Partnership, high performance work systems and quality of working life

Danford, Andy; Richardson, Mike; Stewart, Paul; Tailby, Stephanie; Upchurch, Martin

doi:10.1111/j.1468-005x.2008.00210.x

Cited by 64 publications

(56 citation statements)

References 31 publications

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“…In light of the arguments that mutual gains are perhaps more likely in unionized workplaces (Danford et al, 2008;Kochan and Osterman, 1994), we assessed whether…”

Section: Endnotesmentioning

confidence: 99%

Enriched job design, high involvement management and organizational performance: The mediating roles of job satisfaction and well-being

et al. 2012

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This is the accepted version of the paper.This version of the publication may differ from the final published version. Permanent repository link AbstractThe relationship between organizational performance and two dimensions of the widely known 'high performance work system' -enriched job design and high involvement management (HIM) -is assumed to be mediated by worker well-being.We outline the basis for three models: mutual-gains in which employee involvement increases well-being and this mediates its positive relationship with performance;conflicting outcomes which associates involvement with increased stress for workers that accounts for its positive performance effects; and counteracting effects which associates involvement with increased stress and dissatisfaction, and reduces its positive performance effects. These are tested using the UK's Workplace Finally, HIM is negatively related to job-related anxiety-comfort but this plays no mediating role in the link to performance. It is also unrelated to enriched job design. Keywords High involvement management Enriched job design Well-being Stress Job satisfaction Financial performance Labour Productivity Quality AbsenteeismMulti-level analysis 3Enriched job design, high involvement management and organizational performance:The mediating roles of job satisfaction and well-being Direct employee participation is one of the most widely advocated interventions for influencing organizational performance and worker well-being (Humphrey et al., 2007;Parker et al., 2001). It is central to modern organizational concepts such as Lawler's (1986) high involvement management (HIM), human resource management (HRM) (Guest, 1987), the mutual gains enterprise (Kochan and Osterman, 1994), and the high performance work system (Appelbaum et al., 2000;Benson and Lawler, 2003;Cappelli and Neumark, 2001).Two types of opportunity for direct participation are associated with these management models: a) the design of jobs that give their holders discretion, variety and high levels of responsibility; and b) organizational involvement methods that extend beyond the narrow confines of the job, such as teamworking, idea-capturing schemes and functional flexibility.Type a) is associated with the job redesign movement and the concept of job enrichment.Type b) is associated with the high involvement or commitment model that emerged out of this movement, particularly through its popularization by Lawler (1986) and Walton (1985).It is widely expected that these forms of employee involvement enhance the quality of individuals' working lives and their well-being and performance, and consequently the performance of organizations.Originating in the 1990s, following the emergence of high-involvement or highcommitment management, much of the research on workplace employment systems or HRM has concentrated on the performance effects of organization-level practices (e.g. Batt, 2002;Cappelli and Neumark, 2001;Huselid, 1995;MacDuffie, 1995;Wood and De Menezes, 2008). Involvement at the job level has, howe...

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“…In light of the arguments that mutual gains are perhaps more likely in unionized workplaces (Danford et al, 2008;Kochan and Osterman, 1994), we assessed whether…”

Section: Endnotesmentioning

confidence: 99%

Enriched job design, high involvement management and organizational performance: The mediating roles of job satisfaction and well-being

et al. 2012

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“…İş yaşamı kalitesinin temel amacı, çalışanlara verimli bir şekilde faaliyet gösterebilecekleri koşulları sağlayarak olumlu çalışma ortamlarını oluşturmaktır ki bu sayede çalı-şanlar iş yaşantıları vasıtasıyla önemli kişisel gereksinimleri-ni üst düzeylerde tatmin edebilme imkanına sahip olacak, çalışma ortamı içindeki durumlardan memnuniyet duyacak, işteki performansları artacak ayrıca hastaların anksiyete düzeylerinde azalma, hastalıkla baş etme yöntemlerinin geliştirilmesi, erken rehabilitasyon gibi hastalarla ilgili elde edilen sonuçlarda olumlu yönde ilerleme kaydedilecektir (9,(17)(18)(19). Çalışmalar, iş yaşamı kalitesini etkileyen unsurlardaki olumsuzlukların tükenmişlik ile ilişkili olduğunu gös-termiştir.…”

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Determination of nurses' quality of work life and influencing factors

Çatak¹,

Bahçecik²

2015

MUSBED

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Hemşirelerin iş yaşamı kalitesi ve etkileyen faktörlerin belirlenmesiAmaç: Bu araştırma, hemşirelerin iş yaşamı kalitesi (İYK) ve etkileyen faktörlerin belirlenmesi amacıyla tanımlayıcı olarak yapıldı. Yöntem: Araştırma, İstanbul ilinde yer alan dokuz özel hastane ile üç eğitim ve araştırma hastanesinde çalışan 310 hemşire ile Mart 2013 ile Haziran 2013 tarihleri arasında gerçekleştirildi. Verilerin toplanmasında hemşirelerin sosyo-demografik özelliklerini içeren ''Tanıtıcı Özellikler Formu'' ve ''Hemşirelik İş Yaşamı Kalitesi Ölçeği'' (HİYKÖ) kullanıldı. Verilerin değerlendirilmesinde, yüzdelik, aritmetik ortalama, standart sapma, One-way Anova, Tukey HDS, Student t, Kruskal Wallis, Mann Whitney U ve ki-kare testleri kullanıldı. Bulgular: Hemşirelerin HİYKÖ Cronbach's Alpha katsayısının 0.89 ve ölçek ortalama puanının 110.35±19.35 olarak iyi düzeyde olduğu belirlendi. Özel hastanede çalışan hemşirelerin HİYKÖ puan ortalaması (115.12±19.12) iyi düzeyde, eğitim ve araştırma hastanesinde (105.12±18.12) orta düzeyde bulundu. Hemşirelerin HİYKÖ alt boyut alanlarından en yüksek puanın, eğitim ve araştırma hastanesinde (3.50±0.65) ve özel hastanede (3.68±0.63) iş algısı alt boyut puanına, en düşük puanın ise eğitim ve araştırma hastanesinde iş/çalışma ortamı (2.59±0.78), özel hastanede ise iş koşulları alt boyut puanına (3.02±0.50) ait olduğu görüldü. Hemşirelerin tanıtıcı özelliklerinden olan, yaş grubu, eğitim durumu ve mesleki özelliklerinden olan çalışılan kurum, aylık gelir, mesleki ve kurumdaki çalışma süresi, haftalık çalışma saati, iş akışını belirten yazı veya çizelgenin varlığı, kurumdaki kariyer hedeflerinin varlığı, mesleği isteyerek seçme, kurumdan ayrılma isteği, alınan kararlara katılımın sağlanması ve yönetici hemşirelerin çalışanlarına karşı adaletli davranma durumunun HİYKÖ alt boyutlarını etkilediği ve aralarında istatistiksel olarak anlamlı fark olduğu görüldü (p<0.05). Sonuç: Hemşirelerin genel olarak ve özel hastanede çalışan hemşirelerin İYK'nin iyi düzeyde olduğu, eğitim ve araştırma hastanesinde çalışan hemşirelerin İYK'nin ise orta düzeyde olduğu görüldü. Özellikle eğitim araştırma hastanesinde çalışan hemşirelerin iş yaşamı koşullarının iyileştirilmesi için gerekli çalışmaların sağlık kurumları yöneticileri tarafından yürütülmesi ve hemşirelerin İYK'nin yükseltilmesi için desteklenmesi önerildi. Anahtar sözcükler: hemşirelik, iş yaşamı kalitesi, kalite ABS TRACT Determination of nurses' quality of work life and influencing factorsObjective: This study was conducted as a descriptive study and aimed to determine nurses' quality of work life (QWL) and the influencing factors. Method: The study was conducted with 310 nurses working at nine private hospitals and three training and research hospitals in Istanbul between March and June 2013. Data were collected with the "Nurses Data Sheet" containing the socio-demographic characteristics of nurses and with the "Quality of Nursing Work Life Scale" (QNWL). The percentage, arithmetic mean, standard deviation, One-way ANOVA, Tukey's HSD, Student t, Krus...

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“…Therefore, a great many of surveys explore the exact content structure about HPWS for the last three decades. But it has not been concluded yet because the different and complicated background such as the culture context (Taylor et al 2008), individual conditions (Danford et al 2008) and so on. However, it is commonly agreed that HPWS include the basic elements in three areas, namely, employee flow which contains the selective hiring, extensive training and job security, employment relations which contain the job design, information sharing, decentralized decision making and employee participation, and appraisal which contains rewards, bonus and welfare (Way 2002).…”

Section: High Performance Work Systemmentioning

confidence: 97%

The Construction of High Performance Work System for China Railway Transportation Industry

2015

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Recent years, the impact of high performance work system (HPWS) has been widely explored by examining the effects of the specific systems. The main focus of this study is to explore the construction of these advanced management practices in the China railway transportation industry. The data are collected from employees' perspective in Harbin railway transportation industry and show that the organization displays some of the human resource practices associated with HPWS which are labeled information sharing, recruitment and selection, employee empowerment, incentive compensation, and performance appraisal. The major contribution of this study is to establish the frame of HPWS and he foundation of future analysis of human resource management in the China railway transportation context.

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Partnership, high performance work systems and quality of working life

Cited by 64 publications

References 31 publications

Enriched job design, high involvement management and organizational performance: The mediating roles of job satisfaction and well-being

Enriched job design, high involvement management and organizational performance: The mediating roles of job satisfaction and well-being

Determination of nurses' quality of work life and influencing factors

The Construction of High Performance Work System for China Railway Transportation Industry

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