Suchergebnisse

How can managers improve the alignment of organisational and individual interests in the management of human resources? This article integrates a diverse set of literatures to propose three tests of mutuality in employment relationships: (a) the quality of the match between the organisation's needs for human capabilities and the individual's needs to deploy and develop them; (b) the extent to which the organisation's dual needs for commitment and flexibility are aligned with the needs of individuals for security and community; and (c) the extent to which both parties feel they are making a worthwhile return on their investment. These tests form a starting point for assessing and modelling the quality of employment relationships in particular contexts.

High-involvement models of working are associated with high levels of worker influence over the work process, identified through worker perceptions of their jobs and working environment. This article reviews what is known about the conditions that foster the adoption of such models. Drawing on studies of worker participation in management since the 1950s, the article seeks to understand what explains the dispersion of high-involvement work processes in the private sector. In terms of understanding the potential for worker involvement in decision-making, the article argues that it is important to analyse the way in which managers develop production systems in firms. A range of conditions in manufacturing and in services are then discussed. While economic incentives are critical, the ongoing existence of societal differences, including a pronounced 'Nordic effect', suggests that economically unattractive environments do not necessarily lack opportunities to enhance worker well-being through greater involvement.

Purpose– The purpose of this paper is to examine the "other-group orientation" (OGO) of New Zealand (NZ) workers as a way of measuring their attitudes to the growing ethnic diversity in the contemporary workplace.Design/methodology/approach– In all, 500 randomly selected NZ employees were surveyed through computer-assisted telephone interviews. Males, females and ethnic groups were included according to their current proportions in the NZ workforce. Analysis is based on 485 useable cases.Findings– While New Zealanders generally have a high level of OGO, minority ethnic groups and graduates score higher on OGO. Among people under 38 years, males tend to have a higher OGO, while among those over 38, females tend to be higher.Research limitations/implications– The study shows the value of studying the attitudes of workers in relation to diversity and OGO. Workers bring their own orientations into the workplace, affecting the way they relate to their co-workers.Social implications– The pathway to more inclusive workplaces in NZ lies largely in influencing the attitudes and behaviour of NZ Europeans. The study suggests that inclusive educational experiences may be a key part of that process.Originality/value– While the research shows that NZ workers are generally very positive about ethnic diversity, it reveals variations among ethnic and educational groups in terms of their openness to others.

Using a national population survey, this article examines how high-involvement work processes affect employee well-being. The analysis shows that greater experiences of autonomy and participation in decision-making have positive or neutral effects. Higher involvement is a key factor predicting higher job satisfaction and better work–life balance while it has no relationship to stress or fatigue. In contrast, higher levels of work intensity increase fatigue and stress and undermine work–life balance. If the quality of working life is a key objective in a reform based on greater employee involvement, close attention needs to be paid to the balance between processes that release human potential and those that increase the intensity of work.

Written by a renowned author team, this book treats HR strategy as an essential element in business strategy, whilst integrating a vast range of relevant research and theory. Now in its fourth edition, it continues to challenge academics, students and practitioners to approach HRM from a strategic perspective.