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Managing People (managing + people)

Distribution by Scientific Domains
Business, Economics, Finance and Accounting75%

Selected Abstracts

Managing People to Promote Innovation

CREATIVITY AND INNOVATION MANAGEMENT, Issue 2 2005
Helen Shipton
There is growing evidence available to suggest that Human Resource Management (HRM) practice is an important predictor of organizational performance. Drawing upon organizational learning perspectives, we argue that HRM systems also have the potential to promote organizational innovation. We present longitudinal data from thirty-five UK manufacturing organizations to suggest that effective HRM systems , incorporating sophisticated approaches to recruitment and selection, induction, appraisal and training , predict organizational innovation in products and production technology. We further show that organizational innovation is enhanced where there is a supportive learning climate, and inhibited (for innovation in production processes) where there is a link between appraisal and remuneration. [source]

Managing people and performance: an evidence based framework applied to health service organizations

INTERNATIONAL JOURNAL OF MANAGEMENT REVIEWS, Issue 2 2004
Susan Michie
People and their performance are key to an organization's effectiveness. This review describes an evidence-based framework of the links between some key organizational influences and staff performance, health and well-being. This preliminary framework integrates management and psychological approaches, with the aim of assisting future explanation, prediction and organizational change. Health care is taken as the focus of this review, as there are concerns internationally about health care effectiveness. The framework considers empirical evidence for links between the following organizational levels: 1Context (organizational culture and inter-group relations; resources, including staffing; physical environment) 2People management (HRM practices and strategies; job design, workload and teamwork; employee involvement and control over work; leadership and support) 3Psychological consequences for employees (health and stress; satisfaction and commitment; knowledge, skills and motivation) 4Employee behaviour (absenteeism and turnover; task and contextual performance; errors and near misses) 5Organizational performance; patient care. This review contributes to an evidence base for policies and practices of people management and performance management. Its usefulness will depend on future empirical research, using appropriate research designs, sufficient study power and measures that are reliable and valid. [source]

A case study of occupational therapy managers in NSW: Roles, responsibilities and work satisfaction

AUSTRALIAN OCCUPATIONAL THERAPY JOURNAL, Issue 2 2009
Jane E. Gamble
Abstract Background: Job satisfaction has been shown to affect levels of staff retention and productivity, but few studies have been conducted on the work of occupational therapy managers and their job satisfaction. This study explores the roles and responsibilities of occupational therapy managers who are clinician-managers or manager-administrators, and sources of their work satisfaction. Methods: A collective case study involved telephone interviews with 16 occupational therapy managers. Semistructured interview questions were based on an earlier discussion with a separate group of occupational therapy managers. Interview transcripts were analysed for emerging themes. Results: There were no clear differences in the roles and responsibilities of the two types of managers (manager-administrators and clinician-managers); however, manager-administrators tended to be responsible for larger numbers of staff. Managers reported that taking a clinical caseload is often at their own discretion. A common challenge for managers is the balancing of priorities as a clinician and a manager. Managing people was a common source of joy and sometimes a source of frustration. Mediating between staff and senior management and the need for budget control and efficiencies was an important aspect of managers' work, as was their autonomy to make decisions. Conclusions: Occupational therapy managers assume responsibilities consistent with clinician managers across disciplines. The main sources of work satisfaction related to people management particularly when staff were working effectively as a team and there was respect from senior management. Further research will confirm whether there are no obvious differences between clinician-manager and manager-administrators, and whether there are clear differences in work-related frustration across sectors. [source]

The organizational knowledge iceberg: An empirical investigation

KNOWLEDGE AND PROCESS MANAGEMENT: THE JOURNAL OF CORPORATE TRANSFORMATION, Issue 2 2009
Sajjad HaiderArticle first published online: 11 APR 200
This study explores the critical success factors of implementing and running a knowledge management program. In doing so, the paper proposes and tests a conceptual model of "knowledge iceberg" inside the organization using a case study methodology. In total 89 in-depth semi-structured interviews were conducted over a period of 1 year in the SoftNetCo company to study success factors in the implementation of knowledge initiatives. During the research period 11 knowledge management initiatives were launched in the company which provided an excellent platform to conduct this research. The findings of the study suggest the existence of a knowledge iceberg inside organizations. It is reported that six activities can cause the knowledge iceberg to rise which is critical for the success of knowledge management initiatives. It is further argued that a holistic approach is required to manage knowledge, people, and culture and that managers have to concentrate more on managing people than the knowledge itself. Copyright © 2009 John Wiley & Sons, Ltd. [source]