Rosalind Lau and Anastasia Hutchinson
Over the past 15 years, mental health organisations have taken steps to move towards providing services that are more recovery-oriented. This review was undertaken to explore what…
Abstract
Purpose
Over the past 15 years, mental health organisations have taken steps to move towards providing services that are more recovery-oriented. This review was undertaken to explore what is known about service users’ experience of services that have introduced a recovery-oriented approach to service provision. There is limited research evaluating consumers’ lived experiences of recovery-orientated care; a scoping review was chosen to provide an overview of the available research in this area (Munn et al., 2018). The purpose of this review was to summarize and synthesize current qualitative research exploring consumers’ experience of recovery orientated mental health care provision.
Design/methodology/approach
This scoping review was undertaken as outlined by Arksey and O'Malley (2005). The five steps consisted identifying the research question; searching for relevant studies; selecting the studies; charting the studies; and collating, summarising and reporting the findings.
Findings
Three key themes emerged from this review: translation of recovery policy to practice; ward environment; and recovery principles with five subthemes: engagement; not being listened to; shared decision-making; informational needs; and supportive and collaborative relationships. The themes and subthemes identified in each of the 18 studies are presented in Table 3.
Research limitations/implications
This review highlights the different degree to which service users have received recovery-oriented recovery care. In the majority of cases, most service users reported few opportunities for nursing engagement, poor communication, inadequate information provision, a lack of collaborative care and mostly negative experiences of the ward environment. Because of the limited studies on mental health service users’ lived experiences of a recovery-oriented service, more clinical studies are needed and in different cultural contexts.
Practical implications
On hindsight, the authors should have included service users in this review process as consumer inclusion is progressively emphasised in mental health educational and research activities. This review highlights that not all studies have involved service users or consumers in their research activity.
Social implications
Service users need relevant information in a timely manner to participate in decision-making regarding their treatment and care. This review found that either no information was provided to the service users or it was provided in a limited and fragmented manner. This review also found inpatients reported limited opportunities to have meaningful participation in decision-making about their care. These findings have important social implications, as greater consumer engagement in the design and delivery of mental health services will increase community trust in the care provided. This in turn has the potential to facilitate greater community engagement in preventative mental health care.
Originality/value
This is the first review to systematically synthesis consumers perspectives on the extent to which service providers are achieving the goal of implementing recovery-orientated practice into their service provision. Despite important policy changes, the findings of this review demonstrate that more work is needed to truly operationalise and translate these principles into practice.
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Anastasia A. Katou, Michael Koupkas and Eleni Triantafillidou
The purpose of this paper is to integrate an extended by personal resource job demands-resources (JD-R) model in the relationship between transformational leadership and…
Abstract
Purpose
The purpose of this paper is to integrate an extended by personal resource job demands-resources (JD-R) model in the relationship between transformational leadership and organizational performance. It is argued that the responsive, supportive and developmental leader's style will reduce employees' levels of burnout and increase their levels of work engagement and ultimately will increase organizational performance expressed by productivity, growth and creativity.
Design/methodology/approach
The hypotheses were tested among a national sample of 1,011 employees in 107 Greek public and private organizations operating within an environment of economic and financial crises. The operational model was tested using a multilevel structural equation modelling.
Findings
It appeared that job demands and work burnout and job resources and work engagement, serially and fully mediated the relationship between transformational leadership and organizational performance. Further, it is found that personal resources negatively and fully mediate the relationship between job resources and work burnout and positively and partially mediate the relationship between job resources and work engagement.
Research limitations/implications
Data were collected using a cross-sectional design, not allowing dynamic causal inferences.
Practical implications
Considering that the transformational leadership style reduces employees' levels of burnout and increases their levels of work engagement and accordingly improves organizational performance, organizations are well advised to encourage this leadership style.
Social implications
Transformational leadership by balancing job demands and job resources could have a positive impact on employee well-being.
Originality/value
The study, using multilevel testing, demonstrates that the extended JD-R model can be integrated into the transformational leadership– organizational performance relationship.
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Anastasia Katou, Pawan Budhwar and Mohinder D. Chand
This paper examines the relationship between timing of negotiations and idiosyncratic deals (i-deals) through the moderating effects of core self-evaluations (CSE), and between…
Abstract
Purpose
This paper examines the relationship between timing of negotiations and idiosyncratic deals (i-deals) through the moderating effects of core self-evaluations (CSE), and between i-deals and employee reactions through the moderating effects of transformational leadership behaviour (TLB) in the Indian hospitality industry.
Design/methodology/approach
A total of 275 employees working in 39 companies responded to a self-administered questionnaire. To test the research hypotheses, the methodology of structural equation models was used.
Findings
The results show that the relationship between before hiring negotiations and i-deals is stronger for those individuals who had low self-worth, due to countervailing forces created by their belief that they may not be eligible for i-deals. In contrast, the relationship between after hiring negotiations and i-deals is stronger for those who had high self-worth, due to their belief that they were entitled to i-deals. Additionally, the research highlights that the relationship between i-deals and employee reactions is stronger for those organisations, which are high on TLB.
Research limitations/implications
The data does not allow for investigating dynamic causal inferences, because they were collected using a questionnaire at a single point in time, and they were reported in retrospect, raising measurement concerns about recall bias.
Practical implications
From a managerial point of view, the findings of this study inform that in negotiating both employment conditions and work arrangements, organisations should try to achieve i-deals that are primarily flexibility focused, and that in increasing efficiency organisations should make the employees feel well supported in order to develop more confidence in deploying skills and abilities to address a more open view of their i-deals.
Originality/value
The study contributes to our understanding about the Indian hospitality industry by utilising the self-enhancement theory in examining whether individual differences moderate the relationship between the timing of negotiations and i-deals, and also by utilizing the social exchange theory to examine whether TLB moderates the relationship between i-deals and employee reactions.
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The purpose of this paper is to test reverse causality between human resource management (HRM) policies and organizational performance, through the intervening steps of employee…
Abstract
Purpose
The purpose of this paper is to test reverse causality between human resource management (HRM) policies and organizational performance, through the intervening steps of employee attitudes (satisfaction, commitment, motivation) and employee behaviors (absences, turnover, disputes), which are still relatively untested in small firms and in a non‐US/UK context such as Greece.
Design/methodology/approach
Structural equation modeling was used to survey data from 197 small Greek private companies (manufacturing, services, trade) to examine causal inferences.
Findings
The study finds that HRM policies, being contingent on business strategies (cost, innovation, quality), have a positive effect on organizational performance through employee attitudes and employee behaviors. Furthermore, the study supports the view that although HRM policies do not directly lead to high organizational performance, it is high‐performing firms that can directly afford HRM policies.
Research limitations/implications
Although time‐lags are not present in the study in order to test time‐dependent reverse causality, the concept of instant changes is used to empirically demonstrate, through a simultaneous equation system, the causal order of the variables involved in the relationship under consideration.
Practical implications
Based on the business strategies of improvement of goods, quality enhancement and improvement of service, rather than on trying to cut costs and prices, the findings have implications for practitioners seeking to design HRM policies that will improve organizational performance.
Originality/value
The paper examines reverse causality within a simultaneous equations system expressing the relationship between HRM policies and organizational performance.
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The purpose of this paper is to investigate the serially mediating mechanisms of organisational justice, organisational trust, and employee reactions in the relationship between…
Abstract
Purpose
The purpose of this paper is to investigate the serially mediating mechanisms of organisational justice, organisational trust, and employee reactions in the relationship between transformational leadership and organisational performance.
Design/methodology/approach
The study is based on a national sample of 133 organisations from the public and private sectors in Greece and on data obtained from 1,250 employees at three hierarchical positions. The statistical method employed is structural equation modelling.
Findings
The findings of the study suggest that responsive and supportive transformational leadership behaviour have a positive impact on organisational growth. Additionally, this impact is mediated by organisational procedural justice, organisational trust integrity and dependability, and organisational commitment.
Research limitations/implications
The study does not allow for dynamic causal inferences because the data were collected using a questionnaire at a single point in time. Furthermore, the findings of the study may not generalise across borders, because the study was applied in the Greek context, which is experiencing a severe economic and financial crisis.
Practical implications
The major message of the study to decision makers and practitioners is that leaders should work at fostering organisational commitment by improving perceptions of fairness and trust, consistent with the context where the organisation is activated.
Originality/value
There is hardly any research that has been conducted to examine the serially mediating relationships of justice, trust, and employee reactions using multi-dimensional constructs in investigating the relationship between transformational leadership and organisational performance.
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The purpose of this study is to investigate the impact of an integrated HRM system (content, process and climate) on employee reactions (motivation, commitment, work engagement…
Abstract
Purpose
The purpose of this study is to investigate the impact of an integrated HRM system (content, process and climate) on employee reactions (motivation, commitment, work engagement, and organizational citizenship behaviour (OCB)), through the mediating role of organizational justice (distributive, procedural and interactional) and organizational trust (integrity, competence and dependability), which has not been fully studied in the past.
Design/methodology/approach
The study is based on a national sample of 133 organizations from the public and private sectors in Greece and on data obtained from 1,061 employees. The statistical method employed is structural equation modelling.
Findings
The findings of the study suggest that the HRM process has a higher impact on employee reactions than HRM content. Additionally, the findings support the idea that procedural and distributive justice are related more to trust dependability and integrity, and that procedural justice is a better predictor of employee reactions than distributive justice.
Research limitations/implications
The study does not allow for dynamic causal inferences because the data was collected using a questionnaire at a single point in time. Furthermore, the findings of the study may not generalize across borders, because the study was applied in the Greek context, which has different labour relations with respect to other countries.
Practical implications
The study has clear implications for both managers and decision makers, because it suggests that employees are more committed and satisfied when the HRM system is more consistent and distinctive, more rewarding and provides opportunities for training.
Originality/value
The theoretical significance of the study is important, because it suggests that both the content and the process of HR practices, as perceived by employees, strongly influence employees' reactions, such as motivation, commitment, work engagement and organizational citizenship behaviour OCB.
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Hsin Chen, Anastasia Papazafeiropoulou, Ta-Kang Chen, Yanqing Duan and Hsiu-Wen Liu
The purpose of this paper is to understand the factors which impact upon the consumers’ willingness to utilise company Facebook pages and e-word-of mouth by proposing and testing…
Abstract
Purpose
The purpose of this paper is to understand the factors which impact upon the consumers’ willingness to utilise company Facebook pages and e-word-of mouth by proposing and testing a conceptual framework which is inspired by theories in marketing and information systems fields. The authors believe that only by applying both theories will provide a more complete understanding of the relationship between brand experience and Facebook. The research model attempts to illustrate the factors according to customers’ intrinsic and extrinsic motivations and their impact on brand experience, brand Facebook page loyalty and e-word-of-mouth (E-WOM).
Design/methodology/approach
The authors adopted an online survey method for data collection. The subjects the authors used were Facebook users. The data were collected in Taiwan over spring 2011. The authors then used the structural equation model to analyse the data collected.
Findings
The findings suggest that users are influenced by the technical characterises of a brand Facebook page, such as ease of use and usefulness, which might be combated by attempting to reduce customer effort when accessing Facebook pages. The authors conclude that customer effort influenced brand experience and consequently loyalty to brand Facebook pages and E-WOM.
Research limitations/implications
The limitations of this study relate to the investigation of consumer perspectives in a specific geographical context and time frame.
Originality/value
The study's contributions are both theoretical and practical, as it offers new insights into brand experience attitudes in an online environment and useful insights to companies willing to market themselves on Facebook.
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This paper aims to theoretically propose and empirically test a research framework that investigates the relationship between high-performance work systems (HPWSs) and…
Abstract
Purpose
This paper aims to theoretically propose and empirically test a research framework that investigates the relationship between high-performance work systems (HPWSs) and organizational performance through the serially mediating mechanisms of employee HPWS-experience attributions of well-being and exploitation, attitudes, and behaviors.
Design/methodology/approach
Multilevel structural equation modeling through Mplus was applied to a sample of 1,112 employees working at 158 Greek organizations.
Findings
The modeling's findings indicate that the serially mediating mechanism of employee HPWS-experience attributions of well-being, attitudes and behaviors improves organizational performance. Meanwhile, the serially mediating mechanism of employee HPWS-experience attributions of exploitation, attitudes and behaviors was found to weaken organizational performance.
Practical implications
This study shows that, to improve employees' well-being and weaken employee exploitation through employees' HPWS-experience attributions, senior and line managers should gain competencies and communication skills through training and development programs, successfully communicating HPWS messages to employees.
Originality/value
This study may be the first study to elucidate the serially mediating mechanisms of employees' well-being and exploitation through employees' HPWS-experience attributions, attitudes and behaviors in the relationship between HPWSs and organizational performance.
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The purpose of this study is to investigate the impact of high-performance work systems (HPWS) on organizational performance through the mediating role of human resources (HR…
Abstract
Purpose
The purpose of this study is to investigate the impact of high-performance work systems (HPWS) on organizational performance through the mediating role of human resources (HR) flexibility (expressed by functional flexibility, skills malleability and behavioural flexibility).
Design/methodology/approach
The study examines theoretical relationships in the Greek context, which reflects changing economic and financial crisis, based on multilevel structural equation modelling estimation, using three waves of sample data collected in years 2014, 2016 and 2018 from organizations operating in the private sector.
Findings
The study finds that although HPWS positively influences all three HR flexibility dimensions, this positive effect is not transferred equally to organizational performance. The dominant effect on organizational performance is attributed to skills malleability, a smaller effect to behavioural flexibility and a negligible effect to functional flexibility.
Research limitations/implications
Although the data collected refer to three different years, most of the companies and individuals responded to sampling were different. As such, the study does not allow for dynamic causal inferences due to its quasi-longitudinal nature.
Practical implications
The findings of this study may influence managerial decisions in developing bundles of HPWS policies and practices in relation to HR flexibility attributes.
Originality/value
Since most studies consider HR flexibility as an aggregated construct, this study is possibly one of the very few studies that is examining the differential impact of the HR flexibility dimensions on organizational performance in turbulent times.
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Drawing on the contingency perspective between business strategies and human resource (HR) practices, the purpose of this paper is to examine the effects of human resource…
Abstract
Purpose
Drawing on the contingency perspective between business strategies and human resource (HR) practices, the purpose of this paper is to examine the effects of human resource management (HRM) system (which integrates both content and process of HR practices) on both proximal organisational outcomes (such as job satisfaction, motivation, and organisational commitment) and distal organisational outcomes (such as employee engagement, organisational citizen behaviour (OCB), co-operation among employees, intention to quit, and operational performance).
Design/methodology/approach
The analysis is based on a sample of 996 Greek employees working in 108 private organisations and the statistical method employed is structural equation modelling with bootstrapping estimation.
Findings
The results indicate that HRM content is more positively related to job satisfaction and motivation and less related to organisational commitment than HRM process. Moreover, HRM system is sequentially related to organisational outcomes (both directly and indirectly) and significantly influences employee job satisfaction and motivation, as well as OCB and co-operation among employees, and operational performance.
Research limitations/implications
The data were collected using a questionnaire at a single point in time, and thus, not allowing dynamic causal inferences. Considering that Greece is experiencing a severe financial crisis, the findings from this unique context may not generalise across other contexts.
Practical implications
The core messages to decision makers are that employee development and rewards are the major dimensions of the content of an HRM system and that consistency and distinctiveness are the principal features of the process of an HRM system, even in cases where the organisation is operating under an economic crisis environment.
Originality/value
Investigations into the relationship between HRM systems and organisational performance have become increasingly common. Nevertheless, empirical studies that measure the impact of HRM systems, which being contingent on business strategies integrate both content and process of HR practices on organisational performance are still rare. This paper partially fills this gap.