Strong Situations and Firm Performance: A Proposed Re-Conceptualization of the Role of the HR Function

Haggerty, John J.; Wright, Patrick M.

doi:10.4135/9780857021496.n7

Cited by 36 publications

(69 citation statements)

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“…Consequently once they are employed, workers acquire an insider's understanding of the difference between written policies and unwritten practices embedded in organisational norms (Denison 1996). Haggerty and Wright (2010) suggested that informal processes within the firm constitute powerful signals that adjust employee behaviour.…”

Section: Introductionmentioning

confidence: 99%

Flexible work arrangements, work engagement, turnover intentions and psychological health

Timms

Brough

O’Driscoll

et al. 2014

Asia Pac J Human Res

186

133

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Flexible work arrangements (FWAs) are often written into company policies to demonstrate organisational sensitivity to potentially difficult interfaces between employees' work and non-work domains. The current research investigated employees' use of FWAs and relationship to work engagement, with turnover intentions and psychological strain also used as criterion variables for comparison purposes. A heterogeneous sample of Australian employees (N = 823) responded to two waves of data collection separated by a 12-month interval. It was expected that supportive aspects of organisational culture would be consistent with increased employee utilisation of FWAs, high work engagement, low turnover and low levels of psychological strain, and the opposite would be found for hindering aspects of organisational culture. It was also expected that supportive organisational culture would demonstrate an enduring effect over time. In general, research findings supported these hypotheses. However, the research also identified a negative relationship between use of FWAs and work engagement over time. This suggests that take-up of FWAs is highly dependent on workplace cultural norms. The implications of these results are discussed. Key points1 An inverse relationship between use of FWAs and work engagement was found in this research. 2 Workplace cultural norms influence the take-up of FWAs. 3 Formal and informal processes within organisations work together and can provide incongruent messages for employees. 4 It is essential that supervisory personnel be informed about beneficial implications of employee use of FWAs.Work-life balance refers to manageability of the different domains of one's life so that they complement rather than compete with each other. Juggling responsibilities to work, family and community, as well as requirements for physical health and psychological wellbeing such as hobbies, exercise and other personal interests can create competing priorities in people's lives (e.g. Brough, O'Driscoll and Kalliath 2005). Unsatisfactory resolution of the tension generated by these competing priorities is referred to as work-life conflict (Carlson, Kacmar and Williams 2000). Work-life conflict is associated with exhaustion and psychological strain (Brough, O'Driscoll and Kalliath 2005) and leads to deleterious health outcomes, absenteeism and turnover (Bolger et al. 1989). Kanter (1977) highlighted the interwoven nature of the different aspects of employees' lives and observed that it was inevitable that emotional states would permeate domain boundaries for better or for worse. Positive emotional states that permeate work and nonwork domains can augment and expand individuals' feelings of well-being and selfefficacy (O'Driscoll and Brough 2010; Thornthwaite 2004) thereby creating an upward spiral of positive affect. According to Carlson et al. (2006) this leads to a sense of mastery, which in turn empowers individuals and benefits organisations (see also, Harter, Schmidt and Hayes 2002). Abbott, De Cieri and Iverson (1998) fou...

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Section: Introductionmentioning

confidence: 99%

Flexible work arrangements, work engagement, turnover intentions and psychological health

Timms

Brough

O’Driscoll

et al. 2014

Asia Pac J Human Res

186

133

View full text Add to dashboard Cite

show abstract

“…In addition, we cannot simply conclude that the indirect effect sizes of both participatory practices are trivial. Our findings are more reasonable for fostering an understanding of comprehensive relationships because HR practices are distal from organizational outcomes and thus their effect sizes are typically small (Haggerty & Wright, ). Nonetheless, as T.‐Y.…”

Section: Discussionmentioning

confidence: 77%

All for one and one for all: A mechanism through which broad‐based employee stock ownership and employee‐perceived involvement practice create a productive workforce

Kim

Han

2019

Human Resource Management

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Drawing on social identity theory, this research frames a multimediational model that delineates how broad‐based employee stock ownership (BESO) and employee‐perceived involvement practice in tandem yield a productive workforce at the organization level. In our theoretical model, we propose that social cohesion and voluntary turnover are collective attitudinal and behavioral outcomes resulting from the shared perception of we‐ness that employees experience through both participatory practices. Our path analysis of a multisource, time‐lagged dataset from 176 large U.S. companies revealed the sequential mediating roles of social cohesion and voluntary turnover between these organizational practices and labor productivity. Our theoretical claims and empirical evidence will contribute to a systematic understanding of how and why BESO and employee involvement leverage greater organizational productivity from employees.

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“…Townsend et al . () suggest that line managers are crucial for hospitals to exhibit a ‘strong’ system to employees (Haggerty and Wright, ). However, it remains unclear what HR roles and priorities are required of line managers in health care to influence employees' work attitudes.…”

Section: Theoretical Framingmentioning

confidence: 99%

Sense‐giving in health care: the relationship between the HR roles of line managers and employee commitment

Shipton

Sanders

Atkinson³

et al. 2015

Human Res Mgmt Journal

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Strong Situations and Firm Performance: A Proposed Re-Conceptualization of the Role of the HR Function

Cited by 36 publications

References 0 publications

Flexible work arrangements, work engagement, turnover intentions and psychological health

Flexible work arrangements, work engagement, turnover intentions and psychological health

All for one and one for all: A mechanism through which broad‐based employee stock ownership and employee‐perceived involvement practice create a productive workforce

Sense‐giving in health care: the relationship between the HR roles of line managers and employee commitment

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