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This article develops a model that integrates organizational level technology research with human resource management strategies. The model relates dimensions of technical processes to human resource practices, focusing on practices used to develop employees. These relationships are mediated by the type of skills employees use. An empirical study of 139 employees found support for two hypotheses developed from the model. Results suggested that technology and HRM activities are connected through the level of cognitive skill complexity and the amount of support employees receive in developing new skills. Due to changes in the way decisions are made in organizations today (for example, making more decisions at lower levels) the connection between the work process, the skills employees need, and the emphasis on developing employees will become increasingly important.

PurposeThe paper seeks to understand the adoption rates of total quality management (TQM) by New Zealand firms, and the role that organisational size plays in determining adoption rates.Design/methodology/approachA survey of 997 random New Zealand firms of all sizes yielded 228 responses. Factors tested to predict TQM adoption were organisational size, workplace autonomy, performance standards, use of teams and group problem solving. In addition, organisational size was tested as a potential moderating variable on the other factors.FindingsOverall, 33 per cent of firms in New Zealand used TQM, with an addition 5 per cent no longer using TQM, indicating strong adoption rates by international standards. All the direct effects and moderating effects were supported. Consequently, firms with higher level of workplace autonomy, use of performance standards, use of teams, and use of group problem solving were more likely to have adopted TQM, and this was more likely for larger firms than smaller firms. As a result, strong support was found for the interacting effect of organisational size.Research limitations/implicationsThe implications are that TQM adoption rates are much higher in New Zealand than suggested in the international literature. A highlight of the present study is the focus on firms of all sizes, rather than being limited to only larger sized firms.Originality/valueThis paper provides much needed information on the state of TQM in New Zealand and provides a unique approach by testing the moderating effects of organisational size on predictor factors on New Zealand firms.

Most people can recall instances at work where thankless tasks get in the way of tasks that lead to big rewards. This typically leads people in a group to a struggle with others over how to approach their work and set priorities. Inspired by such conversations with many employees, we develop a theory to understand how task conflict can be linked to distributive injustice. Using a survey from 42 workgroups, we found that the effect of distributive injustice on task conflict was mediated via role conflict. Group faultlines moderated this mediated relationship such as it was weaker when faultlines were stronger.

PurposeThis study aims to test the belief that work‐family practices could have a negative influence in the workplace for non‐users of these practices.Design/methodology/approachA quantitative approach was undertaken, where users and non‐users of work‐family practices reported on a number of job‐related attitudes. Organisational justice theories suggest that employees will report lower attitudes if they feel that they are missing out on some benefit or practice. T‐tests were used to compare differences in these attitudes between users and non‐users.FindingsThere were no significant differences in any of the examined attitudes between users and non‐users of the organisations' work‐family practices.Research limitations/implicationsImplications are that firms should not necessarily decline the adoption of work‐family practices if they fear a "backlash" from their employees who would not use work‐family practices. The authors suggest that the social good these practices may provide might remove any negative feelings towards the organisation by employees who cannot use these practices.Practical implicationsPractical implications for public sector organisations might be offering work‐family practices that target the widest array of employees. Further, future research into work‐family backlash should compare actual users of multiple practices as explored here.Originality/valueThis is one of the few papers to explore users and non‐users of multiple work‐family practices. It confirms previous research into work‐family backlash, indicating that the non‐users are not adversely affected by work‐family practices that they do not or cannot use. However, unlike other studies, this paper explored the use of multiple work‐family practices, providing stronger and more realistic findings for managers to have confidence in their work‐family practices.

This study examines the phenomenon of work/family backlash by comparing attitudes between employees who have used and those who have not used an organization's work/family benefits. Exploring this phenomenon is important because organizations do not want to offer benefits that create negative reactions in those excluded from using them or those choosing not to use them. Findings indicate no significant differences in attitudes between users and nonusers toward turnover intention, affective, continuance and normative commitment, recruitment and retention benefits, work/family fairness and attitudes toward male and female users of work/family benefits. Nonusers were more likely to be younger and without children, indicating they might have little use for work/family benefits. The findings suggest work/family backlash might be more a case of media hype and provide support for a needs-based allocation perspective being used by nonusers of work/family benefits.

Private sector employees are experiencing increased governmental regulation and pressure to utilize drug testing for job applicants and employees at their worksites. Public policy is espousing organizationally sponsored drug testing as beneficial not only to the workplace but to society in general. Little rigorous research has been conducted, however, to support the foundations of this public policy. This paper reviews the extant research on this topic and then presents results of a study conducted at 342 worksites. The data describe various facets of drug testing end related practices and compares them over several organizational characteristics. Implications based on the study's results are presented for those involved with drug testing programs. ; Full Text