The ‘High-Road’ Approach to Compensation and Benefits Practices

2022 ◽  
Vol 9 (1) ◽  
pp. 0-0
Keyword(s):  
Organizational Performance ◽  
Employee Engagement ◽  
High Performance ◽  
Cost Driver ◽  
Successful Implementation ◽  
Organizational Growth ◽  
Performance Research ◽  
High Road

High-road approach organizations deploy commitment-based / high performance working HRM systems and see employees as a sales driver rather than a cost driver They have a long-term perspective and make more investment in their HR by paying them above the industry average and implement policies and practices that focus on employee engagement, satisfaction, and service orientation to enhance organizational performance. This research views compensation and benefits practices through the lens of a high-road approach and provides various frameworks to emphasize the role of the high-road approach in enhancing employee commitment, engagement, loyalty, productivity, and retention thus, leading to healthier organizational growth. The research provides various illustrations to explain how companies have initiated a high-road approach to compensation and benefits practices and improved their overall performance. Research also discusses the barriers to high-road approach adoption and identifies prerequisites for its successful implementation.

Managing Organizations Through Employee Engagement

2019 ◽  
pp. 256-267 ◽  
Author(s):  
Shikha Rana
Keyword(s):  
Customer Satisfaction ◽  
Employee Engagement ◽  
Organizational Outcomes ◽  
Organizational Growth ◽  
High Productivity ◽  
Current Scenario ◽  
Overall Performance ◽  
High Engagement

Recently, a lot of research is being conducted espousing the role of employees in achieving growth and sustainability. Everyday organizations are confronted with unforeseen changes in the form of innovations, competition, and legal compliances. These factors may hinder the organizational growth. Research studies have shown that employees play a crucial and important role in the long-term success of the organization as overall performance is a result of employees' enhanced productivity, which is an outcome of motivation, satisfaction, and engagement. An employee is said to be engaged if he/she attains the objectives, stays committed with the organization, and represents the company. High engagement of an employee with the organization leads to various organizational outcomes like high productivity and profitability, customer satisfaction, and reduced turnover of employees. The chapter explicates the concept of employee engagement and its drivers and relevance in the current scenario. Furthermore, various practices implemented by Indian organizations have also been discussed in the chapter.

Bonuses Don’t Matter . . . in a High-Performance Organization

2012 ◽  
Vol 44 (3) ◽  
pp. 145-148 ◽  
Author(s):  
André de Waal
Keyword(s):  
Organizational Performance ◽  
High Performance ◽  
Long Term Effects ◽  
Business World ◽  
Monetary Rewards ◽  
Financial Scandals ◽  
Increase Productivity ◽  
High Performance Organization

Ever since the financial scandals that rocked the business world and the worldwide financial crisis that followed, the debate on the effects of bonuses and the role of reward systems has divided academics and practitioners alike. On one side are the proponents of bonuses, who state that monetary rewards increase productivity and organizational performance. On the other side are the opponents, who state that bonuses create higher pay inequality with as result greater manager and employee turnover, with less than desirable long-term effects. In the polemic between proponents and opponents, a key question regarding bonuses is often overlooked: How important is handing out bonuses for an organization to become and stay successful for a longer period of time? This question can be answered by studying the results of research into the characteristics of high-performance organizations.

scholarly journals Successful Implementation of Newborn Screening for Hemoglobin Disorders in the Philippines

2021 ◽  
Vol 7 (2) ◽  
pp. 30
Author(s):  
Carmencita D. Padilla ◽  
Bradford L. Therrell ◽  
Maria Melanie Liberty B. Alcausin ◽  
Reynaldo C. de Castro ◽  
Maria Beatriz P. Gepte ◽  
...  
Keyword(s):  
Newborn Screening ◽  
High Performance ◽  
Population Data ◽  
The Philippines ◽  
Successful Implementation ◽  
Clinical Experiences ◽  
Term Care ◽  
Confirmatory Testing ◽  
Newborn Bloodspot Screening

The Philippine newborn bloodspot screening (NBS) program began in 1996 with 24 hospitals and was formalized by legislation in 2004. The NBS panel was recently expanded to include a number of additional hereditary congenital conditions. Expertise and experiences from other NBS programs already screening for hemoglobinopathies were essential to its successful integration into the ongoing dried bloodspot NBS program in the Philippines. Building on clinical experiences and population data from Filipinos born in California, USA, hemoglobinopathies (including thalassemias) were selected for inclusion in the expanded screening panel. Hemoglobinopathy NBS, using high performance liquid chromatography, was implemented in a stepwise manner into the seven regional NBS screening laboratories. A central university laboratory provides confirmatory testing using both capillary electrophoresis and molecular methodologies. NBS results indicating carriers are followed up with educational fact sheets, while results of presumptive disease are referred for confirmatory testing and follow-up with a hematologist. Long-term care is provided through newborn screening continuity clinics across the country. Hemoglobinopathy NBS is now included in the national insurance package and screening uptake continues to increase nationally, exceeding 90% of all newborns in 7400+ hospitals and birthing centers nationwide prior to the COVID-19 pandemic.

scholarly journals Servant Leadership Style and High-Performance Work System Practices: Pathway to a Sustainable Jordanian Airline Industry

2019 ◽  
Vol 11 (22) ◽  
pp. 6191 ◽  
Author(s):  
Rawan Alafeshat ◽  
Cem Tanova
Keyword(s):  
Servant Leadership ◽  
Organizational Performance ◽  
Employee Engagement ◽  
Airline Industry ◽  
Employee Satisfaction ◽  
Employee Retention ◽  
High Performance ◽  
Time Lag ◽  
Equation Modeling ◽  
Full Time

The purpose of this study is to examine how servant leadership (SL) and high-performance work systems (HPWS) practices enable organizational performance, as shown by employee retention and employee satisfaction. Data was obtained from 300 full time employees in a private airline company in Jordan. The data was collected in three rounds, each separated by one-week time-lag. Structural equation modeling was used to test the proposed relationships and revealed that both servant leadership and HPWS practices were positively linked with employee satisfaction and retention, which were used as indicators of organizational sustainability. In order to understand how servant leadership and HPWS influence employee satisfaction and retention, we investigated the mediating role of employee engagement and discovered that it serves as a critical mechanism. The study affirmed that, in line with studies carried out in the west, servant leadership is also an effective leadership characteristic in the context of Jordan. Furthermore, the study helps to clarify the reason that servant leadership and HPWS lead to positive outcomes, due to the fact that these improve the engagement of employees. Thus, we understand that the increases in employee retention and satisfaction are due to the enhanced engagement of employees, and we show that engagement can be improved both by servant leadership and the application of HPWS in organizations. Consequently, the effectiveness and sustainability of the airline companies in Jordan will need to focus on primarily improving employee engagement.

scholarly journals Servant Leadership Impact on Organizational Performance: The Mediating Role of Employee Engagement

2019 ◽  
Vol 9 (3) ◽  
pp. 85
Author(s):  
Rawan Alafeshat ◽  
Farida Aboud
Keyword(s):  
Servant Leadership ◽  
Organizational Performance ◽  
Employee Engagement ◽  
Employee Satisfaction ◽  
Structural Equation ◽  
Employee Retention ◽  
Equation Modeling ◽  
Mediating Role ◽  
Leadership Impact

The current study, which purposed to examine the mediating role of Employee Engagement (EE) in the relationship of Servant Leadership (SL) with the Organizational Performance (OP), was carried out in Jordan. The researchers distributed a questionnaire to 277 participants working in the private airline sector. The study’s findings showed that SL was positively linked with Employee Satisfaction (ES) and Employee Retention (ER) as indicators for OP. Finally; the findings indicated that EE partially mediates the relationships of SL with employee satisfaction and employee retention. The current research is the first empirical study of the airline sector in Jordan. It is also the first to focus on EE as a mediator of the effect of SL and employee retention using Structural Equation Modeling (SEM) for analyzing the data collected from employees working in the airline sector.

scholarly journals Employee Relationship Management: Key to Organizational Growth

2019 ◽  
Vol 10 (1) ◽  
pp. 167
Author(s):  
Sumesh Raizada
Keyword(s):  
Empirical Study ◽  
Organizational Performance ◽  
Employee Engagement ◽  
Performance Indicators ◽  
Relationship Management ◽  
Business Organizations ◽  
Organizational Growth ◽  
Management Philosophy ◽  
Measurement And Analysis ◽  
Employee Relationship

Employee Relationship Management (ERM) is both a management philosophy as well as strategy, and is extremely vital for the success of business organizations nowadays. It emphasize on effective inter and intra departmental coordination thereby enhancing employee engagement, creativity and productivity. The present paper is conceptual. It shall discuss ERM and explore its relevance in improving the performance of an organization. Paper shall identify various factors that contribute towards measurement and analysis of ERM in the organizations. Attempt has been made to quantify the attributes, propose indices for measurement and explore their linkages with the organizational performance indicators. Paper shall also develop conceptual model and hypotheses related to ERM for further empirical study by researchers and academicians. Both online as well as offline information has been sourced through books and articles.

High performance work system, HRD climate and organisational performance: an empirical study

2015 ◽  
Vol 39 (3) ◽  
pp. 239-257 ◽  
Author(s):  
Ashutosh Muduli
Keyword(s):  
Organizational Performance ◽  
Human Resource Development ◽  
High Performance ◽  
Extensive Literature ◽  
Development Environment ◽  
Content Type ◽  
Work System ◽  
High Performance Work System ◽  
The Relationship

Purpose – This paper aims to study the relationship between high-performance work system (HPWS) and organizational performance and to examine the role of human resource development (HRD) Climate in mediating the relationship between HPWS and the organizational performance in the context of the power sector of India. Design/methodology/approach – The empirical research paper has been conceptualized on the basis of extensive literature survey and examined through a case-based approach. Data and information collected to examine strength of the proposed hypothesis in the context of a power-based company in India. Findings – Agreeing with most of the research, HPWS is found to be positively related with organizational performance. The result does not agree with the HPWS research conducted in Asian countries. Taking clues from “Black Box” approach, the role of HRD Climate as a mediating factor has been studied. The result proved that HPWS influences organizational performance through a supportive development environment (HRD climate) based on openness, confrontation, trust, authenticity, proaction, autonomy, collaboration and experimentation (OCTAPAC). Research limitations/implications – Designing and implementing HPWS requires the organization to nurture and develop a suitable HRD climate through development of organizational culture based on OCTAPAC. Practical implications – Implications for HRD–HPWS practices such as group-based pay, decentralized participative decisions, self-managed work teams, social and family events, and appraisal based on team goals along with OCTAPAC culture can significantly contribute to the transfer climate by influencing both peer and supervisor. It can significantly contribute to training motivation by influencing both career and job attitudes, and organizational commitment of trainees. Originality/value – The research is unique in its attempt to understand the role HRD climate as intermediating variables to enhance the effectiveness of HPWS. This may add a lot of value in encouraging organizations to establish HRD Climate.

Engaging and Misbehaving: How Dignity Affects Employee Work Behaviors

2017 ◽  
Vol 38 (11) ◽  
pp. 1505-1527 ◽  
Author(s):  
Kristen Lucas ◽  
Andrew S. Manikas ◽  
E. Shaunn Mattingly ◽  
Cole J. Crider
Keyword(s):  
Organizational Performance ◽  
Employee Engagement ◽  
Critical Role ◽  
Mixed Effects ◽  
Work Behaviors ◽  
Ethnographic Data ◽  
Workplace Behaviors ◽  
Post Hoc ◽  
Counterproductive Workplace Behaviors

While there has been a growing body of research on workplace dignity, the majority of studies tend to focus on how dignity is experienced by organizational members, paying considerably less attention to consequences for organizations. In this study, we explore the influence of workplace dignity on employee work behaviors that affect organizational performance. Framing our inquiry with Sharon Bolton’s yet-untested multidimensional theory of dignity, we analyze Randy Hodson’s content-coded ethnographic data to reveal that increases in workplace dignity tend to predict increases in employee engagement, yet have mixed effects on counterproductive workplace behaviors. Following a post-hoc ethnographic reimmersion, we identify the critical role of safe and secure working conditions in enabling and constraining employees’ ability to redress or resist workplace indignities with counterproductive workplace behaviors.

scholarly journals The Influence of Human Resource Management Practices on the SMEs Performance: Mediating Role of Employee Engagement

2021 ◽  
Vol 4 (1) ◽  
pp. 79-91
Author(s):  
Muhammad Azeem Ahmad ◽  
Arshia Hashmi ◽  
Waris Ali
Keyword(s):  
Organizational Performance ◽  
Performance Management ◽  
Employee Engagement ◽  
Human Resource ◽  
Training And Development ◽  
Human Resource Practices ◽  
Mediating Role ◽  
And Performance ◽  
Recruitment And Selection

Recently, human resource practices have been considered as the foremost solution for high organizational performance and attained the focus of recent studies and regulators. Therefore, the present study investigates the impact of human resource practices such as recruitment and selection, training and development, reward and compensation, and performance management on SMEs performance in Pakistan. The present research also examines the mediating role of employee engagement among the nexus of recruitment and selection, training and development, reward and compensation, performance management, and SMEs performance in Pakistan. This research has adopted the questionnaires to collect the data and executed the smart-PLS to analyze the data. The results revealed that recruitment and selection, training and development, reward and compensation, and performance management have a positive association with SMEs’ performance. The findings also exposed that employee engagement positively mediating the links among recruitment and selection, training and development, reward and compensation, performance management, and SMEs performance in Pakistan. This study has provided the guidelines to the policymakers that they should extend their focus towards human resource practices that improve organizational performance.

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