In 2002, Avaya realized the need to move to a global, rather than local, approach to providing its HR services. Here, Michael Donnelly explains how, in partnership with Convergys…
Abstract
In 2002, Avaya realized the need to move to a global, rather than local, approach to providing its HR services. Here, Michael Donnelly explains how, in partnership with Convergys, it implemented a network of global shared service centres to cut costs, improve speed and accuracy, and turn previously unusable data into actionable business intelligence.
Fiorella Pia Salvatore, Simone Fanelli, Chiara Carolina Donelli and Michele Milone
This study aims to analyze the value-based health-care model in defining a strategy to guide the evolution of health-care organizations toward a value-oriented model. To improve…
Abstract
Purpose
This study aims to analyze the value-based health-care model in defining a strategy to guide the evolution of health-care organizations toward a value-oriented model. To improve the quality of care by ensuring economic sustainability, it is necessary to redefine the concept of competition in healthcare and align it with the concept of maximizing value for patients.
Design/methodology/approach
Performance measurement is a crucial aspect of the analysis of health-care organizations. Porter developed an effective analytical technique and presented the measurement of health-care outcomes based on health conditions, the efficiency of health-care organizations and the type of service provided.
Findings
Clinical outcomes and data on the costs of care of each patient are essential to evaluate improvement in treatment value over time. Engaging in the evaluation of what happens to patients in their course of care enables the expansion of the measurement of outcomes because it measures all the health services related to it.
Originality/value
Building a health-care system based on the value and continuous improvement of care and services provided is a goal shared by many countries and international organizations. Today, the analysis of outcomes is important for making informed decisions, directing and planning clinical and organizational changes by improving the quality of care and services.
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Leanne Weber, Jarrett Blaustein, Kathryn Benier, Rebecca Wickes and Diana Johns
Leanne Weber, Jarrett Blaustein, Kathryn Benier, Rebecca Wickes and Diana Johns
Svatopluk Hlavacka, Ljuba Bacharova, Viera Rusnakova and Robert Wagner
The aim of the study was to examine the use of Porter’s generic strategies and their effect on performance in the context of the Slovak hospital industry. Using mail survey the…
Abstract
The aim of the study was to examine the use of Porter’s generic strategies and their effect on performance in the context of the Slovak hospital industry. Using mail survey the study first identified the natural taxonomy of four strategic types of Slovak hospitals, based on their use of Porter’s generic strategies in pure form and in combination. Next the study examined whether different strategic types were associated with different levels of organisational performance, while controlling for such variables as size and location, which have been argued to influence the hospital performance. The findings indicate that hospitals which follow a “stuck‐in‐the‐middle” strategy, in general, have superior performance on all used performance measures, while hospitals that place only low emphasis on cost leadership, differentiation and focus, labelled “wait and see” in this study, perform the poorest. The study concludes that the research provided body of knowledge relevant for the Slovak hospital industry, that may be used by hospital managers in the strategy formulation process as well as by the researches in exploring the influence of different contingencies on hospitals’ strategic orientation.
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József Poór, Allen D. Engle, Ildikó Éva Kovács, Michael J. Morley, Kinga Kerekes, Agnes Slavic, Nemanja Berber, Timea Juhász, Monica Zaharie, Katerina Legnerova, Zuzana Dvorakova, Marzena Stor, Adam Suchodolski, Zoltán Buzády and Ainur Abdrazakova
We explore the effects of three organizational variables (country of origin of the multinational company (MNC), the timing of entry into the European Union and the mode of…
Abstract
Purpose
We explore the effects of three organizational variables (country of origin of the multinational company (MNC), the timing of entry into the European Union and the mode of establishment of the MNC subsidiary unit) on the human resource management (HRM) practices being pursued by subsidiaries of large MNCs operating in selected countries in Central and Eastern Europe (CEE) and the Former Soviet Union. Furthermore, we examine whether the degree of autonomy afforded to the subsidiary over its preferred HR recipes is related to overall local unit performance.
Design/methodology/approach
We profile the HRM practices of 379 foreign owned subsidiaries located in Bulgaria, Croatia, The Czech Republic, Kazakhstan, Poland, Hungary, Russia, Romania, Serbia and Slovakia. Using descriptive statistics, we present the general characteristics of the sample and we then use bivariate statistical analysis to test our hypotheses relating to the impact of different organizational factors on the HR practice mix implemented in the MNC subsidiaries covered in our survey.
Findings
We find a significant correlation between the annual training budget, the importance of knowledge flow from headquarters (HQs) to the subsidiary and the perceived criticality of training and development and whether the subsidiary is a greenfield site or an acquisition. A correlation was also found between the national timing of EU membership (older members, newer and then candidate countries and non-EU members) and three HR practice variables: the use of expatriates, external service providers and employee relations practices.
Research limitations/implications
Our research calls attention to the issue of balancing the efficiencies of standardization with the local preferences and traditions of customization which results in more successful MNC control and ultimately higher levels of performance. It also calls attention to the challenges in pursuing research of this nature over time in the CEE region, especially given the dynamic nature of the MNC mix in each of the countries.
Practical implications
Our findings serve to reduce the information gap on foreign-owned companies in CEE and the Former Soviet Union.
Originality/value
Despite some 30 years of transition, there remains a paucity of empirical research on the HR practices of MNCs across a number of countries in the CEE region. For a decade and a half, the CEEIRT group[1] has been systematically gathering empirical evidence. The combination of the breadth (10 countries) and depth (numerous items related to MNC subsidiary relationships with corporate HQs and patterns of HR practices and roles) characterizing the ongoing research effort of the CEEIRT collaboration serves as a mechanism for augmenting the empirical base on HRM in the region.
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Lois Dugmore and Saskia Bauweraerts
This paper aims to discuss an initiative developed between, Leicestershire Partnership National Health Service Trust and Turning Point, which is the locally commissioned drug and…
Abstract
Purpose
This paper aims to discuss an initiative developed between, Leicestershire Partnership National Health Service Trust and Turning Point, which is the locally commissioned drug and alcohol service in Leicester, Leicestershire and Rutland. The aim was to improve outcomes for clients with dual diagnosis (co-occurring mental health and substance misuse) issues. The purpose of the change in working practice was to engage with local substance misuse agencies more effectively to improve clinical outcomes within this service user group. This was achieved through four interrelated approaches. This comprising providing an integrated service. It included building relationships with substance misuse services, providing specialist dual diagnosis clinics and the introduction of substance misuse workers onto mental health wards and group work specific to substance misuse. The outcomes included easier access to services for service users and greater uptake of service users who were moving onto substance misuse services. This led to a reduction in risk related to prescribing and fewer incidents related to prescribing changes and greater engagement in services. When service users were moving between services better communication led to prescriptions being transferred with no delay and to reduced dropout rates in service. There was improved access to substance misuse services, more referrals and take up of service taking place. There was a greater understanding by staff of co-occurring substance misuse and how to work with this client group. Closer working relationship with substance misuse services and shared skills led to greater confidence in managing this service user group. This demonstrates a cost effective service that can be replicated within similar settings.
Design/methodology/approach
In clinical practice, shared treatment has proved challenging in light of different service models (Laker, 2006). Substance misuse works on the premise of change comes from the individual, where recovery models in mental health offer a formalised approach. One of the challenges faced by services has been the inability for mental health services to recruit and services become overstretched (Rimmer, 2018); this gave an opportunity for a new method of working to be considered. This led to the development of a new service model.
These changes were:
• Improving the interface with substance misuse services to improve access to community substance misuse services for mental health clients.
• To provide specialist staff within the dual diagnosis field to provide a clinic jointly with local drug and alcohol services.
• Introduction of substance misuse workers as team members on acute mental health and rehab wards.
• Group Substance Misuse programmes.
Findings
Working within an integrated model, yet maintaining separate organisations, by offering joint training and clinics has led to a greater understanding of each organisation’s work and increased engagement within the service user group.The introduction of substance misuse workers to acute and rehab mental health inpatient services encouraged service users to engage at the point of admission and to be referred into locally commissioned substance misuse services prior to the point of discharge. Engagement with staff has demonstrated better engagement with substance service by service users following discharge.For clients able to take leave assessment could take place prior to discharge. This led to an increased uptake in services. Due to no opiate substitution given on discharge decreased risk of prescribed medication overdose at point of discharge and led to increase in returning straight to substance misuse services. This meant that service users received medication quicker and the right dose and on discharge ensured reduced risk. The prescribing of Naloxone at discharge is yet to be assessed, but the risk of an overdose within seven days is well-documented and Naloxone is key in reversing this trend. This change in practice can be replicated in any mental health setting and has increased access to services for those using substances.
Originality/value
Is original no other services have substance workers or joint clinics across the UK. First inpatient unit to welcome patients back post-discharge to attend groups.
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Barrie Dale, Jos van Iwaarden, Ton van der Wiele and Roger Williams
To measure service quality perceptions among spectators of a sports event.
Abstract
Purpose
To measure service quality perceptions among spectators of a sports event.
Design/methodology/approach
This paper reports the main findings of a 290 respondent questionnaire survey carried out “live” among home spectators at a sports fixture. This methodology of distributing and collecting questionnaires to and from home spectators is novel and can be used by other researchers. Also reported in the paper are follow‐up discussions at a shopping precinct with lapsed fans.
Findings
The paper identifies the main factors that influence attendance and the initiatives to attract new or lapsed supporters. Amongst the main findings is that those spectators who make regular contributions to the club through a range of schemes and are members of its independent supporters Association rate club and players public profiles higher and perceive season tickets and ground entrance prices better value than non‐members, and are also more likely to visit the club shop to purchase merchandise.
Originality/value
This paper reports a project carried out by a supporters forum of a Rugby League Club into the means of increasing attendance at home games. There are sparse details in the literature of similar projects of its type and scale being undertaken in sports arenas. Therefore, the methodology adopted, the questionnaire details and the findings can be useful in other sports environments.