Leadership and Human Resource-Based Strategic Innovation for Sustainable Aviation Management

The chapter studies how transformational leadership influences Human Resource Management practices within the organizational culture of Ethiopian healthcare. With data from 385 healthcare practitioners the research uses quantitative methods to analyze the connections between transformational leadership methods while studying human resource management and organizational culture. The Kaiser-Meyer-Olkin (KMO) test shows ideal data suitability for factor analysis. The research validates transformational leadership and organizational culture constructs through Confirmatory Factor Analysis to verify they produce reliable and valid results. Our SEM analysis with AMOS measures how transformational leadership affects HRM success paths mediated by organizational culture. Our analysis shows that when leaders embrace transformational behaviors they help HR practices with support cultures which create better employee work results and higher satisfaction. HRM systems in healthcare organizations and provides needed guidance for Ethiopian health care administrators.

The Impact of Leadership Behaviours and Organisational Culture on Knowledge Management Practices in Small and Medium Enterprises

By sustainability-driven change, we mean the transformation of a company into an active agent of broad sustainable development. This paper focuses on two key features of this transformation: (i) the key role played by the company's human resource (HR) management system within that process; and (ii) the fact that the transformation involves a variety of agents and that, among others, HR and sustainability managers are pivotal to the success of the process. Gaining consensus between them on those aspects of the HR system that support sustainability-driven change is a key success factor, as it results in a ‘strong' HR management system that sends coherent messages to the organization. In addition, consensus between the two managers can be critical in preparing a compelling business case for sustainability for the senior management of the organization. This paper explores the level of consensus between the HR and sustainability managers using a survey of 89 managers in Italian companies committed to sustainability. The results of our research indicate which elements of an HR management system are seen as important for sustainability-driven change by both the HR and the sustainability managers and what differences in perception exist between them. Based upon our findings, implications for HR practice and research are then advanced and discussed.

Purpose– The purpose of this paper is to propose a new generic human resource management (HRM) system linked to a novel and more developed social and organizational paradigm: the common welfare HRM system.Design/methodology/approach– This conceptual paper builds on the concept of individual consciousness to better understand the differences between the three generic HRM systems. It relates different levels of consciousness to one of the most cited HRM system typologies: the control and the commitment HRM systems. The control HRM system will be related to a low level of consciousness. The commitment HRM system will be related to a medium level of consciousness. And the highest level of consciousness is related to the proposed common welfare HRM system. This latter system of HRM practices will be supported by examples of three very innovative organizations.Findings– This paper presents a new HRM system that intends to foster innovation and creativity all around the organization, and represents a development on the traditional control and commitment. The common welfare HRM system implies a new approach in management and HRM, away from the primacy of the ego, competition and hierarchy.Research limitations/implications– The common welfare HRM system is related to highly innovative organizations and implies a paradigm shift in which a more humanistic view of individuals is offered.Practical implications– The paper clarifies the several HRM practices related to the three HRM systems: control, commitment and common welfare.Originality/value– The paper theoretically underpins the existence of a new and more developed HRM system through consciousness levels and analyzes the particular HRM practices of this new system.

Strategy , in the global business environment, is tied to competitiveness. Human resource management is inextricably linked with other organizational management functions as contemporary organizations are in need of both competent and globally minded human resource talent. To achieve this aim, organizations must exercise care in creating both a strong and sustainable organizational culture. Furthermore, in aviation, risk exists in people, procedures, equipment, acts of nature, security, and so on. The record of safety in the industry shows us that the human element in aviation presents the biggest risk for such reasons as attitude, motivation, perception, ability, awareness level, culture, discipline, ethic, training, and so on. Enterprise/corporate risk management-based strategic approach helps organizations improve performance in both competitive and differentiation areas such as training and awareness, culture and attitudes, individual creativity, and developing innovative risk solutions. In seizing opportunities and minimizing operational losses, managers should integrate their strategy and human resource practices with risk management. We assume that considerable interrelations exist between corporate strategy, human resources management, organizational and national culture, and values of individuals and risk management. These interrelations have the potential to affect corporate strategy. Risk management presents reasonable assurance to improve a corporation’s talent management, competitive human resource management, and employer branding, as well as to ensure effective ways of education and training, and recruit and retain high-performance workers at all levels. Hasan Polatkan Airport which is operated by Anadolu University has a unique structure among international airports in the world in terms of that it is operated by cooperation of government and university and its operations are international. A problem with this research is flexibility, which is needed due to the university’s autonomous structure and dynamic nature of the aviation industry, and conflicts with bureaucracy that have dominant position on government. We will present our research which was designed via the Analytic Hierarchy Process (AHP) methodology applied to personnel selection at Anadolu University Airport. An analytic hierarchy model has been created with the purpose of determining priority personnel selection criteria. The model has been analyzed through a sample using the AHP which is a multi-criteria decision-making method. Saaty Compliance Indicator has been used to understand how close estimated values obtained via AHP to actual data. It is possible that the model developed can be generalized for the aviation industry. We aim to contribute to the management and strategy field via help improvement awareness to the strategic human resource management together with this model.

Despite the extensive literature on multinational companies’ (MNCs) human resource management (HRM) systems and practices from developed countries, there are gaps in the literature concerning emerging countries multinational companies’ (EMNCs) HRM practices and systems at home and host countries. This thesis examines the transfer of HRM practices in Nigerian subsidiaries of MNCs from South Africa (an emerging country). This study empirically examines the similarities and differences of South African MNCs’ HRM systems and practices at both the South African headquarters and the subsidiaries in Nigeria. Purposely, the study attempts to shed light on the nature of the employment practices, the transfer of HRM practices and the factors that influence the transfer process. The study adopted a qualitative approach with data/evidence collected through in-depth semi-structured interviews. It focused on group discussions conducted in the subsidiaries of three South African MNCs in Nigeria. The data was gathered primarily from HR managers, directors and officers in the Nigerian subsidiaries of the South African MNCs. The study revealed that the South African MNCs hybridised their recruitment and selection processes and localised compensation and employee relations. However, performance appraisal, talent management and code of conduct practices were mainly transferred to subsidiaries with minimal adaptation to contextual realities. Further research and practical implications are discussed in this thesis.

A key limiting factor in the scale up and sustainability of HIV care and treatment programmes is the global shortage of trained health care workers. This paper discusses why it is important to move beyond conceptualising health care workers simply as 'inputs' in the delivery of HIV treatment and care, and to also consider their roles as partners and agents in the process of health care. It suggests a framework for thinking about their roles and responses in HIV care, considers the current evidence base, and concludes by identifying key areas for future research on health care workers' responses in HIV treatment and care in low and middle income settings.

<p><strong></strong>The article aims to show selected issues related to safety management system with particular reference to its legal aspects. It is composed of seven parts. The first one outlines the general overview on the problem of aviation safety. In the following passage, substance of safety management in civil aviation is presented. Third part describes key factors determining safety in aviation. In the fourth subtitle, selected issues regarding international regulations concerning safety management systems are discussed with reference to Chicago Convention and Annex 19 which established detailed arrangements for safety management. Subsequently, the author describes the EU legislation related to subject matter as well as major institution in charge of ensuring safety like European Aviation Safety Agency. The las but one subtitle refers to some legal aspects of safety management in civil aviation in Polish law. The summary contains conclusions drawn from the analysis of the both international and polish regulations.</p><p><strong>Purpose</strong> - The paper’s main purpose is to present legal framework of aviation safety management at the level of international, European and polish law. The author also investigates the role of legal regulations in the process of keeping aviation safe with reference to other factors which have a negative influence on aviation safety. </p><p><strong>Design/Methodology/Approach </strong>- A comprehensive analysis of legislation was conducted along with literature review including international publications focused both on the area of management and law. The reference list was selected in such way to show an objective and impartial approach to the subject matter.</p><p><strong>Findings </strong>- The laws regarding safety management in aviation are subject to harmonization but we can observe that the regulations are becoming more and more technical and complex.</p><p><strong>Research limitations/implications </strong>- The limitations of this paper lie in the lack of review of the studies of practical part of the safety management system regulations.</p><p><strong>Practical implications</strong>-The review shows a profound review of legislation which may be used by both managers and lawyer from aviation industry. Moreover, some statistical data is provided in order to emphasize the importance of safety management in the current world.</p><p><strong>Originality/Value</strong>-The article presents analysis carried at three levels of legal regulations, i.e. international, European and local (Polish) which is the best way to show similarities and point out differences. </p><br />

Using an institutional lens, we investigate the isomorphic effects of both external and internal contexts on human resource management (HRM) systems. Our analysis uses data from 4768 organizations across 34 countries to focus on the similarities in HRM systems. By employing distance matrices, a commonly adopted method in geographic science, we find that both external and internal contexts affect (dis)similarities in HRM systems. Organizations in similar environments exhibit more similar HRM systems. Furthermore, we find that the devolvement of HRM activities from HRM to line management reduces the similarity of HRM systems across organizations. By contrast, a strong strategic position of HRM does not yield a comparable effect. Our study's main contributions include elucidating the multifaceted relationship between context and HRM, highlighting the HRM department's role in this relationship, clarifying the context–HRM connection via the concept of isomorphic pressures, and illustrating the use of distance matrices as tool with great explanatory power for the analysis of similarities among HRM phenomena.

This study explores the relationship between HRM (human resource management) systems and performance using data from 192 manufacturing companies operating in Pakistan. This study examines this relationship in two ways: direct impact of HRM systems on performance and indirect impact or effect of HRM systems on performance through HR outcomes. The HRM systems include the practices of participative leadership, job security and training and development. The results of regression analysis suggest that the individual HRM practices impact the performance significantly in isolation but these direct effects are insignificant when HR outcomes mediate the relation between HRM systems and performance. The configuration of HRM practices showed a significant impact on performance. These impacts are more profound when management uses HRM practices to elicit the employee’s attitudes/behaviors in terms of job satisfaction and work motivation. The results of structural equation modeling also suggest the prediction that the HRM systems impact performance more significantly through HR outcomes. Hence the study emphasizes the systematic and integrated use of behavior oriented HRM practices in order to achieve competitive advantage.

This paper is a part of a research project on environmental management systems (EMS) in aviation and aerospace industries. The research aim is to define the key indicators to promote the implementation of environmental management systems (EMS) in aviation and aerospace industries, achieving employees' engagement. The research objectives focus on investigating factors that influence the commitment of aviation staff's on environmental management; how to develop employees' knowledge and examine their view on how environmental management practices could be applied in aviation industries. The baseline of personnel's environmental attitude and knowledge on ISO 14001 is presented. The research methodology is developed using the online survey distributed to the employees of aviation and aerospace industries globally, receiving 330 responses. The data analysis is quantitative descriptive analysis. The study's findings show that employees' engagement could be improved using a model including an environmental scheme, the organisation's culture, and the implementation of ISO14001 requirements.

This paper is a part of a research project on environmental management systems (EMS) in aviation and aerospace industries. The research aim is to define the key indicators to promote the implementation of environmental management systems (EMS) in aviation and aerospace industries, achieving employees' engagement. The research objectives focus on investigating factors that influence the commitment of aviation staff's on environmental management; how to develop employees' knowledge and examine their view on how environmental management practices could be applied in aviation industries. The baseline of personnel's environmental attitude and knowledge on ISO 14001 is presented. The research methodology is developed using the online survey distributed to the employees of aviation and aerospace industries globally, receiving 330 responses. The data analysis is quantitative descriptive analysis. The study's findings show that employees' engagement could be improved using a model including an environmental scheme, the organisation's culture, and the implementation of ISO14001 requirements.

This study takes a contextualized approach to examine the structures, measures and predictive value of four human resource management (HRM) systems in China. Synthesizing the established concepts in the Western literature with the indigenous practices in the Chinese workplace, we contextually adapt the conceptual components of commitment-based, collaboration-based, controlled-based and contract-based HRM systems. Using data from 224 organizations, we found a pluralistic structure of the HRM systems, consisting of two discriminant dimensions within each HRM system, and a high-order model encompassing all HRM systems. In addition, we found different predictive value of the HRM systems firm innovation, cost reduction and bottom-line performance. Ideas for future research and practical implications are also discussed.

South African MNCs' HRM Systems and Practices at the Subsidiary Level: Insights From Subsidiaries in Ghana

Purpose– The purpose of this paper is to investigate the impact of human resource management (HRM) systems (expressed by content, process and climate) on organizational performance through the mediating role of psychological contracts (expressed by employer and employee promises fulfilment).Design/methodology/approach– The study examines theoretical relationships in the Greek context, based on structural equation modelling (SEM) estimation, using a sample of employees from both private and public sector organizations.Findings– The study finds that the impact of HRM content on organizational performance is less strong compared to its impact through HRM process. Additionally, the study finds that psychological contract partially and positively mediates the HRM – performance relationship, where the impact of HRM on organizational performance through employee promises fulfilment is stronger than that through employer promises fulfilment.Research limitations/implications– The study does not allow for appropriately investigating dynamic causal inferences due to the cross-sectional nature of data. Additionally, considering that Greece is experiencing a severe economic and financial crisis, the findings from this unique context may not generalize across borders.Practical implications– For improving organizational performance, managers and decision makers should make their HRM systems more visible, understandable, legitimate and relevant. At the same time they should make HRM systems more instrumental, valid and consistent of HR messages.Originality/value– Investigations into the relationship between HRM systems and organizational performance have become increasingly common. Nevertheless, empirical studies that measure the influence of HRM systems, which integrate both content and process, on organizational performance are still rare. This paper partially fills this gap.