Employee Relations最新文献

Purpose

Hybrid work is changing modern conceptions of work as workers move between their office space and alternate spaces such as a home office. Social aspects of work are therefore also changing, and this study aims to explore the implications arising for workplace fun when workspaces become dispersed.

Design/methodology/approach

We undertook ethnographic research into two different companies to explore in depth the concept of fun at work and how it is being adapted for hybrid work. Data were collected through full immersion into both companies and gathered using mixed qualitative methods comprising semi-structured interviews, participant observations and evidence from organizational online platforms. A structured coding system was used in the analysis with an interpretive approach.

Findings

Our themes include (1) artefacts, (2) organizing fun and space and (3) loss of fun and these provide the underpinning for our theoretical contribution.

Research limitations/implications

We had limited access to online channels and identified opportunities for future research to explore fun in online platforms including chat functions, meme, gifs and other places where workplace fun may be enacted.

Practical implications

Work has changed for workers and managers, and this impacts fun which needs to adapt to hybrid work models.

Social implications

Hybrid work is changing workplace social interactions, particularly, for fun and play. We depict how workers navigate the changing context of work and the significance of emerging elements of workplace fun and the implications for fun cultures.

Originality/value

Our contribution is in a re-theorization of workplace fun arguing that sharing and supporting the creation and promotion of fun among workers at all levels offers new opportunities for organizations that value a fun culture. Our theorization of workplace fun shows its adaptation to new hybrid work contexts that deemphasize co-location and physical presence. We outline the significance of artefacts and depict the variability of workplace fun in hybrid work.

Purpose

Organizations are increasingly joining inter-organizational networks to foster sustainable employability for their employees. The purpose of this study is to identify the factors and mechanisms central to their success as experienced by key stakeholders.

Design/methodology/approach

An explorative, qualitative approach was adopted, using four focus groups with network coordinators (N = 18) and HR professionals (N = 14). Fourteen Dutch inter-organizational networks were represented. Respondents were recruited through purposive and snowballing sampling techniques. Thematic analysis was applied using open coding to generate themes.

Findings

The results of this study outline environmental, structural, and inter-personal factors and mechanisms that contribute to the success of inter-organizational networks that aim to foster sustainable employability for their employees. The environmental factors and mechanisms consist of challenges stemming from the labor market. The structural factors and mechanisms include: a network’s flat structure, flat fee, lack of informal rules, the allocation of roles and expectations for stakeholders and shared network activities. Lastly, the inter-personal factors and mechanisms are: communication among stakeholders, establishing reciprocity, interaction and collaboration between stakeholders, the valuation of trust, a convivial culture and shared vision among stakeholders. The dynamics between these factors and mechanisms are compared to other forms of inter-organizational networks. Furthermore, several recommendations for network coordinators and practitioners regarding the development of networks are presented.

Originality/value

This study provides insights into the factors and mechanisms that are regarded by stakeholders as influencing the success of inter-organizational networks in their ability to foster sustainable employability for workers. We have identified a unique model that captures this new way of inter-organizational collaboration and builds on insights from literature on collaborative governance regimes, institutional fields and entrepreneurial ecosystems. Specifically, the model provides a framework that consists of environmental, structural and interpersonal factors and mechanisms for network success. This study increases our understanding of how collaborative efforts can be fostered beyond organizational boundaries and existing Human Resource Management practices.

Purpose

This article examines the intellectual antecedents of Alan Fox’s frames of reference and contributes to academic work that seeks to unravel the pre-Donovan roots of British industrial relations. It examines the origins of the unitary and pluralist frames of reference with a particular focus on the work of Norman Ross.

Design/methodology/approach

This article draws on published academic materials to examine the origins of the unitary and pluralist frames of reference.

Findings

The article identifies usage of the term “frame of reference” in industrial relations literature from the 1940s and demonstrates the origins of the unitary and pluralist conceptions of the firm in the works of Ross in the 1950s and 1960s.

Originality/value

The article provides a “fresh look” at the origins of the frames of reference.

Purpose

Canadian organizations started addressing workplace bullying and harassment in the 1990s. Proactive organizations have written policies, trained managers and employees, created a complaint process and conducted surveys. The objective of this study is to examine how effective these efforts by Canadian organizations have been.

Design/methodology/approach

Data for this research were collected through a survey administered to employees in Canadian workplaces (n = 1,000), including managers (n = 461). A stratified sample was used to facilitate a good representation of region, age, gender, sector and occupational level of working Canadians.

Findings

The survey indicated that some Canadian organizations continue to be negligent in addressing workplace bullying and harassment and that the problem is particular to large organizations, young employees and the private sector.

Research limitations/implications

The survey identifies that some Canadian organizations are still negligent in addressing workplace bullying and harassment. The problem is particular to large organizations, young employees and the public sector.

Practical implications

Senior and middle-level managers need to be aware that workplace bullying and harassment continue to occur in their work environment. Further, given that managers at times defer excessively to authority, the human resource (HR) department has a vital role in addressing workplace bullying and harassment. HR needs to establish a reputation among employees that their complaints will be taken seriously, and corrective actions will be taken.

Originality/value

This study examined the nature of workplace bullying and harassment in the Canadian context. The study found that organizations are still neglecting issues of workplace bullying and harassment and that there is a disconnect between what employees are experiencing and what senior management is professing is the situation. This disconnect is a continued liability for organizations.

Purpose

HRM decentralization and devolution have been highlighted as key HRM processes in organizations’ quest for increased flexibility. Although they have been extensively studied in the MNC and International HRM literature, they have mainly been examined on a separate basis, and their definition and operationalization have often been confused. Thus, we first clarify the difference between the two concepts by refining the definitions by Hoogendoorn and Brewster (1992), and then empirically examine how they are related.

Design/methodology/approach

The relationship between HRM decentralization and devolution is examined by means of a survey in a large multi-country sample of multi-unit organizations.

Findings

Regarding our clarification objective, we contend that devolution has to do with who takes responsibilities for HRM (i.e. line managers or HRM professionals) while decentralization refers to where HRM responsibilities are allocated (i.e. headquarters or increasingly local units). Regarding the relationship between the two concepts, the results show that higher levels of HRM decentralization are related to higher levels of devolution, but this association is attenuated in organizations with more powerful HRM departments.

Originality/value

The study contributes to theory and practice by disentangling, at the conceptual, operational, empirical and practical levels, two different but related HRM decisions (how much to devolve and how much to decentralize HRM) that organizations must make to efficiently cope with the characteristics of their own structure and competitive environment. It highlights the role of the relative power of HRM departments in how HRM responsibilities are ultimately distributed across the organization.

Purpose

The paper uses key themes from Fox’s writing to reflect on the wave of public sector industrial action that developed in the UK since the early 2020s: specifically the relevance of (1) radical pluralism, (2) historical context, (3) understanding the effects of high inflation and (4) (a breakdown of) trust relations.

Design/methodology/approach

The paper draws primarily on evidence from broad public debate but is informed by discussions held with senior union leaders both for a research project and in delivering development training.

Findings

Radical pluralism is used as a lens through which to understand declining trust in institutions of pluralist collective industrial relations in the UK public sector, arguing that current developments need to be understood in historical context. An analysis of the industrial action in the early 2020s highlights the ways that a period of high inflation can stress institutions of collective employment regulation, rendering visible the limits of conventional, pluralist industrial relations.

Research limitations/implications

The paper could be extended by more detailed empirical data collection, both in the UK and other national institutional contexts.

Practical implications

Unions need to more consistently focus on issues of power. A stronger focus on power might identify the limitations of pluralist institutions of collective regulation and embed a commitment to building union influence to challenge those existing structures in favour of mechanisms to build workers' power more broadly.

Social implications

Understanding these disputes as, at least in part, being about the limits to and undermining of trust in collective institutions that regulate work and employment allows us to better understand the forces at play and potential outcomes of these disputes.

Originality/value

The paper makes three key contributions: first, applying Fox’s work in a practical way to contemporary UK industrial relations; second, extending his analyses to public sector industrial relations and third, arguing that power needs to be more centrally located within union objectives in order to reshape industrial relations to radical pluralist ends.

Purpose

Neurodivergent employees have atypical needs that require distinctive leadership approaches. In this study, the specific nature of a relationship between neurodivergent employees and their neurotypical leaders is explored through the lens of the leader–member exchange (LMX) theory.

Design/methodology/approach

This two-phased qualitative study builds on 12 semi-structured interviews with neurodivergent employees and an unstructured focus group with 15 individuals with professional and/or personal interest in neurodiversity. The researcher spent almost 13 h listening to the lived experiences of research participants concerning neurodiversity and leadership.

Findings

Leaders who exhibit empathy and understanding were noted to provide greater support. The findings also highlight the complexity of neuro-inclusion in the workplace. Specifically, the delicate balance between accommodation and avoiding stigmatization is emphasized, addressing the concerns raised regarding the legal risks associated with neurodivergent inclusion. Additionally, the findings underscore the necessity for leaders to avoid patronizing behaviors while catering to the diverse needs of neurodivergent employees. This underscores the importance of supporting both neurodivergent employees and leaders navigating such challenges.

Practical implications

The findings help establish inclusive and accommodating employee relations practices that conscientiously address the requirements of neurodivergent employees while providing support for those in leadership roles.

Originality/value

This study constitutes a direct answer to recent calls to develop a more nuanced understanding of workplace neurodiversity, with a specific focus on neuro-inclusive leadership. Acknowledging that we still use inappropriate, old tools in new situations that require novel approaches to leadership helps set the agenda for future research in this area.

Purpose

The 50th anniversary of Fox's Beyond Contract and Man Mismanagement coincides with another vital contribution to the sociology of work from 1974: Braverman's Labor and Monopoly Capital. This article analyses these two scholars' complementary approaches to job design and the extent to which Fox's ideas influenced subsequent labour process thought.

Design/methodology/approach

The article's methodological approach is a historiographical reading of Fox and Braverman's thought in the context of their times and later scholarship.

Findings

The article demonstrates that despite some noteworthy overlap with Braverman concerning scientific management, Fox's insights were marginal to later iterations of labour process analysis. It delves into the reasons for this relative neglect, providing an understanding of the dynamics at play.

Originality/value

This paper's value lies in its combined industrial relations and labour process historiography. It offers a fresh perspective on Alan Fox's relationship to the latter field of study.

Purpose

This study examines potential ways to break the inequality reproduction circle faced by ethnic minority health workers and sustained by key performance indicators (KPIs)-centred management in the National Health Service (NHS) in England. It does so through the lens of signalling theory.

Design/methodology/approach

Three years panel data for 2018–2020 covering 207 hospitals was compiled from the annual NHS staff survey and matched with relevant administrative records. Structural equation modelling was used to test the proposed hypotheses at the organisational level.

Findings

The moderated mediating model reveals that persistent racial discrimination by managers and coworkers can disadvantage the career progression of ethnic minority health workers, which in turn reinforces and reproduces economic and health inequalities among them. More importantly, we show how the collective agreement that the senior management team acts (SMTA) on staff feedback can break this vicious circle.

Research limitations/implications

While our research focuses on the not-for-profit health care sector, it opens important opportunities to extend the proposed model to understand organisational inequality and how to address it.

Practical implications

Perceived SMTA can send strong signals to reduce deep-rooted discrimination (race, gender, age, etc.) through resource allocations and instrumental functions. This is also a way to address the current staff burnout and shortage issues in the healthcare sector.

Social implications

This article reveals why the purpose of organisations that provide public service to reduce social inequality was comprised during their business-like operations and more importantly, how to reflect their foundational purpose through management practice.

Originality/value

This study offers a way forward to resolve one of the unintended consequences of KPI-centred management in the not-for-profit sector through unpacking the process of inequality reproduction and, more importantly, how it is possible to break this vicious circle.