. The results of this study are particularly important in showing HR's contribution to the organization's bottom line.     

企业员工绩效管理存在的问题与对策探讨

文章分析了企业员工绩效考核现状及其重要性,主要分析了事业单位改制为企业的员工绩效管理存在的问题及其原因,提出了完善企业员工绩效管理的策略。     

Linking high performance organizational culture and talent management: satisfaction/motivation and organizational commitment as mediators

Relying on strategic human resource management and organization development systemic principles, this theory-building study tested the validity of a new talent attraction and retention model which focused on the under-researched effects of organizational culture and employee attitudes. The analysis was based on data gathered from two large organizations representing two different countries and industries. Structural equation modeling results ascertained that talent attraction and retention were predicted by high performance organizational culture. This effect was also found to be mediated by the employee attitudes of satisfaction/motivation and organizational commitment. More specifically, this study found talent attraction and retention to be highly associated with the extent to which the organization is perceived to have a change-, quality-, and technology-driven culture, and characterized by support for creativity, open communications, effective knowledge management, and the core values of respect and integrity. This study concluded that strategically aligned and ethical high performance organizational cultures have strong effects on talent attraction and retention and are also highly conducive to the development of high commitment and motivating work systems.     

The relationship between employee benefit management and employee retention

The purpose of this study is twofold. The first purpose is to investigate the hypothesis as follows: the enrichment of the employee benefit management and the improvement of job attitudes mediate the relation between the adoption of family-friendly policies and the employee retention. The second purpose is to investigate the gender gap in the above-mentioned model. The facts and conclusions presented in this paper were obtained from a study of 1228 employees. Analysis of covariance structures was adopted for testing hypothesis. About the first one, significant mediator effects of the enrichment of the employee benefit management and the improvement of job satisfaction were clarified. About the second point, there was no gender gap in the above-mentioned retention process by the employee benefit management, except for the number of the employee benefit management practices and the organizational tenure. The necessity of additional research about international comparison, investigation of organization, longitudinal investigation, etc. was pointed out.     

Distance and academic performance in higher education

This paper examines whether one of the determinants of academic performance in higher education is the geographical distance separating the place of study and the place of family residence. Twelve years of data on students from a public university are utilized to estimate a model of relative academic performance, with an instrumental variables two-stage least squares estimator to account for possible endogeneity bias. The results indicate that distance is a negative determinant of academic performance and provide a new factor to take into account in reflexions over the impact of the spatial organization of higher education institutions.     

A performance matrix for strategies to improve satisfaction among faculty members in higher education

Most studies of higher education focus on students as ??customers??, and these studies tend to evaluate educational services on the basis of the satisfaction of these customers. This approach often neglects the question of the satisfaction (or dissatisfaction) of faculty members. The study designs a questionnaire for higher-education faculty members on the basis of the literature on this subject and discussion with scholars. Surveys of importance and satisfaction are then undertaken among Taiwanese faculty members with respect to various items. Each item is then placed on was modified a performance control matrix to determine an appropriate improvement strategy. Items that are found to be outside the range of an appropriate performance zone (APZ) are identified as objectives for improvement. The quality loss function (QLF) is then adopted to calculate an area of improvement objectives. A large QLF value indicates that faculty members satisfaction needs to be improved in these items. The results of this investigation demonstrate that retirement arrangements, job security, salaries, and fair promotion systems need to be improved. The resources of higher-education institutions must be invested appropriately to avoid waste and to enhance satisfaction among faculty members.     

高校员工关系管理探析

文章分析了高校员工关系管理的定义、内容及维度,并从技术和方法上提出了高校员工关系管理策略,在一定程度上满足了当前高校员工关系管理的实际需要。     

The effect of participative management on organizational performance: the case of Taiwan

The aim of this study is to investigate the impact of participative management on the behaviour of employees and the financial effectiveness of the enterprise. The analytical data are based on the survey of 308 Taiwan enterprises. Multiple regression results show that both suggestion system and labour-management committee have a positive impact on employees' behaviour in terms of turnover and absenteeism rates. Likewise, the quality control circle (QCC) and profit sharing have a positive impact on organizational effectiveness as seen in profit and revenue growth rates. However, employee stock-ownership plans and grievance-handling systems have negative effects on both performance indicators - employee behaviour and organizational effectiveness. The practical implications are also discussed.     

When employee performance management affects individual innovation in public organizations: the role of consistency and LMX

Abstract

Public sector challenges translate in more complex job demands that require individual innovation. In order to deal with these demands, many public organizations have implemented employee performance management. In a multilevel study, we examine when employee performance management affects individual innovation. We contribute by focusing on consistent employee performance management and Leader–Member Exchange (LMX). Based on goal-setting theory, we first argue that employee performance management fosters individual innovation when it entails consistent subpractices. Subsequently, LMX is theorized to function as a moderator in this linkage. We use multilevel data from 68 elderly homes and 1095 caregivers in Flanders to test our hypotheses. The study reveals that individual innovation is related to consistent employee performance management, and that LMX functions as a moderator in this relationship. Our findings contribute to scholars’ understanding of effects from employee performance management in public organizations.     

The effects of a gamified human resource management system on job satisfaction and engagement

The pressures associated with the speed of competition, including the digitalization of workspaces, are increasing the need for modern organizations to drive employee satisfaction and engagement. Integrating gamification into the workplace has been identified as a possible strategy to promote employee participation, engagement and loyalty. Gamification is defined as the application of game design elements in a non‐game context, which, in this case, is the workplace. This article presents a 12‐month longitudinal study designed to investigate the role of gamification in fostering job satisfaction and engagement. The findings from a sample of 398 employees, including both treatment and control groups from a large multinational company that introduced a gamified human resource management (HRM) system, revealed the effects of certain gamification experiential outcomes related to driving employee satisfaction and engagement at work. Overall, our study highlights the possibilities of employing gamified HRM systems to influence employee attitudes and behavior at work.     

Qualifications for tenure: The legal definitions

One of the most important norms of the academy is the right, and the unique ability, of faculty members to determine whether or not their colleagues are qualified for promotion or tenure. This right has been protected by the U.S. Supreme Court. The national debate about quality in higher education has exacerbated the pressure caused by a limited job market in many academic disciplines to exert substantial pressure on institutions to make careful, appropriate tenure decisions, and on junior faculty to amass a record of performance that will be considered worthy of a positive tenure decision. Judicial responses to discrimination litigation have implications for the way in which promotion/tenure criteria are interpreted and applied by decision makers, the manner in which probationary faculty are nurtured and evaluated, and the faculty member's own strategy for building a record of high-quality performance.     

Linking Belgian employee performance management system characteristics with performance management system effectiveness: exploring the mediating role of fairness

Based on expectancy theory, goal-setting theory and control theory, we propose a model in which perceived fairness mediates the relationship between characteristics of employee performance management (PM) systems and their perceived effectiveness by employees. PM system characteristics we propose are the frequency and length of formal reviews, the frequency of informal reviews and feedback, whether the formal conversation focused on evaluation or development and finally the degree of participation. The model was tested on a cross-industry sample of 3192 employees in Belgium. The measurement and structural models were simultaneously tested using structural equation modeling, and we used a bootstrapping approach to test the mediation hypothesis. Our findings indicate that performance review focus and employee participation strongly relate to perceptions of appraisal fairness and PM system effectiveness and that the frequency of informal performance reviews is stronger related to PM system effectiveness than the frequency of formal performance reviews. This suggests that the manifest expressions of PM have more impact on PM system effectiveness rather than the more latent characteristics of PM systems. The findings advance research to the role and functionality of PM systems by showing that (a) the manner in which PM systems are shaped and executed is of fundamental importance for their effectiveness, (b) fairness partially mediates the relationship between PM system characteristics and their effectiveness and (c) the three motivational theories appear useful for understanding the consequences of PM practices on individual employees.     

Antecedents and consequences of performance management enactment by front-line managers. Evidence from Belgium

Although researchers have extensively stressed the critical role of line managers in the effective implementation of HR practices, little is known about what exactly causes managers to enact these practices. In this paper, we draw from signaling theory, theory of planned behavior and social exchange theory to investigate both the antecedents and the outcomes of front-line management’s enactment of performance management (PM) activities. Results from two Belgian samples of 731 front-line managers and 425 employees show that line management’s beliefs regarding the usefulness of PM activities mediate the relationship between HR support and line management’s implicit person theory, on the one hand, and PM enactment, on the other. This relationship is moderated by the manager’ span of control. Furthermore, line management enactment shows to be positively related to employee engagement and job satisfaction.     

The impact of employee satisfaction on quality and profitability in high-contact service industries

The extant operations management literature has extensively investigated the associations among quality, customer satisfaction, and firm profitability. However, the influence of employee attributes on these performance dimensions has rarely been examined. In this study we investigate the impact of employee satisfaction on operational performance in high-contact service industries. Based on an empirical study of 206 service shops in Hong Kong, we examined the hypothesized relationships among employee satisfaction, service quality, customer satisfaction, and firm profitability. Using structural equations modeling, we found that employee satisfaction is significantly related to service quality and to customer satisfaction, while the latter in turn influences firm profitability. We also found that firm profitability has a moderate non-recursive effect on employee satisfaction, leading to a “satisfaction–quality–profit cycle”. Our empirical investigation suggests that employee satisfaction is an important consideration for operations managers to boost service quality and customer satisfaction. We provide empirical evidence that employee satisfaction plays a significant role in enhancing the operational performance of organizations in the high-contact service sector.     

The effect of quality management and participation in decision-making on individual performance

The major objective of the study was to analyze the effects of total quality management (TQM) on improvement efforts and individual performance. Employee response to quality management (QM) and the perceived degree of participation in decision-making (PDM) were considered the major factors affecting employee improvement efforts. The improvement effort factor was expected to influence employee performance. Subjects were 208 employees in three industrial organizations applying TQM in Israel. Three causal models were suggested and tested by means of structural equation modeling using lisrel. The results supported the proposed model. The findings revealed that the influence of PDM on improvement efforts is considerably higher than that of QM. This finding suggests that PDM is the most important component of the TQM process that affects improvement efforts and individual performance. Therefore, ISO 9000 that does not include PDM may not impact individual performance.     

'Fun and surveillance': the paradox of high commitment management in call centres

Much of the research into telephone call centres has focused on the coercive employment systems which are adopted in these organizations. This appears to contrast with the high levels of customer service and satisfaction which are often required for them to be successful. Our research, which is based on two case studies of call centres studied in depth, challenges this 'satanic mills' image. We explore the ways in which both companies sought to balance the pressures in the product and labour markets and employee needs to develop strategies which combined elements of commitment and control. They developed sophisticated human resource practices, which resembled the high commitment management approach, while, at the same time, maintaining a highly controlled and measured work environment. Consequently, there was a greater alignment between their HR practices and control systems, the needs of employees and the high quality of interactions with customers expected. This suggests that high commitment practices are not automatically associated with extensive employee discretion, as has been argued in the manufacturing sector. HR practices of this kind can be used to offset some of the worst features of call centre working. These findings illustrate the variety of HR practices in call centres and suggest some possible reasons for this diversity.     

Demographic diversity in the workplace and its impact on employee voice: the role of trust in the employer

Abstract

This article examines the relationship between demographic diversity principles and evaluations of employee voice. An analysis of survey data from 707 employees working at 37 hospitality institutions with different star categories confirmed that trust in the employer, followed by the modest contribution of education, is of the utmost importance in the evaluation of voice systems by all employees. Employee evaluations of voice opportunities were found to display differences between male and female employee groups. While generational cohort was a differentiating attribute for the male group, job tenure had the same effect for the female employees. Implications for future research and for HR managers are discussed.     

TQM practice in maquiladora: Antecedents of employee satisfaction and loyalty

In this study, we investigate the transferability of TQM practices to offshore manufacturing firms by validating direct and indirect relationships among top management commitment, HR-focused TQM practices, employee satisfaction, and employee loyalty. Our research objective is to isolate critical TQM practices that would enhance employee satisfaction and loyalty among maquiladora workers. On-site surveys were conducted at two leading maquiladora firms that have long implemented TQM. The statistical results indicate that employee empowerment, teamwork, and employee compensation have a significant and positive influence on employee satisfaction. The improved employee satisfaction leads to a higher level of employee loyalty. In addition, the results indicate that the effects of top management commitment on employee empowerment and teamwork are significantly mediated by employee training, implying that the success of employee empowerment and quality teams can be dependent upon the level of employee training.     

Talent management in academia: performance systems and HRM policies

Talent and performance management are becoming a key strategic HRM issue for universities. This study adds to our knowledge by critically examining recruitment and selection practices for junior and senior academic talent in the Netherlands. We show that academic subfields differ in terms of how appointments are organised, how candidates are sought and identified and how performance indicators play a role in recruitment. We identify three key dilemmas in talent and performance management for universities: (a) transparency versus autonomy, (b) power of HR versus power of academics, (c) equality versus homogeneity. This article challenges the view of an academic world where the allocation of rewards and resources is governed by the normative principles of transparency and objective performance systems, and it highlights the distance between these HRM instruments and the actuality of social interaction in academic recruitment practices.