Suchergebnisse

PurposeAccording to the universalistic perspective, organizations from different sectors, across industries, and through different time periods should use a series of select human resource management practices (HRMP). The main purpose of this paper is to investigates whether there is any difference in the relationship between HRMPs and organizational performance across time (stable or not).Design/methodology/approachThe data for this study are taken from two cross‐sectional surveys. The firms included in this research were selected from a sample of organizations from the public and private sectors based on firms that were included inDun's Guide, Israel 1995/6and1999/2000, theIsraeli Business Directory. In 1996, questionnaires were completed by 102 of the 230 designated companies. In 2000, using an identical sampling methodology and a similar questionnaire, the result was 104 useable responses of the 275 firms.FindingsIn general, results for both periods of time indicated that several HRMP contribute to enhanced organizational performance. Firms exhibited higher organizational performance when they treated their employees as assets and invested in their abilities, enhanced their power in the decision making process and used them as the main source for new employment.Originality/valueFrom the theoretical perspective we suggest that researchers and HR managers have to take into account the culture context in each country when they try to export successful HRMP from one country to another. A major practical contribution of this research is that it demonstrates the importance of training and employee participationvis‐à‐visorganizational performance.

"I need to check with my partner" is a common response of an employee to his manager, emphasizing the tug of war between the employee's spouse and the workplace. The challenges in the fields of work and family have been the focus of researchers for decades. Frameworks for work-family conflict, work-family enrichment, and work-family balance have been put forth in light of the complexity of the interface. Yet the relationship between the three stakeholders managing the interface (manager, employee, and spouse), has not received the attention it deserves. Work-Family Triangle Synchronization takes a holistic look into the triangle of forces involved in the conflict: the manager, the employee, and the employee's spouse at home. Using the therapeutic triangle relationship framework, it elaborates on the dynamic of work-family triangles and offers a structured process for designing a psychological contract among the three players. This process is termed work-family triangle synchronization (WFTS). Based on the authors' 20 years of academic research and field experience in the organizational and family domains this book introduces a novel synchronization model, methodology, and compelling tools. Personal anecdotes and stories make the text accessible and understandable, accompanying the reader step by step in the task of developing a synchronized work-family triangle psychological contract, as both a diagnostic and a management tool.

"I need to check with my partner" is a common response of an employee to his manager, emphasizing the tug of war between the employee's spouse and the workplace. The challenges in the fields of work and family have been the focus of researchers for decades. Frameworks for work-family conflict, work-family enrichment, and work-family balance have been put forth in light of the complexity of the interface. Yet the relationship between the three stakeholders managing the interface (manager, employee, and spouse), has not received the attention it deserves. Work-Family Triangle Synchronization takes a holistic look into the triangle of forces involved in the conflict: the manager, the employee, and the employee's spouse at home. Using the therapeutic triangle relationship framework, it elaborates on the dynamic of work-family triangles and offers a structured process for designing a psychological contract among the three players. This process is termed work-family triangle synchronization (WFTS). Based on the authors' 20 years of academic research and field experience in the organizational and family domains this book introduces a novel synchronization model, methodology, and compelling tools. Personal anecdotes and stories make the text accessible and understandable, accompanying the reader step by step in the task of developing a synchronized work-family triangle psychological contract, as both a diagnostic and a management tool

The aim of this study is to shed lights on the impacts of various dimensions of organisational trust on organisational performance in a specific context, comparing the information and communication technologies (ICT) and forest industries with different kinds of employees (i.e., white‐collar vs. blue‐collar employees). Specifically, we move beyond most prior studies on organisational trust and simultaneously study trust equilibrium pattern of the relationship between interpersonal and impersonal with organisational performance. Our quantitative empirical analysis is based on a two‐survey data including respondents within large corporations in ICT (304 respondents) and forest industries (411) in Finland. For the analyses we utilise PLS for structural equation modelling (SEM). The results show the connection of interpersonal trust and impersonal trust to the performance. The results emphasised the role of competence‐related dimensions in performance. In addition, we observed some industry‐specific peculiarities regarding the effect of both interpersonal and impersonal trust.

PurposeThe paper aims to fill a substantive gap in the trust literature by analyzing the mediating role of trust across different national groups. It presents a theoretical advantage, from the human resource management perspective, is that the research model was examined within the context of a global pharmaceutical firm characterized by a multicultural workforce. This allowed for controlling organizational culture.Design/methodology/approachThe research hypotheses were tested using data regarding only core team employees. Survey data obtained from employees of a pharmaceutical company in Israel, the UK, and Hungary. After the teams in each of the organization's three sites were mapped out, 205 employees working on 62 teams responded to the questionnaire resulting in a good quality of 61 percent response rate.FindingsThe results of zero‐order co‐relational and confirmatory factor analysis revealed the two trust foci to be interrelated, but distinct, constructs. This finding suggests that employees can develop trust in specific individuals, such as superiors, and generalized representatives, such as the organization. The mixed models analysis suggest that there are significant differences between the Israeli, UK, and Hungarian employees for three of the research variables: trust in the organization, turnover intentions, and organizational citizenship behavior (OCB).Originality/valueThe paper is one of the first cross‐national empirical studies of its kind to demonstrate the role of trust as a mediator between organizational justice and employee work attitudes and behaviors. In addition, it is one of the first cross‐national studies on trust that controlled both industrial characteristics and organizational culture.

The purpose of this study was to examine empirically if there are differences in the way that HRM practices are performed in the private and public sectors of the economy. The theoretical base of this investigation is anchored on the proposition that some HR practices are always better than others and that all organizations should adopt these "high performance work practices." In recent years, organizations in the public and private sectors have witnessed many changes in their environment. These pressures have pushed organizations from both sectors to continuously improve their performance. The authors focused on the macro-level of the organization and its productivity. A total of 102 questionnaires were completed and returned by human resource VPs, representing 44 percent of the firms contacted. The hypotheses were tested using data describing human resource management operation. The authors found that public sector management emphasizes those HRM domains that deal with employee selection and grievance procedures because of the sector's high level of unionization. On the other hand, private sector management emphasizes employee growth and pay for performance. Nevertheless, the authors also found evidence that the public sector is "moving" closer and closer to the private sector model by adopting "high performance work practices" in order to overcome the turbulent environment and public demand.

Abstract
This study examined two significant phenomena that occur in the workplace, aggression and victimization, and their outcomes. The study's participants were 470 social workers employed by social welfare services in Israel. The examined outcomes were stress symptoms, emotional exhumation, and decline in quality of service climate. The associations between aggression, victimization, and their outcomes were examined via linear regression during Stata 14. The study found that the similar outcomes of aggression and victimization are stress symptoms and emotional exhaustion, while service climate (decline in quality) was associated only with victimization. While most studies have examined mainly victimization outcomes, the current study examined both aggression and victimization outcomes. This article sheds light on the similarities and the difference of outcomes between aggression and victimization and explicates the phenomena of workplace aggression from two important and complementary aspects of aggression and victimization. It is important to refer to either aggression or victimization while considering workplace aggression. Authors recommend for further studies to continue to investigate both aggression and victimization while researching workplace aggression outcomes.

The professional habitus and values of social work, are challenged when social workers encounter client aggression. The current study was set up to understand the ways by which workers confront and cope with client aggression. In-depth interviews were conducted with 40 social workers in general municipal services. The participants included district managers, agency managers, supervisors, social workers and administrators. We identified a process consisting of four stages: (1) Rationalization, minimization, and denial of client aggression, including self-blame; (2) Emotional reactions, including hurt, anger, helplessness and shame; (3) Reevaluation of one's beliefs, attitudes and values; (4) Behavioral transformation. The process of going through the four stages is not always linear, and workers may go back and forth between stages. The results are discussed in terms of the gaps between social workers' values and the reality they are facing. Such gaps serve as an engine of change, explicated by theoretical concepts of social judgment theory.