Exploring the effects of flexible working practices and family friendly policies on the employment and welfare of insecure workers

This paper raises a number of controversial issues in an attempt to evaluate the effects of flexible working practices and family friendly policies on employment and welfare of mainly people with disabilities, senior citizens and the women and men with caring responsibilities. Over the recent years many governments have championed the idea of flexible working for obvious political and economic motives while most employers who have accepted or even initiated such practices and policies have acted on purely economic and business grounds. This study attempts to explain the concepts of flexible working and family friendly policy and then to explore the reasons for and procedures of implementing such policies. It is concluded that family friendly policies can be useful means of meeting the needs of both employers and employees, depending on the way they are implemented and the people who benefit from them

Religiosity, ethics and the spirit of capitalism in HRM

This chapter contributes to the debate on the extent to which religion and religiosity have had any effects on the management of people and employee relations in Asian countries and in particular in East Asia where there has been a revival of religious beliefs after many years of suppression on religious practices. The author observed that studies on the relationship between religious beliefs, organizational behavior, managerial practices and organizational outcomes are very limited and much of the debate over the rise of religiosity and spirituality as a form of personal identity has focused on the effects of religion at the national rather than the organizational and workplace level, and has been concerned with the negative aspects of religious extremism rather than on the positive implications of religious enlightenment on work and employee relations. This chapter addresses this imbalance and argues that the gap is still wider between the theory or what religious teachings promote and the reality or how people are managed in the workplace. The author provides emerging evidence that suggests that Asian ethical work behavior inspired by non-religious beliefs has had significant impact on HRM despite the spread of capitalism and the rise of religiosity, and calls for more empirical research on the topic to deepen our understanding

Human resource management with Islamic management principles:a dialectic for a reverse diffusion in management

Purpose – The purpose of this paper is to explore the nature and contents of Islamic management practices and their consequent implications for human resource management (HRM) in Arab countries. In addition, it aims to examine the implications for multinational companies (MNCs) operating in Islamic countries and the impact of globalisation before proceeding to an analysis of managerial problems in Arab countries and the need for understanding Islamic management principles by Arab (national) and international managers. Design/methodology/approach – The paper takes the form of a qualitative approach based on an extensive review of relevant literature and the employment of examples from selected Arab countries. Findings – The study reveals that a gap exists between the theory of Islamic management and the practice of management in Arab countries. Management in Arab countries is informed and heavily influenced by non-Islamic traditional and national cultural values and norms of different countries and by Western management thinking rather than Islamic principles derived from the Holy Quran (words of God) and the Hadith (words of the Prophet Mohamed). Research limitations/implications – The paper argues that one of the main reasons for the lack of progress in most Arab and Islamic countries is the mismatch between global integration and local responsiveness because of an excess forward diffusion of Western management and business practices with little understanding and, hence, the implementation of Islamic management principles by both local and international managers in Arab countries. It adopts the view that there is a gap between the knowledge possessed by national and international managers in order to manage locally and what is required from the local workforce to be managed effectively. The main limitation of this study is the lack of empirical research evidence to support the points deducted from this review of literature. Practical implications – Understanding Islamic management principles could help to develop a more appropriate type of management best practice in Arab and Islamic countries while still benefiting from the transfer of relevant Western management techniques and Western technology. The paper also argues that a reverse diffusion of management knowledge and skills by managers of MNCs is very important for the effective management of human resources in host countries. National cultural contexts and different views of work values have made a major impact on the ability of firms to address HRM issues in different cultural settings. Originality/value – The paper contributes to the comparatively sparse literature on Islamic management and its applications by identifying key issues for HRM implementation and in developing Western understanding of Islamic management systems

A comparative analysis of graduate employment prospects in European labour markets:a study of graduate recruitment in four countries

The aim of this paper is to provide a comparative analysis of higher education and the graduate labour markets in selected European countries (France, Germany, Spain and United Kingdom) in the context of the expectations of graduates and prospective employers, and respective recruitment and selection practices. Expectations of graduating students from a number of European collaborating universities are sought and analysed in order to find out about a match between the knowledge and skills of graduates and the needs of European employers. The study examines the process of graduate recruitment, employee and employer expectations, and the role of higher education institutions in meeting such expectations. Primary data was gathered from 252 employers and 485 final year (graduating) students through the use of questionnaires. The analysis of the data collected has revealed different approaches to but similar methods of graduate recruitment between the four countries. Despite the current differences in higher education systems and labour market trends, the expectations of employers and graduating students are more similar than different. It is concluded that EU graduates will have good employment prospects in an integrated labour market

Graduate recruitment and graduate attributes in European labour markets:a comparative study of four countries

The aim of this paper is to provide a comparative analysis of higher education and the graduate labour market in selected European countries in order to establish the extent to which a European wide model of graduate recruitment can be developed. It starts with the assumption that there is a gap between the demand for and the supply of graduates in the European labour market. Expectations and experiences of graduating and graduated students from a number of European (collaborating) universities are sought and analysed in order to find out if European universities are producing graduates with the knowledge and skills needed by European employers. The main research question is that: ‘since more and more students are graduating from universities of other countries and are likely to be employed in their home or third countries within the European Union (EU), will it be possible to have a common qualifications structure and similar graduate recruitment procedures?’. To answer this question, secondary data, which have been collected through an extensive review of relevant literature, and primary data, which have been gathered through the use of questionnaires, have been used. The analysis of data collected has revealed the use of a wide diversity of approach among the countries studied. Despite being part of an ever-closer union, there are still many differences in education systems and in the graduate recruitment policies and practices used by graduate employers. There is a lack of awareness from both employers and graduates in one country of employment choices and education systems available in other countries. It is concluded, however, that in light of the increasing economic, political and legal integration among the EU member states, the high level of collaboration among many institutions of higher education, the willingness of member states to meet the objectives of the Bologna declaration, and the expanding presence of many multinational companies in Europe, it would be possible to develop a European model of good practice in graduate recruitment and selection, despite the current differences in education systems and labour market trends

Managing the global, the local and the unknown:international human resource management

This lecture will provide an understanding of the principles that underpin the practice of international human resource management that will be of interest to both academics and practitioners.In part one, International Human Resource Management: the concept, I will try to explain how international human resource management has emerged as a subject for study and research, and then discuss the meaning of the concept, by offering my own version of the explanation. Colleagues and other scholars may have different interpretations, of course, providing a good start for a healthy debate. In part two, International Human Resource Management: the theoretical framework, I will take the definition of the concept further by exploring the theoretical aspects of the context in which international human resource management can be implemented as a process of managing the global, the local and the unknown. I will explain how the global integration of business and management practices (the globalising power of business) has led to the widespread ‘forward’ diffusion of Anglo-American and European management theories and practices to the local workforces in different countries, and how the need for local responsiveness (the localising power of national norms and values) have led to need for the employment and management of global employees to act and think locally while operating globally, encouraging ‘reverse’ diffusion of management best practice.In part three, International Human Resource Management: the application, I will provide further evidence for the theoretical framework explained in part two by examining the management of human resources in China and in the Arab world. Both, China and the Arab world, have been confronted with globalising powers of business, to a great extent, in similar ways but the management approaches that have been developed in response to global integration are very different. In China, high levels of state control over all aspects of organisational behaviour and cautious response to Western diffusion of management knowledge has been reinforced by tacit socialist norms of solidarity, equality, mutual assistance, honesty, friendship, and absolute compliance with the law, have all contributed to the development of a management system with ‘Chinese characteristics’. By contrast Arab countries display examples of where management practices have been imported with little change from the home country because it is believed by many Arab politicians and business people that bringing Anglo-American and European style of management systems to their organizations will result in improving international relations and trade with the Arabs. However, the importing of such practices has very often led to unsuccessful managerial experiences and created many contradictions and problems at the organizational level especially in human resource management. In part four, International Human Resource Management: the implication, I will examine the role of MNCs as employers of international managers and the role of further and higher education as producers of potential managers in developing cross-cultural managers. I will emphasize here the requirements of a globalising power of knowledge rather than business, politics or culture.Finally, in part five, International Human Resource Management: the conclusion, I will conclude by stressing the importance of being aware of the two conflicting forces of global integration and local responsiveness in international human resource management. It will argue that the implementation of a credible system of international human resource management requires a forward diffusion process that is meet with equal acceptance of reverse diffusion and the same as local employees have to be managed globally, global managers have to be managed locally, creasing a balance between the globalising power of business and localising power of national norms and values

Gender, mentoring and social capital in the National Health Service (NHS) in Scotland, UK

This chapter investigates the role of gender, mentoring and social capital and contributes to literature about the career development of women in senior management roles in the National Health Service of the UK. It draws on a doctoral study of senior-level managers in a Scottish NHS Board. The data collected are: (i) documentary; (ii) quantitative; and (iii) qualitative. The quantitative data are collected through questionnaires, while the source of qualitative data is in-depth semi-structured interviews. The doctoral study is embedded within an interpretivist and feminist paradigm. Although access to mentoring and social capital was seen as likely to enhance the career progression of females to senior managerial roles, gendered work and family expectations, gendered organisational culture, and normative performances of gendered senior management were identified as obstacles in taking advantages of mentoring and social capital. To the best of our knowledge, this is the only piece of work that explicitly investigates the role of mentoring and social capital in managing gender diversity at the senior managerial positions of the NHS

Towards a further understanding of the relationship between job attitudes and employees’ responses:the case of Greek banks in recessionary times

The 2008 global financial crisis is described as the deepest the world has experienced since the stock market crash in 1930s. This has led to a liquidity shortfall and solvency problems for most banking systems across the globe (Otero-Iglesias 2015; Soriano 2011). The crisis has mostly been concentrated on the financial systems of US and Europe, and although it did not affect all EU countries with the same intensity, its aftermaths were almost identical to all EU member states, including Greece (EC 2012). Precisely for the Greek case, due to the unprecedented Greek debt crisis and the subsequent recession, the domestic economy has been struggling against bankruptcy. In response to the political pressures from the International Monetary Fund, the European Commission and the European Central Bank, the Greek banking sector underwent a momentous structural transformation through tremendous business amalgamations, the rationalisation of most banks’ branch network, and extensive retrenchment implementations, all of which radically changed the domestic banking landscape. This paper examines the impact of employees work-related attitudes (namely their organisational commitment, job satisfaction and psychological contract breach) on their EVLN behavioural responses towards the organisational changes introduced in the Greek banking sector. The paper aims to advance our understanding on human behaviour within organisations operating under business and economic uncertainty and complexity. To serve its purpose, the study aims at addressing the following research question: What is the impact of work-related attitudes on employees’ EVLN behavioural responses? This paper adopts the positivism paradigm and a quantitative approach. A questionnaire survey distributed to 1,500 employees in Greek banks. Data collected from a sample of 1,259 responses returned, and data analysed by carrying out Structural Equation Modelling (SEM) using the AMOS statistical software. Contrary to prior research examined the process of planning and implementating organisational change at organisational levels (Armenakis and Bedeian 1999; Weick and Quinn 1999), this study follows a more anthropocentric approach by focusing at a micro-level (individuals) within organisations to examine their attitudes, behaviours and cognitions (Vakola 2013; Oreg et al. 2011; Armenakis et al. 2007; Cunningham 2006; Rafferty and Griffin 2006;). The significance of understanding individuals’ responses to organisational change is of a great importance as their responses are determined by the extent to which they embrace organisational change, and therefore these behaviours could determine its smooth and successful implementation

Employees’ perceptions of human resource management practices and employee outcomes

Purpose – The purpose of this paper is to examine the relationship between employees’ perceptions of HRM practices and two outcomes, namely, employee commitment and turnover intention, in small and medium-sized enterprises (SMEs) in mainland China.Design/methodology/approach – This paper adopts a quantitative approach based on a sample of 227 employees working in 24 SMEs in eastern and western China.Findings – Employees’ perceptions of HRM practices such as training and development, reward management, and performance management, are significant predictors of employee commitment. A negative direct relationship is found between employees’ perceptions about the use of HRM practices and turnover intentions.Research limitations/implications – Although data were collected from two representative provinces of eastern and western China, the size of the sample may limit the generalisability of the findings to the wider region.Practical implications – The relationship between employees’ perceptions of HRM practices and employee outcomes in Chinese SMEs provides an effective way for SME owners and HR practitioners to generate desirable employee attitudes and behaviours, which, ultimately contribute to improving organisational performance.Originality/value – This is an original paper which makes a contribution by helping to address the dearth of studies which have explored aspects of the effectiveness of HRM in SMEs in China. In contrast to the majority of China-focused studies on this topic, it highlights HRM outcomes at the individual level rather than the organisational level. Further, the study involves SMEs in western China which is an under-explored region

Strategic decision-making process (SDMP) in times of crisis:evidence from Greek banks

This paper investigates the strategic decision making process (SDMP) of Greek banks’ top management in the context of profound organisational changes introduced in 2012 due to the aftermath of the 2008 global financial crisis. It focuses on the impact of three key dimensions of the SDMP, namely, rationality, intuition and political behaviour, relating to four changes introduced, namely, mergers and acquisitions, branch network rationalisation, integration of information technology (IT) and downsizing of operations and personnel. A survey questionnaire was conducted, targeting Greek banks’ top management. Out of 140 questionnaires, 78 were returned, a 55.71% response rate. Data was analysed using structural equation modelling. Research findings identify rationality as a key dimension of SDMP for all organisational changes, as there was high focus on identifying and analysing all required information, use of external financial advisors, and reliance on multiple methods of information gathering. Decision-makers used their intuition in the form of past experience when making acquisition decisions, whilst their personal judgment and “inner voice” were neglected.Finally, political behaviour was not displayed during this process, as decision-makers were open with each other about their interests and preferences, and there was no bargaining, negotiation or use of power amongst them. One limitation was that of not considering all the factors that might help measure SDMP. Also, this study was conducted in a period of political and financial uncertainty for Greek banks, as well as for the Greek economy in general, so findings may not be generalizable to other industries and countries. Conducting interviews could have offered deeper insight as well. This study’s value lies in the fact that the organisational changes were determined by Greece’s leaders, and thus the Greek banks had to operate under a dynamic, inflexible and non-autonomous environment. Also, this study extends prior SDMP research by examining the impact of the three key SDMP dimensions on four types of organisational change