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Article
Publication date: 14 January 2022

Qijie Xiao, Fang Lee Cooke, Felix Mavondo and Greg J. Bamber

The purpose of the research is to examine the antecedent and employee well-being outcomes of employees' perceptions of benefits schemes.

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Abstract

Purpose

The purpose of the research is to examine the antecedent and employee well-being outcomes of employees' perceptions of benefits schemes.

Design/methodology/approach

Data were collected using both paper-based and web-based questionnaires over two time points (one month apart). The sample included 281 participants in eight companies in China. Structural equation modelling was employed to investigate the relationship between Chinese traditionality, perceived benefits schemes, job involvement and emotional exhaustion.

Findings

Chinese traditionality is an antecedent of employees' perceptions of benefits schemes. Perceived benefits schemes are negatively associated with emotional exhaustion. Moreover, job involvement mediates the relationship between perceived benefits schemes and emotional exhaustion.

Research limitations/implications

The data were collected in eight manufacturing companies in China, which may raise concerns about the generalisability of findings across industries, nations and cultures. Larger, more representative and cross-contextual samples are needed for future research to test the results further.

Practical implications

Managers should anticipate that employees with different cultural values may develop dissimilar perceptions of the same benefits schemes. Hence, managers need to communicate the benefits schemes to distinct employee groups in different ways.

Originality/value

Based on the conservation of resources model, this research offers theoretical insights into the mechanisms through which perceived benefits schemes influence employee health well-being. In addition, this research tests an antecedent of perceived benefits schemes.

Details

International Journal of Manpower, vol. 43 no. 5
Type: Research Article
ISSN: 0143-7720

Keywords

Available. Open Access. Open Access
Article
Publication date: 16 October 2017

Greg J. Bamber, Timothy Bartram and Pauline Stanton

The purpose of this paper is to review the roles of human resource management (HRM) specialists in the contemplation and implementation of innovation in employing organisations…

18943

Abstract

Purpose

The purpose of this paper is to review the roles of human resource management (HRM) specialists in the contemplation and implementation of innovation in employing organisations and workplaces.

Design/methodology/approach

The authors review some of the literature and practice in this field as well as 11 other articles that are included in this special issue.

Findings

The authors propose six research questions. First, are HRM specialists analysing relevant trends and their implications for the future of work and the workforce? Second, are HRM specialists enabling employing organisations to identify and enable innovative ideas? Third, to what extent are HRM specialists leading partnership arrangements with organised labour? Fourth, what is the role of HRM specialists in creating inclusive work environments? Fifth, how should HRM specialists change to foster enterprise performance, intrapreneurship, agility, creativity and innovation? Sixth, to what extent is there an HRM function for line managers in coordination with HRM specialists in engendering innovation around “change agent” roles?

Originality/value

The authors argue that HRM specialists should embrace and enable innovation. The authors challenge HRM specialists to consider how they can contribute to facilitating innovation. The paper proposes further research on HRM and range of associated stakeholders who, together, have responsibility for innovating in the design and delivery of HRM to enrich our knowledge of HRM and workplace innovations.

Available. Open Access. Open Access

Abstract

Details

Personnel Review, vol. 46 no. 7
Type: Research Article
ISSN: 0048-3486

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Article
Publication date: 24 October 2023

Qijie Xiao, Jiaqi Yan and Greg J. Bamber

Based on the JD-R model and process-focused HRM perspective, this research paper aims to investigate the processes underlying the relationship between AI-enabled HR analytics and…

2534

Abstract

Purpose

Based on the JD-R model and process-focused HRM perspective, this research paper aims to investigate the processes underlying the relationship between AI-enabled HR analytics and employee well-being outcomes (resilience) that received less attention in the AI-driven HRM literature. Specifically, this study aims to examine the indirect effect between AI-enabled HR analytics and employee resilience via job crafting, moderated by HRM system strength to highlight the contextual stimulus of AI-enabled HR analytics.

Design/methodology/approach

The authors adopted a time-lagged research design (one-month interval) to test the proposed hypotheses. The authors used two-wave surveys to collect data from 175 full-time hotel employees in China.

Findings

The findings indicated that employees' perceptions of AI-enabled HR analytics enhance their resilience. This study also found the mediation role of job crafting in the mentioned relationship. Moreover, the positive effects of AI-enabled HR analytics on employee resilience amplify in the presence of a strong HRM system.

Practical implications

Organizations that aim to utilize AI-enabled HR analytics to achieve organizational missions should also dedicate attention to its associated employee well-being outcomes.

Originality/value

This study enriched the literature with regard to AI-driven HRM in that it identifies the mediating role of job crafting and the moderating role of HRM system strength in the relationship between AI-enabled HR analytics and employee resilience.

Details

Personnel Review, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0048-3486

Keywords

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Article
Publication date: 19 September 2016

Sandra G. Leggat, Richard Gough, Timothy Bartram, Pauline Stanton, Greg J. Bamber, Ruth Ballardie and Amrik Sohal

Hospitals have used process redesign to increase the efficiency of the emergency department (ED) to cope with increasing demand. While there are published studies suggesting a…

848

Abstract

Purpose

Hospitals have used process redesign to increase the efficiency of the emergency department (ED) to cope with increasing demand. While there are published studies suggesting a positive outcome, recent reviews have reported that it is difficult to conclude that these approaches are effective as a result of substandard research methodology. The purpose of this paper is to explore the perceptions of hospital staff on the impact of a process redesign initiative on quality of care.

Design/methodology/approach

A retrospective qualitative case study examining a Lean Six Sigma (LSS) initiative in a large metropolitan hospital from 2009 to 2010. Non-probability sampling identified interview subjects who, through their participation in the redesign initiative, had a detailed understanding of the implementation and outcomes of the initiative. Between April 2012 and January 2013 26 in-depth semi-structured interviews were conducted and analysed with thematic content analysis.

Findings

There were four important findings. First, when asked to comment on the impact of the LSS implementation, without prompting the staff spoke of quality of care. Second, there was little agreement among the participants as to whether the project had been successful. Third, despite the recognition of the need for a coordinated effort across the hospital to improve ED access, the redesign process was not successful in reducing existing divides among clinicians and among managers and clinicians. Finally, staff expressed tension between production processes to move patients more quickly and their duty of care to their patients as individuals.

Originality/value

One of the first studies to explore the impact of process redesign through in-depth interviews with participating staff, this study adds further evidence that organisations implementing process redesign must ensure the supporting management practices are in place.

Details

Journal of Health Organization and Management, vol. 30 no. 6
Type: Research Article
ISSN: 1477-7266

Keywords

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115

Abstract

Cross‐national and other studies.

Details

Management Research News, vol. 11 no. 1/2
Type: Research Article
ISSN: 0140-9174

Keywords

Available. Content available
Article
Publication date: 4 April 2016

Greg J. Bamber and Ed Snape

1033

Abstract

Details

Personnel Review, vol. 45 no. 3
Type: Research Article
ISSN: 0048-3486

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Article
Publication date: 1 March 1987

Edward J. Snape and Greg J. Bamber

There is an increasing realisation that managerial and professional staff play a crucial role in determining the success of the organisations which employ them, whether in the…

177

Abstract

There is an increasing realisation that managerial and professional staff play a crucial role in determining the success of the organisations which employ them, whether in the private or the public sector. Hence there is a growing concern with the quality and development of such staff. A detailed study of these important occupational groups, which was funded by the Economic and Social Research Council (ESRC reference F/00/23/00 98) was recently conducted by the authors. Although focused on Britain, the research is linked with parallel studies being undertaken in the US, Australia, New Zealand, Japan and several other European countries. The broader international study will be published within the next year as Roomkin, M. (Ed.), The Changing Character of Managerial Employment: A Comparative View Oxford, University Press, New York and Oxford. The demographic and educational trends which relate to managerial and professional employees, their careers and other aspects of the management of such human resources are discussed. The remuneration of managerial and professional staff, their unionisation and their role in the wider society are then considered.

Details

Employee Relations, vol. 9 no. 3
Type: Research Article
ISSN: 0142-5455

Keywords

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Article
Publication date: 1 March 1992

Greg J. Bamber, Mark A. Shadur and Faith Howell

Discusses feasibility, desirability and value of Japanesemanagement strategies in a Western context. Major Japanese companies areat the leading edge in refining management…

444

Abstract

Discusses feasibility, desirability and value of Japanese management strategies in a Western context. Major Japanese companies are at the leading edge in refining management strategies, techniques and styles, for example, with regard to having a long‐term perspective and the continuous improvement of quality, stock control, skill formation, communications, training and employee development. As possible models can these approaches be transferred to different cultures?

Details

Employee Relations, vol. 14 no. 3
Type: Research Article
ISSN: 0142-5455

Keywords

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Article
Publication date: 1 April 1976

Greg Bamber

In this paper analysis is made of an important development in British industrial relations; the extension of collective bargaining to include managerial level employees. The…

258

Abstract

In this paper analysis is made of an important development in British industrial relations; the extension of collective bargaining to include managerial level employees. The questions posed include those such as: Why are managers increasingly joining unions? What kind of union are they attracted to? How do managers behave as trade unionists and how do employers react to the development of managerial unionism on their virgin territory? In suggesting answers to such topical questions, it is argued that although some existing unions are becoming more ambitious in recruitment, managers themselves are now interested in organizing collectively to defend their employment status and declining pay differentials. It is noted that George Bain's explanation of white collar union growth is also applicable to the development of managerial unionization, and that managers' unionism is spreading from the public to the private sector, although managers may, however, have reservations about some manifestations of aggressive trade unionism. But, despite their prevailing attitudes, managers can be militant themselves and may offer a more profound challenge to employers' prerogatives than more traditional unions. It is concluded that employers may try to undermine incipient managers' unions but that in the long term these attempts are doomed to failure not least because they will be countered by public policy.

Details

Personnel Review, vol. 5 no. 4
Type: Research Article
ISSN: 0048-3486

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