Achieving high performance outcomes through trust in virtual teams

Developing trust among team members is critical for achieving high performance outcomes. Recently, global business operations necessitated working in a team environment with colleagues outside traditional organizational boundaries, across distances, and across time zones. In this article, we discuss how human resource practices can support organizational initiatives when business operations mandate increased virtual teamwork. We examine the role of HR in enhancing relationship building and the development of trust among workers who may rarely, if ever, meet face-toface. Using research from teamwork, social exchange theory, and knowledge sharing, we discuss how four areas of human resources management—recruitment, training, performance appraisal, and compensation/reward— might combine with technology to facilitate the development of trust among virtual team members

Relationship between human resource management practices and organizational performance: the moderating role of interfirm collaboration and environment of Malaysian Research and Development (R&D) organizations / Zurina Adnan

Since 1996, the Research and Development (R&D) sector in Malaysia has received greater policy attention than before. Despite fiscal and non-fiscal incentives provided to support the growth of this sector, the level of R&D measured in terms of R&D outputs (i.e. number of patent) is still dismal which is mirrored in the overall performance of local R&D companies. Many studies have investigated factors which influence the performance of organizations. The present study attempts to examine the relationship between human resource management (HRM) practices and organizational performance of R&D firms based on contingency theory and resource based view. The moderating role of interfirm collaboration and environment on the relationship between HRM practices and organizational performance are also studied. Organizational performance was measured in terms of profitability. The data for the study were obtained from survey responses from 64 R&D companies. Results of EFA and CFA confirmed the 4 dimensions of HRM practices: participation, reward, training and development, and teamwork practices. Regression results showed participation and reward practices have positive and significant relation with organizational performance while training and development practice has negative relation with organizational performance. There is no significant relationship between teamwork practice and organizational performance. Results also indicated that only collaboration in manufacturing significantly moderated the relationship between some of the HRM practices and organizational performance. Other types of interfirm collaborations did not show any moderating roles on the aforesaid relationships. Also, the present study found that environment was not a moderator in the relationship between HRM practices and organizational performance. Overall, the findings of the present study provide partial support of Contingency Theory and RBV. Theoretical contributions and managerial implications of the study as well as suggestions for future research were discussed

The culture of UK employee-owned worker cooperatives

Purpose – This paper presents exploratory, empirical data from a three-year study of organizational culture in for-profit, employee-owned businesses within the UK, comparing ownership types (direct, trust, and cooperative). It outlines the study and then focuses on worker cooperatives. Culture is illuminated through the lens of performance and reward management. Design/methodology/approach – Qualitative data was gathered from three worker cooperatives based in the North of England, using semi-structured interviews, participant observation, and document review and was compared to qualitative data collected from other types of employee-owned businesses. Findings – The findings suggest a distinct culture within worker cooperatives encompassing five key values: a whole life perspective, consistently shared values, self-ownership, self-control, and secure employment. Research limitations/implications – Additional time with each cooperative and a greater spread of cooperatives would be beneficial. The research was carried out during a period of organizational growth for the case organizations, which may influence attitudes to reward and retention management. Practical implications – The results inform recruitment and retention policy and practice within worker cooperatives and highlight concerns regarding the stresses of being a self-owner. These are important considerations for potential worker co-operatives alongside policy recommendations to advance employee ownership. Originality/value – A comparative analysis of culture, performance, and rewards across different employee ownership types has not been undertaken before. This addresses an under-researched area of employee ownership regarding HR practices. Within the UK, recent research on the culture(s) of worker cooperatives is limited

The impact of organizational culture on job satisfaction in higher education institution

Job satisfaction is one of the important element in organization and it becomes crucial in order to enhance the organizational performance. Furthermore, job satisfaction helps to improve the service provided by the employees. Despite of this, organizational culture becomes as main agenda and have an effect on the level of satisfaction among the employees. Besides, the impact of organizational culture practices by organization is very important to emerge the level of satisfaction.In higher education institution context, the management focused on the best service delivery practices to the stakeholders like students and other parties. Hence, employees need to put a comprehensive effort to provide best services and it also can be done successfully through the practice of organization culture.Consequently, a positive organizational culture can bring a positive element among employees and organization needs to ensure that their employees are satisfied with their given job and the reward (or recognition)

PERANAN KEPUASAN KERJA DALAM HUBUNGAN KAUSAL ANTARA PRAKTEK-PRAKTEK MANAJEMEN SUMBER DAYA MANUSIA DENGAN KINERJA KARYAWAN RUMAH SAKIT GIGI DAN MULUT PROF. SOEDOMO

The practices of human resources management helps improving the employee productivity directly and the employee performance quality indirectly. If the practices are connected to an organizational capability in improving its performance, then the activities of human resources management such as: recruitmet and selection, involvement, training, development and education, work condition, competency base performance and compensation and reward will have relationship with the job satisfaction and the employee performance. The research was conducted in order to analyze the role of job satisfaction as the mediating variable for the influence of the human resources management practices recruitmet and selection, involvement, training, development and education, work condition, competency base performance and compensation and reward) toward the employee performance. The research was conducted to the employees of Profesor Soedomo Dental and Oral Hygiene Hospital Yogyakarta who had been working for at least three years. The results of the research showed that recruitmet and selection, involvement, training, development and education, work condition, competency base performance and compensation and reward had significant influence toward the employee performance. In addition, the results also showed that the job satisfaction mediated the causal relationship between the activities of human resources management (recruitmet and selection, involvement, training, development and education, work condition, competency base performance and compensation and reward) and the employeee performance

A SHRM Perspective on International Compensation and Reward Systems

We re-examine the efficacy of the SHRM perspective from the vantage point of a specific HRM system, international compensation and rewards, to gain new insights into existing conceptual models. Looking at SHRM from the ground up suggests that, to continue informing our understanding of the HRM-organizational effectiveness (OE) relationship, research will need to adopt richer theory and measures of specific HRM systems and extrapolate important contextual factors that influence relationships between OE and specific HRM systems

Exploring the Relationship of Ethical Leadership with Job Satisfaction, Organizational Commitment, and Organizational Citizenship Behavior

The impact of ethics on recent leadership practices has assumed a prominent role in both practical and theoretical discussions of organizational leadership successes and failures. A leader\u27s ability to affect followers\u27 attitudes and behaviors is important in this pursuit because it can result in greater job performance (Tanner, Brugger, Van Schie, & Lebherz, 2010). Ethical leadership may provide an effective approach for fostering positive employee outlooks and actions. Employees respond positively to the ethical leader\u27s principled leadership, altruism, empowerment, and reward systems, suggesting that improved employee attitudes and work-related behaviors may follow (Brown & Trevino, 2006). Three established measures of attitudes and behaviors are employee job satisfaction, organizational commitment, and organizational citizenship behavior. The following research study examined the potential of ethical leadership to foster higher levels of these outcomes and found that employees led by highly ethical leaders reported greater job satisfaction and organizational commitment than did employees led by less ethical leaders. No significant difference was reported among employees regarding the impact of ethical leadership on their level of organizational citizenship behavior. These findings suggest both theoretical and practitioner level insights

Measuring Employee Perceptions of Organizational Tolerance for Failure

The empirical concept of Organizational Tolerance for Organizational Failure was examined. First, a clear definition of the concept was established and, second, the concept\u27s dimensionality was explored. Based on data collected from 140 participants, four main scale components were identified: Organizational Values and Beliefs, Organizational and Supervisor Support and Motivation, Compensation and Reward Systems, and Recognition. Even though the final scale developed represented a good research base, further development is needed to improve some of the subscale\u27s internal consistencies

Assessing the Impact of Organizational Practices on the Productivity of University Technology Transfer Offices: An Exploratory Study

We present quantitative and qualitative evidence (field research) on university technology transfer offices (TTOs). These offices negotiate licensing agreements with firms to commercialize university-based technologies. A stochastic frontier production function framework is used to assess the relative productivity of 113 university TTOs. Our field research provided a useful reality check on the specification of the econometric model. The empirical findings imply that licensing activity is characterized by constant returns to scale. Environmental and institutional factors appear to explain some of the variation in TTO efficiency. Relative productivity may also depend on organizational practices in university management of intellectual property, which potentially attenuate palpable differences in the motives, incentives, and organizational cultures of the parties to licensing agreements. Unfortunately, there are no existing data on such practices, so we rely on inductive, qualitative methods to identify them. We present detailed information on our use of these methods. This information may be useful to economists who are contemplating fieldwork. Based on 55 interviews of managers/entrepreneurs and administrators at five research universities, we conclude that the most critical organizational factors are likely to be reward systems for faculty, TTO staffing and compensation practices, and actions taken by administrators to extirpate informational and cultural barriers between universities and firms.

Tipping the scales: ambidexterity practices on e-HRM projects

Purpose: We examine and conceptualise the ways in which a balance can be achieved between optimising the efficiency and effectiveness of electronic HRM (e-HRM) systems for human resource management (HRM) and enabling innovation to occur during the system implementation. Design/methodology/approach: An intepretive case study of a UK local authority e-HRM system implementation is examined using the notion of ambidexterity as an analytical device. Ambidexterity relates to how an organisation develops the ability to operate efficiently in the now, while at the same time being able to adapt to environmental changes around and ahead of them in order to grow into the future. Findings: As an intra-organisational capability, ambidexterity is found to derive from the simultaneous interplay and balancing of dual capabilities: exploitation and exploration.. E-HRM exploitation concerned the capability to generate new knowledge with innovatory effects, created through the everyday practices performed by practitioners at all levels in the organisation. E-HRM exploration, rather than being a purposeful act, was found to be an accidental consequence of engaging in exploitation to maintain the status quo. Originality/value: There is a lack of detailed investigation of how organisations actually achieve ambidexterity, particularly in three under-researched areas: ambidexterity in the public sector, at HR functional level and e-HRM systems implementation. Bundling these three areas into an integrated examination allows us to both identify how exploitation and exploration play out in the ambidextrous practices of an e-HRM project and also to identify the dimensions of ambidexterity in balancing e-HRM work