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Human Resources Management (human + resources_management)
Selected AbstractsJoseph J. Martocchio and Hui Liao (Eds.). (2009) Research in Personnel and Human Resources Management (Vol. 28).HUMAN RESOURCE MANAGEMENT, Issue 4 2010346 pages, CT: JAI Press, Stamford No abstract is available for this article. [source] Bringing the knowledge perspective into HRMHUMAN RESOURCE MANAGEMENT, Issue 4 2009Dana Minbaeva In this introduction to this Special Issue, we briefly describe the knowledge perspective that has emerged in management research over the last two decades, discuss its current and potential future relations to Human Resources Management (HRM) research, and summarize the papers in this issue. [source] Knowledge as a mediator between HRM practices and innovative activityHUMAN RESOURCE MANAGEMENT, Issue 4 2009Alvaro Lopez-Cabrales Abstract The objective of this paper is to test how human resources management (HRM) practices and employees' knowledge influence the development of innovative capabilities and, by extension, a firm's performance. Results confirm that HRM practices are not directly associated with innovation unless they take into account employees' knowledge. Specifically, our analyses establish a mediating role for the uniqueness of knowledge between collaborative HRM practices and innovative activity, a positive influence of knowledge-based HRM practices on valuable knowledge, and a positive contribution of innovations to the company's profit. We tested hypotheses in a sample of firms from the most innovative Spanish industries through structural equation modeling. © 2009 Wiley Periodicals, Inc. [source] Nursing care quality and adverse events in US hospitalsJOURNAL OF CLINICAL NURSING, Issue 15-16 2010Robert J Lucero Aim., To examine the association between nurses' reports of unmet nursing care needs and their reports of patients' receipt of the wrong medication or dose, nosocomial infections and patient falls with injury in hospitals. Background., Because nursing activities are often difficult to measure, and data are typically not collected by health care organisations, there are few studies that have addressed the association between nursing activities and patient outcomes. Design., Secondary analysis of cross-sectional data collected in 1999 from 10,184 staff nurses and 168 acute care hospitals in the US. Methods., Multivariate linear regression models estimated the effect of unmet nursing care needs on adverse events given the influence of patient factors and the care environment. Results., The proportion of necessary nursing care left undone ranged from 26% for preparing patients and families for discharge to as high as 74% for developing or updating nursing care plans. A majority of nurses reported that patients received the wrong medication or dose, acquired nosocomial infections, or had a fall with injury infrequently. However, nurses who reported that these adverse events occurred frequently varied considerably [i.e. medication errors (15%), patient falls with injury (20%), nosocomial infection (31%)]. After adjusting for patient factors and the care environment, there remained a significant association between unmet nursing care needs and each adverse event. Conclusion., The findings suggest that attention to optimising patient care delivery could result in a reduction in the occurrence of adverse events in hospitals. Relevance to clinical practice., The occurrence of adverse events may be mitigated when nurses complete care activities that require them to spend time with their patients. Hospitals should engage staff nurses in the creation of policies that influence human resources management to enhance their awareness of the care environment and patient care delivery. [source] Intellectual structure of human resources management research: A bibliometric analysis of the journal Human Resource Management, 1985,2005JOURNAL OF THE AMERICAN SOCIETY FOR INFORMATION SCIENCE AND TECHNOLOGY, Issue 1 2009Mariluz Fernandez-Alles The multidisciplinary character of the theories supporting research in the discipline of human resources management (HRM), the increasing importance of a more rigorous approach to HRM studies by academics, and the impact of HRM on the competitive advantage of firms are just some of the indicators demonstrating the relevance of this discipline in the broader field of the social sciences. These developments explain why a quantitative analysis of HRM studies based on bibliometric techniques is particularly opportune. The general objective of this article is to analyze the intellectual structure of the HRM discipline; this can be divided into two specific objectives. The first is to identify the most frequently cited studies, with the purpose of identifying the key topics of research in the HRM discipline. The second objective is to represent the networks of relationships between the most-cited studies, grouping them under common themes, with the object of providing a diagrammatic description of the knowledge base constituted by accumulated works of research in the HRM field. The methodology utilized is based on the bibliometric techniques of citation analysis. [source] The Modern Call Center: A Multi-Disciplinary Perspective on Operations Management ResearchPRODUCTION AND OPERATIONS MANAGEMENT, Issue 6 2007Zeynep Aksin Call centers are an increasingly important part of today's business world, employing millions of agents across the globe and serving as a primary customer-facing channel for firms in many different industries. Call centers have been a fertile area for operations management researchers in several domains, including forecasting, capacity planning, queueing, and personnel scheduling. In addition, as telecommunications and information technology have advanced over the past several years, the operational challenges faced by call center managers have become more complicated. Issues associated with human resources management, sales, and marketing have also become increasingly relevant to call center operations and associated academic research. In this paper, we provide a survey of the recent literature on call center operations management. Along with traditional research areas, we pay special attention to new management challenges that have been caused by emerging technologies, to behavioral issues associated with both call center agents and customers, and to the interface between call center operations and sales and marketing. We identify a handful of broad themes for future investigation while also pointing out several very specific research opportunities. [source] Private Sector Imprinting: An Examination of the Impacts of Private Sector Job Experience on Public Manager's Work AttitudesPUBLIC ADMINISTRATION REVIEW, Issue 1 2010Craig Boardman What are the attitudes of public managers who have had full-time private sector work experience? Public managers with private sector work experience report different perspectives when compared to their counterparts who have spent their entire careers in the public sector. Though private sector work experience negatively correlates with job satisfaction, it only does so for the "new switcher," whose last job was in the private sector. As careers advance, the negative impact seems to wane, leaving a public sector workforce that, in part as a result of their private sector work experience, are relatively more intrinsically motivated and involved in their jobs. We conclude with discussion of implications for human resources management. [source] Employment Laws and the Public Sector Employer: Lessons to Be Learned from a Review of Lawsuits Filed against Local GovernmentsPUBLIC ADMINISTRATION REVIEW, Issue 1 2009P. Edward French Numerous aspects of the day-to-day operations of local governments are subject to legal scrutiny; public managers and officials must be keenly aware of the legal rights and protections that extend to both citizens and employees of local governments. This research evaluates several areas of concern in the human resource administration of municipal governments with respect to the management of public employees within the protections set forth by the legislative and judicial branches of the federal government. Sample cases filed from 2000 to 2007 against local governments in Tennessee involving Title VII violations, retaliation, hostile work environment, Family and Medical Leave Act violations, and other employee grievances are detailed. The intent of this analysis is to highlight many of the laws and legal principles that relate to municipal human resources management and to provide scholars and practitioners with a brief overview of the liabilities that may arise from the employment relationship between local governments and their employees. [source] The effects of human resources management practices on the organizational performances of Canadian financial co-operativesANNALS OF PUBLIC AND COOPERATIVE ECONOMICS, Issue 2 2002Michel Arcand Reading through academic literature with a critical eye shows that the relation between human resources management (HRM) and the performance of the firm is a relatively unknown phenomenon. This relation is sometimes described as a "black box". Far from claiming to have closed the debate, this article sets forth an original approach that represents an undisputable input which allows a better understanding of this phenomenon. Even if there are many theories that try to explain this relation, only the universalistic approach of human resources will be of interest. While using both a qualitative and a quantitative approach, our research shows that some HRM practices do seem to give a competitive advantage to Canadian financial co-operative enterprises. [source] Human Resource Management: Meeting the Ethical Obligations of the FunctionBUSINESS AND SOCIETY REVIEW, Issue 1 2010KEN SLOAN ABSTRACT Effective human resources management (HRM) is focused on the only dynamic asset of the organization, its people; and, behind every business issue ultimately lies a human issue. Thus, the ethical adequacy of responses to all business issues rests on judgments made by individuals. HRM has a role to play as organizations address ethical challenges and as many strive to become ethical organizations. This article outlines three key responsibilities of HRM with regard to supporting an organization's efforts to become an ethical organization: (1) to establish ethical HR practices; (2) to facilitate the change process as all functions move to ethical business practices; and (3) to create cultures that build individual ethical capability and commitment to the goal of becoming an ethical organization. [source] Quand les attitudes au travail sont tributaires de la progression de carrière: analyse dans le cadre de la modernisation de la gestion des ressources humainesCANADIAN PUBLIC ADMINISTRATION/ADMINISTRATION PUBLIQUE DU CANADA, Issue 2 2006Renaud Paquet Sommaire: À partir d'une analyse de la littérature, puis d'une étude empirique auprès d'un échantillon homogène de fonctionnaires fédéraux, l'article examine les liens entre, d'une part, les principaux indicateurs psychologiques et attitudinaux au travail (indicateurs souvent utilisés pour prédire la propension à quitter des employés) et d'autre part, les étapes de carrière de ces mêmes employés. En établissant les étapes de carrière en fonction des préoccupations de carrière actuelles des employés, les résultats démontrent que les répondants aux périodes d'exploration et de désengagement de leur carrière rapportent ceci: de façon généale, leurs attitudes au travail sont plus négatives que ceux qui se situent aux périodes d'établissement et de maintien. Les constats de l'étude soulèvent des enjeux importants pour la gestion des ressources humaines dans le secteur public et laissent entrevoir des pistes pratiques d'intervention pour une plus grande mobilisation et rétention des employés. Abstract: Through an analytical review of the literature, followed by an empirical study conducted among a homogeneous sampling of federal public servants, the article examines the relationships between, on the one hand, the key psychological and attitudinal indicators in the workplace (indicators that are often used to predict an employee's propensity to quit his or her employment) and, on the other hand, the career steps of these same employees. When the career steps are established on the basis of the employees' actual concerns in terms of their careers, the results demonstrate that respondents who are either in the exploration or disengagement phase of their careers report the following: in general, their attitudes towards work are more negative than the attitudes of those who are in the middle of establishing or maintaining their careers. The study's findings raise important issues with respect to human resources management in the public sector, and suggest practical avenues for action aimed at ensuring greater employee mobilization and retention. [source] | ||||||||||