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Author(s):  
Helena Håkansson

This article examines intra-organizational trust and institutional logics in municipal social care services in the setting of a trust-based developmental project. A case study was conducted in a Swedish municipal district. The data consists of 27 semi-structured interviews with care workers, first-line managers, and strategic staff as well as 11 observations. The study adds insights regarding trust in public sector organizations and shows how a strong focus on economic efficiency can relativize trust into a question of financial accountability. The results demonstrate how the governing managerial logic is not only in conflict with but also seems to overrule attempts to establish a more trust-based logic. Moreover, contributing to the institutional logics literature, it further shows how power structures affect institutional logics and how conflicts between logics play out differently at various organizational levels. The prospects of accomplishing a more trust-based governance without larger institutional or organizational changes are hence problematized.


2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Joanna Maria Szulc ◽  
Frances-Louise McGregor ◽  
Emine Cakir

PurposeThe rich qualitative study builds on 11 semi-structured interviews with nine neurodivergent employees and two business professionals supportive of neurodiversity to understand the lived experiences of dealing with crisis in a remote working environment.Design/methodology/approachThe purpose of the reported research is to understand how neurominorities experience remote working in the times of crisis and what the implications of this are for human resource (HR) professionals.FindingsMoving to remote work resulted in a lack of routine, distractions and working long hours, which can all be difficult for line managers to monitor. Further problems with communication in a virtual environment and lack of understanding by others were found to be particularly burdensome to neurodivergent individuals. On the positive note, remote working in the times of crisis allowed for avoiding sensory overwhelm and was seen as an important step in creating a healthy work–life balance (WLB).Practical implicationsThe findings of this study point HR practitioners' attention towards building a more neurodiversity friendly post-pandemic workplace and prompt employers to offer working arrangements, which better suit employees' domestic and personal circumstances.Originality/valueThis study addresses the lack of research on the impact of the Covid-19 crisis on neurominorities. In doing so, it answers recent calls to move away from universal HR as a route to positive employee outcomes and facilitates a more accurate reflection of organizational reality for disadvantaged members of society.


2021 ◽  
Vol 26 (2) ◽  
pp. 79-98
Author(s):  
Vilma Nasteckienė

In risk management research, dealing with known risks and helping companies foresee new risks are areas for subject matter experts. In practice, risk management is often perceived as a set of formal tools and procedures that must be delegated to the professionals. Despite this overall perception of risk, general managers, department managers, and other senior or line managers in organizations deal with questions associated with risk on a daily basis. They are, therefore, sometimes—even without consciously realizing it—involved in risk management practices. This article aims to analyze 'managers' involvement in risk management by empirically exploring how managers identify, assess, and respond to risks. Based on thematic analysis of observational and interview data, management practices used to manage risks were identified, and risk management as a non-linear process that is anchored on the strategic and operational levels and supported by learning from failures was defined. Two different ways of risk management can co-exist in an organization as a result of formal Enterprise Risk Management implementation.


2021 ◽  
Vol 19 (3) ◽  
pp. pp213-225
Author(s):  
Venkat Ram Raj Thumiki ◽  
Ana Jurcic

This research was conducted with the aim of identifying various changes made to knowledge management (KM) practices implemented by organizations in the Sultanate of Oman following the onset of the COVID-19 crisis. Further, the study focused on identifying the impact of those changes on various aspects of human resources management. Snowball and purposive sampling techniques were used to collect relevant data from 110 line managers in various organizations in the Sultanate of Oman. Data were analyzed using descriptive statistics and Chi-squared and post-hoc tests. The Bonferroni correction method was adopted to reduce the risk of Type I error. The findings indicated that organizations started utilizing an inside-out approach to KM after the COVID-19 crisis began, shifted KM process from manual to computer-based and spending from conventional to e-KM activities. Key finding is that the organizations demonstrated an increased dependency on internal knowledge sources. In addition, line managers began measuring the effectiveness of KM practices, a metric which had been mostly neglected in the pre-pandemic period.  Perceived benefits of these changes included increased employee motivation and engagement, increased employee learning and job-related skill, along with an enhanced knowledge-sharing culture across the organization. Important measures taken to mitigate the perceived negative impact of these changes, or enhance the perceived positive impact, included consistent persuasive communication with employees and identifying alternate financial resources to support KM activities. This research contributes to the field of KM and projects it as a supportive discipline to effective crisis management. Findings of this research can help in identifying the areas of training and improvements in the KM framework. This research is global and topical in nature as it relates to the e-KM practices during the ongoing global COVID-19 crisis and portrays the changing e-learning scenario in the organizations in Oman, one of the prominent countries in the middle east and represents the middle east regional culture and economy.


Hospitality industry is one of the most profitable industries with a high potential for increase, thus being a hospitality manager is one of the most trendy and prestigious jobs of today. It is also a challenging job since, being an effective one is quite complex due to recorded industrial higher heart burn effects, rapid industrial changes in demand, constant trends and severe industrial competition. The purpose of the study is to evaluate the performance variance of the top managers of the five-star hotels of Nepal in respect with their gender. The primary data were received from employees on different level, line-managers of five star hotels. Descriptive and explanatory research designs were used. Composite means and correlation coefficients models were used to analyze and interpret the data. Analysis showed that the female managers generally tend to adopt democratic or participative style while governing people, whereas, male managers induce an autocratic or directive style in their daily performance. Based on the regression analysis, it was determined that the extraversion dimension had a more significant effect than the openness dimension. The extraversion dimension had a negative effect on extrinsic job satisfaction, while the openness dimension had a positive effect. The extraversion and openness dimensions had a weak but statistically significant effect on general job satisfaction. The extraversion dimension had a negative effect on general job satisfaction, while the openness dimension had a positive effect. Keywords: Five-star hotel, Managers’ type, Personality-type, Effective hospitability, Job satisfaction.


2021 ◽  
Author(s):  
◽  
Saloni Pandey

<p>In this ever-changing business world, the role of HR has become significantly imperative due to the increasing focus on aligning people of the organisation with the overall business strategy, particularly in an era when unethical behaviour is not tolerated. However, considering the complexity of the HR profession, it has been questioned what the role of HR is. With the changing future of work, this question has become more prevalent considering the influence of factors such as globalisation, automation and generational changes. Various scholars have claimed that HR professionals should be undertaking four distinct roles of administrative expert, strategic business partner, change agent and employee champion, which consequently leads to a role-conflict for HR professionals, hence influencing their decision-making within organisations, particularly in ethical situations. Using Ulrich (1997) model as a benchmark, this thesis aims to explore the relationship between HR and ethics, focusing on the role-conflict that HR professionals experience in organisations, along with the best practices they use to cope with the role-conflict in ethical situations and the influence of these best practices on the future of HR.  Employing a qualitative method approach, this study uses in-depth semi-structured interviews with top-tier HR professionals working in organisations who are continually striving to build their ethical stance. The sample of this study was particularly important, as it was crucial to choose HR professionals who would make strong subject matter experts and provide rich and in-depth perspectives with regards to working in HR. The findings indicate that though there is a visibility and recognition of role-conflict within the profession, it wasn’t regarded as a strong issue compared to what was reflected in the literature. Furthermore, support from the organisation leaders and a strong organisation culture along with following a fair, and consistent process allows for the role-conflict to be diminished, particularly in an ethical situation. The thesis also found that the profession is increasingly becoming more strategic, with the operational HR duties delegated to the line managers, and hence illustrating the emergence of two new roles of ‘mentor’ and ‘analyst’.  The study contributes to the existing literature by proposing a new model for the HR profession by considering the various roles they are required to undertake and the significance for all the roles to work concurrently with each other for HR to truly succeed. Several implications such as re-training and a creation of an independent body for HR professionals, along with a strong organisational culture that allows HR to thrive, and the recognition of them gaining a seat at the management table are discussed, followed by an overall conclusion of what the future of the HR profession is.</p>


2021 ◽  
Author(s):  
◽  
Saloni Pandey

<p>In this ever-changing business world, the role of HR has become significantly imperative due to the increasing focus on aligning people of the organisation with the overall business strategy, particularly in an era when unethical behaviour is not tolerated. However, considering the complexity of the HR profession, it has been questioned what the role of HR is. With the changing future of work, this question has become more prevalent considering the influence of factors such as globalisation, automation and generational changes. Various scholars have claimed that HR professionals should be undertaking four distinct roles of administrative expert, strategic business partner, change agent and employee champion, which consequently leads to a role-conflict for HR professionals, hence influencing their decision-making within organisations, particularly in ethical situations. Using Ulrich (1997) model as a benchmark, this thesis aims to explore the relationship between HR and ethics, focusing on the role-conflict that HR professionals experience in organisations, along with the best practices they use to cope with the role-conflict in ethical situations and the influence of these best practices on the future of HR.  Employing a qualitative method approach, this study uses in-depth semi-structured interviews with top-tier HR professionals working in organisations who are continually striving to build their ethical stance. The sample of this study was particularly important, as it was crucial to choose HR professionals who would make strong subject matter experts and provide rich and in-depth perspectives with regards to working in HR. The findings indicate that though there is a visibility and recognition of role-conflict within the profession, it wasn’t regarded as a strong issue compared to what was reflected in the literature. Furthermore, support from the organisation leaders and a strong organisation culture along with following a fair, and consistent process allows for the role-conflict to be diminished, particularly in an ethical situation. The thesis also found that the profession is increasingly becoming more strategic, with the operational HR duties delegated to the line managers, and hence illustrating the emergence of two new roles of ‘mentor’ and ‘analyst’.  The study contributes to the existing literature by proposing a new model for the HR profession by considering the various roles they are required to undertake and the significance for all the roles to work concurrently with each other for HR to truly succeed. Several implications such as re-training and a creation of an independent body for HR professionals, along with a strong organisational culture that allows HR to thrive, and the recognition of them gaining a seat at the management table are discussed, followed by an overall conclusion of what the future of the HR profession is.</p>


2021 ◽  
Author(s):  
Yseult Freeney ◽  
Lisa van der Werff ◽  
David G. Collings

Temporal focus on past, present, and future of contributions to work is critical to understanding how employees and their line managers navigate career disruptions and minimize their potential for negative impact. This paper reframes temporal focus using a dyadic, relational perspective to explore how temporal focus (in)congruence shapes resocialization experiences for returners and their line managers following maternity leave disruption. Our qualitative study draws on 54 interviews across 27 organizations and demonstrates that a congruent, broader temporal focus—that embraces the past, present, and future—is associated with more positive relational and career outcomes than an incongruent focus, where one dyadic partner holds a narrow temporal focus. Our findings explicate how the adoption of a broad versus narrow temporal focus creates a perception of maternity leave as either a brief interlude or a major disruption. A congruent, broader temporal focus allows returners and their line managers to reduce their reliance on typical motherhood biases and instead, consider the woman’s past, present, and potential future contributions over the course of her career. We highlight the importance of temporal focus congruence at a dyadic level and the value of adopting a broader temporal focus on careers while offering new insights regarding the temporal dynamics inherent to maternity leave transitions for both returners and their managers.


2021 ◽  
Vol 22 (2) ◽  
pp. 5-20
Author(s):  
Ali Ahmad ◽  
◽  
Dababrata Chowdhury ◽  

Resistance to change is widely recognized as the main reason forfailure whenit comes to any kind of change initiative. Despite its importance, there is still rather limited knowledge concerning the factors that trigger this behaviorinthe workplace. The primary purpose of this research study is to uncover the reason behind the resistance to change during uncertainty (perspective of covid-19). A mixed methodologyapproach was used in this research study to identify the factors that facilitate resistance management in healthcare organizations in Bangladesh. Data collection was semi-structured interviews with purposive sampling to select respondents which included top executives, human resource managers, CEOs,and line managers. To create themes and sub-themes computer software NVIVO has been used and 10 total interviews were recorded by the software. Clustered probability sampling method has been carried out for the questionnaire survey and analyzedthe data with computer software SPSS. The results show that effective communication reduces the intensity of resistance in healthcare organizations.The study also revealed that resistance to change often helps to explore alternative perspectives


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