Benchmarking HRM practices in healthy work organizations.

Browne, James H.

doi:10.1037/e359922004-005

Cited by 23 publications

(38 citation statements)

References 0 publications

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“…In an analysis of five human resource practices, Browne (2000) found training and internal career opportunities to be significant predictors of organizational effectiveness and job satisfaction. In addition, training was predictive of job stress.…”

Section: Employee Growth and Development Initiativesmentioning

confidence: 97%

“…There are several ways that organizational practices and employee well-being can improve the organization, including increases in competitive advantage, performance, productivity, hiring selectivity, and customer satisfaction, and decreases in absenteeism, turnover, injury/accident rates, and health care costs (e.g., Anderson, Serxner, & Gold, 2001;Browne, 2000;DeJoy & Wilson, 2003;Huselid, 1995).…”

Section: Organizational Improvementsmentioning

confidence: 98%

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The path to a healthy workplace: A critical review linking healthy workplace practices, employee well-being, and organizational improvements.

Grawitch

Gottschalk

Munz

2006

Consulting Psychology Journal: Practice and Research

341

288

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This review synthesizes much of the previous research since 1990 linking healthy workplace practices in organizations to employee well-being and organizational improvements. Based on the review, both a direct and an indirect link between healthy workplace practices and organizational improvements are proposed. Five general categories of healthy workplace practices were identified in the literature: work-life balance, employee growth and development, health and safety, recognition, and employee involvement. Previous research also suggests that the link between these practices and employee and organizational outcomes is contingent on the effectiveness of communication within the organization and the alignment of workplace practices with the organizational context. Finally, a discussion of some limitations of previous research and recommendations for future work in the area of healthy workplace practices are provided.

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Section: Employee Growth and Development Initiativesmentioning

confidence: 97%

Section: Organizational Improvementsmentioning

confidence: 98%

The path to a healthy workplace: A critical review linking healthy workplace practices, employee well-being, and organizational improvements.

Grawitch

Gottschalk

Munz

2006

Consulting Psychology Journal: Practice and Research

341

288

View full text Add to dashboard Cite

show abstract

“…In his benchmarking study on human resource management, Browne (2000) notes that there are no benchmarking studies that link employee-level issues to organization-level outcomes. In his appeal for benchmarking of human resource management (HRM) practices to include employee-level outcomes, he suggests that "it is questionable if truly progressive HRM practices can be identified if the benchmarking effort fails to address the other side of the production equation (employeelevel outcomes).…”

Section: Contemporary Uses Of Benchmarkingmentioning

confidence: 97%

“…Benchmarking studies consider financial issues (Fine, 2000;Dopuch and Gupta, 1997;Morling and Tanner, 2000;Troutt, Gribbin, Shanker, and Zhang, 2000) and focus on organizational relationship processes often associated with human resources management, training and development, and organizational knowledge-including how these areas affect organizational performance (Browne, 2000;Fitz-enz, 1993;Glanz and Daily, 1992;Longnecker, Stansfield, and Dwyer, 1997;Pfeffer, 1994;Sanchez, Kraus, White, and Williams, 1999).…”

Section: Contemporary Uses Of Benchmarkingmentioning

confidence: 99%

Developing more adaptive, innovative, and interactive organizations

Doerfel

Ruben

2002

New Drctns Hghr Edu

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The information age and the global economy have brought new challenges and opportunities to organizations in all sectors. The changes have forced organizational theorists and practitioners to question what constitutes ideal organizing and organization. Innovative and expansive thinking is required today, more so than at any previous time. Managers, employees, vendors, and consumers bring new expectations to the work environment-expectations that span sectors and geographic boundaries. Technological advances that permit at-home banking, for example, have created new expectations and opportunities for at-home shopping, at-home travel planning, and at-home auction bidding. Similarly, increased attention to customer friendliness in the entertainment, retailing, or hotel industry creates new expectations in health care and education. The scientific organization that Taylor (1911) idealized simply does not apply in the organizational milieu of the twenty-first century, as organizational managers-as well as employees-find themselves forced to regularly rethink their roles, expectations, behaviors, and even the nature of their industry. Contemporary organizational leaders no longer can rely on traditional business practices: they must now engage in cross-organizational and cross-sector learning in order to survive and prosper. Opportunities-even necessities-for dramatic change have permeated all sectors. Even institutions of higher education-"ivory towers" so named for their tradition of independence-have begun to engage in new levels of organizational self-examination and have adopted effective practices from other institutions and other sectors.Benchmarking in higher education is the foreground of this chapter, but we also examine theoretical issues concerning models of best business

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“…Thus, we explore a direct relationship between perceived organizational support for health and safety citizenship behaviors (H2a). Furthermore, because employees who perceive an organization to care for their health also tend to show enhanced work performance (Jones et al, 1995;Wilson et al, 2004;Browne, 2000), it is expected that perceived organizational support for health is also associated with OCBs (H2b), which has not been examined within the literature. We hypothesize:…”

Section: Insert Figure 1 Herementioning

confidence: 99%

Organizational support for the workforce and employee safety citizenship behaviors: A social exchange relationship

Reader

Mearns²,

Lopes

et al. 2016

Human Relations

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Employee safety citizenship behaviors are crucial to risk management in safety-critical industries, and identifying ways to encourage them is a priority. This study examines (i) whether safety citizenship behaviors are a product of social exchanges between employees and organizations, and (ii) the organizational exchanges (i.e. actual activities to support employees) that underlie this relationship. We studied this in the offshore oil and gas industry, and investigated whether organizational activities for supporting workforce health are a signal to employees that the organization supports them, and an antecedent to safety citizenship behaviors. Using questionnaires, we collected data from employees ( n = 820) and medics ( n = 30) on 22 offshore installations. Multi-level path analysis found that where activities to support workforce health were greater, offshore employees were more likely to perceive their organization to support them, and in turn report more commitment to the organization and safety citizenship behaviors. This indicates safety citizenship behaviors are a product of social exchange, and provides insight on how organizations can influence employee engagement in them. It also suggests social exchange theory as a useful framework for investigating how organizational safety is influenced by workforce relations. We contributed to the social exchange literature through conceptualizing and demonstrating how organizational exchanges lead to reciprocal employee citizenship behaviors.

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Benchmarking HRM practices in healthy work organizations.

Cited by 23 publications

References 0 publications

The path to a healthy workplace: A critical review linking healthy workplace practices, employee well-being, and organizational improvements.

The path to a healthy workplace: A critical review linking healthy workplace practices, employee well-being, and organizational improvements.

Developing more adaptive, innovative, and interactive organizations

Organizational support for the workforce and employee safety citizenship behaviors: A social exchange relationship

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