Aims
The purpose of this paper was to investigate the relationship between high‐involvement human resource management, autonomy, affective organisational commitment and innovative behaviours of ...nursing staff who care for elderly clients.
Background
Nursing teams are increasingly required to demonstrate innovative behaviours that enhance care quality. Nursing leaders need to create environments where nursing staff have sufficient autonomy and feel a sense of commitment to support these behaviours. The appropriate implementation of these processes and practices may lead to greater involvement.
Methods
A cross‐sectional survey‐based research design was employed to explore the experiences of involvement practices, autonomy, affective organisational commitment and innovative behaviours of 567 nursing staff workers from four elderly care organisations in the Netherlands.
Results
The results demonstrate that a bundle of high‐involvement practices positively influences innovative behaviour and that affective commitment and autonomy fully mediate this relationship.
Conclusions
The study highlights the role of autonomy and commitment as routes towards translating involvement practices into nurses’ innovativeness.
Implications for Nursing Management
To create an innovative environment, leaders need to create a positive climate by providing nurses with opportunities to enhance their competence, relatedness and autonomy through active involvement. Leaders should, therefore, encourage involvement as a mechanism to promote innovation.
Anticipating the post‐Covid‐19 period, the need for innovation remains urgent, with the innovative work behaviour (IWB) exhibited by employees being a crucial aspect. Since Scott and Bruce (1994) ...wrote about this behaviour, many IWB‐related factors have been found. In this study, we distinguished various employees' personal innovation properties as IWB‐related factors: creativity, psychological empowerment, optimism and work‐contextual factors like room for autonomy, leadership, multidisciplinary innovative teamwork and external contacts. In our qualitative research within two innovative Dutch companies (Philips and Topicus), we interviewed 49 employees, most with a high degree of IWB, and their 22 managers to uncover the relation between the factors and IWB. Earlier research provided rich information about IWB and its factors, mostly from an organizational viewpoint. Our research focuses on the employees themselves, who are showing IWB. We assumed at the start of our research that in addition to these factors, there must be an overall energetic stimulus, because innovation is a process with many obstacles. Therefore, we introduce the concept of innovation energy, which converts employees' innovation properties into innovative work behaviour. This outcome can be used in further research and in the managerial and HRM practice.
The purpose of this volume is to examine new ways of working, technologies and working environments and the impact of these on our behaviors at work. Addressing trust, social cohesion and diversity, ...leadership, teamwork and innovative work behavior, we show that NWW-practices are changing everyone's work anytime, anyplace, anyhow.
Acetaminophen, a nonmutagenic compound as previously concluded from bacteria, in vitro mammalian cell, and in vivo transgenic rat assays, presented a good profile as a nonmutagenic reference compound ...for use in the international multilaboratory Pig‐a assay validation. Acetaminophen was administered at 250, 500, 1,000, and 2,000 mg·kg−1·day−1 to male Sprague Dawley rats once daily in 3 studies (3 days, 2 weeks, and 1 month with a 1‐month recovery group). The 3‐Day and 1‐Month Studies included assessments of the micronucleus endpoint in peripheral blood erythrocytes and the comet endpoint in liver cells and peripheral blood cells in addition to the Pig‐a assay; appropriate positive controls were included for each assay. Within these studies, potential toxicity of acetaminophen was evaluated and confirmed by inclusion of liver damage biomarkers and histopathology. Blood was sampled pre‐treatment and at multiple time points up to Day 57. Pig‐a mutant frequencies were determined in total red blood cells (RBCs) and reticulocytes (RETs) as CD59‐negative RBC and CD59‐negative RET frequencies, respectively. No increases in DNA damage as indicated through Pig‐a, micronucleus, or comet endpoints were seen in treated rats. All positive controls responded as appropriate. Data from this series of studies demonstrate that acetaminophen is not mutagenic in the rat Pig‐a model. These data are consistent with multiple studies in other nonclinical models, which have shown that acetaminophen is not mutagenic. At 1,000 mg·kg−1·day−1, Cmax values of acetaminophen on Day 28 were 153,600 ng/ml and 131,500 ng/ml after single and repeat dosing, respectively, which were multiples over that of clinical therapeutic exposures (2.6–6.1 fold for single doses of 4,000 mg and 1,000 mg, respectively, and 11.5 fold for multiple dose of 4,000 mg) (FDA 2002). Data generated were of high quality and valid for contribution to the international multilaboratory validation of the in vivo Rat Pig‐a Mutation Assay.
In this study, we examine whether the relationship between employees' perceptions of human resource management (HRM) and work engagement is mediated by job crafting. Using conservation of resources ...(COR) theory, we propose that HR practices offer job resources which employees reinvest by displaying job crafting behaviours. Since job crafting involves the pro-active redesign of job characteristics by employees, this study advances the idea that employees are pro-active in their response to HRM and translate perceived HRM practice into attitudinal outcomes through displaying pro-active behaviour. In support of this idea, our results show that the relationship between perceived HRM and work engagement is fully mediated by the job crafting type 'increasing job resources and challenging job demands'. The job crafting type 'decreasing hindering job demands' turned out to be insignificantly related to both employee perceptions of HRM and work engagement.
Abstract
New Ways of Working seems to change the leadership agenda. Activity-based working and home-based work lead to different behaviors of employees. Supervising styles will change from ...command-and-control toward goal-setting-and-trust. This chapter describes the trend and provides new data on the actual use and effectiveness of these new supervision styles. It appears to be a mix of different leadership styles, such as leading by vision, setting targets and control on output, providing trust.
This paper explores the connection between innovation (management) and human resource management. Much has been written about the both concepts separately, but there is no integrated conceptual ...framework available for the combination of the two. Our goal here is to develop such a framework. We do this in a number of steps, starting with a presentation of the existing approaches and models with respect to innovation (management) and HRM. This is followed by a search for the linkage between the two traditions, as a starting point for an integrated model and an in‐depth case study regarding the link between innovation and HRM, in order to further develop our model. We conclude with the presentation of our model and with suggestions for further research.
Abstract
New Ways of Working practices like activity-based working and home-based work lead to different behaviors of employees. Due to these NWW practices, employees choose their own preferred times ...and places to work – albeit to a certain extent and within certain boundaries. This might have an impact on the possibilities for teamwork. Therefore, we suppose that teamwork and teamwork behaviors might moderate the relationship between NWW and outcomes. Does teamwork behavior have an influence on the relation of NWW and productivity or organizational commitment? And how, is it a positive or a negative influence on these relations? This chapter reports the results of an explorative study on the relationship between NWW practices, teamwork behavior, productivity, and organizational commitment. Quantitative data from the questionnaire will illustrate the main issues: the complex linkages between the four components of NWW, the outcome variables, and the effect of different components of teamwork behavior. This chapter describes the issue of teamwork and provides new data on the actual use and effectiveness of the different components of teamwork behaviors.
Abstract
Purpose
The aim of the chapter is to understand the role of trust and social cohesion in the effects of New Ways of Working.
Design
The study consists of a cross-sectional survey (N = 549) ...at a Dutch insurance company with four locations. NWW was introduced in one of the locations 15 years ago, the other locations only recently. We present and test a model in which trust and social cohesion are mediators between NWW and performance.
Findings
The implementation of NWW leads to better performance (Beta 0.16, p < 0.001). However, the main effect is explained completely by the mediating role of trust (between employees-managers and between colleagues) and social cohesion. The number of days working at home has no significant relationship to performance.
Research Implications
The theory and findings of this chapter call for further elaboration in research: more contextualization of these data is needed and more comprehensive theoretical models, such as the role of personality, task and function.
Practical Implications
If employees feel to be trusted by their supervisors and colleagues, the performance will increase, ‘even’ if they work at home or in flexible offices. The implementation of NWW will therefore only be beneficial if there are trustful relations and attention is paid to social cohesion of the group.
Originality
The study is among the first to prove the relationship between NWW and performance and more importantly, it is one of the first in explaining that relationship by pointing on the mediating role of trust and social cohesion.
This paper provides insight into innovation energy, its five working mechanisms, and innovative work behaviour (IWB). Although human energy is often mentioned as an important factor in theories about ...motivation, it is still an unexplored theme in literature. The management of organisations often focuses on the innovation content and neglects the process aspects. Strategic and operational HRM involvement is needed to realising the essential conditions for the innovation energy of innovative employees. An abductive case study on innovation energy took place in five educational departments of one academy at Saxion University of Applied Sciences in the Netherlands. We interviewed 21 innovating lecturers and their five team leaders individually and organised five focus groups with a total of 17 team members. Innovation energy converts individual innovation properties (creativity, psychological empowerment, and optimism) into IWB. Organisations must pay attention to these properties and four other working mechanisms (autonomy, teamwork, leadership, and external contacts) that influence this conversion process. HRM professionals should be involved with innovation processes to realise the right conditions for innovation energy, together with line management. The construct of innovation energy with five working mechanisms gives more insight into the IWB process from the perspective of the engaged employee with IWB. This research contributes to the body of knowledge on IWB, (human) innovation energy, and engagement in relation to HRM.
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