Contextual Influences on Personnel Policies and Programs: An Explanatory Model

Sağlık Hizmetlerinde Nesnelerin İnterneti (Ni)

“…Sağlık kuruluşları, başka sektörlere oranla iş gücüne büyük ölçüde bağımlıdır. Herhangi bir organizasyonun büyümesi ve gelişmesi, uygun bir iş gücünün mevcudiyetine, yeterliliklerine ve kendisine verilen görevleri yerine getirme çaba düzeyine bağlıdır (Murray, 1978;Evans, 1984).…”

Organizational barriers to implementing a rational model of training.

“…Human resource management (HRM) emerged from the fields of psychology and economics, and proponents assume that organizational effectiveness can be improved through people-oriented activities such as staffing, training, and wage and salary administration (Bolman 8c Deal, 1991;Ferris 8c Judge, in press). In an ideal situation, the management of the various HRM functions conforms to norms ofrationality meaning that decisions are made that maximize the economic utility of the HRM programs (Murray 8c Dimick, 1978). To achieve this decision criterion, a careful evaluation is made of the goals of the organization and the desirability of alternative procedures for achieving these goals.…”

“…Similar arguments have been proposed by other theorists, although previous theories have not examined training specifically. Murray and Dimick (1978) built on Thompson's (1967) model to propose that the environment frequently presents serious impediments to rationally evaluating HRM procedures and as a consequence allows factors other than technical rationality to influence the choice of policy and program choices. Pfeffer (1981a, p. 70) has suggested that where there is disagreement among decision makers on goals as well as preferred outcomes, rational criteria cannot be used and politics is the only way to resolve disputes and make decisions (p. 70).…”

Does Context Affect Staffing Decisions? The Case of General Managers

“…Organization size has long been treated as an important variable in organization theory (Mintzberg, 1979), but has received less emphasis in the HRM literature. Murray and Dimick (1978) discussed organization size as a contextual variable linked to personnel policies and programs, treating it as a constraint or facilitator on various HRM programs.…”

“…Traditionally, human resource management (HRM) research has studied the impact of HRM interventions on employee affect and behavior, devoting little attention to understanding the sources of differences in HRM practices across organizations (Jackson, Schuler, & Rivero, 1989;Murray & Dimick, 1978). This is changing, and researchers are increasingly recognizing that organizational and environmental contextual variables may explain inter-and intraorganizational differences in HRM practices (Bibb & Form, 1977;Jackson et al, 1989;Kochan & Chalykoff, top organizational administrators to make the organization more aligned with its environment" (Pfeffer & Salancik, 1978, p. 225).…”