Ashlea Kellner, Keith Townsend, Adrian Wilkinson and Rebecca Loudoun
Paramedics' work environment is constantly changing and unpredictable. Controlling environmental risks is difficult for the HR department and requires support of external systems…
Abstract
Purpose
Paramedics' work environment is constantly changing and unpredictable. Controlling environmental risks is difficult for the HR department and requires support of external systems such as unions and policymakers. Acknowledging environmental complexity, and the interaction of external systems, this study examines how the HRM system manages and responds to violence against paramedics.
Design/methodology/approach
Data were collected from three Australian state ambulance services. Detailed accounts from 72 semi-structured interviews are supplemented by 1,216 phone surveys demonstrating the prevalence of assault.
Findings
Reporting very high levels of assault against paramedics from the survey data, the authors discuss situational risk factors identified by interviewees in the immediate physical environment and broader social context. The authors detail HRM practices adopted by each case and identify how gaps in the HRM system are addressed by other external, industry-level and state/federal-level systems in a multi-layer response to assault against paramedics.
Practical implications
Identification of individual and situational risk factors and consequences for paramedics enables more targeted prevention, intervention and response. Young and less experienced paramedics are perceived to be at greater risk of assault. Importance of HRM practices particularly de-escalation training is highlighted. Gaps in HRM system require external input, particularly via law enforcement and public education.
Originality/value
This study adopts a holistic and contextualised perspective of HRM to improve understanding of violence against paramedics at work. Combining open systems and multi-stakeholder approaches, the authors adapt Beer et al.'s (1984) seminal Harvard Model of HRM. The authors propose a conceptual map which illustrates relationships between situational risks, key systems, HRM practices and outcomes.
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Ashlea Kate Kellner, Keith Townsend, Rebecca Loudoun and Adrian Wilkinson
Exposure to high-trauma work has been associated with negative outcomes for individuals and organisations. Support for these employees can buffer and protect against mental health…
Abstract
Purpose
Exposure to high-trauma work has been associated with negative outcomes for individuals and organisations. Support for these employees can buffer and protect against mental health problems. Frontline managers (FLMs) are well placed to provide for employee support needs but are often not effective in doing so. The purpose of this paper is to identify and understand barriers to provision of four different types of social support as identified by House (1981) by FLMs to employees in a high-trauma workplace.
Design/methodology/approach
This qualitative study investigates three Australian ambulance service organisations, including 72 interviews.
Findings
Nine barriers to support are identified that can obstruct the provision of optimum employee support. These relate to the FLM themselves, the workplace context and employee-centric factors.
Research limitations/implications
This paper is a single industry case study; further complexity may exist in other high-trauma industries. Future research should consult policy makers to develop strategies to address the barriers to FLM support.
Practical implications
FLMs are critical support persons as they are well placed to provide many employee support needs. Emotional support is the foundation for facilitating all other types of support to employees but results here indicate it is often lacking for workers in high-trauma workplaces for a range of individual and organisational barriers that operate in isolation and combined.
Originality/value
This paper juxtaposes House’s (1981) support framework with study findings to provide a model of the barriers to optimal employee support. This model contributes to a reconceptualisation of the relationship between employee and direct manager that is particularly pertinent for high-trauma contexts.
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Ashlea Kellner, Keith Townsend, Adrian Wilkinson, David Greenfield and Sandra Lawrence
The purpose of this paper is to develop understanding of the “HRM process” as defined by Bowen and Ostroff (2004). The authors clarify the construct of “HRM philosophy” and…
Abstract
Purpose
The purpose of this paper is to develop understanding of the “HRM process” as defined by Bowen and Ostroff (2004). The authors clarify the construct of “HRM philosophy” and suggest it is communicated to employees through “HRM messages”. Interrelationships between these concepts and other elements of the HRM-performance relationship are explored. The study identifies commonalities in the HRM philosophy and messages underscoring high-performing HRM systems, and highlights the function of a “messenger” in delivering messages to staff.
Design/methodology/approach
Case study of eight Australian hospitals with top performing HRM systems. Combines primary interview data with independent healthcare accreditor reports.
Findings
All cases share an HRM philosophy of achieving high-performance outcomes through the HRM system and employees are provided with messages about continuous improvement, best practice and innovation. The philosophy was instilled primarily by executive-level managers, whereby distinctiveness, consensus and consistency of communications were important characteristics.
Research limitations/implications
The research is limited by: omission of low or average performers; a single industry and country design; and exclusion of employee perspectives.
Practical implications
The findings reinforce the importance of identifying the HRM philosophy and its key communicators within the organisation, and ensuring it is aligned with strategy, climate and the HRM system, particularly during periods of organisational change.
Originality/value
The authors expand Bowen and Ostroff’s seminal work and develop the concepts of HRM philosophy and messages, offering the model to clarify key relationships. The findings underscore problems associated with a best practice approach that disregards HRM process elements essential for optimising performance.