5 research outputs found
Academics and managerialism: An impossible combination? Influences on and consequences of academics' commitment to the" new" university
Item does not contain fulltextPresentation EIASM-conference, 24 mei 2004Sienna, Italy : [S.n.
Secrets of the Beehive: Performance Management in University Research Organizations
Contains fulltext :
87009.pdf (publisher's version ) (Closed access)22 p
An international comparison of the effects of HRM practices and organizational commitment on quality of job performances among European university employees
Item does not contain fulltextSocietal developments have forced universities all over Europe to replace their 'professional' strategies, structures, and values by organizational characteristics that could be stereotyped as 'private sector' features. This trend is known as 'managerialism'. Since university employees generally stick to professional values, a conflict may emerge between professional employee values and managerial organization values. This conflict can result in lower organizational commitment and, consequently, lower quality of job performances. Since managerialism is, however, aimed at efficient and effective quality improvement, this situation is what we regard as a managerialism contradiction. Affecting university employees' performances may solve or reduce such a contradiction. Since levels of managerialism differ among countries, this paper examines which factors affect the quality of job performances of 1,700 university employees in low-, middle- and high-managerialism countries. The analyses reveal that there are large differences and some similarities between the countries regarding which human resource management (HRM) practices affect the quality of employees' job performances. Furthermore, it appears that there are clear differences among the countries regarding how the HRM practices affect the quality of their job performances. The theoretical and practical implications of the findings are discussed.22 p
Do we work hard or are we just great? The effects of organizational pride due to effort and ability on proactive behavior
Abstract This study derives a conceptual framework for examining parallel and differential influences of organizational pride in employeesâ efforts versus abilities on proactivity. Data from a field survey (NÂ =Â 1218) confirm our theoretical model. Organizational pride in employeesâ efforts and organizational pride in employeesâ abilities both had positive indirect effects on proactive behaviors via affective organizational commitment. Yet, whereas organizational pride in employeesâ efforts additionally had a direct positive effect on individual and team member proactivity, organizational pride in employeesâ abilities showed a direct negative effect on proactive behaviors for the self, the team, and the organization including a behavioral measurement of employeesâ provision of ideas for improvement. These findings contribute to the nascent literature on organizational pride by indicating towards employees as source of organizational pride, highlighting potential negative effects of organizational pride, and introducing the differentiation between employeesâ efforts and abilities
Managerialism, organizational commitment and quality of job performances among European university employees
To achieve efficient and effective quality improvement, European universities
have gradually adopted organizational strategies, structures, technologies, management
instruments, and values that are commonly found in the private business sector. Whereas
some studies have shown that such managerialism is beneficial to the quality of job
performances of university employees, others have argued that managerialism is largely
counterproductive and that it results in lower performances. The latter situation is called a
âmanagerialism contradictionâ. This paper tests two lines of reasoning underlying a
potential contradiction governing the relationship between managerialism and job performances,
while using university employee survey data from six European countries
(Belgium, Finland, Germany, Netherlands, Sweden, UK). The results tend to support the
assumption that managerialism, in these six countries at least, has a positive effect, albeit a
modest one, on the quality of performances. The most important conclusion is therefore
that there is no managerialism contradiction at work in European universities.