Purpose -The purpose of the paper is to show that HRM is not the sole responsibility of HR departments, but also of other agents inside and outside the organisation, such as top and line managers, and external HRM service providers. This paper seeks to examine how organisations distribute HRM activities and responsibilities among these agents. The study attempts to classify organisations according to agent distribution and to explore whether a number of internal and external context characteristics affect this distribution. Design/methodology/approach -The survey in the paper shows the methodology chosen in order to collect and analyse factual data about the participation of different agents in HRM activities and the characteristics of the organisations and their context. The questionnaire obtained a valid sample of 231 Spanish companies. A multiple correspondence analysis approach was taken in order to cluster the organisations. Findings -The analysis of the data in this paper clearly produced seven groups, each involving organisations that allocated responsibilities to the various agents in a similar fashion. However, no common contextual characteristics were found among the companies in each of the seven categories.Research limitations/implications -The main limitations in the paper are related to the length of the questionnaire, the adequacy of the respondents related to the unit of observation; and the relative newness of the techniques used. Originality/value -The main contribution of the paper consists of the incorporation of existing partial areas of study in the field of HRM (roles of the HR department, devolution to line management, and outsourcing of the HR function) into an integrated study.
PurposeThe purpose of this paper is to illustrate the role of emotional and social intelligence in family business leaders and how it can lead to a shared vision and dramatic increase in success of a family business.Design/methodology/approachSingle organization case study interpreted through Intentional Change Theory.FindingsUsing emotional and social intelligence, two fifth‐generation family business members inspired others by building resonant relationships with them. They created a shared vision among the various stakeholders in the family, the organization and the community. They got others excited about the vision using positive, emotional contagion. The contagion and resonance spread to others in the family, organization, and region.Research limitations/implicationsAlthough a case study, the implications for future research are to focus on the shared vision or lack thereof in family businesses, focus on resonant leadership, and multi‐level leadership.Practical implicationsVisionary leadership, with emotional intelligence (EI) and resonance can inspire renewal in organizations, families and regions.Originality/valueResearch on the power of vision and EI to transform businesses is emerging, but none of it has focused on family businesses, and in particular, multi‐generational ones. This paper shows how such leadership can transform a family, its business, and a region.
Groups are pervasive in healthcare institutions and take on a variety of shapes. This paper uses a typology that allows us to understand the distinctive characteristics of team operations, based on interdependence and interactive dimensions. It looks at factors that influence team effectiveness in organizational settings. We review different frameworks that shed light in explaining the conditions that lead to group effectiveness. From the classical input-process-output (IPO) model to the input-mediator-output-input (IMOI) model of team effectiveness; the taxonomy of team process and emergent estates, as well as the teams understood as complex adaptive systems and also studied from the multiteam system perspective. We also report the need for more robust research designs to contribute to the field’s further advancement. There is consensus among scholars demanding further conceptual frameworks, as well as powerful research designs that capture process-oriented theory and research on team effectiveness. Some future directions and recommendations are suggested.
Purpose -The principal aim of this research has been to discover what perception Spanish managers have of the organizational contexts in which they work and, in particular, in what way they consider that these conform with the characteristics of a continuously learning organization. Design/methodology/approach -Data were collected in accordance with the questionnaire of Pedler. The questionnaire was completed anonymously. Findings -Organizational environments in what used to be state monopolies do not yet conform with the conditions that define a continuously learning organization. The greatest number of individual differences with respect to the perception of whether the organization is a learning organization are concentrated in individual variables such as age and professional level.Research limitations/implications -The main intention has been to learn more about a specific real situation, in order to gain the capacity to understand what is occurring. It has been considered that in the future this line of research could be continued by repeating the analysis in organizational contexts that are different from the one analyzed here. Practical implications -Although the organizational environment does not have the characteristics of a "continuously learning organization", the managers consider that they wish to end their working life in it. Originality/value -In the future, it will be possible to evaluate the impact that certain strategic plans may have on workers and vice versa, since issues related to human factors may have an influence on the strategic actions of companies.
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