scholarly journals The complexity of the antecedents influencing accountability in organisations

2017 ◽  
Vol 29 (4) ◽  
pp. 419-439 ◽  
Author(s):  
Hayley Pearson ◽  
Margaret Sutherland
Keyword(s):  
South Africa ◽  
Human Resource ◽  
Empirical Research ◽  
Key Management ◽  
Exploratory Research ◽  
Senior Executives ◽  
Human Resource Professionals ◽  
Senior Managers ◽  
Content Type ◽  
The Individual

Purpose Business, society and academic literature all show an increase in the demand for greater accountability. Although accountability is deemed to be central to performance in the workplace, it is an ever-expanding, complex and elusive phenomenon. There is very little empirical research in human resource literature on accountability’s wide-ranging antecedents and how they are best implemented. This paper aims to set out to identify which factors have the greatest influence when holding an individual to account. Design/methodology/approach Qualitative, exploratory research methods were adopted. Twenty semi-structured, in-depth interviews were conducted with CEO’s, executives, human resource experts, senior managers and consultants in eight industries in South Africa. The data were analysed by thematic content analysis. Findings The findings identified five dominant antecedents that are required to effectively hold an individual to account for their performance. These are the culture and leadership of the organisation, the systems in the organisation, the values and recruitment means of the individual and the clarity of role. For each of these factors, the key management mechanisms were identified. Research limitations/implications The study was done in one country (South Africa) and only with senior executives. Practical/implications A “System of Accountability” model was developed depicting the interdependence of the factors and conceptualising a process that can be followed for human resource professionals and senior management to develop a culture of accountability. Originality/value There is a dearth of literature and empirical research on how to implement a combination of systems to ensure accountability in the workplace. This research offers some solutions to that gap in the literature.

The role of human resource professionals (HRPs) in managing workplace bullying: perspectives from HRPs and employee representatives in Australia

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Nikola Djurkovic ◽  
Darcy McCormack ◽  
Helge Hoel ◽  
Denise Salin
Keyword(s):  
Human Resource ◽  
Policy Development ◽  
Role Models ◽  
Workplace Bullying ◽  
Organisational Culture ◽  
Human Resource Professionals ◽  
Content Type ◽  
Wide Range ◽  
The Individual

PurposeThe purpose of this paper is to examine the perspectives of human resource professionals (HRPs) and employee representatives (ERs) on the role of HRPs in managing workplace bullying.Design/methodology/approachIndividual interviews were conducted with 12 HRPs and five ERs from a wide range of industries. Interview questions were open-ended and sought to gain insight on the views of the individual interviewees.FindingsThe findings address the role of HRPs in bullying scenarios and in the prevention of bullying. Regarding the role of HRPs in bullying, the responses of the participants suggest confusion and ambiguity, with a variety of roles being described ranging from a support-based role through to a protector of management. The participants also noted the importance of the HRP task of policy development, while a distrust of HRPs in bullying scenarios was mentioned. Regarding the effective management and prevention of bullying, the findings demonstrate that HRPs are viewed as having a central role through their particular responsibilities of creating and nurturing a positive organisational culture, as well as through engaging employees in the development of anti-bullying policies.Practical implicationsHRPs believe that they can contribute significantly to reducing workplace bullying through organisational culture (including educating staff and as role models of behaviour) and by engaging staff in the design of anti-bullying policies.Originality/valueThis paper contributes to the literature on workplace bullying by examining within the Australian context the perspectives of HRPs and ERs on how HRPs can prevent and manage workplace bullying.

Identifying the effect of green human resource management practices on lean-agile (LEAGILE) and prioritizing its practices

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Somaieh Alavi ◽  
Hamid Aghakhani
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Practices ◽  
Organizational Level ◽  
Equation Modeling ◽  
Successful Implementation ◽  
Content Type ◽  
The Individual ◽  
Green Human Resource Management

PurposeThe present study attempted to identify, measure and prioritize key green human resource management (GHRM) practices to achieve the lean-agile mindset in the steel industry.Design/methodology/approachFollowing an in-depth review of the literature, this study identifies GHRM practices. Then, the effect of green HRM practices on the lean-agile mindset was evaluated using structural equation modeling (SEM). In the next step, using the fuzzy analytic hierarchy process (FAHP), prioritization of practices that have significant effects on lean-agile mindset were discussed.FindingsThe present study introduced eight GHRM practices. The results of SEM showed a significant and positive effect of all GHRM practices on lean-agile mindset. Prioritization of GHRM practices by the FAHP was defined as green reward management, green education and development, green performance evaluation, green discipline management, green employment, green safety and health management, green selection and green career design.Research limitations/implicationsThe present study suffers from some limitations. First, the research was conducted at a temporal section. Second, this research has been conducted in a particular industry.Practical implicationsThe present study encourages human resource managers to increase their efforts to achieve green employees and put employee greenery in their strategic goals.Social implicationsSuccessful implementation of GHRM programs has positive consequences at the individual, organizational and community levels. Implementation of the identified actions increases employee vitality at the individual level. At the organizational level, the work environment of environmentally friendly organizations is also more attractive to job seekers. Finally, at the social and extra-organizational level, a green lifestyle is spread in the community, which will lead to a healthy and green environment.Originality/valueEmphasizing environmental principles on the one hand and creating the lean-agile mindset on the other are effective factors on maintaining the competitive advantage of industries. In this regard, the present study presented two innovations in HRM literature: (1) assessing the effect of GHRM practices on lean-agile mindset and (2) prioritizing GHRM practices based on the lean-agile mindset.

Mastering Talent Management

2017 ◽  
pp. 31-46
Author(s):  
Nana Yaw Oppong
Keyword(s):  
Human Resource ◽  
Management Strategies ◽  
Popular Literature ◽  
Talent Management ◽  
Senior Executives ◽  
Human Resource Professionals ◽  
Under Five ◽  
The World ◽  
Individual Talent ◽  
Management Diversity

Although companies around the world have made talent management a top priority, most human resource professionals and senior executives believe their organizations have not fully resolved the talent management puzzle. The chapter investigates if there are any indicators that suggest that talent management is a puzzle. Applying mainly review of academic and popular literature, the assessment is done under five headings including talent and talent management definitions; the need for talent management; the root of talent management; talent management strategies and processes, and talent management-diversity integration. It is revealed that albeit being differentiator between organizations that succeed and those that do not, talent management is saddled with uncertainties, lack of clarity, and misunderstanding, which are hurdles that need to be cleared to pave way for more effective talent programs. To overcome these, organizations should avoid one common blueprint to all talent situations, but develop approaches that suit individual talent requirements.

scholarly journals Developing high performance working through case study evidence

2018 ◽  
Vol 32 (2) ◽  
pp. 5-8
Author(s):  
Kirsteen Grant ◽  
Gillian A. Maxwell
Keyword(s):  
Focus Groups ◽  
Human Resource ◽  
Empirical Research ◽  
High Performance ◽  
Design Methodology ◽  
Content Type ◽  
Qualitative Case Studies ◽  
Human Resource Interventions ◽  
Depth Interviews

Purpose This paper aims to theoretically proffer and empirically evidence five inter-related high performance working (HPW) groupings of value to practitioners interested in developing HPW in their organizations. Design/methodology/approach The empirical research is based on three UK-based qualitative case studies. Data are drawn from nine in-depth interviews with managers (three from each case) and three subsequent focus groups (one in each case). Focus groups comprised six, eight, and four employee (non-manager) interviewees. Findings The empirical findings validate the theoretical importance of the five identified HPW groupings. More, they imply a number of relationships within and between the five groupings, confirming the need to view the groupings collectively and dynamically. Originality/value The five HPW groupings provide a foundation for further research to closely evaluate the dynamism within and across the groupings. They also offer practical types of human resource interventions and actions for practitioners to evaluate the strengths and weaknesses of HPW in their organizations.

The responsibilities of the project owner in benefits realization

2019 ◽  
Vol 39 (4) ◽  
pp. 503-524 ◽  
Author(s):  
Ofer Zwikael ◽  
Jack R. Meredith ◽  
John Smyrk
Keyword(s):  
Smooth Transition ◽  
Future Research ◽  
Senior Executives ◽  
Longitudinal Case Study ◽  
Content Type ◽  
Benefits Realization ◽  
Project Phases ◽  
The Individual

Purpose Recent research has proposed the position of a project owner as the individual accountable for realizing target benefits. However, there is a lack of understanding in the literature of this role – in particular, the specific responsibilities of the project owner that can enhance benefits realization and operations performance. The paper aims to discuss this issue. Design/methodology/approach The paper identifies these responsibilities in practice through two studies – a qualitative study, which includes interviews with senior executives who fund projects, and an in-depth longitudinal case study, which describes a company that continuously realizes the benefits from its projects. Findings The results suggest that a project owner should have 22 key responsibilities across four project phases and that an operations manager is often the most suitable candidate to fulfill this role in operations improvement projects. When performing these project responsibilities effectively, operations managers enhance benefits realization and operations improvement. Finally, the paper proposes five hypotheses for future research. Originality/value Based on agency theory, the paper increases our knowledge of the role of the project owner in practice. This new knowledge can enhance the realization of target benefits from projects and ensure a smooth transition from the project to the operations environment.

scholarly journals Exploring HR practitioners’ perspective on employer branding and its role in organisational attractiveness and talent management

2017 ◽  
Vol 25 (5) ◽  
pp. 742-761 ◽  
Author(s):  
Vishwas Maheshwari ◽  
Priya Gunesh ◽  
George Lodorfos ◽  
Anastasia Konstantopoulou
Keyword(s):  
Human Resource ◽  
Multinational Enterprises ◽  
Banking Sector ◽  
Talent Management ◽  
Embryonic Stage ◽  
Structured Interviews ◽  
Employer Branding ◽  
Senior Managers ◽  
Content Type ◽  
Professional Perspective

Purpose The latest research in the field of employer branding highlights a mix of marketing principles and recruitment practices, based on the concept that, just as customers have perceptions of an organisation’s brand, then so do other stakeholders including employees. However, the emphasis has been on organisations, which predominantly operate in developed countries typically with Westernised-individualistic cultures. This paper aims to investigate employer branding for service organisations’ image and attraction as an employer in a non-Western culture. Design/methodology/approach This study examines the perceptions of human resources’ professionals and practitioners on the role of employer branding in employer attractiveness and talent management, within Mauritian banking sector. The data collection for this qualitative study involved semi-structured interviews with senior managers from Mauritian banking organisations, including multinational enterprises, small business unit banks and Mauritian banks. Findings Analysis of the findings showed that organisations, and banks in this case, are increasingly competing to attract highly skilled personnel in various professional areas; therefore, those organisations that attract the best talent will have a distinct edge in the marketplace. Furthermore, findings from the semi-structured interviews with senior managers suggest that employer branding remains at the embryonic stage within the Mauritian banking sector; therefore, a clear need exists for a more developed strategy. Research limitations/implications The outcomes of this study call for re-engineering with regards to managerial collaboration in organisations for the successful design and implementation of the employer branding strategy. The empirical findings from the Mauritian banking sector show that the strategic position occupied by the human resource function is still at an embryonic stage as regards with the competitiveness of banks as service organisations. Practical implications The study presents a need for the development and maintenance of long-term collaborative and trust-based relationships between the human resource and marketing functions. Originality/value The insights provided through this study addresses the dearth of academic research on employer branding on the African continent while providing invaluable information from a human resource professional perspective.

Employability skills: perspectives from a knowledge-intensive industry

2015 ◽  
Vol 57 (5) ◽  
pp. 532-559 ◽  
Author(s):  
Chris Collet ◽  
Damian Hine ◽  
Karen du Plessis
Keyword(s):  
Global Education ◽  
Interprofessional Collaboration ◽  
Senior Managers ◽  
Content Type ◽  
Order Analysis ◽  
Shared Language ◽  
Exploratory Factor Analyses ◽  
Knowledge Intensive ◽  
The Individual ◽  
Industry Sectors

Purpose – While the global education debate remains focused on graduate skills and employability, the absence of a shared language between student, academic and industry stakeholder groups means that defining industry skills requirements is both essential and difficult. The purpose of this paper is to assess graduate skills requirements in a knowledge-intensive industry from a demand perspective as distinct from a curriculum (supply) viewpoint. Design/methodology/approach – Skills items were derived from a breadth of disciplines across academic, policy and industry literature. CEOs and senior managers in the innovation and commercialisation industry were surveyed regarding perceptions of skills in graduates and skills in demand by the firm. Two rounds of exploratory factor analyses were undertaken to examine employers’ perceptions of the skills gap. Findings – First-order analysis resolved ten broad constructs that represent cognitive, interpersonal and intrapersonal skills domains as applied in this industry. Knowledge, leadership and interprofessional collaboration feature as prominent skills. Second-order analysis revealed employers’ perceptions of graduate skills specifically centre on organisational fit and organisational success. An over-arching theme relates to performance of the individual in organisations. Research limitations/implications – The findings suggest that the discourse on employability and the design of curriculum need to shift from instilling lists of skills towards enabling graduates to perform in a diversity of workplace contexts and expectations centred on organisational purpose. Originality/value – In contrast to the heterogeneous nature of industry surveys, the authors targeted a homogenous sector that is representative of knowledge-intensive industries. This study contributes to the broader stakeholder dialogue of the value and application of graduate skills in this and other industry sectors.

Using human resource activities to implement sustainability in SMEs

2016 ◽  
Vol 23 (3) ◽  
pp. 652-670 ◽  
Author(s):  
Christina Langwell ◽  
Dennis Heaton
Keyword(s):  
Qualitative Research ◽  
Human Resources ◽  
Human Resource ◽  
Empirical Research ◽  
Design Methodology ◽  
Research Study ◽  
Structured Interviews ◽  
Content Type ◽  
Qualitative Research Study ◽  
Practical Implications

Purpose – The purpose of this paper is to examine how small- and medium-sized organisations that were already participating in recognised sustainability programmes in Iowa, USA, in how they were utilising activities normally associated with human resources (HRs) to implement sustainability – activities included communication, engagement, incentives and recruitment and retention. Design/methodology/approach – The authors were interested in how small- and medium-sized enterprises (SMEs) were utilising HR functions to implement sustainability. This was an exploratory, qualitative research study utilised semi-structured interviews to obtain data. Findings – Based on the findings, some of the functions are being utilised more than others, with some activities not being implemented at all. Research limitations/implications – This research offers empirical research on how sustainability is achieved in SMEs. Practical implications – This paper outlines some practical methods that any SME could utilise to help implement sustainability within an organisation. Originality/value – This paper adds empirical research on how SMEs are implementing sustainable practices into their operations by using activities normally associated with the HR department.

Westernization or localization of human resource management practices in CIS countries? Evidence from Kazakh firms

2019 ◽  
Vol 14 (3) ◽  
pp. 385-409 ◽  
Author(s):  
Marina Latukha ◽  
Konstantin Malko
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Multinational Corporations ◽  
Human Resource ◽  
Management Practices ◽  
Business Environment ◽  
Exploratory Research ◽  
Content Type ◽  
Hrm Practices ◽  
Cis Countries

Purpose The purpose of this paper is to investigate the peculiarities of human resource management (HRM) practices in Kazakh firms and identify the factors that influence them. Attention is paid to analysis of the country-specific environment, which shapes the peculiarities of HRM and provides discussion on the respective Westernization or localization perspectives. Design/methodology/approach The paper argues that HRM practices are influenced by a number of factors, some of which are rather specific to Kazakhstan and some are common in a Commonwealth of Independent States’ context. The study uses exploratory research which includes the conduction of a survey, consisting of blocks of questions, for data collection. Findings The results show that despite dynamic economic growth of Kazakhstan’s economy, HRM practices are still in transition from those of Soviet heritage to ones that exist in Western multinational corporations. They cannot fully match the country’s needs for HRM development. Several recommendations for the future development of HRM in Kazakhstan are made. Originality/value The study examines the adaptation of HRM practices to the business environment in Kazakhstan.

South African children’s influence tactics: what works and when?

2018 ◽  
Vol 19 (4) ◽  
pp. 432-449 ◽  
Author(s):  
Debbie Ellis ◽  
Mishaal Maikoo
Keyword(s):  
South Africa ◽  
South African ◽  
Deep Understanding ◽  
Family Interactions ◽  
Exploratory Research ◽  
Influence Strategies ◽  
Content Type ◽  
Negotiation Tactics ◽  
Family Consumption ◽  
Marketing To Children

Purpose Family consumption studies have been criticised for using an individualistic or dyadic approach to explore the types of influence strategies that children use to sway parental decisions. In this study, attention is refocused on the voices of South African families within twenty-first-century familial interactions. The purpose of this paper is to explore the prevalence of pester power in South Africa, and to understand the influence strategies used by children and the different categories of products that children attempt to influence the purchasing of. Parental responses to these strategies are also explored to determine their effectiveness. Design/methodology/approach An exploratory research design using quantitative, but mainly, qualitative data, was used to draw insights from 135 families to understand intra-familial negotiation tactics within the context of family consumption and everyday family life. Thematic content analysis was used to extract themes from the responses. Findings The findings suggest that children use everyday family interactions as a resource to select successful pester and negotiation tactics. These children have a relatively deep understanding of how to influence their parents by using different tactics, such as emotional appeals, product requests, purchase justifications and bad behaviour. Children were found to have an awareness regarding the circumstances during which these tactics are more effective. Originality/value The contribution offered by this paper is first to build on calls for perspectives in the African context, when marketing to children and second, to add deeper understanding of the categories that children from South Africa influence, and the negotiating tactics that they use. This also contributes to an understanding of the intra-familial interaction processes leading to the eventual emergence of influence strategies and concomitant consumption behaviour.

Sign in / Sign up

Export Citation Format

Share Document