Human resource management practices and organizational performance. The mediator role of immaterial satisfaction in Italian Social Cooperatives

The paper deals with the mediating role of immaterial satisfaction between substantive human resources (HR) features and organizational performance. We address this relationship in the Italian social service sector using a survey dataset that includes 4134 workers and 320 not-for-profit social cooperatives. The obtained results show that human resource management (HRM) practices influence immaterial satisfaction and, satisfaction positively impacts on firm performance. However, the impact of the different HRM practices is not the same. In this sense, worker involvement and workload pressure have a positive impact on firm performance; but task autonomy or collaborative teamwork do not have impact on organizational performance

HR Practices and Customer Satisfaction: The Mediating Link of Commitment

This research examined organizational commitment as a mediator between HR practices and customer satisfaction of 35 job groups from 13 service firm business units. Both commitment level and consensus were predicted to influence customer satisfaction. Results found that commitment level mediated the relationship between HR practices and customer satisfaction

Transforming New Zealand Employment Relations: At the Intersection of Institutional Dispute Resolution and Workplace Conflict Management

In New Zealand, the contemporary shift from highly regulated, collectivist employment rights to individual employment relationships included statutory direction to mediation. Good faith negotiation in the workplace and state provision of mediation were to be the primary mechanisms for resolution of ‘employment relationship problems’ (ERP). This paper investigates the intersection between workplace conflict management and institutional provision of mediation. We investigated ERP resolution by drawing on empirical evidence from 38 narrative interviews where participants recounted experiences of employment relationship problem (ERP) resolution. We analysed 243 ERP by comparing settlements to end employment relationships with resolution of ERP where relationships endured. We sought to understand why some ERP remained unresolved and/or escalated. We found that collaborative reflective sense-making had a positive impact on early workplace problem resolution while investigation and confidential settlement negotiations risked injustice. We present, therefore, some suggestions for embedding collaborative conflict management in the workplace

Designing Integrated Conflict Management Systems: Guidelines for Practitioners and Decision Makers in Organizations

A committee of the ADR (alternative dispute resolution) in the Workplace Initiative of the Society of Professionals in Dispute Resolution (SPIDR) prepared this document for employers, managers, labor representatives, employees, civil and human rights organizations, and others who interact with organizations. In this document we explain why organizations should consider developing integrated conflict management systems to prevent and resolve conflict, and we provide practical guidelines for designing and implementing such systems. The principles identified in this document can also be used to manage external conflict with customers, clients, and the public. Indeed, we recommend that organizations focus simultaneously on preventing and managing both internal and external conflict. SPIDR recognizes that an integrated conflict management system will work only if designed with input from users and decision makers at all levels of the organization. Each system must be tailored to fit the organization\u27s needs, circumstances, and culture. In developing these systems, experimentation is both necessary and healthy. We hope that this document will provide guidance, encourage experimentation, and contribute to the evolving understanding of how best to design and implement these systems

A Semantic Grid Oriented to E-Tourism

With increasing complexity of tourism business models and tasks, there is a clear need of the next generation e-Tourism infrastructure to support flexible automation, integration, computation, storage, and collaboration. Currently several enabling technologies such as semantic Web, Web service, agent and grid computing have been applied in the different e-Tourism applications, however there is no a unified framework to be able to integrate all of them. So this paper presents a promising e-Tourism framework based on emerging semantic grid, in which a number of key design issues are discussed including architecture, ontologies structure, semantic reconciliation, service and resource discovery, role based authorization and intelligent agent. The paper finally provides the implementation of the framework.Comment: 12 PAGES, 7 Figure

People Make the Difference: An Explorative Study on the Relationship between Organizational Practices, Employees’ Resources, and Organizational Behavior Enhancing the Psychology of Sustainability and Sustainable Development

The most recent developments in the field of sustainability science and the emergence of a psychologyofsustainabilityandsustainabledevelopmenthavecontributedtocollectevidencesabout the fact that modern organizations need healthy and motivated employees to survive and to prosper within this fast-moving scenario. In this vein, a confirmation to these evidences came from the abundant research on HEalthy and Resilient Organizations (HERO), showing that when organizations make systematic, planned, and proactive efforts to improve employees’ subjective resources then organizational processes and outcomes benefit in turn. Moving forward from these premises, the presentstudyaimedtoexploretheseassumptionswithinthecontextofsmallandmediumenterprises (SMEs), investigating the relationships among the organizational practices, employees’ subjective resources, and organizational behaviors. Two hundred and thirty-six participants working in SMEs located in the south of Italy took part. They were invited to fill in a questionnaire investigating their perception of organizational resources and practices (autonomy, leadership, communication, organizational mindfulness, and commitment to resilience), of their individual resources (work engagement and psychological capital), and finally, of some organizational outcomes (extra-role behavior). Results showed that psychological capital was a significant mediator of the relationship betweenemployees’perceptionoftheorganizationalresourcesandpracticesandextra-rolebehaviors. Concrete implications of these conclusions in terms of human resource management (HRM) are discussed together with limitations of the study and future developments

Antecedents and outcomes of personnel perceptions of the effectiveness of career management practices in the New Zealand Defence Force : a thesis presented in partial fulfilment of the requirements for the degree of Master of Arts in Psychology at Massey University

This research examined antecedents and outcomes of perceptions of the effectiveness of career management practices (PECMP) using a military sample. Past research has shown mixed results regarding the relationship between experiencing career management practices and organisational commitment and turnover intentions; however positive relationships have been found when perceptions of career management are measured. This present study hypothesised that PECMP would be positively related to commitment (affective and continuance) and job satisfaction and negatively related to turnover intentions. Based on the literature a number of variables were hypothesised as antecedents of PECMP. A sample of 436 Regular Force New Zealand Defence Force (NZDF) personnel responded to a NZDF attitude survey, which measured commitment, job satisfaction, turnover intentions, PECMP and 13 proposed antecedents of PECMP. Regression analysis showed that PECMP was positively related to affective commitment and job satisfaction but not to continuance commitment. Job satisfaction and affective and continuance commitment were negatively related to turnover intentions, with affective commitment the strongest contributor. PECMP was higher when career management was perceived as fair, sufficient feedback was given, personnel felt satisfied with their past career development, expectations were met, personnel felt they had input into their career development and personnel perceived the NZDF valued their career development. The study also found that one-to-two times per year was perceived as sufficient contact with a career manager and that the frequency of contact influenced attitudes towards the career manager. Personnel who defined their career as the military, opposed to their trade, were more affectively committed to the NZDF but not less likely to intend to leave. Personnel viewed career success differently (laterally and hierarchically), but this did not influence PECMP or career development satisfaction. This study provides empirical support for the benefits of effective career management in the reduction of voluntary turnover in the military via its influence on affective commitment and in turn, intentions to leave. The study also identifies features of best practice career management that should be used when designing and, most importantly, implementing career management