Understanding inequality in employment: an analysis of the subjective context

This paper provides an analysis of the role of context in inequality in employment by using the setting of Saudi public organisations. We focus on tribe and religion as they represent the major cultural force in Saudi public organisations and they hold major power and resources. We conducted interviews and focus-group discussion with employees from dominant and non-dominant groups. We utilised the multilayers framework to help us go beyond the basic analysis of the descriptive and analytical context to focus on the deep analysis of the subjective context in understanding inequality in employment. Our findings revealed the perpetuation of inequality in employment is considered a political strategy which is reinforced by the state and supported by tribal structure and religious establishment. In the absence of equality legislation, equality in employment seen as a form of modern liberal and social democracy which is why not supported by dominant groups. The subjective analysis of the context provides potential implication to enhance theory and practice on the contextualisation and operationalisation of inequality in employment

Comparability of Functional MRI Response in Young and Old During Inhibition

When using fMRI to study age-related cognitive changes, it is important to establish the integrity of the hemodynamic response because, potentially, it can be affected by age and disease. However, there have been few attempts to document such integrity and no attempts using higher cognitive rather than perceptual or motor tasks. We used fMRI with 28 healthy young and older adults on an inhibitory control task. Although older and young adults differed in task performance and activation patterns, they had comparable hemodynamic responses. We conclude that activation during cognitive inhibition, which was predominantly increased in elders, was not due to vascular confounds or specific changes in hemodynamic coupling

Workplace bullying and employee outcomes: a moderated mediated model

This paper investigates the relationship between workplace bullying and employee outcomes in a healthcare setting. Drawing on HR process theory, we investigate the mediating role of the perceived effectiveness of implementation of anti-bullying practices on employee outcomes and whether targeted line manager training was a moderator of that relationship. Our multi-level analysis (utilising responses from 1,507 employees within forty-seven hospitals with matched HR Director interviews), finds that the relationship between workplace bullying and employee outcomes is partially mediated by employees’ perceived effective implementation of intended anti-bully practices. The mediated relationship is moderated by targeted line manager training in anti-bullying practices. The mediated moderation model illustrates that it is effective implementation of anti-bullying practices enhanced by targeted training that is required to reduce bullying probabilities and their associated negative employee outcomes. The paper contributes to resource based view (RBV) of the firm, HR process and human capital theories. The implications for future research and practice are discussed

Understanding Proactive Behaviours and Career Success: Evidence From an Emerging Economy

This article explores the relationship between proactive career behaviours and both objective and subjective career success. The study was conducted on a sample of managers within the public sector of an emerging economy (Malaysia). A sample of 288 managers reported on their proactive career behaviours and career success. Results show that managers who engage in individual career management and networking behaviours report more subjective career success. Networking is positively related to both objective and subjective career success. We discuss the implications for managers' career in emerging economies.&nbsp

High-Performance Work Practices and Labour Productivity: A Six Wave Longitudinal Study of UK Manufacturing and Service SMEs

This study utilises both evolutionary resource-based view (EBRV) and open systems theory to investigate the long term impact of high-performance work practices (HPWPs) on labour productivity in UK manufacturing and service sector SMEs. We investigate both forward and reverse causality and the moderating role of owner-manager strategic orientation, and whether such relationships are influenced by firm size and age. Utilising a longitudinal data set (a balanced panel) comprising 284 UK SMEs and six waves of data collection over a ten-year time period (2007–2017), we found support for both forward and reverse causality. Prior investments in HPWPs were positively associated with subsequent firm labour productivity and prior labour productivity was positively associated with future investment in HPWPs. The size of the estimated coefficients for these relationships were consistently larger for small firms than for medium sized firms, however there were not significant for firm age. We additionally found that owner-manager strategic orientation towards HR moderated both forward and reverse causality relationships and that this relationship increased over time. The size of the estimated coefficients was larger in small firms compared to medium-sized firms. Overall, our findings support calls to investigate both forward and reverse causality and to better understand potential differences between small and medium sized firms

Upward Influence Tactics and their Effects on Job Performance Ratings and Flexible Working Arrangements: The Mediating Roles of Mutual Recognition Respect and Mutual Appraisal Respect

Supervisor’s HR decisions have a significant impact on the employees they manage but have been found to be subject to bias. The upward influence tactics use by subordinates can play a role in this. We investigated the effects of seven upward influence tactics on supervisor job performance ratings and the extent of subordinate flexible working arrangements (FWAs). Supervisors are often responsible for determining whether employees are granted FWAs. We posit an alternative theoretical mechanism by which upward influence tactics bring about their effects, mediated through two distinct types of respect, mutual appraisal and mutual recognition respect. We collected data from 389 matched supervisor-subordinate dyads, and found that both mutual appraisal respect and mutual recognition respect mediated relationships between several upward influence tactics and both job performance ratings and flexible working arrangements. Our findings show that upward influence tactics affect the quality of the relationship between employees and their supervisors. Specifically, these two forms of mutual respect. Further, that both mutual appraisal and mutual recognition respect may explain why supervisors show favoritism to some subordinates over others, in reaching HR decisions in these areas

Creativity Development in Organisations and Mode 2 HRM Theory Development: Event System and Experiential Learning Perspectives

Literature on academic-stakeholder collaboration in the context of HRM is scarce and highlights the challenges linking theory to practice. Drawing on Mode 2 research, we theorise how a structured intervention enables the generation of theoretical insights concerning the development of employee creativity knowledge, skills, and attitudes (KSAs). Utilising event system theory, we reveal how the novelty, criticality, and disruption of a structured intervention fuel an experiential learning process. This process facilitates the development of important individual and team-based creativity KSAs and is sustained through a learning mindset. We develop insights about theories-in-use, HRM theory development, and the micro processes involved in an academic-stakeholder collaboration including areas of potential tension. From a practice perspective, we highlight the value of structured interventions for creativity KSA development and a strategy to facilitate academic-stakeholder collaboration

Management development in Small and Medium Sized Firms in The Republic of Ireland: An Investigation of Contingency Factors and Management Development Activities

Purpose The development of managerial skills is an important priority for small and medium sized firm globally yet we have few insights about the predictors and types of management development (MD) activities in SMEs. To date studies of MD have not sufficiently differentiated between small and medium sized firms. In this paper we investigate the impact of three sets of predictors (contextual, technology and innovation activities, behavioural and skill) on six dimensions of MD (formal internal development, formal internal with an external expert, formal external development, one-to-one MD activities, budget for MD and experiential focused MD). Design/methodology/approach Survey of 360 SMEs in Ireland involving 401 manager and owner managers in small and medium sized firms. Findings Our findings reveal that firm size is an important predictor of the six dimensions of MD investigated in this study. We also found that in terms of the different categories of predictors dimensions of the SME technological and innovation capacity explained differences between small and medium sized firm such as technologically improved product/service, changes existing products and services and process innovation. We also found the age of the firm, the existence of a clearly articulated business strategy and formal strategic planning approaches were significant. Research / practical / policy implications Overall our findings highlight significant differences between small and medium firms which have important research and policy implications. Management development is a government priority for supporting Irish SMEs. We address a fundamental problem providing insight into predictors of management development activities. Originality/value This is a large survey of SMEs in the Republic of Ireland. The findings have important theoretical and policy implications

Coaction Interrupted: Logic Contestations in the Implementation of Inter?organisational Collaboration around Talent Management in the Public Sector in Scotland

Our study explores how Human Resources (HR) actors from 24 public sector organisations in Scotland interpret and address multiple and competing institutional logics in the context of the implementation of an inter-organisational collaboration within the Public Sector to develop and implement talent management (TM). Our findings reveal that HR actors encountered day-to-day difficulties in blending different versions of TM, the need to have professional autonomy versus the requirement to develop some shared TM practices, and the fit of TM practices with public sector organisations. We therefore found that institutional logics impacted in different ways on efforts to collaborate and the types of TM practices developed and implemented. Theoretically, our study findings reveal that HR actors have agency at the practice level and that powerful actors can advocate particular logics to protect their professional and organisational interests