Despite the increasing popularity of the Ability, Motivation, Opportunity (AMO) framework in the ... more Despite the increasing popularity of the Ability, Motivation, Opportunity (AMO) framework in the Human Resource Management (HRM) field, AMO research is at a crossroads in theoretical and empirical development. This is due to (a) a This is an open access article under the terms of the Creative Commons Attribution-NonCommercial-NoDerivs License, which permits use and distribution in any medium, provided the original work is properly cited, the use is non-commercial and no modifications or adaptations are made.
Labour & Industry: a journal of the social and economic relations of work, 2013
ABSTRACT Various streams of literature surrounding the role of front-line managers (FLM) suggest ... more ABSTRACT Various streams of literature surrounding the role of front-line managers (FLM) suggest that there has been substantial change in the role over recent decades. This article makes a contribution to understanding the FLM experience through using a framework of job enlargement to assist in explaining the nuanced changes to the position of FLMs in three Australian cases. The article finds that the role of FLMs remains a critical part of organisations and production; however, continuity is as consistent as change. There remains an immediate ‘people management’ role, while facing work intensification, job enlargement and potentially, a reduced quality of performance. Importantly though, the change is diffuse and context specific in ways that we seek to understand.
Haggerty and Wright call for the re-conceptualisation of HR as signals that management send to em... more Haggerty and Wright call for the re-conceptualisation of HR as signals that management send to employees rather than systems, practices, or bundles. They explain that the complexities of modern organisations means that HR professionals must operate at a conceptual level ...
Despite the increasing popularity of the Ability, Motivation, Opportunity (AMO) framework in the ... more Despite the increasing popularity of the Ability, Motivation, Opportunity (AMO) framework in the Human Resource Management (HRM) field, AMO research is at a crossroads in theoretical and empirical development. This is due to (a) a This is an open access article under the terms of the Creative Commons Attribution-NonCommercial-NoDerivs License, which permits use and distribution in any medium, provided the original work is properly cited, the use is non-commercial and no modifications or adaptations are made.
Labour & Industry: a journal of the social and economic relations of work, 2013
ABSTRACT Various streams of literature surrounding the role of front-line managers (FLM) suggest ... more ABSTRACT Various streams of literature surrounding the role of front-line managers (FLM) suggest that there has been substantial change in the role over recent decades. This article makes a contribution to understanding the FLM experience through using a framework of job enlargement to assist in explaining the nuanced changes to the position of FLMs in three Australian cases. The article finds that the role of FLMs remains a critical part of organisations and production; however, continuity is as consistent as change. There remains an immediate ‘people management’ role, while facing work intensification, job enlargement and potentially, a reduced quality of performance. Importantly though, the change is diffuse and context specific in ways that we seek to understand.
Haggerty and Wright call for the re-conceptualisation of HR as signals that management send to em... more Haggerty and Wright call for the re-conceptualisation of HR as signals that management send to employees rather than systems, practices, or bundles. They explain that the complexities of modern organisations means that HR professionals must operate at a conceptual level ...
ABSTRACT In this paper we discuss the failure of the employee voice system at the Bundaberg Base ... more ABSTRACT In this paper we discuss the failure of the employee voice system at the Bundaberg Base Hospital (BBH) in Australia. Surgeon Jayant Patel was arrested over the deaths of patients on whom he operated when he was the director of surgery at the hospital. Our interest is in the reasons the established employee voice mechanisms failed when employees attempted to bring serious issues to the attention of managers. Our data is based on an analysis of the sworn testimonies of participants who participated in two inquiries concerning these events. An analysis of the events with a particular focus on the failings of the voice system is presented. We ask the following: how and why did the voice systems in the case of the BBH fail?
In this paper we examine established practice regarding the reporting, justification and number o... more In this paper we examine established practice regarding the reporting, justification and number of interview participants chosen within organization and workplace studies. For such qualitative research there is a paucity of discussion across the social sciences, the topic receiving far less attention than its centrality warrants. We analysed 798 articles published in 2003 and 2013 in ten top and second tier academic journals, identifying 248 studies using at least one type of qualitative interview. Participant numbers were contingent on characteristics of the population from which they were chosen and approach to analysis, but not the journal, its tier, editorial base or publication year, the interview type or its duration. Despite lack of transparency in reporting (23.4% of studies did not state participant numbers) we reveal a median of 32.5 participants, numbers ranging from one to 330, and no justification for participant numbers in over half of studies. We discuss implications and, recognizing that different philosophical commitments are likely to imply differing norms, offer recommendations regarding reporting, justification and number of participants. Acknowledging exceptions, dependent upon study purpose and data saliency, these include an organization and workplace research norm of 15−60 participants , alongside credible numbers for planning interview research.
... Professor Kerry Brown School of Management Queensland University of Technology 2 George Stree... more ... Professor Kerry Brown School of Management Queensland University of Technology 2 George Street Gardens Point, Brisbane 4001 ka.brown@qut.edu.au ... they push even more compromise safety quality I think gets compromised a little bit.' (Foreman, Case 1). ...
Drawing on qualitative and survey research in a number of organisations, we report on some of the... more Drawing on qualitative and survey research in a number of organisations, we report on some of the causes and effects of extended working hours. Extended hours are mostly employer-driven, where workplace regulation of hours is weak so employees are not compensated for extra hours worked, though in a minority of instances it was jointly driven by employers and employees who
International Journal of Human Resource Management, Jan 29, 2016
Abstract Small, not-for-profit organisations fulfil a need in the economy that is typically not s... more Abstract Small, not-for-profit organisations fulfil a need in the economy that is typically not satisfied by for-profit firms. They also operate in ways that are distinct from larger organisations. While such firms employ a substantial proportion of the workforce, research addressing human resource management (HRM) practices in these settings is limited. This article used data collected from five small not-for-profit firms in Australia to examine the way one significant HRM practice – the provision and utilisation of flexible work arrangements – operates in the sector. Drawing on research from several scholarly fields, the article firstly develops a framework comprising three tensions in not-for-profits that have implications for HRM. These tensions are: (1) contradictions between an informal approach to HRM vs. a formal regulatory system; (2) employee values that favour social justice vs. external market forces; and (3) a commitment to service vs. external financial expectations. The article then empirically examines how these tensions are managed in relation to the specific case of flexible work arrangements. The study reveals that tensions around providing and accessing flexible work arrangements are managed in three ways: discretion, leadership style and distancing. These findings more broadly inform the way HRM is operationalised in this under-examined sector.
Encouraging and facilitating employee voice among frontline employees is important in organisatio... more Encouraging and facilitating employee voice among frontline employees is important in organisations to draw out problems and issues that can potentially be addressed and mitigated by organisational policies and practices. Using Conservation of Resources theory, this study focuses on paramedics and the formal and informal voice mechanisms used to safeguard their well‐being. We observe that paramedics are often unwilling to use formal support mechanisms, at least in the first instance immediately following exposure to a traumatic event, but they see informal peer‐to‐peer voice as critical in preventing resource loss and regaining resources for subsequent call‐outs. We also found that without an awareness of the importance of this support mechanism, changes in work organisation can unintentionally and unknowingly limit their capacity to engage in this form of support. Losing peer‐to‐peer voice can lead to the build‐up of stress that could otherwise be mitigated, resulting in diminished...
While the implementation of performance management is the responsibility of all levels of managem... more While the implementation of performance management is the responsibility of all levels of management, frontline managers play the greatest role as they deal with frontline employees directly on a day-to-day basis. This paper examines how the culture in the organization (based on how formal and informal performance management are enacted) will affect the frontline manager’s implementation of his or her performance management responsibilities. We found that the culture of the organisation signals to FLMs what they should be doing, which heavily impacts the opportunity that FLMs have in formal performance management. However, it is also their own individual ability and that affects the informal performance management of their employees.
PurposeThe purpose of this paper is to develop understanding of the “HRM process” as defined by B... more PurposeThe purpose of this paper is to develop understanding of the “HRM process” as defined by Bowen and Ostroff (2004). The authors clarify the construct of “HRM philosophy” and suggest it is communicated to employees through “HRM messages”. Interrelationships between these concepts and other elements of the HRM-performance relationship are explored. The study identifies commonalities in the HRM philosophy and messages underscoring high-performing HRM systems, and highlights the function of a “messenger” in delivering messages to staff.Design/methodology/approachCase study of eight Australian hospitals with top performing HRM systems. Combines primary interview data with independent healthcare accreditor reports.FindingsAll cases share an HRM philosophy of achieving high-performance outcomes through the HRM system and employees are provided with messages about continuous improvement, best practice and innovation. The philosophy was instilled primarily by executive-level managers, ...
In high performing human resource management (HRM) systems, much responsibility for managing empl... more In high performing human resource management (HRM) systems, much responsibility for managing employees and associated processes is typically devolved to frontline managers (FLMs). Research indicates that undeveloped FLM HRM ability can impact performance, particularly in health‐care organisations. We present the incidence and characteristics of HRM‐oriented learning and development programs for FLMs in hospitals with high performing systems of HRM, and experiences of FLMs directly participating in them. We combine data from 50 Australian hospital accreditation reports with interviews from eight ‘high performance HRM’ cases. We find: almost all high performers develop FLM HRM ability; development programs are extremely diverse between hospitals and succession planning is deficient. While primarily focused on understanding ability, the study contributes to the ability, motivation, opportunity framework, proposing a model and new interrelationships between these variables in the FLM co...
The International Journal of Human Resource Management, 2016
Abstract Small, not-for-profit organisations fulfil a need in the economy that is typically not s... more Abstract Small, not-for-profit organisations fulfil a need in the economy that is typically not satisfied by for-profit firms. They also operate in ways that are distinct from larger organisations. While such firms employ a substantial proportion of the workforce, research addressing human resource management (HRM) practices in these settings is limited. This article used data collected from five small not-for-profit firms in Australia to examine the way one significant HRM practice – the provision and utilisation of flexible work arrangements – operates in the sector. Drawing on research from several scholarly fields, the article firstly develops a framework comprising three tensions in not-for-profits that have implications for HRM. These tensions are: (1) contradictions between an informal approach to HRM vs. a formal regulatory system; (2) employee values that favour social justice vs. external market forces; and (3) a commitment to service vs. external financial expectations. The article then empirically examines how these tensions are managed in relation to the specific case of flexible work arrangements. The study reveals that tensions around providing and accessing flexible work arrangements are managed in three ways: discretion, leadership style and distancing. These findings more broadly inform the way HRM is operationalised in this under-examined sector.
The International Journal of Human Resource Management, 2016
Abstract Competitive and economic pressures have encouraged many non-profit organisations (NPOs) ... more Abstract Competitive and economic pressures have encouraged many non-profit organisations (NPOs) to implement high-performance work systems (HPWS); however, the objectives of such systems can contradict a ‘values-based approach’ to managing people. In this article, we ask how these two approaches to human resource management (HRM) can coexist and still result in a ‘strong HRM system’ and climate. Our unique case is an Australian Catholic NPO that combines a private and public hospital under the banner of Mercy Healthcare; the former must generate a surplus to fund the budget shortfall of the latter. Eighty-three interviews are combined with a range of secondary data, outlining the crises that motivated the implementation of a HPWS in a NPO. We identify a modified HPWS tempered by a values-orientation, softening potentially conflicting elements of strategic HRM and complementing the organisation’s deeply rooted Catholic values. Despite some conflict between what interviewees term ‘the balance between the mission and the margin’, careful alignment of organisational values with the HPWS resulted in a stronger climate, positive employee outcomes, and a high-performing HRM system. This article informs our understanding of how HPWS can contribute to NPO performance, and addresses the call for research on HRM in NPOs, and in particular, values-based systems of HRM.
Townsend K and Saunders MNK (2018) 'Shit happens! But you have a job to do' in Townsend K and Saunders MNK (eds) How to keep your research project on track: Insights from when things go wrong Cheltenham: Edward Elgar 1-10, 2018
This introductory chapter to "How to keep your research project on track: Insights from when thin... more This introductory chapter to "How to keep your research project on track: Insights from when things go wrong" published by Edward Elgar outlines the genesis of the book and provides an overview of the chapters.
The Horse and Groom is a friendly Cotswolds country pub that has consistently won UK 'best public house' awards since 2009. The quality of this Bourton-on-the-Hill pub is hence, a perfect starting point for this unusual research offering. We sat in this country pub after a day of working through a significant and important revision of a research methods article. As we enjoyed a pint of beer, an award winning dinner and exceptional service, we discussed the differences between textbook research methods and the realities that all of us in the field face on a day-to-day basis. Previously, we had both embarked on publications that drew in the realities (see for example, Townsend and Burgess 2009; and Saunders and Lewis 1997), but felt that there was scope for something new. Something that was both practical but based in experiences.
As a fellow researcher we are sure you can appreciate the excitement that grew throughout the course of the evening as we discussed the possibilities that would become this edition. "There's so much that goes unwritten" we would lament; "we're doing our student's a disservice by not telling them" we would declare. "So let's do something" we agreed. It was then that we embarked upon a journey that started the same way that many top research publications start … on the back of beer mats (see Image 1)...
The Sage Handbook of Qualitative Business and Management Research Methods, 2018
This chapter is concerned with the challenges of choosing participants for qualitative research. ... more This chapter is concerned with the challenges of choosing participants for qualitative research. Our chapter takes as its starting premise that the research aim and objectives inform the research design (Brinkmann and Kvale, 2015); in other words that our research method, and as part of this the research participant or participants that we chose, need to enable the research question to be answered (Saunders et al., 2016). In writing this chapter we have, whilst recognising the plurality of philosophical positions and heterogeneity evident in qualitative research in Business and Management (Johnson et al. 2006), adopted a broadly pragmatist philosophy. Our aim is to highlight and discuss a number of potential challenges that we consider qualitative researchers, whatever their philosophical position, may need to consider when choosing participants. In so doing we hope to offer knowledge that can be of utility to the practice of qualitative researchers. Within this stance we conceptualise useful knowledge as that which facilitates successful action through creating solutions to problems, informing future practice (Dewey 1908 [1977]; Saunders et al., 2016). To this end we highlight four challenges (problems) associated with choosing participants and indicate potential credible, well-founded and reliable solutions that can inform practice (Wicks and Freeman, 1998). Taking a processural view we commence with the challenge of gaining access to potential participants and associated organisational issues and pressures for methodological rigour (Van De Ven and Johnson, 2006). This is followed by a consideration of the challenge of choosing one or more suitable participants who can provide what Alvesson and Ashcraft (2012: 240) refer to as “reliable gateways” into the practices of business and management. Within this we consider the utility of different non-probability and probability sampling techniques focussing in particular on the former. Our third challenge concerns how many participants will be sufficient for the research to be considered authentic and credible by its consumers (Baker and Edwards 2012). In discussing this we consider both the planning and reporting of qualitative research considering expert opinion, empirically grounded advice, and question the appropriateness of the apparent “gold standard” (Guest et al., 2006: 60) of data saturation. Our fourth challenge concerns the reporting and justifying of participant selection and meeting the expectation of transparency within this (Robinson, 2014). Interwoven through these four challenges is the need to act ethically and ensuring participants’ rights are respected. Our chapter closes with a summary of the challenges raised, which we believe all business and management researchers need to take heed of when choosing participants.
Reporting and justifying the number of interviews in organisation and workplace research
This paper examines established practice regarding the reporting, justification and number of int... more This paper examines established practice regarding the reporting, justification and number of interview participants chosen within organisation and workplace studies. For such qualitative research there is a paucity of discussion across the social sciences, the topic receiving far less attention than its centrality warrants. We analysed 798 articles published in 2003 and 2013 in ten top and second tier academic journals, identifying 248 studies using at least one type of qualitative interview. Participant numbers were contingent on characteristics of the population from which chosen and approach to analysis; but not the journal, its tier, editorial base or publication year, the interview type or its duration. Despite lack of transparency in reporting (23.4% of studies did not state participant numbers) we reveal a median of 32.5 participants, numbers ranging from one to 330, and no justification for participant numbers in over half of studies. We discuss implications and, recognising different philosophical commitments are likely to imply differing norms, offer recommendations regarding reporting, justification and number of participants. Acknowledging exceptions, dependent upon study purpose and data saliency, these include an organisation and workplace research norm of 15-60 participants, alongside credible numbers for planning interview research.
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Line Managers by Keith Townsend
Employee Voice/EIP by Keith Townsend
The Horse and Groom is a friendly Cotswolds country pub that has consistently won UK 'best public house' awards since 2009. The quality of this Bourton-on-the-Hill pub is hence, a perfect starting point for this unusual research offering. We sat in this country pub after a day of working through a significant and important revision of a research methods article. As we enjoyed a pint of beer, an award winning dinner and exceptional service, we discussed the differences between textbook research methods and the realities that all of us in the field face on a day-to-day basis. Previously, we had both embarked on publications that drew in the realities (see for example, Townsend and Burgess 2009; and Saunders and Lewis 1997), but felt that there was scope for something new. Something that was both practical but based in experiences.
As a fellow researcher we are sure you can appreciate the excitement that grew throughout the course of the evening as we discussed the possibilities that would become this edition. "There's so much that goes unwritten" we would lament; "we're doing our student's a disservice by not telling them" we would declare. "So let's do something" we agreed. It was then that we embarked upon a journey that started the same way that many top research publications start … on the back of beer mats (see Image 1)...