Managing Managers in Occupational Health and Safety

Nelson, Lindsay

doi:10.1177/103841119403200102

Cited by 4 publications

(2 citation statements)

References 15 publications

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“…For example, the extent to which organizations are aware of their occupational health and safety practices and whether or not these practices are seen as important has been the focus of specific HRM research (e.g. Nelson, 1994) and safety management (Fuller, 1999), but is often excluded from studies of best practice.…”

Section: Methodsmentioning

confidence: 99%

Exploring the best HRM practices‐performance relationship: an empirical approach

Theriou

Chatzoglou

2009

Journal of Workplace Learning

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Purpose -This paper aims to empirically examine the linkages between best human resource (HRM) practices, knowledge management, organisational learning, organisational capabilities and organisational performance. The proposed framework and findings intend to add to the understanding of the specific processes that mediate between best HRM practices and organisational performance. Design/methodology/approach -To carry out this research a survey research strategy was followed. The sample frame for this study consisted of Greek firms that belong to the tertiary (services and commerce) sector, employing at least 50 employees. The final research sample consisted of 242 questionnaires. Descriptive statistics as well as structural equation modelling (SEM) techniques were used to analyse the data. Findings -This paper proposes an answer to "how" best HRM practices can influence performance. Results indicate that service and commercial firms pursuing best HRM practices achieve better performance through the interaction of these practices with knowledge management and organisational learning capability and the creation of organisational capabilities. Research limitations/implications -Possible limitations of the study include the relatively small sample size, the use of subjective performance indicators and the measurement of organisational capabilities. Practical implications -The paper can help human resource practitioners and/or managers to understand better the importance of organisational learning and knowledge management processes and the way best HRM practices, through the integration of these two processes, lead to superior and sustainable performance. Originality/value -This paper attempts to shed some light on the processes through which human resource management practices influence performance. Moreover, the value of the human factor in knowledge management and organisational learning initiatives, as well as on organisational capabilities, is explored. While this has already been underlined in the past, there is still no complete model simultaneously describing and testing all those relationships.

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Section: Methodsmentioning

confidence: 99%

Exploring the best HRM practices‐performance relationship: an empirical approach

Theriou

Chatzoglou

2009

Journal of Workplace Learning

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“…The impact of best HRM practices on performance or not these practices are seen as important has been the focus of specific HRM research (e.g. Nelson, 1994) and safety management (Fuller, 1999), but is often excluded from studies of best practice." Some of those HRM constructs are measured as a two-dimensional construct as determined by the scope of the HRM practice.…”

mentioning

confidence: 99%

The impact of best HRM practices on performance – identifying enabling factors

Theriou

Chatzoglou

2014

Employee Relations

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Purpose – The purpose of this paper is to empirically examine the relationships between best human resource management (HRM) practices, knowledge management (KM), organization learning and organizational capabilities (OC), as well as their impact on organizational performance. Design/methodology/approach – To carry out this research, a structured questionnaire was designed and distributed to 212 manufacturing firms which employ at least 50 employees. The final sample consists of 138 useable questionnaires. Findings – Results indicate that manufacturing firms pursuing best HRM practices achieve higher performance through the interaction of these practices with KM and organizational learning capability and the creation of OC. Research limitations/implications – Possible limitations of the study include the measurement of OC, the use of subjective performance indicators and the data collection approach reflecting mainly HRM managers’ perceptions. Practical implications – HR practitioners and/or managers should focus on establishing the appropriate mechanisms for integrating “best HRM practices” with learning, knowledge and OC in order to improve performance. Originality/value – This paper empirically tests a new composite model which elaborates upon the mechanisms that seem to intervene between the best HRM practices – performance relationship. Moreover, the value of the human factor in KM and organizational learning initiatives, as well as on OC, is explored. While this has already been underlined in the past, there is still no complete model simultaneously describing and testing all those relationships.

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The emergence of the occupational health and safety profession in Australia

Provan

Pryor²

2019

Safety Science

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Managing Managers in Occupational Health and Safety

Cited by 4 publications

References 15 publications

Exploring the best HRM practices‐performance relationship: an empirical approach

Exploring the best HRM practices‐performance relationship: an empirical approach

The impact of best HRM practices on performance – identifying enabling factors

The emergence of the occupational health and safety profession in Australia

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