People Management Practices Research Articles

Work-Nonwork Spillover of Wage Justice through Work Capabilities in Low and Middle Income Workers

Wage justice literature asserts that it is the perceived fairness of pay (based on comparison others) instead of actual pay that matters most to an employee. This study therefore investigates the spillover effect of wage justice on life capabilities in the Philippines. It is hypothesized that wage justice will influence life capability through work capabilities such as job empowerment, job satisfaction, and occupational pride. Using data from the Institute of Philippine Culture study on living wages of 500 individuals, a structural equation model was estimated to test the spillover effect. Findings confirms the hypothesis that wage justice influences life capabilities (life satisfaction and physical well-being) through work capabilities. Implications for research on wage justice and capabilities as well as to people management practices in work organizations are discussed.

People Management for Sustainable SMEs

The study identifies people management practices among sustainable SMEs that adopt the Thai philosophy of sufficiency economy. The study adopts multi-data collection methods. 'Grounded theory' is adopted as the approach for data analysis. Emerging people management practices are: 1) identifying core competencies consistent to Thai values; 2) being genuinely concerned for employees; 3) offering life skills training for employees; 4) providing opportunities for employees to suggest ideas and encourage them to take part in decision makings; 5) growing own managers; 6) encouraging employees to contribute to the society and environment. This paper is among the first that explore the relationships between people management practices and corporate sustainability in Thai SMEs and propose theoretical assertions between them for future theory building.

Practice of Workforce Flexibility-Internal, External, Numerical and Functional Flexibility

There is a considerable absence of research literature that evaluates ways in which people management practices such as workforce flexibility operate in different contexts. The purpose of the study is to investigate four workforce flexibility strategies used in export-based firms. These four strategies are external flexibility, internal flexibility, functional flexibility and numerical flexibility. To fulfil the objectives of the study, the paper presents results of four surveys conducted to investigate each of the flexibility strategies in Sri Lanka. Two of these surveys were conducted in the service sector of offshore IT outsourcing, while the other two were conducted in the export-based manufacturing sectors of coir product manufacture and apparel manufacture. In another dimension, two studies were on employees at executive level and above, while the other two were on shop-floor employees. The findings present the employees' interpretation of their experience of each flexibility strategy, and discuss theoretical and practical implications.

Precarização do emprego em um hospital público do Sergipe: um estudo de caso com profissionais da enfermagem

Este trabalho investigou a percepção de precarização do emprego em um hospital público do Estado de Sergipe. O Inventário de Precarização Laboral (IPREL) foi aplicado em 279 profissionais de enfermagem e, após Análise Fatorial por Eixos Principais, rotação Promax, foram extraídos 2 fatores (Higiene Ocupacional e Justiça: α= 0,87; Relações de Trabalho: α= 0,67) que explicam 19,09% da variância dos dados. Trabalhadores de enfermagem pouco vivenciam condições de trabalho adequadas e seguras e percepção de justiça nas relações estabelecidas no trabalho (M = 1,5; DP = 0,52), ainda que acusem razoável ocorrência, por parte da organização empregadora, de práticas de gestão de pessoas voltadas ao reconhecimento profissional, à participação nas tomadas de decisões e à observação das obrigações trabalhistas remuneratórias (M = 2,0; DP = 0,51). Os resultados apontam para um quadro mais crítico referente às condições materiais de trabalho e relações de equidade, sinalizando a necessidade de melhorias corretivas.

Convergence of management practices in India’s IT sector with ana priorivalidation

PurposeThe purpose of this paper is to document similarities and differences between management practices of different types of organizations in India’s IT sector through an empirical survey. The authors expected these differences to be significant enough for us to be able to groupa priorithis set of companies meaningfully through cluster analysis on the basis of the similarity of their management practices alone.Design/methodology/approachUsing a mixed-methods approach, 73 senior-level executives of companies working in India’s IT sector were approached with a pretested questionnaire to find out differences on eighteen management practices in the areas of operations management, monitoring management, targets management and talent management. The different types of organizations surveyed were small and amp; medium global multinationals, large global multinationals, small and medium Indian multinationals, large Indian multinationals and small and medium local Indian companies. The differences and similarities found through statistical testing were further validateda priorithrough cluster analysis and qualitative interviews with senior-level executives.FindingsThe management practices of multinationals in India are moving toward Western management practices, indicating that management practices converge as the organizations grow in size. Though the practices of large Indian multinationals were not significantly different from those of global multinationals, the surprising finding was that large Indian multinationals scored better than global multinationals on a few practices. The practices of small and medium Indian companies differed significantly from those of other types of organizations and hence they formed a cluster.Practical implicationsThe finding that large Indian IT multinationals have an edge over global multinationals in certain people management practices is a confirmation of the role of human resource practices in their current success and their continuing competitive advantage.Originality/valueThis is perhaps the first study of its kind to document state of specific management practices across different types of organizations in India’s IT sector and then use measures on these practices to group a priori these organizations for validation.

MEANING OF WORK FOR MANAGERS IN THE BRAZILIAN CONTEMPORARY BUSINESS CONTEXT

ABSTRACT Purpose: To examine how professionals in managerial positions in Brazil define the meaning of work and thereby initiate a reflection on organizational implications and consequences. Originality/value: This study addresses two research opportunities. It develops the thematic meaning of work beyond professional categories, emphasizing organizational and management positions and approaches in a complementary way, the research on managers that focuses primarily on personal development and execution of the organizational role. Design/methodology/approach: The research approach uses mixed methods-both qualitative and quantitative methods (interview, questionnaire, and focus group). Across all phases, 316 managers and executives participated in the research. Variables of the Meaning of Work (MOW) model supported the data collection. Descriptive and inferential statistics and multivariate data analysis were used for data treatment. Findings: Although recognized as a pleasant, paid activity of high centrality in life, fulfilling intrinsic values (recognition, autonomy, learning opportunities), work has different interpretations based on where it is executed, whom it benefits, extrinsic values expectations, and ability to handle stress factors. Different from other international studies, this work has found possible relationships between the meaning of work and organizational culture. The meaning of the work of managers has organizational implications by impacting daily work, managerial styles, and the implementation of people management practices.

Good People Management Practices

The adapt ability through innovation has been one of the factors for companies to reposition themselves in the market. They are turning their eyes to people management, with the intention that the relationship between employees and company is exchange, in addition to established processes of innovation. Thus, if the employees provide the delivery of competence, the other is promoted to satisfaction by delivery. Therefore, the article aims to identify the contributions of People Management in the Innovation Process. For this, a systematic search was made in the Web of Science (WoS) database. In the end, it was pointed out that studies that deal with the relationship between innovation and people management are still recent and scarce, but the strategic people management importance is recognized to maintain the human potential balance, of organizational knowledge.

People's Participation, Conservation and Management Practices of Forestry: Some Policy Issues

Degraded forests account for significant share in total land degradation of the state. The major land degradation is seen due to water erosion, which account for 80-90 per cent of the total land degradation. Apart from land degradation, people’s participation and area under Joint Forest Management (JFM) are some of the issues that need to be addressed. The afforestation carried out under employment guarantee scheme (EGS) in the state is as high as 60-70 per cent of the total afforested area of the state. The study revels that in order to maintain ecological balance and conserve its forest resources, the Government of Maharashtra has initiated various measures and programmes. Although the measures adopted in more recent times have resulted in an increase in afforested area as well increase in plantations under various crops, these measures have also some adverse effects, especially in terms of harvesting of produce and thereby net returns from state forestry.

As relações entre as práticas de gestão de pessoas e o desenvolvimento de vínculos com a organização: um estudo em uma empresa de contabilidade

The objective of this article is to investigate the relationships between the organizational commitment (RODRIGUES; BASTOS, 2011) and the employees' organizational entrenchment (RODRIGUES, 2009), human resources practices and agency-community models of people management (ROUSSEAU; ARTHUR, 1999) adopted. For this aim, 107 questionnaires were applied to an accounting firm located in the city of Salvador, Bahia. It´s a quantitative study based on descriptive and correlational analyzes. High scores were identified regarding commitment, people management practices and the agency-community people management model. It is also noticeable the incidence of entrenchment, but at lower levels when compared to the impairment. There is a high degree of correlation between commitment and entrenchment, people management practices and commitment, people management practices and entrenchment, community model and commitment and the agency-community model and entrenchment.

The Forced Migration Crisis and the Role of European Corporations: A Point of View

In this article we consider the role of European corporations in dealing with the forced migration crisis that Europe is currently witnessing. From the case of the immediate refugee crisis in Europe, we move our focus toward the longer‐term aspects of forced migrations. Demonstrating the multifaceted nature of the forced migration phenomenon, we first problematize the irresponsible behaviours of corporations and the effect of such behaviours on the environment and affected populations. Second, we suggest that corporations should favour an inclusive economy that facilitates the integration of forced migrants, materialized within the workplace in the form of inclusive people management practices. We conclude our point of view by proposing that reverting to the social context is an absolute necessity in order for organizations to effectively address the issue of forced migrations. We finally suggest strong actions that could support the revival of the social role of corporations.

RESPONSABILIDADE SOCIAL CORPORATIVA :

Este artigo avalia as percepções de funcionários do departamento comercial de uma empresa recicladora de lâmpadas fluorescentes (que, portanto, tem a RSA em seu modelo de negócio) sobre aspectos relacionados à RSC. O objetivo geral do trabalho é responder à questão: qual a percepção dos funcionários do departamento comercial de uma recicladora de lâmpadas sobre aspectos ligados à RSC sob os pontos de vista da gestão da imagem interna e externa da empresa? Para sua realização foi elaborado um estudo de caso qualitativo, que avalia a percepção de funcionários de uma empresa recicladora de lâmpadas fluorescentes sobre práticas de gestão, e verifica se estas se aproximam mais da RSA ou da RSC. O instrumento de pesquisa é um questionário, cujo link na plataforma Google Forms foi distribuído a uma amostra de conveniência (40 funcionários do departamento comercial, dos quais 29 responderam). A análise qualitativa dos dados permitiu conhecer pontos fortes e de atenção da empresa, no que se refere a RSA, RSC e práticas de gestão de pessoas, conforme percepção dos colaboradores. Os resultados analisados permitiram identificar que a empresa se aproxima mais da RSA do que da RSC, segundo funcionários do departamento comercial. Ao articular os resultados com a revisão de literatura, incluiu-se o conceito de greenwashing, que não constava do referencial teórico, mas acabou sendo identificado na interpretação dos dados. Considera-se que uma contribuição deste artigo está na diferenciação entre RSA e RSC a partir da visão de profissionais de vendas de uma empresa cujo modelo de negócio se baseia em soluções ambientalmente corretas.

Managing people and learning in organisational change projects

PurposeThe purpose of this paper is to assess the influence of people management practices on the outcomes of organisational change projects through their contributions to organisational learning. The contributions to their outcomes of particular corporate and project-specific people management practices are considered.Design/methodology/approachCase studies of two organisational change projects undertaken by Arts Council England during 2006-2007 are used to examine how far and in what ways people management practices influence the outcomes of such projects. Organisational change is considered as an instance of organisational learning, which in turn is examined in relation to the twin activities of developing new ideas and internal sense-making.FindingsEvidence is presented that certain people management practices, individually and in combination, influence the outcomes of organisational change projects significantly through their contributions to organisational learning.Research limitations/implicationsResearch into the influence of particular people management practices, and the contexts and processes through which it is exerted, is necessary to develop more generalisable conclusions. This influence is liable to be invisible to less granular research into people management as a general construct.Originality/valueResearch into the use of project management methods specifically to implement organisational change is sparse. The findings of this paper contradict findings from research into the influence of people management on project outcomes in general, which suggest that it does not have a significant effect.

COLLECTIVE COMPETENCIES AND STRATEGIC PEOPLE MANAGEMENT: A STUDY CARRIED OUT IN FEDERAL PUBLIC ORGANIZATIONS

ABSTRACT Purpose: To identify whether public organizations that adopt the competency-based management model consider the collective component of competencies in their management practices. Originality/value: The academic literature highlights the potential of collective competencies to achieve organizational objectives, but there is a mismatch between the theoretical perspective and people management practices, which was confirmed throughout the study. Design/methodology/approach: The field research was carried out in three federal public organizations. Evidence was collected from documentary analysis and semi-structured interviews with ten employees from the respective Personnel Management areas. Findings: There was an isolated presence of attributes and sources of creation of collective competencies, which proved to be insufficient to determine their presence in the organizations under analysis.

People Management Practices and Organizational - Success Indicators of Family-Owned Higher Education Institutions (FHEIs) in the Second District of Laguna: Basis for Model Development

Family-owned higher education institutions (FHEIs) strive to attract and retain well- equipped and engaged employees. This undertaking was conducted to explore the FHEIs people management practices and organizational-success indicators. To design the people management model, the study assessed the people management practices, job satisfaction, and the work commitment of teaching and non-teaching staff. The study used the combined quantitative and qualitative approaches. The use of questionnaires and interview was systematically combined to generate data needed. The study revealed that the people management practices as assessed by the department heads and teaching and non-teaching staff were moderately effective. There were numerous issues and challenges identified, and the actions taken were also presented. The teaching and non-teaching staff were satisfied with their job and moderately committed to their work. The FHEIs HR professionals should start taking a strategic role to help FHEIs respond effectively to the challenges and issues of contemporary educational institution.

Job Insecurity as a Predictor of Conflict in Botswana Construction Industry

The construction sector continues to play a significant role in the socio-economic development of many nations, most importantly, today’s emerging economies. Although the sector is labour intensive and employees play critical roles in various projects and their success, there has been little research on people management practices and policies. Obtaining data from 617 employees working in eight Botswana construction companies, this study investigates employees’ perceptions of job insecurity and conflict in domestic-owned and Chinese-owned companies. The results show that there is a significant positive relationship between temporary work and perception of job insecurity and as such, job insecurity is positively related to conflict; these have large and significant impacts on deviant workplace behaviour. Also, there is statistically significant difference between males and females in both types of companies on how they perceive job insecurity as the cause of conflict, which needs to be addressed in human resource management to ensure better labour relations and higher labour productivity.

High‐performance work systems and creativity implementation: the role of psychological capital and psychological safety

Unimplemented creative ideas are potentially wasted opportunities for organisations. Although it is largely understood how to encourage creativity among employees, how to ensure this creativity is implemented remains underexplored. The objective of the current study is to identify the underlying mechanisms that explain the relationship between high‐performance work systems and creativity implementation. Drawing from the job demands–resources model, we explore a model of psychological capital and psychological safety as mediators in the relationship between high‐performance work systems and creativity implementation. Based on 505 employee survey responses, the findings show support for the mediating relationships, highlighting the importance of psychological mechanisms. The study has important implications for HRM, uncovering how people management practices can encourage creativity implementation in the workplace.

The development of a talent management framework for the private sector

Orientation: Talent management is a strategic priority especially for profit-generating organisations in the private sector. Limited research has been conducted on the theoretical development of talent management. The need for talent management is also triggered by a need to align and integrate people management practices with those of the organisation in order to achieve strategic execution and operational excellence.Research purpose: The primary aim of the study was to develop a talent management framework for the private sector. The research proposed to conduct an in-depth exploration of talent management practices in key and leading organisations already in the mature stages of talent management implementation in South Africa.Motivation of the study: There is a need for the development of best practices in talent management – where talent management strategy is designed to deliver corporate and human resource management strategies. The formal talent management initiative would be linked to the human resources management function and will flow vertically from the corporate strategy-making process.Research approach, design and method: The modernist qualitative research approach was applied to the study. Data were collected through semi-structured interviews (18 persons were interviewed in total). Analytical induction method was instrumental in facilitating the overall data analysis, while constructivist grounded theory assisted with the operationalisation of the data analysis.Main findings: The study has mapped out key dimensions which are essential for the implementation of talent management. The dimensions of talent management are attraction, sourcing and recruitment, deployment and transitioning, growth and development, performance management, talent reviews, rewarding and recognising, engagement and retention. With each of the above-mentioned dimensions, the activities that are to be carried out to achieve the outcome of each dimension are specified.Practical and managerial implications: Role clarifications pertaining to talent management responsibilities and accountabilities are still unclear in most instances. Early identification of key role players and articulation of duties will lead to ownership and clear accountabilities for the successful implementation of talent management.Contribution/value add: The study brought to light critical factors for organisations in the private sector to consider for the successful implementation of an integrated, holistic and comprehensive talent management framework. The proposed framework guides talent management practices within companies in the private sector by highlighting activities to be carried out to achieve outcomes per talent management dimension.

A transformative service research agenda: a study of workers’ well-being

ABSTRACTInterest in workers’ well-being is mounting – a key driver being the growing recognition that well-being is linked to performance. Utilizing a transformative service research (TSR) agenda, this study examines how people management practices impact the well-being of hospitality and retail workers. Comparing the experiences of permanent and precarious workers, we find it is not employment practices per se that promulgate feelings of insecurity and inferiority; rather, it is the attributions ascribed to them. This has practical implications. Most notably, some of the deleterious effects of precarious employment might be mitigated where careful attention is paid to the motives underlying an organization’s people management practices. Theoretically, TSR offers a more expansive lens for understanding the social exchange occurring in both employment relationships and service encounters, thus contributing significantly to knowledge on mutual gains theories. These findings and their implications are discussed in detail in the paper.

A formative approach to employee retention using structural equation modelling

The study analyses the antecedents of employee retention using a structural equation modelling. Healthcare professionals are critical in the provision of the health sector, particularly nurses who are very valuable to the organisations since they are the ones who provide firsthand service to the patients, it is important to ensure that skilled nurses are retained and the voluntary turnover among them is managed properly. There were 189 sets of questionnaire randomly distributed to the healthcare professionals in hospitals. The questionnaire consists of 100 items with fixed alternative construct questions. The respondents were asked to rate the questions in five point Likert scaling method which allows respondents to understand the questions clearly. The study found that 67% of employee retention is resultant of job involvement, organisational citizenship behaviour, people management practices, organisation loyalty, and employee empowerment. This study provides ample evidences from literature about the predictors of employee retention and provides an empirical base to induce employee retention in hospitals.

A formative approach to employee retention using structural equation modelling

The study analyses the antecedents of employee retention using a structural equation modelling. Healthcare professionals are critical in the provision of the health sector, particularly nurses who are very valuable to the organisations since they are the ones who provide firsthand service to the patients, it is important to ensure that skilled nurses are retained and the voluntary turnover among them is managed properly. There were 189 sets of questionnaire randomly distributed to the healthcare professionals in hospitals. The questionnaire consists of 100 items with fixed alternative construct questions. The respondents were asked to rate the questions in five point Likert scaling method which allows respondents to understand the questions clearly. The study found that 67% of employee retention is resultant of job involvement, organisational citizenship behaviour, people management practices, organisation loyalty, and employee empowerment. This study provides ample evidences from literature about the predictors of employee retention and provides an empirical base to induce employee retention in hospitals.