Human Resource Support Research Articles

Changing roles and responses of health care workers in HIV treatment and care

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.

The Lingering Effects of the Recruitment Experience on the Long‐Term Employment Relationship

AbstractTwo studies (one cross‐sectional and one longitudinal) examine the effects that job negotiation interactional justice perceptions created in the recruitment process have on an employee’s turnover intentions. The findings indicate a long‐term impact of the interactional justice perceptions experienced in the recruitment negotiation on employees’ intent to leave their organization. Specifically, job negotiation interactional justice perceptions have a lingering effect on an individual’s turnover intentions beyond the effects of distributive justice and supportive human resource practices.

Higher Agricultural Universities Serve for “Sannong” by Offering English Human Resources Support System

This paper puts higher agricultural English education how to serve for “Sannong” construction as priority, combining the actual market demand, based on teaching reform in the past few years, tries to explore English nurturing model and curriculum system for real delivery the agriculture-related qualified foreign language professionals. The purpose is to improve agriculture-related quality of personnel, expand the Sannong development as well as to reform the Agricultural Universities English subject training objectives, and explore new ways in the solutions on Sannong issues.

International work in domestic jobs: an individual explanation

Australian firms are attempting to internationalize and to become global companies. One way of staffing the forays into international business is by incorporating international work into domestic jobs. This study sought to understand the factors related to the amount of international work Australians perform in their domestic jobs. Alumni from an Australian university were surveyed, providing 1,046 full-time domestic employees working in a range of industries. Regression analysis showed that, beyond individual and organizational controls, employees performed more international work in domestic jobs when they worked in organizations at higher than at lower international levels with human resource support, worked in jobs at higher rather than at lower managerial levels and had international skills. However, there was no or little link with employees' international attitudes or family situation. As predicted, the managerial level of the job made a difference to the effects of the work environment. Working in MNCs and domestic organizations with operations abroad was related to the amount of international work in domestic jobs performed by senior managers and executives more than by lower and middle managers or subordinates and supervisors. Analysis of open-ended responses shows the major reasons Australians take up domestic international work are money, professional development and challenging content. The major reasons they would not are family commitments and disruption, in contrast to the quantitative results in which family factors are unimportant. The difference between the quantitative and qualitative results and the importance of family factors, international skills versus attitudes and human resource support are discussed.

Does my business need a human resources function? a decision–making model for small and medium-sized firms

The questions of when and what types of human resource (HR) support are needed tend to be unanswerable for small and medium-sized enterprises (SMEs). This article addresses this gap in the strategic HR literature. Hiring, training, employee retention/satisfaction, wages and benefits programs, and worker's compensation insurance are important to SMEs seeking to build strong capabilities and resources and to increase their competitive advantage.This article presents an analysis of the existing HR literature for SMEs. It introduces a decision model to help SMEs choose a cost-effective HR strategy, listing a range of options from hiring the HR function to electronic HR (eHR) and outsourcing

Phoning in sick? An overview of employee stress in call centres

This paper reviews three studies that examine the main causes of employee stress and well‐being in call centres. All three studies were conducted by the author and his colleagues and reveal that employee well‐being in call centres is associated with: effective job design; performance monitoring that is not perceived to be intense and which aims to develop employees; supportive management; and, supportive human resource practices. Furthermore, levels of well‐being in call centres are shown to compare favourably to other forms of work. The studies challenge the image of call centres as “electronic sweatshops” and question the idea that call centre work is inevitably stressful. It is argued that managers have a choice in how to organise call centre work and can take steps to actively design employee stress out of call centre work. Practical recommendations on how to reduce employee stress in call centres are discussed.

The Role of Perceived Organizational Support and Supportive Human Resource Practices in the Turnover Process

A model investigating antecedents of perceived organizational support (POS) and the role of POS in predicting voluntary turnover was developed and tested in two samples via structural equation modeling. Both samples of employees (N = 215 department store salespeople; N = 197 insurance agents) completed attitude surveys that were related to turnover data collected approximately 1 year later. Results suggest that perceptions of supportive human resources practices (participation in decision making, fairness of rewards, and growth opportunities) contribute to the development of POS, and POS mediates their relationships with organizational commitment and job satisfaction. Further, POS is negatively related to withdrawal, but the relationships are also mediated.

The Role of Perceived Organizational Support and Supportive Human Resource Practices in the Turnover Process

A model investigating antecedents of perceived organizational support (POS) and the role of POS in predicting voluntary turnover was developed and tested in two samples via structural equation modeling. Both samples of employees ( N=215 department store salespeople; N=197 insurance agents) completed attitude surveys that were related to turnover data collected approximately 1 year later. Results suggest that perceptions of supportive human resources practices (participation in decision making, fairness of rewards, and growth opportunities) contribute to the development of POS, and POS mediates their relationships with organizational commitment and job satisfaction. Further, POS is negatively related to withdrawal, but the relationships are also mediated.

Employment Issues Harassment

More and more companies are recognising the detrimental effects of harassment or bullying in the workplace, and are taking steps to eliminate it. Here, Nicky Ackerley, of the Human Resource Support Consultancy, outlines some strategies for managerial staff dealing with difficult personalities in the workplace, and offers some practical advice for those who feel victimised

Reward systems can help address an aging and shrinking workforce

Employment Relations TodayVolume 26, Issue 3 p. 53-65 Features Reward systems can help address an aging and shrinking workforce Jerry McAdams, Jerry McAdams jerry_mcadams@watsonwyatt.com Jerry McAdams is national practice leader, reward and recognition systems, for Watson Wyatt Worldwide, located in St. Louis, Missouri. He is also the codirector of the nonprofit Consortium for Alternative Reward Strategy Research (CARS), a national data base for the study of alternative reward plans and their supportive human resource practices, and previously vice president of Maritz, Inc., St. Louis. He consults on the effective alignment of strategic objectives and compensation, reward, and recognition plans. Before joining Maritz in 1973, McAdams held a variety of positions at General Electric for 11 years, working in the U.S. and Europe. He has worked with the American Productivity and Quality Center since 1981. He is a member of the certification faculty of the American Compensation Association (ACA) on “Alternative Reward Strategies.” For the past several years, Jerry has been teaching a course in Europe, Latin America, and Australia on reward and recognition plans and improving customer service. He served as a member of the Reward Systems Committee of the White House Conference on Productivity in 1984. In November of 1994, he testified before the U.S. Congress, House of Representatives Committee, on organizational performance's link to rewards and possible tax code changes. He has spoken at association conferences and written articles on various aspects of reward and recognition systems. His book, The Reward Plan Advantage—A Manager's Guide to Improving Business Performance Through People, was published in 1996, recorded on Fast Track (business books on tape), and translated into Spanish.Search for more papers by this author Jerry McAdams, Jerry McAdams jerry_mcadams@watsonwyatt.com Jerry McAdams is national practice leader, reward and recognition systems, for Watson Wyatt Worldwide, located in St. Louis, Missouri. He is also the codirector of the nonprofit Consortium for Alternative Reward Strategy Research (CARS), a national data base for the study of alternative reward plans and their supportive human resource practices, and previously vice president of Maritz, Inc., St. Louis. He consults on the effective alignment of strategic objectives and compensation, reward, and recognition plans. Before joining Maritz in 1973, McAdams held a variety of positions at General Electric for 11 years, working in the U.S. and Europe. He has worked with the American Productivity and Quality Center since 1981. He is a member of the certification faculty of the American Compensation Association (ACA) on “Alternative Reward Strategies.” For the past several years, Jerry has been teaching a course in Europe, Latin America, and Australia on reward and recognition plans and improving customer service. He served as a member of the Reward Systems Committee of the White House Conference on Productivity in 1984. In November of 1994, he testified before the U.S. Congress, House of Representatives Committee, on organizational performance's link to rewards and possible tax code changes. He has spoken at association conferences and written articles on various aspects of reward and recognition systems. His book, The Reward Plan Advantage—A Manager's Guide to Improving Business Performance Through People, was published in 1996, recorded on Fast Track (business books on tape), and translated into Spanish.Search for more papers by this author First published: 16 January 2007 https://doi.org/10.1002/ert.3910260306 AboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinked InRedditWechat Volume26, Issue3Autumn (Fall) 1999Pages 53-65 RelatedInformation

Organizational differences in recruiting older department store workers in the US

Department store retailers need a reliable and stable labour resource, particularly for entry‐level positions. Older workers may be an alternative labour pool for these positions. The goal of this study is to learn whether department store attributes and recruitment representative characteristics affect the use of formal and informal recruiting strategies in developing an older applicant pool. The findings indicate that small sales volume stores used both formal and informal recruiting practices significantly less than medium or large stores. Further, younger respondents and human resource support staff relied upon informal methods more than formal ones. Finally, highly educated recruiting representatives used formal recruiting methods more than those with less education.

Current limitations on further introduction of renewable energy systems in the South Pacific Five national case studies

This paper identifies problems which are limiting the development of renewable energy in the South Pacific. The discussion is based on information from case studies that were carried out in five countries in early 1995. In discussing the role of international assistance in encouraging the use of renewable energy in the South Pacific, an emphasis is placed on examination of the Australian international aid policy and practices. Shortages of skilled human resources, inappropriate institutions and scarcity of capital resources are major issues impeding the development of renewable energy systems in the South Pacific region. In the future, international aid should give priority to renewable energy; support human resource and institutional development related to energy matters; and also, provide sufficient initial capital for renewable energy.

Bergstrom Hotels: a case study in quality

Total quality management in hotels is becoming more commonplace. But the meaning of total quality management (TQM) is often misunderstood. Presents an overview of TQM and a case study of quality processes in a US hotel company. Bergstrom Hotels of Wisconsin has been practising quality principles since 1989. What started out as a “quality commitment” has evolved into “continuous improvement”. Explains a variety of the tools used by Bergstrom, including the team process, data‐based decision making, and human resource support systems.

Oyster School Stands the Test of Time

Abstract Oyster Bilingual School in Washington, D.C. is one of the oldest, continuously-running two-way bilingual programs in the nation. Some of the innovations that have helped sustain the school's success have been strong parental and community support, maintenance of high academic standards, and ongoing professional development efforts. Cultural, generational, and socioeconomic differences among staff, students, and parents have caused philosophical conflict in the school community; this situation needs to be addressed through professional development activities. Decreasing funds have limited the school's ability to expand and adopt new technologies; this may be resolved through Oyster community activism to gamer political support for better financial and human resources.

Using Supervisory‐based Job Analysis to Integrate and Support Human Resource Programmes

The supervisor job analysis process was initially developed in a large US fast food chain for establishing selection criteria. As supervisors started using this tool, their interest and enthusiasm led the firm to expand it beyond its original purpose to include the other components of performance. The process is discussed and its use by line management in developing job evaluation dimensions, selection criteria, performance appraisal and identifying training needs is described. Finally, the implementation process and effectiveness of the programme is assessed.

Managing Two Fits of Strategic Human Resource Management

A model for developing and implementing human resource management strategies incorporating both an external fit (human resource management fits the developmental stage of the organization) and an internal fit (the components of human resource management complement and support each other) is proposed. Human resource management is seen as having five developmental stages and six strategic components. These are combined to form the Human Resource Strategic Matrix. The implications of these ideas for research and practice are discussed.

Working with the Board on Management Compensation... A Compensation Review Symposium

Boards of directors, directly and through their compensation committee, bring their own experience and ideas to decisions on compensation for company officers and managers, but they also rely on the staff support, counsel, and guidance of the company's top human resources off icer and compensation staff .