Emerald | Personnel Review | Table of Contents

Union presence, employee relations and High Performance Work Practices

literatinetwork@emeraldinsight.com (Carol Gill, Denny Meyer) — Fri, 26 Jul 2013 00:00:00 +0100

Abstract

Purpose - To investigate the relationship between unions, employee relations and the adoption of High Performance Work Practices (HPWP). Design/methodology/approach - This study uses survey data collected from the senior members of the HRM function in 189 large Australian organisations. Findings - We found that unions, when coupled with good employee relations, facilitate the adoption of HPWP and consequently have a positive impact on organisational competitiveness, contradicting the simplistic notion that unions are ‘bad for business’ Research limitations/implications - This study used cross sectional survey data from HRM managers, who whilst being the best single source of information, may have distorted their responses. Further research is required to confirm these results using several data sources collected from a larger sample over more than one time period. Practical implications - This research has implications for Government and organisation approaches to union presence and management in organisations. Originality/value - This paper contributes to the debate on whether the individual and direct voice provided by HPWP is a substitute for union collective voice with the associated implication that unions are unnecessary and even destructive to organisation competitive advantage.

Testing Universalistic and Contingency HRM Assumptions across Job Levels

literatinetwork@emeraldinsight.com (Michael Clinton, David Guest) — Fri, 26 Jul 2013 00:00:00 +0100

Abstract

Purpose - The present article contributes to the broad debate regarding universalistic and contingency perspectives of HRM. Building on recent evidence of HRM differentiation within organisations, the present article studies variation in experienced HR practices across job level and whether the impact of HR practices on commitment, intention to quit and well-being across job level is best explained by universalistic or contingency claims.Design/methodology/approach - Data from two cross-sectional questionnaire studies are reported. The first involves a sample of UK Armed Services personnel, the second a more heterogeneous sample of UK employees. Data were collected on experience of HR practices and also affective commitment, intention to quit and well-being. Differences in HR practices across job level were analysed using ANCOVAs. Invariance testing within path analysis examined the stability of the relationships across job level. Findings - Both studies found that employees in higher job levels report a greater number of HR practices. Findings further indicated that the associations between HR practices and the three outcomes were largely invariant across job level, thus supporting universalistic notions of HRM across job levels.Research limitations/implications - Data from both studies were cross-sectional and single-source, thus limiting causal inferences. More generally, there is a need to better understand HR differentiation within organisations and whether it offers an effective HR strategy.Practical implications - The findings question the utility of differentiating HR investments based upon job level and imply that greater application of HR practices will have a positive impact on some key outcomes at all levels in the organisation. Originality/value - Few studies have examined systematic variation in HR practices across employee groups and universalistic/contingency arguments within organisations. The studies presented are among the first to offer an evaluative as well as descriptive analysis of the issues under investigation.

Individual and Organizational Determinants of Turnover Intent

Fri, 26 Jul 2013 00:00:00 +0100

Abstract

Purpose - This study applies social exchange theory to predict the effects of procedural and interpersonal justice on turnover intentions. Specifically, we predict that organizational commitment mediates the effects of procedural justice on turnover intentions and that supervisory commitment mediates the effect of interpersonal justice on turnover intentions.Design/methodology/approach - Surveys were received from 212 employees in three call centres. Baron and Kenny’s (1986) methodology was employed to test two mediation effects: The mediation of organizational commitment on the negative relationship between procedural justice and turnover intentions; and the mediation of supervisory commitment on the negative relationship between interpersonal justice and turnover intentions. Findings - Support was found for a partial mediation of organizational commitment on the negative relationship between procedural justice and turnover intentions; and for full mediation of supervisory commitment on the negative relationship between interpersonal justice and turnover intentions. Practical implications - Reduction of turnover is a major problem for the call center industry as considerable resources are spent training new employees. This research suggests that turnover intentions can be reduced by addressing problems with organizational procedures and with the treatment of employees by supervisors.Originality/value - The findings of this study replicate the mediation effects of organizational commitment on the effect of procedural justice on turnover intentions in call centers. In addition, this is the first study of its kind to show the mediation effects of supervisory commitment on the effect of interpersonal justice on turnover intentions

Effects of Employees’ Perceptions on the Relationship between HR Practices and Firm Performance for Korean Firms

literatinetwork@emeraldinsight.com (Jang-Ho Choi, Khan-Pyo Lee) — Fri, 26 Jul 2013 00:00:00 +0100

Abstract

Purpose - The purpose of this study is to examine the internal process by which high performance work systems (HPWSs) affect the firm performance. This study attempts to show the mediating effect of employee job satisfaction in the human resource (HR)-Performance link and also to show the moderating effect of employees’ perception on the effectiveness of HPWSs.Design/methodology/approach - Using a nationally representative data set from Korea (firm-level samples: 245 firms, employee-level samples: 6,709), this study analyses the mediating effect of job satisfaction in the relationship between HPWSs and firm performance with ordinary least squares (OLS) analysis and examines the moderating effect of employee perceptions with OLS and hierarchical linear modeling (HLM).Findings - Results show that 1) there are positive associations between HPWSs and firm performance and between HPWS and job satisfaction, 2) job satisfaction has a partial mediating effect in the HR-Performance link, and 3) employees’ perceptions of the effectiveness of HR practices moderate these relationships.Research limitations/implications - Limitations of the study are the measurement of HR practices, omitted variable problem, and generalizability of the results in this study. Scholars argue for the positive effect of HPWS on firm performance and managers attempt to introduce HPWSs in their firms, but most of them do not fully understand what happens in the HR-Performance link. This study demonstrates that job satisfaction is a ‘black box’ in the linkage between HPWS and firm performance and may inform managers of appropriate policy levers that, if manipulated appropriately so that employees feel the effectiveness of HPWSs, can help the firm achieve more desirable organizational outcomes.Originality/value - Many scholars argue that research to examine the internal process in the HR-Performance link is essential for rigorous elaborations of SHRM-related theories, but few studies have investigated this issue. This study reveals the mediating and moderating mechanisms through which the HR-Performance link exerts its influence.

Workplace Bullying and the Challenge of Pre-emptive Management: A Dual Case Analysis

literatinetwork@emeraldinsight.com (Martin Beirne, Paul Hunter) — Fri, 26 Jul 2013 00:00:00 +0100

Abstract

Purpose - This article takes a critical look at anti-bullying initiatives at work. It questions current prescriptive thinking about effective ways of tackling workplace bullying, illuminating neglected contextual conditions and organizational constraints that have a bearing upon attempts to develop and sustain pre-emptive management programmes.Design/methodology/approach - A qualitative case approach was employed for a comparative analysis of two anti-bullying initiatives, one each in the public and private sectors.Findings - The case results challenge the popular belief that business needs provide an impetus to coherent action against mistreatment at work, revealing the significance of local reactions and the mediating influence of competing subcultures and group identities on the ‘working out’ of formal initiatives. Research limitations/implications - This research underlines the importance of extending bullying research to include more in-depth and applied work on the problems of enacting and sustaining anti-bullying initiatives.Practical implications - Effective action against bullying involves more than policy-making, rule-forming and guideline-setting. It is important to cultivate the resilience of those at the sharp end of anti-bullying projects, and engage with managers and employees who experience difficulties or confront unpalatable changes to their work situation as anti-bullying initiatives develop.Originality/value - This article casts light on an under-researched area, since available literature concentrates on the underlying causes and consequences of workplace bullying. Prescriptions for tackling the problem tend to be drawn out of causal and impact studies with limited empirical evidence about their viability, or analysis of possible constraints on their implementation.

Towards a social model approach? British and Dutch disability policies in the health sector compared.

Fri, 26 Jul 2013 00:00:00 +0100

Abstract

Purpose - Based on the nursing occupation within the UK and the Netherlands’ health sectors which are both highly regulated with policies to increase inclusiveness, the research investigates the interplay between employment conditions and policy measures at sectoral level in order to identify how these both facilitate and limit employment participation for disabled workers.Design/methodology/approach - The research was exploratory in character using qualitative and comparative methods within a case study approach. It draws on statistical data; document analysis; focus group discussion and interviews with key actors in the health sectors in both countries. Findings - Whether the social or medical model predominates, their combined use encourages the employment of disabled persons in the health sector. Arguably the social model, focusing on structural changes, can be seen as more enabling. The Dutch comparison shows that encouraging a sector-specific approach with increased social partnership dialogue facilitates the implementation of the social model, resulting in sectorally appropriate enabling measures.Research limitations/implications - This research highlights the need for a sector-specific approach to disability policy, with development of sectoral monitoring data and evaluation of impact by the social partners. Practical implications - This research highlights the need for a sector-specific approach to disability policy, with development of sectoral monitoring data and evaluation of impact by the social partners. Originality/value - While previous academic research focused on aggregated (national) level only, this research investigates the interplay between training, employment, working conditions and policy measures at sectoral and occupational levels with a view to identifying their influence on employment opportunities for persons with disabilities.