Dans le contexte de concurrence et de turbulence exacerbees qui caracterise l’environnement des o... more Dans le contexte de concurrence et de turbulence exacerbees qui caracterise l’environnement des organisations, la capacite de prevenir et de resoudre les conflits internes inherents a l’organisation et a la realisation du travail devient une question de survie. La quete de la flexibilite des entreprises necessite l’introduction de changements majeurs dans l’organisation du travail qui peuvent difficilement etre realises selon le modele traditionnel des relations du travail marque par l’affrontement des interets. C’est ainsi que diverses innovations sociales fondees sur la cooperation, la concertation et le partenariat entre les parties apparaissent. Le patronat y voit une occasion d’accroitre la performance des entreprises, alors que les syndicats y voient une possibilite de democratiser le travail et de perenniser les emplois. Dans cette etude dont les donnees ont ete recueillies au cours des deux dernieres annees, nous nous sommes interesses aux roles cles joues par les representants syndicaux et patronaux qui doivent transformer leurs pratiques et etablir des relations beaucoup plus personnalisees avec leurs vis-a-vis pour que le partenariat puisse etre efficace et permettre de gerer les differends dans les milieux de travail. Le renforcement de l’acces aux informations, l’amelioration de la solidarite syndicale et de la vie democratique, la recherche d’un equilibre entre la cooperation et l’affrontement ainsi que l’adoption de valeurs communes d’honnetete et de transparence sont essentiels au succes du partenariat.
Human service organizations, management, leadership & governance, Sep 23, 2015
Although staff turnover is a troubling reality in many sectors, little is known about its consequ... more Although staff turnover is a troubling reality in many sectors, little is known about its consequences in social services. This study conducted within a youth center uses a correlational design to explore these relative to three service-quality variables: length of services, length of stay, and number of subsequent stays. The results suggest an association between staff turnover and an increase in the length of services and the number of subsequent stays and between staff turnover and a decrease in the length of stay. Other variables should be considered when interpreting these relationships.
The authors tested the influence of thirteen human resource management practices on voluntary tur... more The authors tested the influence of thirteen human resource management practices on voluntary turnover rates the following year while controlling for workplace size, the presence of a separate human resources management unit, union density, industry, and region. Analysis of data from 4,160 workplaces representative of Canadian industries found that employer-provided training is associated with higher turnover, whereas internal labor markets and formal dispute resolution procedures are associated with lower turnover. The findings are consistent with predictions that some human resource management practices reduce workers' desire to leave and that training may actually make their leaving easier.
International Journal of Workplace Health Management, Jun 22, 2012
PurposeThe purpose of this paper is to address the theoretical ordering of the associations betwe... more PurposeThe purpose of this paper is to address the theoretical ordering of the associations between work hours, psychological demands, decision latitude, and psychological distress.Design/methodology/approachA mediation model, predicting that the association between long work hours and psychological distress is mediated by psychological demands and decision latitude, was tested with a representative sample of 7,802 individuals in full‐time paid employment surveyed by a government agency. Structural equation modeling was used and the full mediation model was replicated for subsamples of men and women. The analysis controlled for demographic variables, work characteristics and socioeconomic status.FindingsAs expected, decision latitude is associated with less and psychological demands with more psychological distress. Long work hours are associated with more decision latitude and psychological demands. The association between long work hours and psychological distress is mediated by psychological demands and decision latitude. The mediation process was supported in male and female sub‐samples.Research limitations/implicationsConsidering the weak associations between work hours and psychological strain reported in previous research, the findings of this study support new theorizing about this association. Accordingly, long work hours may be viewed as a distal variable influencing the duration of exposure to psychological demands. The study reported here also underscores the need to further investigate the positive consequences of long work hours within the context of psychological contracts.Originality/valueThis is one of the few studies that conceptualize work hours as something other than an occupational risk factor or as a job demand with a direct impact on psychological strain. It thus provides a new basis for thinking about the process through which long work hours may influence psychological strain.
ABSTRACT: This study applies organizational justice principles to human re-source decisions made ... more ABSTRACT: This study applies organizational justice principles to human re-source decisions made during a crisis situation. Three-hundred and sixty-six working individuals of ice storm affected households responded to a telephone survey that included measures of interactional, ...
PurposeThe purpose of this study is to address two gaps in the existing literature. The first is ... more PurposeThe purpose of this study is to address two gaps in the existing literature. The first is why some team members have peers depend on them for material, information, and support (referred to as initiated task interdependence) more so than do others, ceteris paribus. The second is the appropriateness of initiated interdependence given a team's composition.Design/methodology/approachIn an ex post facto field study, task interdependence in 267 members of 18 intact teams were examined. The teams worked on complex and inherently interdependent tasks in a high‐technology manufacturing organization.FindingsWhether team members perceived initiated task interdependence was explained by the degree to which members themselves depend on their peers (received interdependence), team members' belief in the value of teamwork, and team members' self‐efficacy for teamwork. As predicted, both collectivism and past job performance were associated with self‐efficacy for teamwork. The relationship between initiated interdependence and individual effectiveness was moderated by the team's collectivist orientation, such that team members were considered relatively effective by their peers when they were high in initiated task interdependence and when their team was composed of collectivists; or when they were low in initiated interdependence and when their team was composed of individualists.Research limitations/implicationsAlthough a one‐factor test suggests that common method bias is not an overriding concern in interpreting our findings, the possibility of common method bias inflating the associates tested cannot be rules out. Also, we cannot say with certainty that exogenous variables “caused” changes in endogenous variables.Practical implicationsStudy findings suggest ways to resolve a lack of task interdependence and the importance of team composition when considering peer performance ratings.Originality/valueThis paper offers a significant contribution to the literature on task interdependence and person‐group fit.
Dans le contexte de concurrence et de turbulence exacerbees qui caracterise l’environnement des o... more Dans le contexte de concurrence et de turbulence exacerbees qui caracterise l’environnement des organisations, la capacite de prevenir et de resoudre les conflits internes inherents a l’organisation et a la realisation du travail devient une question de survie. La quete de la flexibilite des entreprises necessite l’introduction de changements majeurs dans l’organisation du travail qui peuvent difficilement etre realises selon le modele traditionnel des relations du travail marque par l’affrontement des interets. C’est ainsi que diverses innovations sociales fondees sur la cooperation, la concertation et le partenariat entre les parties apparaissent. Le patronat y voit une occasion d’accroitre la performance des entreprises, alors que les syndicats y voient une possibilite de democratiser le travail et de perenniser les emplois. Dans cette etude dont les donnees ont ete recueillies au cours des deux dernieres annees, nous nous sommes interesses aux roles cles joues par les representants syndicaux et patronaux qui doivent transformer leurs pratiques et etablir des relations beaucoup plus personnalisees avec leurs vis-a-vis pour que le partenariat puisse etre efficace et permettre de gerer les differends dans les milieux de travail. Le renforcement de l’acces aux informations, l’amelioration de la solidarite syndicale et de la vie democratique, la recherche d’un equilibre entre la cooperation et l’affrontement ainsi que l’adoption de valeurs communes d’honnetete et de transparence sont essentiels au succes du partenariat.
Human service organizations, management, leadership & governance, Sep 23, 2015
Although staff turnover is a troubling reality in many sectors, little is known about its consequ... more Although staff turnover is a troubling reality in many sectors, little is known about its consequences in social services. This study conducted within a youth center uses a correlational design to explore these relative to three service-quality variables: length of services, length of stay, and number of subsequent stays. The results suggest an association between staff turnover and an increase in the length of services and the number of subsequent stays and between staff turnover and a decrease in the length of stay. Other variables should be considered when interpreting these relationships.
The authors tested the influence of thirteen human resource management practices on voluntary tur... more The authors tested the influence of thirteen human resource management practices on voluntary turnover rates the following year while controlling for workplace size, the presence of a separate human resources management unit, union density, industry, and region. Analysis of data from 4,160 workplaces representative of Canadian industries found that employer-provided training is associated with higher turnover, whereas internal labor markets and formal dispute resolution procedures are associated with lower turnover. The findings are consistent with predictions that some human resource management practices reduce workers' desire to leave and that training may actually make their leaving easier.
International Journal of Workplace Health Management, Jun 22, 2012
PurposeThe purpose of this paper is to address the theoretical ordering of the associations betwe... more PurposeThe purpose of this paper is to address the theoretical ordering of the associations between work hours, psychological demands, decision latitude, and psychological distress.Design/methodology/approachA mediation model, predicting that the association between long work hours and psychological distress is mediated by psychological demands and decision latitude, was tested with a representative sample of 7,802 individuals in full‐time paid employment surveyed by a government agency. Structural equation modeling was used and the full mediation model was replicated for subsamples of men and women. The analysis controlled for demographic variables, work characteristics and socioeconomic status.FindingsAs expected, decision latitude is associated with less and psychological demands with more psychological distress. Long work hours are associated with more decision latitude and psychological demands. The association between long work hours and psychological distress is mediated by psychological demands and decision latitude. The mediation process was supported in male and female sub‐samples.Research limitations/implicationsConsidering the weak associations between work hours and psychological strain reported in previous research, the findings of this study support new theorizing about this association. Accordingly, long work hours may be viewed as a distal variable influencing the duration of exposure to psychological demands. The study reported here also underscores the need to further investigate the positive consequences of long work hours within the context of psychological contracts.Originality/valueThis is one of the few studies that conceptualize work hours as something other than an occupational risk factor or as a job demand with a direct impact on psychological strain. It thus provides a new basis for thinking about the process through which long work hours may influence psychological strain.
ABSTRACT: This study applies organizational justice principles to human re-source decisions made ... more ABSTRACT: This study applies organizational justice principles to human re-source decisions made during a crisis situation. Three-hundred and sixty-six working individuals of ice storm affected households responded to a telephone survey that included measures of interactional, ...
PurposeThe purpose of this study is to address two gaps in the existing literature. The first is ... more PurposeThe purpose of this study is to address two gaps in the existing literature. The first is why some team members have peers depend on them for material, information, and support (referred to as initiated task interdependence) more so than do others, ceteris paribus. The second is the appropriateness of initiated interdependence given a team's composition.Design/methodology/approachIn an ex post facto field study, task interdependence in 267 members of 18 intact teams were examined. The teams worked on complex and inherently interdependent tasks in a high‐technology manufacturing organization.FindingsWhether team members perceived initiated task interdependence was explained by the degree to which members themselves depend on their peers (received interdependence), team members' belief in the value of teamwork, and team members' self‐efficacy for teamwork. As predicted, both collectivism and past job performance were associated with self‐efficacy for teamwork. The relationship between initiated interdependence and individual effectiveness was moderated by the team's collectivist orientation, such that team members were considered relatively effective by their peers when they were high in initiated task interdependence and when their team was composed of collectivists; or when they were low in initiated interdependence and when their team was composed of individualists.Research limitations/implicationsAlthough a one‐factor test suggests that common method bias is not an overriding concern in interpreting our findings, the possibility of common method bias inflating the associates tested cannot be rules out. Also, we cannot say with certainty that exogenous variables “caused” changes in endogenous variables.Practical implicationsStudy findings suggest ways to resolve a lack of task interdependence and the importance of team composition when considering peer performance ratings.Originality/valueThis paper offers a significant contribution to the literature on task interdependence and person‐group fit.
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Papers by Victor Y . Haines