Exploring performance management in four UK trade unions

Thursfield, Denise; Grayley, Katy

doi:10.1108/er-08-2015-0167

Cited by 8 publications

(11 citation statements)

References 29 publications

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“…Literature on HRM and innovation indicates the positive impact of HRM on new product development, creativity or talent management (Seeck and Diehl, 2017;Smith, 2018;Thursfield and Grayley, 2016). Further positive impacts can be seen through various theoretical and practical lenses in SMEs, which may address practical innovation of numerous internal and external organisational factors to face current competitive environments (Shipton et al, 2017).…”

Section: Discussion and Propositions Developmentmentioning

confidence: 99%

“…The literature on human resource management (HRM) and innovation highlights the strategic contributions of HRM in terms of new product development, creativity and talent management (Seeck and Diehl, 2017;Smith, 2018;Stokes et al, 2016Stokes et al, , 2019. These contributions underline the importance of a "complementary nature" between them, allowing organisations to innovate through an approach focused exclusively on HRM practices (Strobel and Kratzer, 2017;Thursfield and Grayley, 2016). However, this approach seems questionable and reductive due to the complex nature of an organisation.…”

Section: Introductionmentioning

confidence: 99%

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The role of HRM in the innovation of performance measurement and management systems: a multiple case study in SMEs

Sardi

Sorano

Garengo

et al. 2020

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PurposeLiterature identifies the key relevance of human resource management (HRM) in the creation of an organisational performance measurement and management system, while, in practice, small and medium-sized enterprises (SMEs) continue to prioritise financial and operational aspects. This study aims to identify the main characteristics that typify an advanced performance measurement and management system in SMEs, according to the literature dedicated to performance measurement and HRM.Design/methodology/approachThrough a multiple-case study methodology, the research deeply investigates four European SMEs. Empirical data were collected through interviews, company documents and direct observations. Then, within- and cross-case analysis were implemented to analyse the data.FindingsIn designing organisational performance measurement and management systems in SMEs, HRM emerges as essential in supporting the enhancement of the maturity of performance measurement and the improvement of performance management. Through a framework based on the relevant literature, this research identifies three conceptual propositions that highlight the main characteristics that typify advanced performance measurement and management systems in SMEs.Research limitations/implicationsThe research identifies a conceptual framework suitable to investigate empirically the role of HRM in developing performance measurement and management systems at SMEs, and it lays the foundation for future broader empirical studies in this field.Originality/valueThis paper underlines HRM as an important driver in the creation of organisational performance measurement and management systems. Moreover, it suggests some key characteristics that such a system should develop to be effective in the target enterprises.

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Section: Discussion and Propositions Developmentmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

The role of HRM in the innovation of performance measurement and management systems: a multiple case study in SMEs

Sardi

Sorano

Garengo

et al. 2020

View full text Add to dashboard Cite

show abstract

“…That said, most scholarship on labor unions in an organizational context has to do with labormanagement relations, collective bargaining, or similar concerns rather than on the operations and functioning of the labor union itself as an employer. As Thursfield and Grayley (2016) note in the first line of their article: "Studies of the employment relationship within trade unions are scarce" (p. 789). We could not agree more.…”

Section: Employing Persons With Developmental Disabilities Through Social Enterprisesmentioning

confidence: 99%

Research in nonprofit human resource management from 2015 to 2018

Cooper

Phelps

Rogers

2020

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PurposeThis paper systematically reviews the past four years of research on human resource management (HRM) in nonprofit organizations (NPOs) to better understand: (1) recent theoretical and empirical developments and where scholarship in the field is headed (i.e. trends); (2) what topics and findings are especially important to understanding how the thought and practice of nonprofit HRM differs from that in public and for-profit organizations (i.e. insights); and (3) what gaps exist in current knowledge and scholarship and some real-world, practice-driven developments in people management that illuminate promising future research directions (i.e. opportunities).Design/methodology/approachSixty-seven peer-reviewed journal articles covering the period 2015–2018 were identified using a university library database search, as well as by-hand searches through every issue of 22 nonprofit and 36 human resources-related journals during the four-year period.FindingsThe findings highlight strong continued interest by scholars in a wide range of nonprofit HRM issues, coverage of these issues by a worldwide network of researchers who bring global perspectives and contexts to the study of nonprofit HRM, and rich theoretical and methodological diversity. Yet, compared with the universe of possible human resource topics and several leading-edge developments in organizations and societies that might affect the way people are managed in nonprofits, the paper uncovers gaps in the most recent knowledge base.Originality/valueThe paper creates a compilation of the most recent nonprofit human resource research to be used as a tool for scholars, students, and practitioners for many years to come.

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“…Simms, 2007;Heery and Kelly, 1994) intended to address the tensions that exist between the democratic structure of unions and a more centralised, leadership-oriented approach (Thomas, 2013). Second, the notion of performance management has been increasingly introduced in unions (Heery, 2003;Heery, 2005;Bach and Kolins Givan, 2008;Waddington and Kerr, 2009;Thursfield and Grayley, 2016). Such performance management systems are argued to take place within a unitarist framework (Mather and Siefret, 2011), seeking to improve performance through the measurement of achievement (Decramer, Smolders, Vanderstraeten and Christiaens, 2012).…”

Section: Managerialism and Trade Union Renewalmentioning

confidence: 99%

What are the consequences of a managerial approach to union renewal for union behaviour? A case study of USDAW

2017

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Purpose -The purpose of this paper is to explore the consequences of a managerial approach to renewal for a union's behaviour by analysing the UK's fourth largest trade union -The Union of Shop, Distributive and Allied Workers (USDAW). Design/methodology/approach -The findings draw on in-depth semi-structured interviews with union officials. Findings -The research findings show the significance of a managerialist approach to UDSAW's renewal strategy and its correlation with existing renewal strategies of organising and partnership. However, this approach was not immune to context, with tensions between agency and articulation challenging the basic concept of managerialism and influencing union behaviour.Research limitations/implications -The data were collected from a single case with a small sample size. Practical implications -The authors' findings suggest that tensions between bureaucracy and democracy will mediate the extent to which managerialist approaches can be used within unions adding support to the strategic choice theory and underlying arguments that unions can influence their fortune. However, institutional and external pressures could see managerialism becoming more prevalent, with oligarchic and bureaucratic forces prevailing, which could be particularly applicable to unions operating in challenging contexts, such as USDAW. The managerialisation of unions has consequences for union officers; with officers facing increasing pressure in their roles to behave as managers with attendant implications for role conflict, identity and motivation. Social implications -If managerialism is becoming more prevalent with unions, with oligarchic and bureaucratic forces prevailing, this has potentially wider societal implications, whereby collectivism and worker-led democracy could become scarcer within unions and the workplace, thus irretrievably altering the nature of the employment relationship. Originality/value -This paper brings together disparate themes in the literature to propose a conceptual framework of three key elements of managerialism: centralised strategies; performance management and the managerialisation of union roles. The authors' findings demonstrate how there is scope for unions to adopt a hybrid approach to renewal, and to draw upon their internal resources, processes and techniques to implement change, including behavioural change. Consequently, theories and empirical studies of union renewal need to better reflect the complexities of approaches that unions are now adopting and further explore these models within the agency and articulation principles that underpin the nature of unions.

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Exploring performance management in four UK trade unions

Cited by 8 publications

References 29 publications

The role of HRM in the innovation of performance measurement and management systems: a multiple case study in SMEs

The role of HRM in the innovation of performance measurement and management systems: a multiple case study in SMEs

Research in nonprofit human resource management from 2015 to 2018

What are the consequences of a managerial approach to union renewal for union behaviour? A case study of USDAW

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