Louise Loegstrup, Adrian Edwards, Frans Boch Waldorff, Volkert Dirk Siersma, Martin Sandberg Buch and Tina Eriksson
This paper aims to evaluate the maturity matrix (MM) (a facilitated formative self‐assessment tool for organisational development in primary care) on satisfaction, differences…
Abstract
Purpose
This paper aims to evaluate the maturity matrix (MM) (a facilitated formative self‐assessment tool for organisational development in primary care) on satisfaction, differences between GP and staff, the extent to which practice teams worked on goals set, and to identify suggestions for change to MM.
Design/methodology/approach
The approach taken was a cross‐sectional survey administered to all participants by mail in 57 family practices, 278 participants, (143 GPs; 135 staff) in Denmark, one year after participating in the MM project.
Findings
At practice level 44 returned at least one questionnaire. At participant level, 144 returned the questionnaire: 82 GPs; 62 staff. A total of 93 gave positive statements on satisfaction with MM, 16 stated initial expectations were not met, 79 would recommend MM to colleagues. Differences between GPs and staff were only statistically significant regarding “increased insight into organisation of work after participation in the MM project”. There was a tendency that GPs were more positive and likely to give an opinion. A total of 22 planned how to meet the goals set at the first MM meeting and 18 felt that they achieved them. In 24 out of 44 practices MM was stated to contribute new ways of working. A total of 12 of 144 stated that they needed more follow‐up support.
Practical implications
The results indicate that MM is a workable method to assess and gain insight into practice organisation with no major differences between GPs and staff.
Originality/value
The paper examines participants views' on MM one year after introduction.
Details
Keywords
Aviv Kidron, Shay S. Tzafrir and Ilan Meshoulam
This study aims to reveal the necessary human resource management (HRM) teamwork processes for achieving HRM integration.
Abstract
Purpose
This study aims to reveal the necessary human resource management (HRM) teamwork processes for achieving HRM integration.
Design/methodology/approach
A research survey was carried out among 233 HRM professionals from 29 HRM teams.
Findings
The findings revealed significant correlation between formal HRM aspects of HRM teams (HRM goals and strategy, formal communication and formalization) and informal HRM aspects (perceived proximity and trust). Another significant correlation was found between trust and HRM integration. Also, trust fully mediated the relationship between informal communication and centralization, on the one hand, and HRM integration, on the other.
Originality/value
The study contributed to the understanding of formal and informal aspects of HRM team (HRMT) processes.