The vast majority of indigenous Irish enterprises can be classed as small (less than 50 employees). Latest figures from the census of industrial production indicate a figure of 90 per cent. However the Irish small firm sector is notoriously volatile in that a large percentage of new companies “die” in the first five years. For those that survive there are many barriers to growth. Therefore the potential of our small firm sector in aiding employment creation and economic development is not realised. Studies on life cycle and growth indicate that internal managerial capabilities are a significant factor in constraining growth. This paper details an investigation into a particular aspect of management; HRMs and highlights how managerial behaviour in this respect can affect the success of a small firm. Implications for providers of HRD are also analysed and discussed.
Bullying remains a pervasive problem in healthcare, and evidence suggests systems in place are not utilised due to perceptions of ineffectiveness and inequity. This study examines bystander responses to bullying and factors that influence decisions to intervene. We explore relationships between bystanders' perceptions of psychological safety across three levels (organisation, supervisor and colleague) and reactions to witnessing bullying. We suggest psychological safety would be positively associated with the decision to intervene. Findings indicate the most pervasive reaction to witnessing incidents of bullying is to discuss with colleagues, a low-involvement reaction. We find perceptions of supervisory and organisational safety/support are positively related to high-involvement decisions such as formal reporting of the incidents, highlighting the importance of support from those in power. However, perceptions of collegial support may lead to low-involvement responses, which risk reinforcing and underpinning dysfunctional organisational dynamics by providing informal social and emotional responses that may substitute more formal organisational responses to this persistent problem. This study highlights the importance of support from individuals in power if bystanders are to feel comfortable making high-involvement interventions. K E Y W O R D Sbullying, bystanders, decision to intervene, nursing, psychological safety
A frequent prescription for providing voice for employees with respect to bullying is a policy supported by a procedural complaint mechanism. Yet research points to a pervasiveness of employee silence in workplaces in situations of workplace bullying. We examine the efficacy of workplace bullying procedures as a voice mechanism for employees in countering bullying and explore the role of management in shaping employee propensity to speak out against bullying utilising procedures. In doing so, we advance knowledge on workplace bullying by using an industrial relations perspective and placing employer control as a conceptual lens. Based on a large survey of nurses in Ireland, the findings demonstrate that managerial actions have significant influence on employees' propensity to utilise bullying procedures. The findings also provide some empirical support for the premise that management seek to use bullying behaviours to constrain employees' contestation of management decision making.
Claims that the understanding of employer‐employee relations in the small enterprise is essential in Ireland where firms employing less than 100 people account for 92 per cent of all manufacturing units. Reports on research into continuity and change in Irish industrial relations, examining both the external and internal dimensions of the small firm. Identifies and discusses the external and internal variables influencing employee relations in small firms.
This paper examines the strategies adopted by Irish unions in responding to zero hours work in four sectors. It concludes that rather than adopting either a passive or a uniform approach, unions have pragmatically varied their strategies to curtail zero‐hours work through actively combining both bargaining and regulatory approaches.
This paper explores how sensemaking theory offers a new perspective on HR's role during strategic change. As change in organisations today is less of a programme and more of a continuous cycle of business transformation, there has been a shift in focus to its underpinning, cognitive process of sensemaking. However, HR's role in developing sensemaking praxis in organisations is not widely researched to date. This paper addresses that gap. We draw on Eisenhardt and Sull's 'simple rules' whereby complex strategy praxis is reduced to a highly translatable, small number of key rules (2001).Through a diary study of middle managers engaging in strategic change, we investigate their real-time, lived sensemaking praxis. We conclude that HR have a significant contribution to play in developing an organisation's sensemaking praxis through four Simple Rules of Sensemaking: (1) plan creative discourse opportunities, (2) ensure leader-middle manager parity, (3) mutually direct sensemaking through ongoing re-planning and re-prioritisation, and (4) ensure leadership effort continues beyond the initiation of strategic change.
This paper seeks to identify, for the first time, trends in claimant use of the Irish Employment Equality Acts 1998-2008. Specifically, we examine types of claimant representation, the sectoral origin of claims and the outcomes of equality cases. Our findings are based on an analysis of 434 employment equality cases decided by the Equality Tribunal in the seven-year period 2001-2007 and interviews with key informants from equality bodies and trade unions. We find that there is a high failure rate of complainants' cases, that success rates vary across types of representation and that a disproportionate number of claimants are from the public sector.
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