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.

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.

Managing Age Diversity in the Workplace

2019 ◽  
Author(s):  
Cody Cox ◽  
Richard Posthuma ◽  
Fabian Castro ◽  
Eric Smith
Keyword(s):  
Human Resource ◽  
Meaningful Work ◽  
Human Resource Practices ◽  
Age Stereotypes ◽  
Organizational Contexts ◽  
Hr Practices ◽  
Age Diversity ◽  
Different Ages ◽  
Motivational Changes ◽  
Diversity In The Workplace

Many researchers have noted the increasing age of the workforce, but less noted is that the workforce is also becoming more diverse in terms of age. Thus, as the workforce ages, the ability to manage age diversity will become increasingly important. Managing workers of different ages requires understanding the physiological, psychological, and motivational changes that accompany age, as well as how individuals of different ages interact in organizational contexts. With an increased awareness of the multidimensional nature of age, employers can consider useful adaptations to their human resource practices. Dispelling invalid age stereotypes may be accomplished through inclusive HR practices, the use of intergenerational interactions, and providing meaningful work to all employees.

HUMAN RESOURCE PRACTICES AND OPEN INNOVATION

2013 ◽  
Vol 17 (06) ◽  
pp. 1340019 ◽  
Author(s):  
DARIA PODMETINA ◽  
DARIA VOLCHEK ◽  
JUSTYNA DĄBROWSKA ◽  
IRINA FIEGENBAUM
Keyword(s):  
Human Resource ◽  
Open Innovation ◽  
New Products ◽  
Human Resource Practices ◽  
Internal Motivation ◽  
Hr Practices ◽  
Innovation Strategies ◽  
Human Side ◽  
Innovation Approach

The human side of open innovation (OI) has not been extensively studied; however, when companies develop new products or services, it is essential to foster corporate innovativeness, and managing personnel is a key to this. Human resource (HR) practices are an essential means by which companies can influence and shape the skillset, attitudes, and behaviour of individuals to do their work and can systematise the work of the whole organisation. In this paper, we aim to contribute to understanding the role of HR in open innovation, by analysing the HR practices in companies operating under an open innovation approach. We test our model with the PLS-SEM method, using Smart PLS software. Our findings suggest that personnel education is essential in supporting corporate open innovation strategies. Internal motivation systems prove to be valuable assets to support internal and external openness in OI implementation. High appreciation of personnel and its value to company are important for increasing external and internal openness.

scholarly journals EFFECT OF HUMAN RESOURCE PRACTICES ON EMPLOYEES’ BEHAVIOURAL OUTCOME IN NLC INDIA LTD

2020 ◽  
Vol 12 (1) ◽  
Author(s):  
DHIVYA BHARATHI S. ◽  
SUJATHA K.
Keyword(s):  
Public Sector ◽  
Human Resources ◽  
Path Analysis ◽  
Conceptual Framework ◽  
Human Resource ◽  
Research Design ◽  
Human Resource Practices ◽  
Descriptive Research ◽  
Hr Practices ◽  
Independent Variable

Human Resource is the important strength for any organization in achieving competitive circumstances. Governing the human resources is very challenging as compared to managing technology or capital and for its successful administration, company requires effective HRM structure. There are various research is conducted on human resource practices in various companies with different HR aspects but studies relating to employees’ behavioural outcome are not studied especially in public sector concern. The researcher framed a conceptual framework and the present study was conducted on “effect of human resource practices on employees’ behavioural outcome in NLC India Ltd”. The study focuses on various Dimensions of HR Practices and it is categorized as independent variable. Dimensions of HR practices are ability/skill practices, motivational practices and opportunities to participate in practices. The Descriptive research design has been adopted and it fulfills the objectives of the present study. The data collected from the employees of NLC India Limited. The researcher approached sample of 700 respondents. Among them 600 respondents were considered to be fit for further analysis. Hence the sample 600 is considered for the research. ANOVA, t-test, multiple regression, path analysis is used to describe relationship between variables. Hence the results showed that the HR practices influences employees behavioural outcome.

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 The Effects of Flexibility in Employee Skills, Employee Behaviors, and Human Resource Practices on Firm Performance

2005 ◽  
Vol 31 (4) ◽  
pp. 622-640 ◽  
Author(s):  
Mousumi Bhattacharya ◽  
Donald E. Gibson ◽  
D. Harold Doty
Keyword(s):  
Firm Performance ◽  
Financial Performance ◽  
Human Resource ◽  
Cost Efficiency ◽  
Performance Support ◽  
Human Resource Practices ◽  
Firm Financial Performance ◽  
Hr Practices ◽  
Employee Behaviors ◽  
Performance Results

The components of human resource (HR) flexibility and their potential relationship to firm performance have not been empirically examined. The authors hypothesize that flexibility of employee skills, employee behaviors, and HR practices represent critical subdimensions of HR flexibility and are related to superior firm performance. Results based on perceptual measures of HR flexibility and accounting measures of firm performance support this prediction. Whereas skill, behavior, and HR practice flexibility are significantly associated with an index of firm financial performance, the authors find that only skill flexibility contributes to cost-efficiency.

scholarly journals Human resource practices and employee wellbeing from a gender perspective: The role of organizational justice

2021 ◽  
Vol 53 ◽  
Author(s):  
Beatriz Sora ◽  
◽  
Amparo Caballer ◽  
M. Esther García-Buades ◽  
◽  
...  
Keyword(s):  
Organizational Justice ◽  
Human Resource ◽  
Structural Equation ◽  
Structural Equation Models ◽  
Interactional Justice ◽  
Well Being ◽  
Human Resource Practices ◽  
Hr Practices ◽  
The Relationship

Introduction/objective: HR practices have been widely studied in the literature. However, critical research gaps remain unexplored. Little attention has been paid to the relationship between HR practices and well-being, or the mechanisms that explain the effect of HR on employees’ wellbeing, and the role of gender in this relationship. Hence, this study aims to examine the relationship between HR practices and well-being (eudemonic and hedonic) through organizational justice, taking into account gender. Method: A convenience sampling technique was used in a correlational design. The sample was composed of 1647 employees from 42 Spanish organizations. Our measures were HR practices, organizational justice, and hedonic and eudemonic wellbeing. Multi-group structural equation models were computed. Results: The results supported our hypothesis, which mainly stated that (1) organizational justice (distributive, procedural and interactional justice) mediated the relationship between HR practices and eudemonic and hedonic well-being; (2) there were differences between men and women in this mediation. Conclusions: Human resource practices and organizational justice offer tools to HR managers in order to maintain and improve employees’ well-being levels within their organizations.

Strategic Human Resource Practices and Product Innovation

2008 ◽  
Vol 29 (6) ◽  
pp. 821-847 ◽  
Author(s):  
Sjoerd Beugelsdijk
Keyword(s):  
Human Resource ◽  
Working Hours ◽  
Human Resource Practices ◽  
Radical Innovations ◽  
Hr Practices ◽  
Flexible Working Hours ◽  
Task Autonomy ◽  
Performance Based Pay ◽  
Heuristic Device ◽  
And Performance

Using creativity theory as a heuristic device, I develop hypotheses on the relation between strategic human resource practices and a firm's capability to generate product innovations. My empirical tests in a sample of 988 Dutch firms indicate the importance of task autonomy, training and performance-based pay for generating incremental innovations. Regarding radical innovations, the results point to the importance of task autonomy and flexible working hours. The use of standby contracts is associated with significantly lower levels of innovativeness. We also find interaction effects between individual HR practices, between HR practices and firm size, and between HR practices and R&D intensity.

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