High-Performance HR Practices, Work Stress and Quit Intentions in the Public Health Sector: Does person–organization fit matter?

Mostafa, Ahmed Mohammed Sayed

doi:10.1080/14719037.2015.1100319

Cited by 49 publications

(47 citation statements)

References 78 publications

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“…Clearly there are many contingent factors that enable PWB and organisational performance practices to exist in harmony (Ogbonnaya, Daniels, Connolly, & van Veldhoven, 2017), such as age of employees (Kooij et al, 2013) and national culture (Malek, Mearns, & Flin, 2010). In addition to these exogenous factors that organisations may not be able to influence, there are however endogenous factors that can be shaped, such as focusing on innovation and creating a positive organisational climate without using work intensification practices (Heffernan & Dundon, 2016), and establishing selection practices aimed at recruiting employees that have high organisation and/or job-person fit (Mostafa, 2016).…”

Section: Context For Mutual Gainsmentioning

confidence: 99%

The paradox of employee psychological well-being practices: an integrative literature review and new directions for research

Loon

Otaye‐Ebede

Stewart

2018

The International Journal of Human Resource Management

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It is well established that many HR practices aimed at increasing employees' psychological wellbeing (PWB) and organisational performance conflict and even contradict one another. We address this long-standing issue by undertaking an innovative integrative literature review using the paradox metatheory as a lens. Unlike the contingency approach, a paradox perspective deems real-world tensions as normal, which can also be harnessed, and benefit employees and the organisation. We make three contributions; firstly, we identify contradictory employee PWB and organisational performance HR practices; secondly, we offer a solution in addressing the inherent tension between PWB and organisational performance by developing a new sensemaking conceptual framework; and thirdly, we offer a more nuanced perspective of prevailing arguments by distinguishing endogenous factors that organisations can influence to enhance the synergies between employee PWB and organisational performance HR practices. The intended impact of this paper is to instigate a paradigm shift and shape a new trajectory of thinking about how employee PWB and organisational performance practices can exist side-by-side.

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Section: Context For Mutual Gainsmentioning

confidence: 99%

The paradox of employee psychological well-being practices: an integrative literature review and new directions for research

Loon

Otaye‐Ebede

Stewart

2018

The International Journal of Human Resource Management

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“…The examination of this relationship addresses calls for research on the sources of affect within organizations (Saavedra and Kwun, 2000). Finally, this study responds to calls for more research on the HPHRPemployee outcomes link in the public sector, where most of the existing research on this relationship has been focused in private sector organizations (Messersmith et al, 2011;Mostafa, 2016).…”

Section: Theoretical Contributionsmentioning

confidence: 99%

High-performance HR practices, positive affect and employee outcomes

Mostafa

2017

JMP

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Purpose -The purpose of this paper is to provide insight into the affective or emotional mechanisms that underlie the relationship between high-performance HR practices (HPHRP) and employee attitudes and behaviours. Drawing on affective events theory (AET), this paper examines a mediation model in which HPHRP influence positive affect which in turn affects job satisfaction and organizational citizenship behaviours (OCBs).Design/methodology/approach -Two-wave data was collected from a sample of local government workers in Wales (N= 362). HPHRP were measured together with job satisfaction and OCBs at Time 1 and six months later, job satisfaction and OCBs were measured again together with positive affect. Structural equation modelling (SEM) was used to test the study hypotheses.Findings -The results revealed that HPHRP induced positive affect which, in turn, led to increased job satisfaction and OCBs. Furthermore, positive affect fully mediated the relationships between HPHRP and both job satisfaction and OCBs.Research limitations/implications -All data were collected from public sector employees in the government of Wales, which makes the generalizability of the findings unknown. More work is needed using different samples to determine whether the study results are replicable.Practical implications -Managers should endeavour to ensure that enough resources are assigned to the implementation of HPHRP and other work features that help evoke affective reactions, as these reactions are an important determinant of employees' attitudes and behaviours.Originality/value -This is one of the first studies to empirically examine the mediating role of positive affect on the relationship between HPHRP and employee attitudes and behaviours.

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“…However, the most startling growth has been the increase in two areas. First in HRM, and particularly around public service motivation (MacVicar et al 2000;Liu et al 2015;Caillier 2016;Mostafa 2016;Teo et al 2016), and second around the theme of citizen/user engagement and co-productionthe latter case growing from 0 to 9 per cent (Poocharoen and Ting 2015;Voorberg, Bekkers, and Tummers 2015;Alford 2016;Wiewiora, Keast, and Brown 2016).…”

mentioning

confidence: 99%

Public management research over the decades: what are we writing about?

Osborne

2016

Public Management Review

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Public management research over the decades: what are we writing about? Public Management Review (PMR) has just completed its eighteenth volume. It commenced publication in 1999 with Blair as prime minister of the United Kingdom and Clinton as president of the United States, with the transformation of public management (and society) through IT and the internet barely begun, and with Lou Bega ruling the pop charts as a one-hit wonder with 'Mambo No. 5'. As part of a review of the evolution of PMR I recently completed a review of papers published in the journal then and now. This review comprised 103 papers from 1999 to 2002 covering 14 issues of the journal and 108 from 2015 to 2016 covering 16 issues-211 papers in total. 1 Of course, such a review has to be treated with utmost caution. It represents only one journal, not the field, can be skewed by special issues (though these do also represent topics that are/were central to the discipline), and is very much a survey of the 'quick and dirty' variety. Each paper was classified once only, against its prime topic. Nonetheless, it presents an interesting snapshot of the evolution of our preoccupations as public management researchers. Three trends are apparentthose topics that have decreased in interest, those that have increased, and those that have remained stable (Table 1). The first group is those topics that have decreased in researcher interest. There has been a slight decrease in papers focusing on public and social policy, i.e. from 9 to 5 per cent. The early period saw an interest with topics such as policy globalization and convergence (Carroll 1999), volunteering policy (Brudney and Williamson 2000) and the governance of the policy process (Sibeon 2000). More recently the focus has shifted to the policy process in relation to policy evaluation (Pattyn 2015), to policy professionals (van Engen et al. 2016), and to public policy and reform and social cohesion (Andrews, Guarneros-Meza, and Downe 2016). There has been a significant drop, however, in those papers exploring public management reform in general (from 16 to 4 per cent) and the New Public Management (NPM) and its implementation in particular (from 19 to 7 per cent). Thus the early period saw a plethora of empirical papers exploring such issues as privatization (Kawashima 1999), contracting (Christensen and Laegreid 2001) and managerialism (Doolin 2001). The more recent papers have moved towards a more evaluative and/or critical deconstruction of the NPMsuch as Aoki (2015), Wynen and Verhoest (2015), Alonso, Clifton, and Díaz-Fuentes (2015) and Dan and Pollitt (2015). The second group of topics are those where interest has maintained at a stable level between the two periodson performance management and accountability

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High-Performance HR Practices, Work Stress and Quit Intentions in the Public Health Sector: Does person–organization fit matter?

Cited by 49 publications

References 78 publications

The paradox of employee psychological well-being practices: an integrative literature review and new directions for research

The paradox of employee psychological well-being practices: an integrative literature review and new directions for research

High-performance HR practices, positive affect and employee outcomes

Public management research over the decades: what are we writing about?

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