Tim Bednall (Innovation and Ideas Series)

Dr Tim Bednall, one of the creators of the Australian Leadership Index, discusses how organisations show leadership for the greater good. With a particular focus on our Federal Government, he discusses how everyday Australians make these judgements and how this changes in response to big events

How employee perceptions of HR policy and practice influence discretionary work effort and co-worker assistance: Evidence from two Australian organizations

Drawing on social identity theory and organizational justice research, we model the impact of employee perceptions of human resource (HR) policies and practices on two important outcome variables - discretionary work effort (DWE) and co-worker assistanc

How employee perceptions of HR policy and practice influence discretionary work effort and co-worker assistance: evidence from two organizations

Drawing on social identity theory and organizational justice research, we model the impact of employee perceptions of human resource (HR) policies and practices on two important outcome variables - discretionary work effort (DWE) and co-worker assistance (CWA). Results based on 618 full-time employees in two organizations show that HR practices are positively related to procedural and distributive justice and that organizational identification mediates the relationship between procedural and distributive justice and DWE and CWA, respectively. Distributive justice is also shown to have direct effects on the two outcome variables suggesting the relevance of a social exchange perspective as a complement to social identity explanations. Implications for research and practice are briefly discussed

Beyond creativity: implementing innovative ideas through human resource management

Although scholars are starting to reflect on the way in which human resource management (HRM) might enable or impede innovation it is still not clear exactly what practices or combinations of practices stand out, why this might be so, and what this means for managers in practice. Employees contribute to organizational innovation via their innovative behaviors, both devising creative ideas and working collaboratively to implement those that make sense in a given context. Creativity stands at the start of an innovation, and plays its part in transforming the idea into reality. Given the challenges involved, the innovative behaviors that lie behind innovation may remain dormant and excellent opportunities be missed. In this chapter, we suggest that high-commitment HRM prompts innovation by supporting, guiding and facilitating the exchange and effective combination of knowledge. We refer to HRM implementation, arguing that what matters is not the existence of practices per se, but how they are interpreted and enacted by line managers, and perceived by employees

Employee perceptions of management relations as influences on job satisfaction and quit intentions

In this paper we use a relational approach to investigate how employee perceptions of their relationships with three types of managers-senior, line, and human resource managers-are related to employees' job satisfaction and intention to quit. Based on an employee survey ( n = 1,533), and manager network data ( n = 140) in ten organizations operating in Australia, we found that the extent of agreement between employees' perceptions of their relations with senior and line management was positively related to these outcome variables. In addition, we found these relationships were strengthened in organizations where HR and line managers reported high-frequency communication between the two groups. Implications of our findings are briefly canvassed