A Changing World of Workplace Conflict Resolution and Employee Voice: An Australian Perspective

The authors contribute to dispute resolution theory and provide new insights on such important issues as employee voice, workplace disputes and employees’ intentions to quit. They conducted and analyzed a survey of managers in Australian workplaces. They apply Budd and Colvin’s (2008) path-finding dispute resolution framework to examine two research questions: first, is there a relationship between the resolution of disputes and employee voice as measured by employee perceptions of influence over decision-making? Second, is there a relationship between the resolution of workplace disputes and employees’ intentions to quit? These are important questions in view of the high costs of workplace conflict and employee turnover. The authors find that employee voice facilitates successful dispute resolution. Further, employee voice has the additional benefit of directly reducing employee turnover intentions, above and beyond its indirect effect by helping to resolve conflicts at work

Up In The Air: How Airlines Can Improve Performance by Engaging Their Employees

[Excerpt] In the chapters that follow, we explore the competitive strategies and employment-relations strategies found in the United States (chapter 2) and in a range of other countries (chapter 3), before and after deregulation. In chapter 4 we analyze recent trends in quality, productivity, and costs, as well as employee outcomes. In chapter 5 we look more closely at selected new-entrant airlines and find a wide range of competitive and employment-relations strategies being used in this segment of the industry. In chapter 6, we examine several legacy airlines and identify the distinct strategies they have adopted to respond to competitive pressures from new-entrant airlines. These chapters each focus on selected U.S. airlines and those based in some other countries. In chapter 7, we summarize the strategies of new-entrant and legacy airlines, and offer lessons about how airlines can and do change their strategies over time in their efforts to compete more effectively. We offer recommendations, using our historical and comparative analyses to discuss whether a path forward can be identified that can provide a better balance in stakeholder outcomes. We end on a positive note, arguing that if the parties learn from their experiences and from each other, in the United States and other countries, there is a path that deals with the pressures building up in the airline industry, offering hope for a better balance between investor, employee, customer, and societal interests. Key questions are whether and from where the leadership will come to get the industry moving down this path or whether the main parties might not take such action before there is a perfect storm

Changing employment relations in seven Asia-Pacific countries

This paper compares employment relations (ER) in seven countries in the Asia-Pacific region: Australia; Indonesia; Japan; New Zealand; the Peoples' Republic of China (PRC); South Korea; and Taiwan (Republic of China, ROC). The mature economies of Australia, New Zealand and Japan demonstrate the impact on employment relations of labour market restructuring to achieve greater flexibility. While Korea has reduced its level of control of the union movement and experienced a consequent increase in union militancy, 'democratisation' in Taiwan has resulted in the government taking a more active and regulatory stance towards labour. The PRC's transition from a highly regulated to a 'socialist market' economy has had a significant effect on employees as they have shifted from state-run to privately-operated companies. In Indonesia ER have been closely tied to the state doctrine of Pancasila, and while the end of the Soeharto government offered opportunities for greater government recognition of workers' interests, political instability has been inhibiting

Human resource management, Lean processes and outcomes for employees: towards a research agenda

Lean management or lean thinking is a process improvement technique that along with Six Sigma is used in an increasing range of workplaces. This special issue focuses on the use of Lean in developed countries. This increased usage reflects a growing propensity for managers to launch initiatives to upgrade the efficiency and productivity of the enterprises that they manage, usually in an attempt to enhance the cost- effectiveness of operations. This special issue of the IJHRM includes eight articles in addition to this one on various aspects of the connections between lean management, human resource management (HRM) and outcomes for employees. The present article reviews the context for the increasing popularity of lean ideas among managers. Drawing on research in a range of countries, the articles in the special issue provide interesting insights into the relationships between process improvement innovations and HRM, as well as raise further important questions for research, which enable us to suggest an agenda for future research. This includes asking: what are the differences in the ways that Lean is implemented, for example the differences that may reflect industry, regional and national variables

New development: 4P recommendations for implementing change, from research in hospitals

How are hospital staff involved in process improvement initiatives such as Lean? What can we learn from Lean implementation experiences about the sustainability of such initiatives? The authors considered such questions in a study of workplace change in Australia and Canada. They found that Lean is more likely to be sustained when leaders adopted the 4P recommendations presented in this article

Engaging professionals in sustainable workplace innovation: Medical doctors and institutional Work

This paper investigates the role of medical professionals in the success and longevity of the implementation of workplace innovation and organizational change in the Accident and Emergency (A&E) Departments of two large public hospitals, in Australia and Canada, during the introduction of process improvement using Lean Management (LM) methodologies. We ask why and how doctors resist, influence or enable LM initiatives in healthcare. Using a qualitative methodology, we contribute to institutional work theory by unpacking the complex forms of boundary and practice work undertaken by key actors who effectively use their professional status and power to enable practice changes to be embedded. Our findings lend support to the importance of the involvement and ownership of senior doctors in the design, introduction and implementation of successful workplace innovation and organizational change. Senior doctors use their professional expertise, positional and political power at the industry, organization and workplace levels to influence strategically the use of resources designated for workplace innovation to improve efficiencies, quality of patient care and maintain their dominance. The significant organizational change achieved reflected the ownership and leadership of the workplace innovation by senior doctors in ‘hybrid roles’ who captured the rhetoric and minimized adversarialism among key stakeholders

Implementing lean management/Six Sigma in hospitals: beyond empowerment or work intensification?

This article analyses a process improvement project based on Lean Six Sigma (LSS) techniques in the emergency department (ED) of a large Australian hospital. We consider perspectives of the clinical and managerial staff involved in the project implementation, its implications for empowerment and work intensification. We find that the project appeared to improve patient flow from the ED to the wards and to have positive implications for some staff. However, these achievements tended to be the result of senior staff using the project to leverage resources and create desirable outcomes, rather than the result of the use of LSS, in particular. We found some evidence of work intensification, but this was attributable to wider systemic issues and budget constraints, rather than being a direct consequence of the use of LSS. We argue that translating LSS from a manufacturing context into the politicised and professionalised context of healthcare changes the usual questions about empowerment or work intensification to questions about the influences of powerful stakeholders

Antarctic ice sheet paleo-constraint database

We present a database of observational constraints on past Antarctic Ice Sheet changes during the last glacial cycle intended to consolidate the observations that represent our understanding of past Antarctic changes, for state-space estimation, and paleo-model calibrations. The database is a major expansion of the initial work of Briggs and Tarasov (2013). It includes new data types and multi-tier data quality assessment. The updated constraint database “AntICE2” consists of observations of past grounded and floating ice sheet extent, past ice thickness, past relative sea level, borehole temperature profiles, and present-day bedrock displacement rates. In addition to paleo-observations, the present-day ice sheet geometry and surface ice velocities are incorporated to constrain the present-day ice sheet configuration. The method by which the data is curated using explicitly defined criteria is detailed. Moreover, the observational uncertainties are specified. The methodology by which the constraint database can be applied to evaluate a given ice sheet reconstruction is discussed. The implementation of the “AntICE2” database for Antarctic Ice Sheet model calibrations will improve Antarctic Ice Sheet predictions during past warm and cold periods and yield more robust paleo model spin ups for forecasting future ice sheet changes

Process redesign for time-based emergency admission targets

Purpose: Hospitals have used process redesign to increase the efficiency of the emergency department (ED) to cope with increasing demand. While there are published studies suggesting a positive outcome, recent reviews have reported that it is difficult to conclude that these approaches are effective as a result of substandard research methodology. The purpose of this paper is to explore the perceptions of hospital staff on the impact of a process redesign initiative on quality of care. Design/methodology/approach: A retrospective qualitative case study examining a Lean Six Sigma (LSS) initiative in a large metropolitan hospital from 2009 to 2010. Non-probability sampling identified interview subjects who, through their participation in the redesign initiative, had a detailed understanding of the implementation and outcomes of the initiative. Between April 2012 and January 2013 26 in-depth semi-structured interviews were conducted and analysed with thematic content analysis. Findings: There were four important findings. First, when asked to comment on the impact of the LSS implementation, without prompting the staff spoke of quality of care. Second, there was little agreement among the participants as to whether the project had been successful. Third, despite the recognition of the need for a coordinated effort across the hospital to improve ED access, the redesign process was not successful in reducing existing divides among clinicians and among managers and clinicians. Finally, staff expressed tension between production processes to move patients more quickly and their duty of care to their patients as individuals. Originality/value: One of the first studies to explore the impact of process redesign through in-depth interviews with participating staff, this study adds further evidence that organisation implementing process redesign must ensure the supporting management practices are in place

Recurring dynamically-induced thinning during 1985-2010 on Upernavik Isstrøm, West Greenland

This is the publisher's version, also available electronically from "http://onlinelibrary.wiley.com".1] Many glaciers along the southeast and northwest coasts of Greenland have accelerated, increasing the ice sheet's contribution to global sea-level rise. In this article, we map elevation changes on Upernavik Isstrøm (UI), West Greenland, during 2003to 2009 using high-resolution ice, cloud and land elevation satellite laser altimeter data supplemented with altimeter surveys from NASA's Airborne Topographic Mapper during 2002 to 2010. To assess thinning prior to 2002, we analyze aerial photographs from 1985. We document at least two distinct periods of dynamically induced ice loss during 1985 to 2010 characterized by a rapid retreat of the calving front, increased ice speed, and lowering of the ice surface. The first period occurred before 1991, whereas the latter occurred during 2005 to 2009. Analyses of air and sea-surface temperature suggest a combination of relatively warm air and ocean water as a potential trigger for the dynamically induced ice loss. We estimate a total catchment-wide ice-mass loss of UI caused by the two events of 72.3 ± 15.8 Gt during 1985 to 2010, whereas the total melt-induced ice-mass loss during this same period is 19.8 ± 2.8 Gt. Thus, 79% of the total ice-mass loss of the UI catchment was caused by ice dynamics, indicating the importance of including dynamically induced ice loss in the total mass change budget of the Greenland ice sheet