Strategic and Structural Change in Human Service Organizations: The Role of the Environment

2012 ◽  
pp. 167-186
Author(s):  
Hillel Schmid
Keyword(s):  
Structural Change ◽  
Human Service ◽  
Human Service Organizations ◽  
Service Organizations

Balancing organizational justice and leader–member exchange to engage workforce

2019 ◽  
Vol 31 (3) ◽  
pp. 231-246 ◽  
Author(s):  
Daria Sarti
Keyword(s):  
Nonprofit Organizations ◽  
Organizational Justice ◽  
Work Engagement ◽  
Human Service ◽  
Human Service Organizations ◽  
Service Organizations ◽  
Leader Member Exchange ◽  
Content Type ◽  
Member Exchange

Purpose The purpose of this paper is, first, to examine the role of two key organizational determinants of work engagement among employees operating in human service organizations – organizational justice and leader–member exchange (LMX) – in nonprofit organizations – i.e. social cooperatives in Italy – and, second, whether any interaction effect exists between these two variables, more specifically if LMX plays a moderating role in the relationship between organizational justice perception and employees’ engagement. Design/methodology/approach The analysis was developed through the administration of a questionnaire to 290 employees operating in ten nonprofit human service organizations in Italy. Findings The results support the hypothesis of a positive relation between both distributive and procedural justice and work engagement. In addition, the aforesaid relation was moreover found to be stronger among employees experiencing high levels of LMX than those reporting little LMX. Research limitations/implications Despite some limitations, the paper has both theoretical and managerial implications. Originality/value This paper contributes to the research on the important role of organizational justice in enhancing employees’ work engagement and the pivotal interacting role of the leader in boosting this relationship.

The role of feedback in Swedish human service organizations

2003 ◽  
Vol 6 (3) ◽  
pp. 245-268 ◽  
Author(s):  
ANDERS POUSETTE ◽  
CHRISTIAN JACOBSSON ◽  
INGELA THYLEFORS ◽  
C. PHILIP HWANG
Keyword(s):  
Human Service ◽  
Human Service Organizations ◽  
Service Organizations

scholarly journals The Business Vocabulary of the Field of Human Services – Current Transformations

2013 ◽  
Vol 3 (1) ◽  
pp. 70
Author(s):  
Abraham David Benavides
Keyword(s):  
Health Service ◽  
Public Administration ◽  
Human Service ◽  
Human Services ◽  
Human Service Organizations ◽  
Service Organizations ◽  
Business Sector ◽  
Democratic Values ◽  
Critical Components

This article examines how business language has been incorporated in health service organizations. The purpose of this article is not to debate the virtues and drawbacks of NPM but rather, to emphasize the role of language and communication as critical components for public administration in its day-to-day contact with the business sector. It draws upon a self-administered survey to reach the conclusion that business language is being used in health and human service organizations. By the same token this study shows that instituting these actions have been consistent with government language and have not endangered traditional democratic values.

scholarly journals Managing Street-Level Bureaucrats’ Performance by Promoting Professional Behavior Through HRM

2021 ◽  
pp. 009102602110465
Author(s):  
Rik van Berkel ◽  
Julia Penning de Vries ◽  
Eva Knies
Keyword(s):  
Human Service ◽  
Human Service Organizations ◽  
Individual Performance ◽  
Service Organizations ◽  
Survey Study ◽  
Professional Behavior ◽  
Mediating Role ◽  
Street Level ◽  
Hr Practices

This article connects human resource management (HRM) research to studies of street-level bureaucracies and public professionals. It investigates the intermediary role of professional behavior in the HRM–individual performance link in the context of public human service organizations. The article hypothesizes that human resources (HR) practices, aimed at enhancing street-level workers’ abilities, motivation, and opportunities, strengthen these workers’ professional behavior; that professional behavior and individual performance are positively related; and that professional behavior mediates the relationship between HR practices and individual performance. The analysis of findings from a survey study of street-level workers in local welfare agencies implementing welfare-to-work policies in the Netherlands shows support for the mediating role of professional behavior in the HRM–individual performance chain. Based on this evidence, the article concludes that the professional behavior of street-level workers in public human service organizations deserves scrutiny of both HRM scholars and HR practitioners who are interested in promoting the performance of public professionals.

Sign in / Sign up

Export Citation Format

Share Document