This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/01425458910133950. When citing the…
Abstract
This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/01425458910133950. When citing the article, please cite: A.J. Geare, (1989), “Job Stress: Boon as well as Bane”, Employee Relations, Vol. 11 Iss: 1, pp. 21 - 26.
The widespread practice whereby great emphasis is placed on theharmful effects of stress with only token acknowledgement to thebeneficial effects is questioned. While accepting…
Abstract
The widespread practice whereby great emphasis is placed on the harmful effects of stress with only token acknowledgement to the beneficial effects is questioned. While accepting that stress may result in serious problems, it argues that stress is frequently enjoyed and sought by managers. The limitations of many current definitions are discussed and an alternative proposed, the definition of which accepts that stress can result in both stimulation and/or strain. Such an understanding is demanded.
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Fiona Edgar, Alan Geare and Jing A. Zhang
The connection between employees’ well-being and performance, although widely studied in organizational psychology, has received much less attention from HRM scholars. The purpose…
Abstract
Purpose
The connection between employees’ well-being and performance, although widely studied in organizational psychology, has received much less attention from HRM scholars. The purpose of this paper is to extend the literature by examining the impacts of the multidimensional structure of well-being consisting of psychological, social and health dimensions on employees’ task and contextual performance.
Design/methodology/approach
The authors collected data from 281 employees from the New Zealand service sector using a questionnaire survey. Factor analysis was used to determine items that form various facets of well-being and performance constructs. Hierarchical regression analyses were conducted to test the well-being – performance relationship.
Findings
The findings show that different facets of well-being differentially contribute to employees’ task and contextual performance. Specifically, the facets of happiness and trust were positively associated with both task and contextual performance, while the effects of life satisfaction and work life balance on task and contextual performance were insignificant. Moreover, work intensification was only associated with task performance, in contrast, job satisfaction and over commitment were only related to contextual performance.
Practical implications
The implications of these findings are two-fold. For researchers, a review and overhaul of the conceptualization and operationalization of well-being in HRM studies is long overdue. For managers, improvements to employees’ job performance and the organization’s health can result from simultaneously enhancing multiple dimensions of employees’ well-being.
Originality/value
This study provides new insights into the complex relationship between well-being and performance by incorporating a multidimensional and multifaceted perspective of well-being and highlighting the distinctive effects of various facets of well-being on different types of employees’ performance.
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This paper examines a number of propositions putforward in the literature concerning the closedshop or compulsory unionism, and examines thelevel of agreement amongst 280…
Abstract
This paper examines a number of propositions put forward in the literature concerning the closed shop or compulsory unionism, and examines the level of agreement amongst 280 Western Australian managers. The research shows a generally strong anti‐closed shop sentiment with a tendency to reject propositions which imply that the closed shop can be beneficial to management, and acceptance of propositions which imply the closed shop merely benefits unions or is in itself undesirable.
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The meat industry is a key industry in the economy of New Zealand and is one of the country's major sources of export earnings. Employing over 27,000 people in 48 establishments…
Abstract
The meat industry is a key industry in the economy of New Zealand and is one of the country's major sources of export earnings. Employing over 27,000 people in 48 establishments, the industry is also one of the largest employers of labour and some of its plants are among the largest in the country.
Hasliza Abdul‐Halim, Norbani Che‐Ha and Alan Geare
This paper seeks to examine whether the decision to outsource human resource (HR) activities and the performance of the HR department are influenced by the particular business…
Abstract
Purpose
This paper seeks to examine whether the decision to outsource human resource (HR) activities and the performance of the HR department are influenced by the particular business strategy espoused by the organisation. Four distinct strategies are considered: quality‐based, proactive, breadth, and reactive.
Design/methodology/approach
The data for the study were obtained from survey responses from 232 organisations, of which 113 were engaged in HR outsourcing.
Findings
The findings suggest that there is a significant relationship between organisations with proactive strategies and the decision to outsource both traditional and transactional HR functions. Breadth strategies demonstrate a negative significant relationship with outsourcing of traditional functions. Outsourcing of both functions has a significant relationship with HR performance – traditional with a positive impact and transactional with a negative impact.
Research limitations/implications
The paper focuses on the perceptions, knowledge and experience of senior HR managers. Therefore there are understandable limitations in respect of generalisation. In addition, the impact of HR outsourcing on the performance of the HR department focuses only on the reduction of the number of HR employees from the department.
Practical implications
The results indicate that HR outsourcing has the potential to empower HR managers, allowing them to focus on strategic activities that add more value to their organisation. Also, the results show that HR reduces actual HR labour costs.
Originality/value
The study applies to a very under‐researched area.
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Ginni Chawla, Tripti Singh, Rupali Singh and Sonal Agarwal
Viewed in the context of liberalization, privatization and globalization, the socio-economic and legal environment facing the unions have changed, throwing them into clutches of…
Abstract
Purpose
Viewed in the context of liberalization, privatization and globalization, the socio-economic and legal environment facing the unions have changed, throwing them into clutches of adversity and destitution. The purpose of this paper is to identify the reasons (i.e. antecedents) behind workers’ participation in union activities (such as strikes, rallies, demonstrations) in today’s scenario, and to understand how these participation tactics influence workers’ performance (i.e. worker behavior effectiveness) at work.
Design/methodology/approach
A range of published sources is drawn on, including quantitative, survey based and qualitative, case-study and other evidence for building the conceptual review.
Findings
The investigation clearly indicates that contemporary challenges facing unions in the present scenario prompt industrial actions. Only specific and genuine grievances and justifiable demands motivate workers to form a strong emotional attachment to their unions and engage in union participation activities such as strike activity (Darlington, 2006; Bean and Stoney, 1986).
Originality/value
Contrary to the traditional view, which sights unions as detrimental to worker productivity, turnover, and attendance at work (via restrictive work rules, featherbedding and disruptive strikes or other adversarial tactics), the investigation, through extensive review of literature proposes that unions positively influence worker behavior at work. The model, however, requires empirical testing to validate the proposed relationships.
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Little consideration has been given to the questionof stress among trade union officers. Someexplanations for this are offered and, on the basisof pilot research carried out in…
Abstract
Little consideration has been given to the question of stress among trade union officers. Some explanations for this are offered and, on the basis of pilot research carried out in the north east of England, class and gender are revealed as crucial variables is shown both in terms of stressors and coping strategies for male officers. This yields a new viewpoint for considering traditional theories of union democracy. In a follow‐up article the question of stress management in trade unions will be considered.
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Looks at organizational relocation and the stages experienced by individuals when an enforced move becomes necessary. Considers, from the company’s viewpoint, links between…
Abstract
Looks at organizational relocation and the stages experienced by individuals when an enforced move becomes necessary. Considers, from the company’s viewpoint, links between individuals coping, managing change and the management of group moves. Lists practical consideration which should be considered.
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Matthew H. Roy and Sanjiv S. Dugal
To introduce a conceptual model for increasing the likelihood that gainsharing plans will be successfully implemented.
Abstract
Purpose
To introduce a conceptual model for increasing the likelihood that gainsharing plans will be successfully implemented.
Design/methodology/approach
The literature on gainsharing plans is rich in descriptions of how individual cases were successful or unsuccessful owing to various situational variables. Research on the effects gainsharing plans have on organizational effectiveness is much needed. The present paper builds on current research by providing a general model of factors that determine whether a particular gainsharing effort will increase organizational effectiveness. A review of the empirical literature provides support for the model presented.
Findings
Gainsharing can be an important and successful intervention for many organizations. The keys to success are involving all stakeholders in the development of the plan, developing an easy to understand formula for sharing gains, maintaining transparency, and ensuring that the plan's goals are in line with the organization's goals.
Originality/value
Develops a conceptual model which can be used by many organizations in an attempt to use gainsharing as a means to increase organizational effectiveness. Considerations for future research are discussed.