scholarly journals Human resource practices as determinants of employees’ intention to leave: a study from a selected South African institution

2016 ◽  
Vol 13 (3) ◽  
pp. 403-409 ◽  
Author(s):  
Muleya D. ◽  
Hlanganipai Ngirande ◽  
Rachidi M.P.
Keyword(s):  
Organizational Culture ◽  
South African ◽  
Human Resource ◽  
Working Conditions ◽  
Academic Staff ◽  
Intention To Leave ◽  
Jel Classification ◽  
Human Resource Practices ◽  
Staff Members ◽  
South African Institution

The success of higher education institutions worldwide lies in the quality of their employees. The study investigated the influence of human resource practices on academic staff members’ intention to leave. The study which was conducted at a selected university in South Africa, consisted of (n = 35 males = 85.7% and female = 14.3%) who completed a questionnaire on their perceptions of human resource practices on employees’ intention to leave. Data was analyzed to determine the human resource practices which have significant influence on employees’ intention to leave. Findings from the correlation analysis indicated a significant relationship between organizational culture, working conditions, remuneration, as well as remuneration administration, and employees’ intention to leave. Keywords: intention to leave, recruitment, organizational culture, remuneration, working conditions, organizational policy. JEL Classification: J63, M12, J31, J81

scholarly journals Corporate Governance Ideology, Human Resource Practices and Senior Staff Salaries

2021 ◽  
Author(s):  
Nicholas Black ◽  
Peter Stokes
Keyword(s):  
Corporate Governance ◽  
Human Resource ◽  
Common Sense ◽  
Human Resource Practices ◽  
Senior Staff ◽  
Staff Members ◽  
Hr Practices ◽  
Managerial Power ◽  
Corporate Goals ◽  
The Common

This chapter examines the link between corporate governance ideology and HR (human resource) practices involved in the important and ongoing issue of senior staff salaries. In the spirit of financialization and hyper-individuals, the mainstream corporate governance ideology promotes beliefs about competitive pay and managerial power. These beliefs shape the design and implementation of HR practices by legitimizing the ‘common-sense’ assumption that senior staff members should, primarily, be rewarded for meeting corporate goals. However, our discussion critiques the use of this corporate governance ideology for encouraging myopia and silence amongst remuneration committee members in response to growing inequality. This is exemplified by an inductive analysis of remuneration committee minutes taken from British universities (n = 67). Interestingly, this example also highlighted a marginalized belief about sacrificial leadership that countered this growth under alternative ideology in the spirit of altruism. The chapter recommends the radical proposal that remuneration committees should expand their remit beyond only considering senior staff salaries and promote HR practices that will embed altruism and equality.

The Risk Management Profession in Australia

2018 ◽  
pp. 112-129
Author(s):  
Adela J. McMurray ◽  
Jean Cross ◽  
Carlo Caponecchia
Keyword(s):  
Risk Management ◽  
Organizational Culture ◽  
Human Resource ◽  
Business Continuity ◽  
Human Resource Practices ◽  
Attitudes And Beliefs ◽  
Anova Analysis ◽  
Organizational Boundaries ◽  
Management Standard ◽  
International Risk Management

This study aimed to identify to what extent Australian organizations have any plans to manage business continuity threats, and the nature and content of these plans. Sixty-four respondents who were risk management professionals were surveyed to explore the Business Continuity Practices within their organizations. The ANOVA analysis showed 39 per cent of the organizations had developed an enterprise-wide plan of which just over half stated that the plan was tested. However, 36 per cent of respondents had no plan, an “informal plan,” were developing a plan, or did not know whether they had a plan. Standardized guidelines for a process to manage risks have been developed across many spheres and countries and are brought together in the international risk management standard ISO31000 (ISO, 2009), which presents a process applicable to all organizations and all risks. Human resource practices that promote consistent communication and an organizational culture that allows business continuity plan values, attitudes and beliefs to become embedded and to move across traditional organizational boundaries are therefore important for gaining the cooperation needed to implement plans in an organization's operational areas pertaining to business continuity.

scholarly journals Laboratory Staff Turnover: A College of American Pathologists Q-Probes Study of 23 Clinical Laboratories

2019 ◽  
Vol 144 (3) ◽  
pp. 350-355 ◽  
Author(s):  
David A. Novis ◽  
Suzanne Nelson ◽  
Barbara J. Blond ◽  
Anthony J. Guidi ◽  
Michael L. Talbert ◽  
...  
Keyword(s):  
Human Resource ◽  
Clinical Laboratory ◽  
Staff Turnover ◽  
Human Resource Practices ◽  
Full Time ◽  
Turnover Rates ◽  
Full Time Equivalent ◽  
Laboratory Staff ◽  
Staff Members ◽  
Clinical Laboratories

Context.— Knowledge of laboratory staff turnover rates are important to laboratory medical directors and hospital administrators who are responsible for ensuring adequate staffing of their clinical laboratories. The current turnover rates for laboratory employees are unknown. Objective.— To determine the 3-year average employee turnover rates for clinical laboratory staff and to survey the types of institutional human resource practices that may be associated with lower turnover rates. Design.— We collected data from participating laboratories spanning a 3-year period of 2015–2017, which included the number of full-time equivalent (FTE) staff members that their laboratories employed in several personnel and departmental categories, and the number of laboratory staff FTEs who vacated each of those categories that institutions intended to refill. We calculated the 3-year average turnover rates for all laboratory employees, for several personnel categories, and for major laboratory departmental categories, and assessed the potential associations between 3-year average all laboratory staff turnover rates with institutional human resource practices. Results.— A total of 23 (20 US and 3 international) participating institutions were included in the analysis. Among the 21 participants providing adequate turnover data, the median of the 3-year average turnover rate for all laboratory staff was 16.2%. Among personnel categories, ancillary staff had the lowest median (11.1% among 21 institutions) and phlebotomist staff had the highest median (24.9% among 20 institutions) of the 3-year average turnover rates. Among laboratory departments, microbiology had the lowest median (7.8% among 18 institutions) and anatomic pathology had the highest median (14.3% among 14 institutions) of the 3-year average turnover rates. Laboratories that developed and communicated clear career paths to their employees and that funded external laboratory continuing education activities had significantly lower 3-year average turnover rates than laboratories that did not implement these strategies. Conclusions.— Laboratory staff turnover rates among institutions varied widely. Two human resource practices were associated with lower laboratory staff turnover rates.

What matters more? The impact of industry and organizational factors on organizational culture

2016 ◽  
Vol 54 (3) ◽  
Author(s):  
Anjali Chaudhry ◽  
Ling Yuan ◽  
Jia Hu ◽  
Robert A. Cooke
Keyword(s):  
Organizational Culture ◽  
Cultural Values ◽  
Human Resource ◽  
Hierarchical Linear Modeling ◽  
Design Methodology ◽  
Leadership Behaviors ◽  
Organizational Factors ◽  
Cultural Norms ◽  
Human Resource Practices ◽  
The Impact

Purpose Writings on organizational culture suggest that cultural values and norms are influenced by factors at the organizational, industry, and societal levels. While the effects of societal and organizational factors have been researched extensively, those of industry factors have not received commensurate attention. This paper investigates the relative importance of industry versus organizational variables in explaining the cultural norms reported by individuals within organizations. Design/methodology/approach The effects of two industry characteristics, (growth rate and research and development intensity) and two sets of organizational factors (leadership behaviors and human resource practices) on the strength of constructive, passive/defensive, and aggressive/defensive organizational cultural norms were investigated. Findings Results of hierarchical linear modeling (HLM) analysis of survey data from 3245 respondents in 424 organizations in twelve different industries revealed significant between-organization variation but no significant between-industry variation in the three types of cultural norms measured. Furthermore, while industry-level factors were unrelated to culture, significant variance in the culture measures was explained by leadership behaviors and human resource practices (use of rewards and fairness of performance appraisal). Research limitations/implications The strength of cultural norms and expectations within an organization evolve in response to attributes specific to the organization and do not necessarily reflect industry characteristics. The results indicate that organizations using surveys to assess their cultures may learn as much (if not more) by comparing their feedback to data on organizations across a spectrum of industries as opposed to organizations exclusively in their own industry. Originality/value Most of the frameworks developed to examine and describe the cultures of organizations delineate specific dimensions or types that are assumed to be relevant to all organizations regardless of the industries within which they operate. The purpose of this paper was to explore the validity of this assumption by investigating the relative impact of industry and organizational factors on organizational culture.

scholarly journals PENGARUH BERANTAI BUDAYA ORGANISASI DAN HUMAN RESOURCE PRACTICES TERHADAP KREATIFITAS DAN KINERJA USAHA UMKM

2018 ◽  
Vol 7 (3) ◽  
pp. 61
Author(s):  
Sulhaini Sulhaini ◽  
Rusdan Rusdan ◽  
Rahman Dayani ◽  
Baiq Ismiwati
Keyword(s):  
Organizational Culture ◽  
Market Orientation ◽  
Human Resource ◽  
Direct Effect ◽  
Business Performance ◽  
Learning Orientation ◽  
Human Resource Practices ◽  
Purposive Sampling ◽  
Learning Orientations ◽  
And Performance

This research aimed at examining the chain of effects of organisational culture and human resource practices towards SMEs’ creativity and performance. The study contributes to the literature by giving explanations related to how human resource practices, market and learning orientations affect the creativity and performance of SMEs. Population in this research was all SMEs producing handicraft, food / beverage and others in Mataram-Indonesia. Sample firms were selected using purposive sampling. The results showed that organizational culture, namely market orientation and learning orientation affect creativity and business performance in different ways. Learning orientation does not have a strong effect on creativity but has a direct effect on business performance. Meanwhile market orientation and human resource practices have no direct effect on business performance but through their influence on creativity. Market orientation and human resource practices ensure high business performance through its influence on creativity improvement. Market orientation becomes a source of creative ideas as its dimensions provide opportunities for SMEs to find useful ideas. Furthermore, human resource practices maintain / motivate employees for continuous creative endeavors, faster and better than to competitors. This creates higher customer value, stronger competitive advantage and greater guarantees business success /business performance.Penelitian ini menguji pengaruh berantai dari budaya organisasi dan human resource practices terhadap kreatifitas dan kinerja usaha UMKM. Studi ini berkontribusi pada literature dengan memberikan penjelasan terkait bagaimana human resource practices, market dan learning orientations mempengaruhi kreatifitas dan kinerja usaha UMKM. Populasi dalam penelitian ini adalah semua UMKM dibidang usaha pengolahan baik kerajinan maupun makanan/minuman dan lainnya. Teknik sampling yang digunakan adalah purposive sampling dari teknik sampling Non-Probability Sampling. Hasil penelitian menunjukkan bahwa budaya organisasi, yaitu market orientation dan learning orientation mempengaruhi kreatifitas dan kinerja usaha dengan cara yang berbeda. Learning orientation tidak berpengaruh kuat terhadap kreatifitas tetapi berpengaruh langsung terhadap kinerja usaha. Sedangkan market orientation memiliki pengaruh yang sama dengan human resource practices, yaitu tidak berpengaruh langsung terhadap kinerja usaha tetapi melalui pengaruhnya terhadap kreatifitas. Market orientation dan human resource practices menjamin kinerja usaha yang tinggi melalui pengaruhnya terhadap peningkatan kreatifitas. Market orientation menjadi sumber inspirasi ide-ide kreatif karena adanya orientasi kepada konsumen dan pesaing memberikan peluang bagi UMKM untuk menemukan ide. Selanjutnya, human resource practices menguatkan motivasi karyawan untuk berkreasi secara berkelanjutan, lebih cepat dan lebih unggul dari pesaing. Hal ini menciptakan keunggulan bersaing yang lebih kuat dan menjadi jaminan kesuksesan usaha/kinerja usaha yang lebih tinggiKeywords :human resource practices, organizational culture, creativity

scholarly journals Measurement of the perceptions of human resource practices in a seemingly collectivistic culture

2019 ◽  
Vol 17 ◽  
Author(s):  
Anton Grobler ◽  
Sonja Grobler ◽  
Rose Mathafena
Keyword(s):  
South African ◽  
Human Resource ◽  
Factor Structure ◽  
Primary Data ◽  
Human Resource Practices ◽  
South African Context ◽  
The South ◽  
Cross Sectional Survey ◽  
Hr Practices ◽  
African Context

Orientation: Human resources (HR) practices and specifically the perceptions thereof are not only important for organisational strategy and performance but have a direct impact on employee attitudes and behaviour. The accurate measurement of these perceptions is therefore important.Research purpose: The goal of this study was to validate the Human Resource Practices Perceptions Questionnaire for the South African context (which is unique in terms of its apparent collectivistic nature), from an etic perspective.Motivation for the study: The accurate measurement of employees’ perception of HR practices are essential to give the organisation a competitive advantage. This study was done to validate a HR practices perceptions questionnaire in a seemingly collectivistic context.Research approach/design and method: This study is based on a cross-sectional survey design, collecting primary data on the perceptions of HR practices from 1676 South African employees in public and private sector organisations. An exploratory (EFA) and confirmatory factor analysis (CFA) were conducted.Main findings: The EFA and CFA yielded a slightly different permutation compared to the initial factor structure. A nine-factor structure was extracted and confirmed. A slight adjustment of the original questionnaire was required to incorporate performance evaluation with a teamwork focus and to differentiate training from development. It was further found that invariance exists when comparing the private and the public sectors.Practical/managerial implications: It was found that the instrument had to be adjusted for the South African context to ensure an accurate measurement of employees’ perceptions of HR practices.Contribution/value-add: The instrument has been validated and can thus be used with confidence to assess the perceptions of HR practices regardless of the sector. It thus provides an accurate measurement that can be used to predict or explain other employee behavioural outcomes in relation to their perceptions of the HR practices.

scholarly journals Strategic priorities for cultivating commitment amongst academic staff: The militating effect of workplace spirituality

2019 ◽  
Vol 17 ◽  
Author(s):  
Desere Kokt ◽  
Esther P. Palmer
Keyword(s):  
South African ◽  
Quantitative Research ◽  
Academic Staff ◽  
Workplace Spirituality ◽  
Research Approach ◽  
University Management ◽  
Organisational Commitment ◽  
Staff Members ◽  
Managerial Implications ◽  
Critical Competencies

Orientation: Organisational commitment remains an ongoing concern for organisations, especially universities that often struggle to retain academic staff. Universities cannot operate or fulfil their mandate to society without the critical competencies of academic staff.Research purpose: This investigation focused on workplace spirituality as a militating factor in enhancing the commitment of academic staff.Motivation for the study: As organisational commitment remains a challenge for universities, this article contributes to a theoretical and empirical understanding of the militating influence of workplace spirituality. The study is underpinned by social learning theory and proposes strategic priorities to universities – informed by an empirical study conducted amongst academic staff members at a South African university.Research approach/design and method: The study employed a quantitative research approach and a structured questionnaire was administered to 285 academic staff members (ranging from junior lecturers to professors) of a South African university. The research design was a survey and, as a single university formed part of the study, regression analysis was used to establish the relationship between workplace spirituality and organisational commitment.Main findings: The empirical findings showed a strong linear relationship between workplace spirituality and organisational commitment. A regression formula was developed to statistically calculate the commitment score of individuals.Practical/managerial implications: The study proposed strategic priorities that may be useful to university management and human resource practitioners to cultivate increased commitment amongst academic staff.Contribution/value-add: The study contributed empirical evidence of the militating effect of workplace spirituality on organisational commitment, implying that workplace spirituality is a predictor for organisational commitment.

scholarly journals Assessing the outcomes of the higher education mergers in South Africa: Implications for strategic management

2013 ◽  
Vol 13 (1) ◽  
Author(s):  
Cecil A. Arnolds ◽  
Regina N. Stofile ◽  
Riyaadh Lillah
Keyword(s):  
Higher Education ◽  
Job Performance ◽  
South African ◽  
Academic Staff ◽  
Organisational Commitment ◽  
Comprehensive Universities ◽  
Staff Members ◽  
Educational Environments ◽  
Higher Education Mergers ◽  
South African Higher Education

Objective of the study: The objective of this study is to investigate the relationship between perceived merger outcomes, employee organisational commitment and employee job performance in South African higher education institutions.Problem investigated: High levels of negativity towards the mergers have initially been reported. The unbundling of certain mergers has been mooted. The outcomes of these mergers must therefore be evaluated.Methodology: A total of 329 questionnaires were collected from academic and non-academic staff at three comprehensive universities. Descriptive statistics were calculated and multiple regression analysis was conducted.Findings: The empirical results show, amongst other things, that (1) perceptions about merger goal success are significantly related to the organisational commitment and job performance intentions of employees, (2) organisational commitment levels are average and should be increased, (3) perceptions about workload fairness are significantly related to the organisational commitment of employees, and (4) employees have experienced an increased workload.Value of study: The study emphasises the necessity of the continual management of merger goal successes, workload distributions, and administration processes and resources (especially an empowered staff) in the pursuit of stable educational environments in these institutions.Conclusion: Managers of higher education institutions should pursue prudent strategic financial spending and continuously manage the job performance intent and organisational commitment of their staff members. If this is not done, positive perceptions of merger successes could decrease. Such a situation could perpetuate unstable conditions at already affected merged institutions and even cause stable ones to deteriorate.

Does Green Human Resource Practices Enhance Sustainable Environmental Performance, Mediation Moderation Analysis

2021 ◽  
Vol 7 (5) ◽  
pp. 3738-3755
Author(s):  
Jing-Jing Lai ◽  
Wen-Cheng Wang ◽  
Ying-Hsun Hung ◽  
Nai-Yuan Pai
Keyword(s):  
Organizational Culture ◽  
Human Resource ◽  
Environmental Performance ◽  
Psychological Climate ◽  
Primary Data ◽  
Human Resource Practices ◽  
Moderation Model ◽  
Mediation Moderation ◽  
Structured Questionnaire ◽  
Do So

The study examines the significant impact of green human resource practices on the environmental performance mediating through green psychological climate and moderated through green organizational culture. Digging in the literature gives that environmental performance is affected positively by the green human resources, the study chose to impart a difference by investigating a mediation moderation model. To do so, primary data is being collected using a structured questionnaire and analyzed through regression models. The results of the study show that the environmental performance is affected 74% alone by the green human resource practices, with 25% mediation of green psychological climate and 7% moderated effect of green organizational culture.

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