Explaining the black box: HPWS and organisational climate

Cafferkey, Kenneth; Dundon, Tony

doi:10.1108/pr-12-2012-0209

Cited by 56 publications

(49 citation statements)

References 67 publications

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“…Third, by showing that the WRC is one of the mechanisms through which leadership can influence the commitment of unionised workers, our study empirically demonstrates previous propositions regarding the intervening role of the WRC (Cafferkey & Dundon, ; Dastmalchian, ; Pyman et al, ). As such, immediate supervisors who display transformational leadership will foster organisational commitment among workers, by contributing to develop a WRC based on mutual recognition and trust within their organisation.…”

Section: Discussionsupporting

confidence: 76%

“…In this sense, union and management first‐line representatives, through their daily interactions with workers, can influence workers' commitment toward their union and organisation by becoming a significant source of information on the nature of the WRC in their organisation. A number of authors (e.g., Cafferkey & Dundon, ; Dastmalchian, ; Gordon & Ladd, ; Pyman et al, ) have proposed that understanding workers' interpretation of their WRC allows for a better comprehension of their attitudinal reactions, such as their sense of commitment. This reasoning has led these authors to consider the WRC as an important intervening variable between institutional and relational factors, such as union and management leadership, and workers' attitudes and behaviours in unionised settings.…”

Section: Literature and Hypothesismentioning

confidence: 99%

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The role of management and trade union leadership on dual commitment: The mediating effect of the workplace relations climate

Fortin-Bergeron

Doucet²,

Hennebert³

2018

Human Res Mgmt Journal

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This article examines the effect of transformational and laisser‐faire leadership on the part of local union leaders and immediate supervisors on the dual commitment of unionised workers. Building on the social information processing perspective, it is suggested that these leadership styles are linked to commitment through the workplace relations climate (WRC). Based on a sample of 834 unionised workers, our results suggest that WRC represents an important mechanism explaining the effect of the immediate supervisor's leadership in unionised settings. Results also show that transformational leadership on the part of union representatives is positively linked to union and organisational commitment. This article contributes to the WRC and dual commitment literatures by going beyond structural and institutional explanations and considering relational and actor‐related variables, such as leadership styles.

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Section: Discussionsupporting

confidence: 76%

Section: Literature and Hypothesismentioning

confidence: 99%

The role of management and trade union leadership on dual commitment: The mediating effect of the workplace relations climate

Fortin-Bergeron

Doucet²,

Hennebert³

2018

Human Res Mgmt Journal

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“…One major concern in workplace partnership debates is the underlying mechanisms through which mutual gains for all stakeholders might be delivered (Wilkinson et al , ). The employment relations climate holds great promise of being a useful mediator through which partnership gains might be accumulated (Redman and Snape, ; Cafferkey and Dundon, ). In fact, some studies have shown qualitative evidence that hints that a positive employment relations climate may mediate the relationship between workplace partnership and desirable employee outcomes (Bélanger and Edwards, ; Geary, ; Glover et al , ).…”

Section: Mutual Gains Perspectivementioning

confidence: 99%

A mutual gains perspective on workplace partnership: Employee outcomes and the mediating role of the employment relations climate

Valizade

Ogbonnaya

Tregaskis

et al. 2016

Human Res Mgmt Journal

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Recent years have witnessed increased research on the role of workplace partnership in promoting positive employment relations. However, there has been little quantitative analysis of the partnership experiences of employees. This paper examines how the kinds of attributions employees make regarding indirect (union-based) and direct (non-union-based) employee participation in workplace partnership might influence the process of mutual gains. It uses employee outcomes to reflect partnership gains for all stakeholders involved (i.e., employees, employers and trade unions). The paper contributes to existing knowledge on workplace partnership by examining the potential role of the employment relations climate as an enabling mechanism for the process of mutual gains. The findings suggest mutual gains for all stakeholders are varied and mediated through the employment relations climate

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“…In particular, there is an identified deficit of sector specific studies incorporating multilevel respondents (Cafferkey and Dundon 2015). While there have been some qualitative studies on people management processes in Irish hospitals (e.g.…”

Section: The Research Contextmentioning

confidence: 99%

Performance management in context: formative cross-functional performance monitoring for improvement and the mediating role of relational coordination in hospitals

McDermott

Conway

Cafferkey

et al. 2017

The International Journal of Human Resource Management

Self Cite

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Recent research suggests that to fully realise its potential, performance management should be bespoke to the social context in which it operates. Here we analyse factors supporting the use of performance data for improvement. The study purposively examines a developmentally oriented performance management system with crossfunctional goals. We suggest that these system characteristics are significant in interdependent work contexts, such as healthcare. We propose and test that (a) relational coordination helps employees work effectively to resolve issues identified through formative and cross-functional performance monitoring and (b) that this contributes to better outcomes for both employees and patients. Based on survey data from management and care providers across Irish acute hospitals, the study found that perceptions of relational coordination mediated the link between formative crossfunctional performance monitoring and employee outcomes and partially mediated the link between formative cross-functional performance monitoring and patient care respectively. Our findings signal potential for a more contextually driven and interdependent approach to the alignment of management and human resource management practices. While relational coordination is important in healthcare, we also note potential to identify other social drivers supporting productive responses to performance monitoring in different contexts.

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Explaining the black box: HPWS and organisational climate

Cited by 56 publications

References 67 publications

The role of management and trade union leadership on dual commitment: The mediating effect of the workplace relations climate

The role of management and trade union leadership on dual commitment: The mediating effect of the workplace relations climate

A mutual gains perspective on workplace partnership: Employee outcomes and the mediating role of the employment relations climate

Performance management in context: formative cross-functional performance monitoring for improvement and the mediating role of relational coordination in hospitals

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