Yaw A. Debrah and Ian G. Smith
Presents over sixty abstracts summarising the 1999 Employment Research Unit annual conference held at the University of Cardiff. Explores the multiple impacts of globalization on…
Abstract
Presents over sixty abstracts summarising the 1999 Employment Research Unit annual conference held at the University of Cardiff. Explores the multiple impacts of globalization on work and employment in contemporary organizations. Covers the human resource management implications of organizational responses to globalization. Examines the theoretical, methodological, empirical and comparative issues pertaining to competitiveness and the management of human resources, the impact of organisational strategies and international production on the workplace, the organization of labour markets, human resource development, cultural change in organisations, trade union responses, and trans‐national corporations. Cites many case studies showing how globalization has brought a lot of opportunities together with much change both to the employee and the employer. Considers the threats to existing cultures, structures and systems.
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As the Communist influence in the world subsides, the threat of low‐intensity conflict increasingly becomes a major concern to those involved in maintaining world security and…
Abstract
As the Communist influence in the world subsides, the threat of low‐intensity conflict increasingly becomes a major concern to those involved in maintaining world security and peace. The fall of the Berlin Wall and the collapse of the Soviet Union have been accompanied by shifts in alignments, the emergence of old conflicts and new tensions, and an increase in Third World agitation. These events all serve to create these low‐intensity conflicts, which may take the form of guerrilla warfare, coups d'etat, ethnic violence, terrorism, resistance movements, or insurgency. Terrorism by itself is the objective of many forms of violence prevalent in today's world, including drug‐related incidents and incidents involving street gangs, hate groups, violent activists, and separatist organizations, as well as state‐sponsored actions in places such as Central and South America, the Middle East, and Libya. Conflict within areas may create situations that have far‐reaching consequences.
Frederick P. Morgeson and Stephen E. Humphrey
The design of work has been shown to influence a host of attitudinal, behavioral, cognitive, well-being, and organizational outcomes. Despite its clear importance, scholarly…
Abstract
The design of work has been shown to influence a host of attitudinal, behavioral, cognitive, well-being, and organizational outcomes. Despite its clear importance, scholarly interest in the topic has diminished over the past 20 years. Fortunately, a recent body of research has sought to reenergize research into work design by expanding our view of work design from a narrow set of motivational work features to one that incorporates broader social and contextual elements. In this chapter we seek to review the literature on work design and develop a framework that integrates both job and team design research. We begin by briefly reviewing the history of work design in order to provide needed historical context and illustrate the evolution of job and team design. We then define work design, particularly as it relates to incorporating job and team design elements and transitioning from a view of jobs to one of roles. Following this, we identify a comprehensive set of work design outcomes that provide the basis for understanding the impact that different work characteristics can have on individuals and teams. We then offer an extended discussion of our integrative model of work design, which includes three sources of work characteristics (task, social, and contextual) and the worker characteristics implied by these characteristics. Having defined the range of work and worker characteristics, we then discuss some of the fit and composition issues that arise when designing work, as well as discuss the mechanisms through which the work characteristics have their impact on outcomes. Finally, we discuss research into informal forms of work design.
Present and future development of laser processing as a production technique for modifying semiconductor devices, improving yields, and decreasing development times are described…
Abstract
Present and future development of laser processing as a production technique for modifying semiconductor devices, improving yields, and decreasing development times are described. Current applications covered include thick‐ and thin‐film resistor trimming, deposited film and polysilicon resistors on silicon trimming and redundant memory repair. Emerging applications include microcircuit mask making and capacitor trimming. Examples of processes still under development include selective annealing, minority‐carrier lifetime doping, and device diagnostics by laser imaging.
Uta K. Bindl and Sharon K. Parker
Proactivity is a type of goal-directed work behavior in which individuals actively take charge of situations to bring about future change in themselves or their organization. In…
Abstract
Proactivity is a type of goal-directed work behavior in which individuals actively take charge of situations to bring about future change in themselves or their organization. In this chapter, we draw on goal-regulation research to review conceptual and empirical evidence that elucidates some of the complex links of affective experience and employee proactivity. We identify the different ways in which affective experience influences different stages of proactivity, including employees’ efforts in setting a proactive goal (envisioning), preparing to implement their proactive goal (planning), implementing their proactive goal (enacting), and engaging in learning from their proactive goal process (reflecting). Overall, our review suggests an important, positive role of high-activated positive trait affectivity and moods in motivating proactivity across multiple goal stages, as compared to low-activated positive affectivity and moods. The role of negative affect is mixed, and likely depends on both its valence and the stage of proactivity that is being considered. We identify a lack of research on the role of discrete emotions for employee proactivity. We discuss future avenues for research, particularly the roles of intra- and inter-personal emotion regulation for proactivity and of affective embeddedness of proactive processes in the social environment of organizations.
Jean Gardiner and Jennifer Tomlinson
The purpose of this paper is to, first, explore flexible working as an important but under‐researched dimension of equality and diversity (E&D) and, second, contribute to…
Abstract
Purpose
The purpose of this paper is to, first, explore flexible working as an important but under‐researched dimension of equality and diversity (E&D) and, second, contribute to employment relations debates by exploring organisational perspectives on flexible working and how these connect with business strategies and the regulatory context.
Design/methodology/approach
In depth semi‐structured interviews were conducted with 12 E&D managers in ten public and private sector organisations. Interviews explored the role of E&D managers in the construction of flexible working arrangements (FWAs) and drivers underpinning them.
Findings
Flexible working was most evident as a significant field of E&D practice where E&D was linked into business strategy and was well resourced. The key roles of E&D managers in relation to FWAs were policy innovation and monitoring. Four organisational rationales for FWAs were identified from the data. These were FWA constructed as: an individual employee benefit; a means of improving operational effectiveness; an integral part of organisational strategy; and as a means of addressing structural social inequalities.
Research limitations/implications
While the sample is small, the research is of value to both researchers and policy makers, offering insights on an under‐researched area of E&D policy and practice.
Practical implications
This paper outlines different rationales for flexible working and shows how some organisation are able to develop flexible working policies that are more equitable and effective than other organisations.
Originality/value
The originality lies in the use of E&D managers as informants of organisational approaches to FWAs, which to date has been under‐researched in terms of its connection with E&D policy and practice.
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Catherine Hogan, Maria Barry, Mary Burke and Pauline Joyce
The purpose of this paper is to report on a study that explores healthcare professionals' experiences of the implementation of integrated care pathways (ICPs).
Abstract
Purpose
The purpose of this paper is to report on a study that explores healthcare professionals' experiences of the implementation of integrated care pathways (ICPs).
Design/methodology/approach
This study used a phenomenological research approach with a purposive sample of ten multi‐disciplinary healthcare professionals across two acute hospitals in Ireland. Data were collected via semi‐structured interviews and analysed using Colazzi's framework.
Findings
The findings of the study are presented under four themes: buy‐in from all disciplines, multidisciplinary communication, service‐user involvement, and audit of ICPs. These themes emanated from the questions asked at interview.
Research limitations/implications
The limitations of the study include the small sample size and the use of two different interviewers across the sites. The inexperience of the interviewers is acknowledged as a limitation as the probing of some questions could have been improved. In addition the themes of the findings were predetermined by the use of the interview guide.
Practical implications
Changes in existing institutional structures and cultures are required when introducing ICPs. It is necessary for senior management in organisations to lead by example. They also need to identify where support can be offered, such as in the provision of an ICP facilitator, education sessions in relation to ICPs and the development of strategies to improve multi‐disciplinary buy‐in and participation.
Originality/value
The findings of this study respond to a gap in the literature in Ireland on the experiences of healthcare professionals who have implemented ICPs. Key findings of the study are the perception that the doctor is pivotal in driving the implementation of ICPs, yet the doctor was not always interested in this responsibility.