R. Bruce McAfee and Paul J. Champagne
Examines performance management, a strategy for improving employeeperformance and productivity. This approach involves three components:performance planning, performance…
Abstract
Examines performance management, a strategy for improving employee performance and productivity. This approach involves three components: performance planning, performance management, and performance appraisal. Describes how several different firms have implemented this approach. Also outlines four elements for successfully implementing a performance management system.
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Alireza Ardalan, Vernon A. Quarstein and R. Bruce McAfee
Many organizations are analysing the feasibility of using Japaneseproduction methods and concepts. Examines how allowing individualsdiscretion in selecting among various…
Abstract
Many organizations are analysing the feasibility of using Japanese production methods and concepts. Examines how allowing individuals discretion in selecting among various production scheduling techniques, combined with real‐time feedback, affects their job‐scheduling performance. The results of the experiments involving sequencing jobs through work centres, illustrate that when discretion was afforded, performance improved. This result suggests that providing employees with discretionary leeway and real‐time feedback enables them to improve the production system continuously.
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Diana L. Deadrick, R. Bruce McAfee and Paul J. Champagne
Illegal workplace harassment has become an increasingly significant issue. While most articles have focused on the legal and/or practical steps necessary for employers to avoid…
Abstract
Illegal workplace harassment has become an increasingly significant issue. While most articles have focused on the legal and/or practical steps necessary for employers to avoid litigation, a neglected issue is how to prevent illegal harassment more effectively. Describes an organization change approach to developing an environment of mutual respect. When harassment prevention is examined from this perspective, the critical issues involve how to increase awareness about harassment, how to incorporate employee input and involvement in the change process, and how to develop employee responsibility for maintaining a harassment‐free work environment. Recommendations encourage managers to change the way they approach the problem of harassment.
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Reference librarians in various library settings are often assigned responsibilities for training students, support staff, or other new professionals, a task for which they rarely…
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Reference librarians in various library settings are often assigned responsibilities for training students, support staff, or other new professionals, a task for which they rarely have sufficient professional education. This bibliography recommends readings on topics that will assist reference librarians in understanding the philosophy of staff development. The readings listed here cover subjects such as: establishing an atmosphere that facilitates learning, assessing training needs, describing competent performance, writing clear and specific objectives, selecting appropriate training methods, maintaining skills and providing feedback, and evaluating the effectiveness of a training program.
Oriol Iglesias and Fathima Zahara Saleem
– The purpose of this paper is to identify the detailed human resource policies and practices that favor the expansion of consumer-brand relationships.
Abstract
Purpose
The purpose of this paper is to identify the detailed human resource policies and practices that favor the expansion of consumer-brand relationships.
Design/methodology/approach
Due to the lack of studies in this specific field, this research leans toward adopting an exploratory and interpretative methodology. The data stems from 53 in-depth interviews spanning three case studies in the hotel industry.
Findings
The main contribution of this research is the identification and description of the human resource management (HRM) policies and practices which enable the development of consumer-brand relationships. The six policies and practices which this research considers key are: recruitment, promotion, training, communication, evaluation and compensation.
Originality/value
This is the first research that identifies and describes the HRM policies and practices which enable the development of consumer-brand relationships.
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Women Sales Managers Volume 11 Number 2 of The Journal of Business & Industrial Marketing includes an article by Alan J. Dubinsky, Lucette B. Comer, Marvin A. Jolson and Francis…
Abstract
Women Sales Managers Volume 11 Number 2 of The Journal of Business & Industrial Marketing includes an article by Alan J. Dubinsky, Lucette B. Comer, Marvin A. Jolson and Francis J. Yammarino entitled “How should women sales managers lead their sales personnel?”
Seong-Yuen Toh, Shehnaz Tehseen, Ali B. Mahmoud, Jason Cheok, Nicholas Grigoriou and John Opute
This study highlights the instrumental role of the mission statement as a tool used by managers to shape value congruence to achieve enhanced employee performance levels.
Abstract
Purpose
This study highlights the instrumental role of the mission statement as a tool used by managers to shape value congruence to achieve enhanced employee performance levels.
Design/methodology/approach
A variance-based structural equation modelling was used to analyse the data obtained from a sample of 123 managers working in private organisations in Malaysia.
Findings
The management sensemaking approach is useful in mission statement research. Managers' involvement in clarifying the mission statement to various firm stakeholders, especially employees, is the strongest predictor of value congruency between employees and the firm, leading to improved levels of employee behavioural performance. Managers can influence value congruency through two processes: (1) guiding and shaping employees' values and (2) adapting the mission statement's contents.
Research limitations/implications
Future studies can consider the impact of managerial role modelling on employees' value alignment with the firm in longitudinal studies. Other aspects of alignment offer further research opportunities, for example, HR policy alignment and alignment of marketing and operation strategies with the mission statement.
Practical implications
Managers should move beyond treating the mission statement as a management tool. Instead, it is a firm philosophy that reflects managers' words and deeds and exemplifies their philosophical ideals.
Originality/value
Despite three decades of research into the relationship between the mission statement and performance, the results have been mixed. Therefore, this study adopts a sensemaking approach to research the mission-performance relationship underpinned by the resource-based view (RBV) theory.