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61.
Philip Arestis 《Journal of economic issues》2013,47(1):239-241
This is a study of the nature of internal diversity within liberal and collaborative market economies. Based on large scale comparative survey data, we assess the extent to which specific clusters of practices are associated with specific varieties of capitalism. Given that recent literature has pointed to internal diversity within specific national contexts, we explore the nature of internal diversity within both liberal and collaborative market economies, and what makes each variety of capitalism distinct. We find that more than one cluster of practices is indeed likely to be encountered in a particular national context, but that this diversity was bounded: only a limited number of alternative paradigms are likely to emerge and persist. The survey findings not only shed light on the nature of this internal diversity, but also reveal the fact that liberal and collaborative markets remain distinct, with the rights accruing to employees being more deeply embedded in a wide cross section of firms within the latter. 相似文献
62.
John J. Rodwell Stephen T.T. Teo 《International Journal of Human Resource Management》2013,24(10):1825-1841
In this study, we examine a variety of management characteristics of for-profit and not-for-profit organizations in the health services (HS) industry. Data collected from Australian senior executives are used to test the relationships between managerial constructs such as employee commitment, customer demandingness, strategic HRM orientation and the adoption of human capital-enhancing human resource (HR) practices and perceived overall performance. Data analysis conducted using the Partial Least Square Modeling show a statistically significant path from commitment to employees, customer demandingness and strategic HRM orientation to the adoption of human capital-enhancing HR practices (such as selective staffing, comprehensive training, and performance appraisal) to perceived organizational performance. The results also show that private sector health service organizations have a higher level of perceived performance. 相似文献
63.
Sian Christina Andrew Dainty Kevin Daniels Olga Tregaskis Patrick Waterson 《Human Resource Management Journal》2017,27(3):382-402
Anchored within the strategic HRM and alignment literature, and drawing on efficiency and legitimacy perspectives of organisational behaviour, we investigated a HRM intervention targeted at energy reduction goals in a large multinational retailer. The HRM intervention was focused on embedding the environmental and economic performance goals of the firm within the workplace through redesigning the job so that energy tasks were aligned with training and performance management systems, as well as organisational performance goals. Using a randomised control trial design, we tracked changes in energy behaviours and energy consumption in 769 retail stores (685 in the intervention condition, 84 in the control condition). The findings provide evidence that changing the alignment of HRM practices can influence both worker behaviour and organisational outcomes, including environmental outcomes. This work contributes to debates concerning the impact of HRM alignment on both the work and organisational performance context. 相似文献
64.
Carlos Cabral-Cardoso 《International Journal of Human Resource Management》2013,24(6):959-977
In Europe, despite the process of European integration and the globalization of world markets, considerable differences can still be detected in the way organizations manage people and the role played by the HR function. But, while there has been considerable debate over the introduction of HRM in countries like the UK, less attention has been paid to countries like Portugal where the role of HRM remains under-researched. This paper reports the findings of a project aiming to make sense of the concept of HRM in Portugal. Results from a survey of companies found an extensive use of the HRM label among Portuguese organizations. The function seems to have gained some influence at the top and reached some degree of strategic integration, but there is an apparent reluctance to devolve HR responsibilities to line managers. The HR function appears to be playing the specialist role as a means of overcoming the credibility gap. Based on the findings of the current and previous research, an attempt is made to outline a Portuguese HRM model. 相似文献
65.
Results from a national survey of membership of the professional body the Australian Human Resources Institute (AHRI) provide clear support that senior HR managers have internalized key features of an HR approach and have largely moved away from the personnel mindset. Results also indicate that recent HR policy initiatives have focused on recruitment and selection, training and development and performance appraisal. These policy areas are complementary, central to strategic HRM and reflect an attempt to develop key HR capabilities. Further HR policy areas that are discussed at the senior management committee level reinforce policy initiatives being taken by HR managers. There is also adequate opportunity for this group of senior HR managers to communicate their ideas directly with the CEO. These findings raise important questions about how this perceived move towards an HR approach will be received and supported elsewhere in the organization. Sector and ownersbip were also taken into account. HR managers in the private sector were more willing to embrace a business focus and greater emphasis is given to training by overseas-owned firms. 相似文献
66.
Monika E. von Bonsdorff Minna Janhonen Zhiqing E. Zhou Sinikka Vanhala 《International Journal of Human Resource Management》2013,24(8):1098-1109
The study focuses on the relationship between perceived team autonomy and company performance through highlighting organizational commitment as a mediating factor in this relationship. Data collected in 2007 came from 25 small-sized companies in the retail trade, covering both the employer and employee levels (n = 369). This study aims to shed light on the following questions: first, is team autonomy associated with organizational commitment and company performance? Second, does commitment mediate the relationship between team autonomy and company performance? Results indicated that team autonomy was both directly and indirectly positively associated with company performance. Furthermore, organizational commitment partially mediated the relationship between team autonomy and company performance. Theoretical and practical implications of these findings are discussed. 相似文献
67.
Eleni Apospori Irene Nikandrou Chris Brewster Nancy Papalexandris 《International Journal of Human Resource Management》2013,24(7):1187-1207
This article aims to extend understanding of the firm-level impact of strategic HR practices on organizational performance. Adopting a contingency approach, it develops a structural model that considers direct and indirect influences of market growth, business strategy formalization and HRM centrality and practices on organizational performance in Europe. The study uses a comparative approach, revealing differences between northern and southern Europe. Clear differences appeared between the two clusters in the HR policies and practices correlated with higher performance, thus indicating that the link between HRM and performance may be different in different geographies. 相似文献
68.
Ian R. Gellatly Karen H. Hunter Luanne G. Currie P. Gregory Irving 《International Journal of Human Resource Management》2013,24(4):869-884
In this study, we examined how employee perceptions of development-oriented, stability-oriented, and reward-oriented human resource management (HRM) practices affected the likelihood of affective and continuance commitment profile membership. Our focus on profiles of combined commitment components is a departure from a literature dominated by studies of the separate forms of employee commitment. Drawing from self-determination theory (Deci and Ryan 2000) we described the nature of the psychological states believed to underlie the specific profiles under investigation, then tested a series of theoretical predictions concerning the link between HRM practices and the likelihood of profile membership. Predictor and criterion data for this study were collected from 317 respondents working in a variety of Canadian-based organizations. Our findings suggest ways that organizations can use HRM practices strategically to help shape the nature of overall employee commitment. 相似文献
69.
Alhajie Saidy Khan Peter Ackers 《International Journal of Human Resource Management》2013,24(7):1330-1353
This paper discusses the 'social' nature of employment management problems in sub-Saharan Africa (SSA). 'Applied' Western HRM is largely based on unitarist conceptions of organizational reality. Where conceptions suggest a 'stakeholder' perspective, they tend to follow orthodox formulations of pluralism. In that regard, notions of 'stakeholding' refer to the divergent internal organizational interests (mainly economic) of labour and management. In the SSA context, however, the broader social and moral issues of the wider community have a decisive influence on the employment relationship. And internal employment relations structures, such as trade unions, do not constitute the main representative channels for employee grievances. Consequently, established Western employment frames of reference do not represent suitable theoretical frameworks for analysing all the relevant social factors that influence the SSA employment relationship. This paper proposes a modified version of Ackers' (2002) 'neo-pluralist' theoretical framework as the basis for understanding and resolving some of issues involved in HRM in SSA. From this analysis, it proposes a model of HRM that attempts to institutionalize some elements of the 'African social system' into formal HRM policies and strategies. 相似文献
70.
This article compares performance management practices in call centres from four telecommunications firms in the United Kingdom, France, Denmark, and Germany. Findings show that different combinations of institutional constraints, such as strong job security protections, and participation resources supporting worker voice were influential in shaping choices among policies to motivate and discipline workers. Performance management most closely approached a high‐involvement model where both constraints and resources were high, where worker representatives were able both to restrict management's use of sanctions and to establish procedures that improved the perceived fairness of incentives. Findings contribute to debates concerning the role of contextual factors in the design and effectiveness of HRM. 相似文献