In-groups, out-groups, and their contrasting perceptions of values among generational cohorts of Australians

Objective: Personal values guide, and are used to justify, behaviours both within and beyond organisational contexts. Baby Boomers, Generation X, and Generation Y are purported to vary in the values they espouse and hence their behaviours. The aim of this research was to examine and compare self-ratings and out-group perceptions of the importance of the four overarching clusters of values in Schwartz's circumplex model by generation. Method: A convenience sample of 157 participants (49 Baby Boomers, 47 Generation X, and 61 Generation Y) completed an online survey of self-rated values and perceptions of another generation's values. Results: Multivariate analyses identified that self-ratings of self-enhancement, openness to change, and conservation value clusters varied between generations (medium effect size), but self-transcendence did not. Out-group perceptions of generations varied across all four value clusters (very large effect size). We then compared each generation's self-ratings of value importance with perceptions of value importance provided by other generations (in-group/out-group comparisons). There were significant variations between self-ratings and perceived importance ratings provided by other generations for all three generations (large effect). Conclusions: Larger differences in other-ascribed than self-ascribed value importance across generations highlights the need to avoid actions based on generation value stereotypes, both within and beyond the workplace. Further research on a representative sample of the Australian population using a mixed-methods approach is recommended

Computer-supported qualitative research

[No abstract available

Controlling healthcare professionals: How human resource management influences job attitudes and operational efficiency

BackgroundWe assess how HRM is implemented in Australian hospitals. Drawing on role theory we consider the influence HRM has on job attitudes of staff and hospital operational efficiency. MethodsWe adopt a qualitative research design across professional groups (physicians, nurses and allied health staff) at multiple levels (executive, healthcare managers and employee). A total of 34 interviews were carried out and analysed using NVivo. ResultsFindings revealed a predominance of a control-based approach to people management. Using Snell’s (1992) control framework, we found that behavioral control was the predominant form of control used to manage nurses, allied health workers and junior doctors. We found a mix between behavior, output and input control as well as elements of commitment-based HRM to manage senior physicians. We found low levels of investment in people and transactional HR activities has led to negative job attitudes such as low morale and frustration among healthcare professionals. Further, while rules promote conformity with established procedures; the overuse of behavior controls restricts healthcare workers individual clinical autonomy to achieve best solutions for their patients and staff. ConclusionsInappropriate and excessive use of behavior control contributes to short-term cost cutting goals being met; however lead to operational inefficiencies. We suggest that hospitals reduce the profusion of behavior control and increase levels of input and output control in the management of people. Poor perceptions of HR activities have resulted in HR being overlooked as a vehicle to address the strategic challenges required of health reform and to build an engaged workforce

Standardize or customize: The interactive effects of HRM and environment uncertainty on MNC subsidiary performance

This study examines the impact of customizing (as opposed to standardizing) human resource management (HRM) practices on subsidiary performance in multinational corporations (MNCs). We examine how this relationship is influenced by environmental uncertainty. Hypotheses were tested using data from 92 subsidiaries of a large MNC operating in 27 countries. The results showed an interactive relationship between the customization of HRM practices and subsidiary environmental uncertainty on both financial (net profit) and nonfinancial (customer satisfaction) objective measures of subsidiary performance. The results of this study provide important empirical insights for researchers and practitioners into how HRM can be best configured to drive multiple performance outcomes for MNC subsidiaries

Academy of Management Annual Meeting Proceedings

Over the last two decades there has been global debate about the future of healthcare systems and uncertainty in regard to how health reform should be undertaken. In many countries healthcare reform has concentrated on structural change, cost containment, the introduction of market mechanisms and consumer choice. Despite efforts from policy makers, politicians and communities, healthcare systems are substantially unaltered. In this paper we argue that research and developments in business and human resource management (HRM) have not been transferred to the healthcare sector, despite the widely held belief that “management matters” in delivering quality healthcare outcomes. The key lesson from the HRM literature is that investing in developing and maintaining effective HRM builds a well-motivated and appropriately skilled workforce that makes significant and measurable positive contributions to organizational performance. In the same way, the approach taken to manage human resources in healthcare could be a facilitator (or major constraint) to achieving the objectives of health sector reform. We draw on HRM control theory to examine current practice in hospitals because research consistently suggests that the health sector adopts a control orientation to people management and there is a need to understand existing practice before recommendations for change can be made. We employ multilevel and grounded theory approach to explicate the complexities of the various forms of control and HRM climate. Our findings reveal major themes elucidating not only the forms of control adopted in hospitals but the specific conditions under which these controls are used. Results also highlight how forms of control employed in hospitals influence the climate and strength of the HRM system and perceptions of HRM professionals. This study provides important implications for healthcare managers, policy makers, HRM professionals, researchers and those responsible for change management in the health secto

Methodological choices of HR research conducted in Asia

A twenty-year study of the Human Resource (HR) practices–outcome relationship has found that more rigorous methodologies have been adopted over time. However, several problematic features such as cross sectional, single-informant, and single-level designs continue to be adopted (Bainbridge et al. Human Resource Management, 20, 2016). Responding to calls for increased contextualization of research by investigating the relationship between the location of data collection and the methodological choices of researchers, this study answers the question “How unique are the methodological choices of HR research conducted in Asia?” Applying content analysis to 241 published articles, we compare internal, external, construct and statistical conclusion validity of studies collected in North America (n=66), Europe (n=95) and Asia (n=80, including 57 studies from China). Results show that despite similarities in cross-sectional, single-informant and single-level designs across regions, research conducted in Asia is mainly undertaken via field studies, using subjective outcome measures at the organizational level, following a post-predictive design. In addition, studies from Asia are more recent, and show a shorter time gap between data collection and publication. Theoretical and practical implications embedded in the dynamic context of Asia in general, and China more specifically are discussed

Research methods in Human Resource Management

Edited by Karin Sanders, Julie A. Cogin, Hugh TJ Bainbridge..This book presents advanced quantitative and mixed research methods that can be used to analyze integrated macro and micro paradigms within the field of Human Resource Management. Multi actor, social network and longitudinal research practices, among others, are explored. Readers will gain insight into the advantages and disadvantages of different research methods in order to evaluate which type is most suitable to their research. This book is suitable for both advanced researchers and graduate students

Managerial Problem Solving: Frameworks, Tools & Techniques.

Provides students and practitioners with a summary of useful ideas and frameworks to enhance effectiveness in problem solving. This clearly laid-out text aids students in courses and executive programs who may have difficulty organising their ideas and information into coherent analyses of the problems and assignments they are working on. Regular use of the ideas, frameworks, tools and techniques presented in this book will make individuals and teams less susceptible to these limitations and biases as they tackle managerial problems