The trend toward accountability: What does it mean for HR managers?

Mulvaney, Rebecca R. Harris; Zwahr, Melissa D.; Baranowski, Laura E.

doi:10.1016/j.hrmr.2006.06.003

Cited by 16 publications

(7 citation statements)

References 7 publications

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“…In part, face time is a requirement of many hospitality jobs because the work must be completed on the worksite and cannot be performed remotely. However, face time is also prevalent among managers who are physically present at the workplace even if their presence is not a necessity (Mulvaney, Zwahr, & Baranowski, 2006). Hotel general managers described face time as a major facet of the industry culture, and in a study conducted by O’Neill and Xiao (2010), managers indicated a sense of pressure to ensure that they are consistently visible to employees and coworkers.…”

Section: Introductionmentioning

confidence: 99%

“…Despite the fact that hospitality employees are likely to be affected by WFC, much of the extant research has been conducted in industries that greatly vary from the hospitality industry in terms of culture, expectations, and time pressures. Mulvaney et al (2006) provided the first comprehensive conceptualization of the effects that WFC issues have on individuals and organizations specifically within the hospitality industry. At that time, the authors called for more in-depth research about the causes, consequences, and effectiveness of proposed WFC interventions.…”

Section: Introductionmentioning

confidence: 99%

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A Multilevel Review of Hospitality Industry Work–Family Conflict Research and a Strategy for Future Research

O’Neill

Follmer²

2019

Journal of Hospitality & Tourism Research

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Work–family conflict has become a growing area of research in the hospitality field. Research has previously shown that employees who experience conflict between their work and family roles are likely to report negative individual and job-related outcomes. Given the serious outcomes associated with work–family conflict, it is essential for researchers and practitioners to better understand why and when it occurs, as well as to identify possible interventions that may lessen its impact on employees. This systematic review synthesizes and summarizes the extant literature as it relates to work–family conflict. The results from the review provide insight into the well-established antecedents and outcomes of work–family conflict, while also highlighting areas that may require additional attention. The review concludes with a discussion of future research directions that may be used to advance the study of work–family conflict research.

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Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

A Multilevel Review of Hospitality Industry Work–Family Conflict Research and a Strategy for Future Research

O’Neill

Follmer²

2019

Journal of Hospitality & Tourism Research

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“…During this stage, it is important for managers to understand that an agreement (contracting) with employees in terms of targets to be achieved and measures used to evaluate performance is planned and reached. Simultaneously, it is also crucial for managers to recognise the needs of employees to be able to achieve set targets (Mulvaney et al 2006). The performance contract outlines the objectives, required expertise and knowledge, key performance indicators (KPIs), performance measures used to evaluate accomplishments and ultimately organisational goals (Horton and Farnham 2007).…”

Section: Performance Management Versus Pmmentioning

confidence: 99%

“…Instead, managers should seek to gain the opinions from employees with regards to current performance and if things could be done differently. A continuous collaboration and effective communication between managers and employees will give light in addressing problems from different angles (Mulvaney et al 2006 Finally the performance appraisal documents the formal review of individual achievements at the end of an evaluation period that are usually complemented with feedbacks relating to the results attained.…”

Section: Performance Management Versus Pmmentioning

confidence: 99%

The e-balanced scorecard (e-BSC) for measuring academic staff performance excellence

Hamid

Ijab

et al. 2009

High Educ

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This research paper is a pilot study that investigated the suitability of adopting an automated balanced scorecard for managing and measuring the performance excellence of academic staffs in the higher education setting. A comprehensive study of related literature with requirements elicited from the target population in a selected premier university in Malaysia through document analysis, interviews and survey questionnaires provided the foundation for the system development. By adopting the balanced scorecard, the proposed system provided a means for top down alignment of organisational objectives while creating a medium of communication between the lecturers and management. Though the method suggested in this study primarily focuses on the academic staff, it addresses the lack of a representative form of performance measurement for lecturers that accommodates the complexities of the profession while providing the potential adoption of an unconventional method to encourage excellence and development amongst all levels of employees in the industry.

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“…First, every public HR manager must understand the sectoral dynamics they are working in (Harris Mulvaney, Zwahr, & Baranowski, 2006;Hiltrop, Despres, & Sparrow, 1995;Saidi, Mansor, Anvari, & Hassan, 2014;Shukla, 2014;Zhang & Nesbit, 2018). At least know the position of the organization in the competition map and be able to read the direction of future development.…”

Section: Introductionmentioning

confidence: 99%

The Fusion of Competence and Integrity Problems in Transformation of Public Human Resources Management Model

Dahlan

Fatmawada

2020

j. il.adm.publik.

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The limited quality of human resource management in the Biak Numfor Regency in Papua requires fundamental transformation. Based on available data, the determinants that reject the transformation process include two categories, namely, lack of competence and integrity. This study uses a post-positivistic interpretive phenomenological philosophy that emphasizes the meaning and descriptive process to understand the process of transformation. Local government leaders who are not trustworthy in applying the concept of human resource management based on the Cakar thesis latently significantly affect the integrity of the domestic apparatus. That has an impact on the lack of credibility of the Biak Regional Human Resources Development Agency. In short, increasing the competency of human resources as an effort to produce adequate human resources in this region becomes an important key for successful transformation.

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The trend toward accountability: What does it mean for HR managers?

Cited by 16 publications

References 7 publications

A Multilevel Review of Hospitality Industry Work–Family Conflict Research and a Strategy for Future Research

A Multilevel Review of Hospitality Industry Work–Family Conflict Research and a Strategy for Future Research

The e-balanced scorecard (e-BSC) for measuring academic staff performance excellence

The Fusion of Competence and Integrity Problems in Transformation of Public Human Resources Management Model

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