Interpersonal trust and team effectiveness are two important aspects of human resource performance in organizations. Despite this, scant attention has been paid to finding out their interrelationship ...and how the constructs vary with respect to industry. This paper attempts to look at the two constructs with the perspective of information technology and manufacturing sectors.
Present article endeavors to develop a conceptual framework of innovation management capability in which the outcomes of earlier research that appeared scanty have been synthesized. The proposed ...conceptualization is a multi-component construct which offers a broader framework of innovation management in organizations. The framework presented here will enable managers to focus on developing their innovation management capability (IMC) and help future researchers to design better their research projects on the theme of IMC. It is expected that organizations which consciously and systematically invest in analyzing the dimensions of managing innovation and enhancing their capability in such a matter have the likelihood of achieving the goal of innovation.
This study assesses the extent of organizational justice perceptions of employees in the nomination process to training programs. The sample consisted of 150 executives working in different ...organizations in India. It was found that there was favorable justice perception among the respondents in the training nomination process. The construct of interpersonal justice was predominately associated with training nominations. Levels of management in their organizational hierarchy and their experience were associated with justice perception. There were no significant differences in justice perception of executives based on their nominations to functional or behavioral programs, duration of the programs and in-house or outstation programs. There was positive correlation between perception of organizational justice and training outcomes such as satisfaction with training.
The weakness of the contemporary trade union movement is mostly attributed to the introduction of economic reforms and new labor practices of the post-liberalization era. This, however, neglects the ...role of the trade union leaders and the social milieu in which they functioned. Based on a micro-level study of full-time trade union leaders of the pre-liberal period of Baroda city, Gujarat, this paper argues: (i) the social milieu constricted the influence of full-time leaders and (ii) the trade union leadership constituted an influence structure, consisting of a hierarchy of leaders designated as 'Bosses' and 'Deputies'.
There has been little research on the entertainment industry trade union Equity, one of the few longstanding examples of a union that organizes contingent workers as core members. An explanation for ...this is considered to be the perception of acting as not 'real' work. The article argues that this perception has analytical relevance and explores the interconnection of historical, ideological and economic issues in accounting for employment phenomena.
Purpose
This paper aims to explore the leadership style of Merrill J. Fernando, founder of Dilmah Tea and chairman of the MJF Group.
Design/methodology/approach
Considers the effects of his ...paternalistic approach to leadership on Dilmah Tea employees and its organizational culture.
Findings
Reveals that the company benefits from high levels of employee commitment, good internal communications and strong teamwork.
Practical implications
Highlights such staff‐welfare provisions as free in‐house staff medical facilities and financial help for the education of employees' children.
Social implications
Explains that charity is a significant part of Merrill Fernando's life and permeates his business. About a third of his wealth is set aside for the Merrill J. Fernando Charitable Foundation.
Originality/value
Provides insight into the workings of an unusual Sri Lankan company.
Purpose - The purpose of this paper is to understand the psychological contract from the employers' perspective, by examining violations where the employer rather than employee is the victim, an ...issue that has so far seldom been addressed in extant psychological contract research. Design/methodology/approach - Small business owners are studied using qualitative interviews, incorporating critical incidents technique. Interview transcriptions have been analysed using template analysis. Findings - The analysis reveals the significant disruption and damage caused by these incidents, with employers involving other employees in their response as they set about the essential repair work required. Employers actively mobilised shared understandings at the normative level of the group, reinforcing and sometimes renegotiating the employee obligations, as they seek to reaffirm their authority in the eyes of all of their employees. This response reflects the collective psychological contracts the employer holds with each of their employees and their concerns to limit the fall-out/damage when one employee commits a violation. Research limitations/implications - The focus on small firms limits the generality of the findings with further research needed both in smaller and larger organisations to explore how organisational size impacts upon the processes identified, and the effect such incidents have when the organisation is represented by agents such as supervisors or managers. This calls for more in-depth qualitative research in order to explore the highly nuanced experiences of employers and their representatives. The implications of the findings suggest the value of more explicit communication of employee obligations to prevent future psychological contract violation, and the role other employees may usefully play in this process. Originality/value - This paper contributes to the much-neglected study of employers' experiences of psychological contract violations committed by their employees.
Over the past three decades, a growing body of international literature points to a relationship between workplace bullying and certain changes to organizational and employment policies. Some of ...these changes include an increase in precarious employment, greater workloads, restructuring and downsizing, and the reduction in third-party intervention in workplace relations. However, while governments and many organizations have introduced policies in response to workplace bullying, there is little evidence that they have been successful in either the prevention or resolution of the problem. This article explores reasons for this apparent policy failure by reviewing workplace bullying literature and using data collected from interviews with policy actors in Australian public sector organizations. What emerges from these analyses is that prevailing theorizations and policy definitions emphasize the individual aspects of bullying and overlook the significance of organizational, employment and cultural factors. The article argues that narrow explanations of workplace bullying limit the capacity of policies to prevent or resolve the problem. Finally, the article concludes by suggesting that a multidisciplinary approach to understanding workplace bullying as a work and employment relations issue is a fundamental step in its prevention.
This paper analyzes the relationships among national institutions, collective bargaining arrangements, and job quality in call center workplaces, using establishment-level survey data obtained in ...2003-2006 in five European coordinated market economies (CMEs) (Austria, Denmark, France, Germany, and Sweden) and three liberal market economies (LMEs) (Canada, the United States, and the United Kingdom). Overall, the authors find lower dismissal rates, more use of high-involvement management practices, and less performance monitoring in the CMEs, consistent with the notion that national institutions can influence employment practices even in more poorly regulated service workplaces. However, workplace-level collective bargaining arrangements and in-house (compared to outsourced) status also were associated with significantly higher measures of job quality across countries. Findings suggest that within CMEs, dual union/works council representation continues to provide important support for job security, participation, and discretion, but that outsourcing can effect a partial escape from this institution.
Extant theories of member participation in unions have sought mainly to explain spot decisions to participate in collective action and therefore are limited in explaining how members can have an ...impact on union governance. This article conceptualizes life-long activism as informal careers that begin with politicizing life experiences, are nurtured through the fulfilment of organizational roles and develop by gaining status and skills both within the union and in the members' community. Data are reported from the Los Angeles Justice for Janitors campaign two decades after initial mobilization occurred there. Existing literature has depicted activism as a response to calculus and stimulus rather than as a search for meaningful work. An alternative perspective is advanced where the force of a calling acts as the main driver of activism in which the union is seen as a vehicle for the pursuit of social justice.
PDF