Management Practice, Organization Climate, and Performance

Abstract

This study reports a single time-series quasi-experiment in a Canadian firm to evaluate the effect over a five-year period of implementing a structured, seven-step strategy to obtain improved organization performance through employee-centered management. A significant change in the condition of the human organization resulting from the intervention was measured over the five-year period and shown to be correlated with a 66% increase in profitability. The results of the study indicate that in the Canadian/U.S. context, employee-centered management is at least compatible with high performance and competitive advantage. There is also evidence that in some instances organization performance can be significantly enhanced through the participation and contribution of employees in problem-solving and decision-making processes.

Employee Well‐being and the HRM–Organizational Performance Relationship: A Review of Quantitative Studies

“…The effects of HRM interventions across time were studied by Truss (2001) and DeJoy et al . (2010) (a two‐year period), and by Schuster et al . (1997) (a five‐year period).…”

“…Concerning employee and employer relationship well‐being, five data points showed positive associations between a variety of HRM measures (HRM indices (Gelade and Ivery 2003); high‐performance work systems (Rogg et al . 2001; Yang and Lin 2009); high‐involvement work systems (Guerrero and Barraud‐Didier 2004) and interventions (Schuster et al . 1997)) and both work climate and organizational performance.…”

Assessing the Different Roles of Marketing Theory and Practice in the Jaws of Economic Uncertainty

“…Other elements of corporate culture are derived from the works by , Walker and Ruekert (1987), Schuster et a!. (1997), and others and are divided into those of corporate characteristics and those of management characteristic.…”

Leading an entrepreneurial workforce: development or decline?

“…An organisational entrepreneurial orientation may have a role in developing competitive advantage particularly where the organisation has a strategy of corporate entrepreneurship (Basso et al, 2009). Porter (1985) notes that competitive advantage may be created through entrepreneurship, which requires attention to people issues such as commitment, morale and motivation (Schuster et al, 1997;Monsen et al, 2010) and entrepreneurship at a managerial level (Kanter, 2004;Hornsby et al, 2009). Newbert (2005) argues that while a committed and entrepreneurially motivated workforce may deliver improved performance, this does not equate to a competitive advantage since it does not meet the criteria of being unique, valuable, rare, un-imitable and non-substitutable.…”