Organizational effectiveness, people and performance: new challenges, new research agendas

2014 ◽  
Vol 1 (1) ◽  
pp. 2-13 ◽  
Author(s):  
Paul Sparrow ◽  
Cary Cooper
Keyword(s):  
Human Resource ◽  
Organizational Effectiveness ◽  
Organization Design ◽  
Performance Outcomes ◽  
Senior Managers ◽  
Content Type ◽  
The Past ◽  
Research Agendas ◽  
And Performance ◽  
Strategic Outcomes

Purpose – As founding editors of the Journal of Organizational Effectiveness: People and Performance, this paper welcomes the beginnings of a new academic community. The purpose of this paper is to outline why both academic researchers and organizational practitioners need to enter into and be guided by a new debate and new set of expertise. It signals the sorts of research agendas that need to be addressed in this field. Design/methodology/approach – The paper establishes the future research agenda for organizational effectiveness. It reviews historic literature and traces the development of the field of organizational effectiveness from: early analysis of political judgements about effectiveness; systemic analysis of the intersection of profitability, employee satisfaction and societal value; debates over stakeholder, power, social justice and organizational fitness, resilience and evolution; the importance of mental models of senior managers; how organizations use changes in work system design and business process to modify employee's mental, emotional and attitudinal states; and the use of an architectural metaphor to highlight the locus of value creation perspectives. Findings – There are many echoes of the debates and concerns today in the past. The paper shows how current concerns over strategic and business model change, organization design, talent management, agile and resilient organization, balanced scorecard, employee engagement, advocacy and reputation can be informed, and better contextualized, by drawing upon frameworks that have previously arisen. Research limitations/implications – The paper argues that the authors must adopt a broad definition of performance, and examine how the achievement of important strategic outcomes, such as innovation, customer centricity, operational excellence, globalization, become dependent on people and organization issues. It signals the need to focus on the intermediate performance outcomes that are necessary to achieve these strategic outcomes, and to examine these performance issues across several levels of analysis such as the individual, team, function, organization and societal (policy) level. Practical implications – The audience for this paper and the journal as a whole is academics who work on cross-disciplinary research problems, the leading human resource (HR), strategy or performance research centres, and finally senior managers and specialists (not just HR) from the internal centres of expertise inside organizations who wish to keep abreast of leading thinking. Originality/value – The paper argues the need to combine human resource management perspectives with those from decision sciences, supply chain management, operations management, consumer behaviour, innovation, management cognition, strategic management and its attention to the resource-based view of the firm, dynamic capabilities, business models and strategy as practice. It argues for a broadening of analysis beyond human capital into related interests in social capital, intellectual capital and political/reputational capital, and for linkage of the analysis across time, to place the novelties and contexts of today into the structures of the past.

The top ten reasons that key managers leave

2014 ◽  
Vol 22 (2) ◽  
pp. 36-38 ◽  
Author(s):  
Clinton Longenecker ◽  
Lawrence S. Fink
Keyword(s):  
Performance Outcomes ◽  
Business Leaders ◽  
Senior Managers ◽  
Management Turnover ◽  
Content Type ◽  
Managerial Talent ◽  
Frequent Failure ◽  
And Performance ◽  
Practical Implications ◽  
Powerful Incentive

Purpose – Presents the top ten reasons that senior managers identified for business leaders voluntarily leaving their current employers. Offers recommendations to prevent organizations from unnecessarily losing their managerial talent. Design/methodology/approach – Presents the top ten reasons that senior managers identified for business leaders voluntarily leaving their current employers. Offers recommendations to prevent organizations from unnecessarily losing their managerial talent. Findings – Reveals that: bad bosses drive out good leaders; toxic and dysfunctional work cultures drive up management turnover; unethical or illegal business dealings tell managers it is time to go; when managers are consistently disrespected and disempowered it leads to them having a sense of being disenfranchised; professional stagnation creates a powerful incentive to leave; when business leaders find themselves consistently working in an environment where they are asked to pursue overly aggressive goals and performance outcomes without the requisite tools, staff, information, budget, authority, planning or access, they experience high frustration and frequent failure; less-than-competitive compensation causes managers to look for new employment; being on a sinking ship will cause managers to exit when hope is lost; and when managers are not challenged or feel bored they look for greener pastures. Practical implications – Challenges organizations to review the key lessons derived from the study and to use this knowledge to reduce the loss of critical managerial talent. Social implications – Highlights how organizations can gain competitive advantage by holding on to their key personnel. Originality/value – Unlike most previous studies, which concentrate on lower-level employees, looks at the factors that cause managers to resign.

Human resource management and organizational effectiveness: yesterday and today

2014 ◽  
Vol 1 (1) ◽  
pp. 35-55 ◽  
Author(s):  
Randall Schuler ◽  
Susan E. Jackson
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Organizational Effectiveness ◽  
Current Work ◽  
Content Type ◽  
The Past ◽  
Multiple Stakeholder ◽  
Stakeholder Model ◽  
The Relationship

Purpose – The purpose of the paper is to describe how the understanding of the relationship between human resource management (HRM) and organizational effectiveness (OE) has evolved during the past three decades and to provide examples how firms are using HRM to improve their OE today by addressing several challenges that result from a broader stakeholder model. Design/methodology/approach – This paper reviews the past and current work on the relationship between HRM and OE. Findings – This findings indicate that the relationship between HRM and OE is very different when comparing the past with the current work on the relationship between HRM and OE. A major reason for this is the current work on OE uses the multiple stakeholder model that accounts for many more stakeholders than the past work. Practical implications – Human resource (HR) professionals have the opportunity to demonstrate many ways by which HRM can influence OE, and not just solely on the basis of firm profitability. Thus the use of the multiple stakeholder model today offers the HR professional and the HR profession many more opportunities to demonstrate their importance and impact. Originality/value – A systematic review and comparison of the past and current relationship between HRM and OE using the multiple stakeholder model have not been using both the viewpoints of both academics and practitioners.

Intrapreneurship in the digital era: driven by big data and human resource management?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Wenhai Wan ◽  
Longjun Liu
Keyword(s):  
Big Data ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Business Performance ◽  
Senior Managers ◽  
Content Type ◽  
Mediating Role ◽  
Digital Era ◽  
And Performance

Purpose This study aims to investigate whether big data enabling (BDE) and empowerment-focused human resource management (EHRM) can effectively promote employee intrapreneurship and their effects on platform enterprises’ innovation performance. The paper also examines the contexts under which employee intrapreneurship may affect business performance. Design/methodology/approach Data were collected from 155 platform enterprises in China in the form of questionnaires. Participants were mainly middle and senior managers with a comprehensive grasp of the enterprises’ information. Findings The results indicated that BDE, EHRM and their synergy positively influenced employee intrapreneurship, which could potentially extend to enterprise performance. Specifically, employee intrapreneurship played a partial mediating role between BDE, EHRM and performance, and a whole mediating role between synergy and performance. Finally, platform strategic flexibility played a positive moderating role between employee intrapreneurship and performance. Practical implications Platform enterprises should focus on the construction and utilization of big data and EHRM to stimulate organizational vitality. They also need to encourage employees to start businesses and build more flexible strategies to adapt to the dynamic economic environment. Originality/value This is an empirical study on the effect mechanism of big data and HRM on employee intrapreneurship and platform enterprises’ performance in China. The paper combined big data, HRM and employee intrapreneurship, which broke through the previous research on enterprise entrepreneurship and social entrepreneurship. The findings guide platform enterprises to stimulate organizational vitality and achieve better performance in the digital era.

Corporate governance practices and firm performance: a configurational analysis across corporate life cycles

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Hala M. Amin ◽  
Ehab K.A. Mohamed ◽  
Mostaq M. Hussain
Keyword(s):  
Corporate Governance ◽  
Firm Performance ◽  
Analytical Approach ◽  
Research Study ◽  
Performance Outcomes ◽  
Life Cycles ◽  
Related Activity ◽  
Content Type ◽  
And Performance ◽  
Country Specific

Purpose This study aims to explore corporate governance (CG) practices that can lead to firms’ better performance in different organizational life cycles. The authors propose a configurational approach to explore how a set of CG practices combine in bundles to achieve high performance outcomes for firms across their corporate life cycles. Design/methodology/approach Fuzzy-set qualitative comparative analysis was used to analyze a sample of data of 21 countries and 9 industries. Data referred to the period of 9 years extending from the year 2005 to the year 2013. Findings This study reveals that there are multiple CG practices that exist through firms that can achieve high firm performance. Moreover, CG practices combine in different ways for firms in their growth, maturity and declining stages. Research limitations/implications This study demonstrates the value of using a configurational analytical approach to explore both the firm and country-specific CG practices (together) that engage firms to achieve the desired level of performance across the corporate life cycles. Practical implications The current study draws attention to the policymakers’ need to assess the current level of regulatory and competitive development of their countries and form policy accordingly. The approach used in the current research study not only offers the linkages between CG and performance to managers as incentives to comply with regulation but also to view CG-related activity as a strategic move. Social implications The approach used in the current research study not only offers the linkages between CG and performance to managers as incentives to comply with regulation but also to view CG-related activity as a strategic move. Originality/value This study broadening the focus of CG studies to include a rigorous explanation of the global CG phenomena and to provide effective solutions for the practitioners. Contribution to Impact This study demonstrates the value of using a configurational analytical approach to explore both the firm and country-specific CG practices (together) that engage firms to achieve the desired level of performance across the corporate life cycles.

An empirical investigation of buyer–supplier relationship typologies and their behavioral and performance outcomes

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jin Li ◽  
Linlin Chai ◽  
Chanchai Tangpong ◽  
Michelle Hong ◽  
Rodney D. Traub
Keyword(s):  
Performance Measures ◽  
Online Survey ◽  
Performance Outcomes ◽  
Superior Performance ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Content Type ◽  
Behavioral Dynamics ◽  
And Performance ◽  
Supplier Relationship

Purpose This study aims to examine empirically the existence of four classical and four emerging buyer–supplier relationship (BSR) types and how they differ in terms of behavioral dynamics and performance measures. Design/methodology/approach This study uses an online survey to collect data from 371 purchasing managers in the USA. Findings A cluster analysis statistically supports the existence of five of these eight BSR types, including strategic/bilateral partnership, market/discrete, supplier-led collaboration, captive supplier/buyer dominant and captive buyer/supplier dominant BSRs. Further, ANOVA tests show that these five BSRs differ in terms of behavioral outcomes and performance measures. Research limitations/implications This study is based on a cross-sectional survey so it cannot examine how these BSR types may evolve over time, and it is not suitable to examine some rare types of BSRs. In addition, this study does not consider contextual factors that may moderate the influence of BSR types on the behavioral dynamics and performance measures. Practical implications Managers should consider the potential to be able to develop and enhance a strategic/bilateral relationship with their supply chain partners, which in at least some circumstances can lead to superior performance results. Similar observations can be made with respect to supplier-led and, to a lesser degree, buyer-led collaboration. Originality/value Most existing research of the BSR types is largely a product of theoretical classifications, and there is also a lack of research of their performance implications. This study fills these gaps in the literature.

Shared services: configurations, dynamics and performance

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Philipp Richter
Keyword(s):  
Performance Outcomes ◽  
Shared Services ◽  
Senior Executives ◽  
Content Type ◽  
Configurational Approach ◽  
Operational Capabilities ◽  
Shared Service ◽  
And Performance ◽  
Corporate Support ◽  
Practical Implications

PurposeThe purpose of this paper is to explore the configurations of shared service center (SSC) characteristics, their performance implications and the dynamics of SSC configurations during their implementation.Design/methodology/approachThis study uses the capability-based view and configurational approach to suggest a model that explains performance outcomes of shared service configurations. Survey data are analyzed with a cluster analysis to examine shared service configurations in distinct stages of implementation. Moreover, a lifecycle framework of shared service configurations is conceptualized.FindingsThis study considers shared service configurations as operational capabilities to run corporate support activities. The purpose is to examine the configurations of those capabilities, their performance implications and their dynamics during the shared service implementation.Practical implicationsThe findings help senior executives to effectively implement and transform shared services when deciding to renew corporates' support activities.Originality/valueThis study is one of the first that conceptually and empirically explores shared service configurations, performance and configurational dynamics.

Job insecurity and performance in public and private sectors: a moderated mediation model

2020 ◽  
Vol 7 (2) ◽  
pp. 237-253
Author(s):  
Antonio Chirumbolo ◽  
Antonino Callea ◽  
Flavio Urbini
Keyword(s):  
Job Insecurity ◽  
Moderated Mediation ◽  
Performance Outcomes ◽  
Economic Sector ◽  
Mediation Model ◽  
Content Type ◽  
Moderated Mediation Model ◽  
And Performance ◽  
The Impact ◽  
The Relationship

PurposeThe purpose of this study was to extend our knowledge of the relationship between quantitative and qualitative job insecurity and performance. On the basis of stress theories, we hypothesised that qualitative job insecurity (QLJI) would mediate the negative effect of quantitative job insecurity (QTJI) on two different indicators of performance: task performance (TP) and counterproductive work behaviours (CPWBs). In addition, the authors hypothesised that the effect of QTJI on QLJI would be moderated by the economic sector (public vs private) in which employees worked. Therefore, the authors empirically tested a moderated mediation model via PROCESS.Design/methodology/approachParticipants were 431 employees from various Italian organisations. Data were collected using a self-report questionnaire measuring QTJI, QLJI, TP and CPWBs.FindingsThe results indicated that economic sector moderated the relationship between quantitative and QLJI. Both quantitative and QLJI were related to performance outcomes. Furthermore, QLJI mediated the effect of QTJI on TP and CPWB. However, this mediation was particularly apparent among employees in the private sector, supporting our hypothesised moderated mediation model.Practical implicationsThe results suggest that managers of private and public organisations need to apply different policies to reduce the impact of job insecurity on CPWBs and increase the TP of their employees.Originality/valueThis study attempted to examine the job insecurity–performance relationship in more depth. For the first time, the effects of both job insecurity dimensions on performance were simultaneously investigated, with economic sector as a moderator and QLJI as a mediator.

A competency framework for contractual workers of manufacturing sector

2019 ◽  
Vol 51 (3) ◽  
pp. 152-164 ◽  
Author(s):  
Musarrat Shaheen ◽  
MD Sikandar Azam ◽  
Mahesh Kumar Soma ◽  
T. Jagan Mohan Kumar
Keyword(s):  
Performance Management ◽  
Human Resource ◽  
Manufacturing Sector ◽  
Empirical Studies ◽  
Training And Development ◽  
Content Type ◽  
Competency Based ◽  
And Performance ◽  
Recruitment And Selection ◽  
Depth Interviews

PurposeThe purpose of this paper is to develop a competency dictionary and model for contractual workers of the steel manufacturing sector of India.Design/methodology/approachIn-depth interviews with 30 supervisors and behavioral events interviews (BEIs) with 40 contractual workers were conducted to identify and validate the competencies of the contractual workers.FindingsThe competencies identified are arranged according to the similarity and dissimilarity between it under three broad categories of competencies, i.e., knowledge, skills and attitudes. These categories are used to develop a competency dictionary which has behavioral indicators, and a framework that can be used to map and evaluate the competencies.Practical implicationsThe competency dictionary and the framework developed in the present study will assist human resource practitioners in implementing competency-based human resource processes such as recruitment and selection, training and development and performance management for the contractual workers in the manufacturing sector.Originality/valueThe present study is among the few empirical studies that provide a competency dictionary and a framework of contractual workers in the manufacturing sector of India.

The relationship between learning transfer climates and innovation in public and private organizations in Korea

2014 ◽  
Vol 35 (7) ◽  
pp. 956-972 ◽  
Author(s):  
Hee Jun Choi ◽  
Ji-Hye Park
Keyword(s):  
Organizational Innovation ◽  
Learning Transfer ◽  
Public Organizations ◽  
Performance Outcomes ◽  
Performance Expectations ◽  
Public And Private ◽  
Content Type ◽  
Organizational Type ◽  
Private Organizations ◽  
And Performance

Purpose – The purpose of this paper is to examine the results of an empirical exploration of the relationship between learning transfer climates and organizational innovation. Additionally, factors associated with learning transfer climate that could account for innovation in Korean public and private organizations have been explored. Design/methodology/approach – This study relies on quantitative data obtained from two survey questionnaires. The sample consists of 390 employees working for seven private and five public organizations; further, each employee has completed at least one training program within a one-year period. Findings – Results of the study demonstrate that private, rather than public organizations, have significantly higher mean scores for all five learning transfer climate variables and for perceived organizational innovation. The results of multiple regression analyses reveal that openness to change and performance coaching have common and significant impacts on perceived innovation in both private and public organizations. However, the other three variables (i.e., transfer effort-performance expectations, performance-outcomes expectations, and performance self-efficacy) have varied effects on perceived innovation depending on organizational type. Specifically, transfer effort-performance expectations has a relatively meaningful impact on perceived innovation in public organizations. Performance-outcomes expectations and performance self-efficacy have relatively meaningful effects on perceived innovation in private organizations. Research limitations/implications – The sample for this study consists of employees solely from Korean organizations. Therefore, further studies encompassing a greater sampling variety are required to determine the generalizability of these results. In addition, this study is limited to an investigation of the possible differences between public and private organizations with respect to their learning transfer climates and innovation. In studies to follow, researchers can further investigate these relationships in segmented organizations. Originality/value – The results of this study will assist human resource practitioners to promote innovation effectively and efficiently based on organizational type.

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.

Sign in / Sign up

Export Citation Format

Share Document