Flexibility for women returners in Cyprus: a competency‐based approach

Stavrou, Eleni; Ierodiakonou, Christiana

doi:10.1108/17542411311301547

Cited by 5 publications

(6 citation statements)

References 61 publications

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“…For seniority based promotion, previous researches mentioned that company cannot solely based on seniority to determine the promotion (Heathfield, 2014;Marquis, 2014). Besides, there are also previous researches strongly recommended companies to use performance based or competency based to determine the promotion (Billikopf, 2007;Engbers & Jun, 2009;Stavrou & Ierodiakonou, 2013). In terms of leadership from managers, some studies believe it is useful to enhance company performance (Birasnav, 2014;Yucei, McMillan & Richard, 2013).…”

Section: Resultsmentioning

confidence: 99%

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Investigation on Promotional Criteria Based on Human Resource Practices for Better Organizational Effectiveness

Yaw

2017

JCIT

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Promotional decision is one of the important human resource practices that has been seen as a challenge for many organizations. Strong human capital is the successful factor for the development of an organization which can help the company to gain competitive advantage. Promotion criteria which based on seniority, competency, leadership and job attitude are going to discuss in this paper to test their relationship with company performance. 100 human resource executives from different companies will answer the self-directed questionnaire for data collection. Pearson correlation coefficient and multiple regressions will be used to analyse the relationship between independent variables and dependent variable. Results showed that all independent variables are positively related to dependent variable where competency is resulted in highest relationship. Managerial implications are provided to guide managers on the effective promotion criteria for better organizational effectiveness.

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Section: Resultsmentioning

confidence: 99%

“…Employees will believe that company will treat them fairly and everyone has the equal chance to get promoted. Therefore, they are more willing to put effort to show their competence which can increase the production outcome and enhance overall company's effectiveness (Stavrou & Ierodiakonou, 2013).…”

Section: Competencymentioning

confidence: 99%

Investigation on Promotional Criteria Based on Human Resource Practices for Better Organizational Effectiveness

Yaw

2017

JCIT

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“…Subsequently, a great deal of theoretical work began to emerge, regarding the distinctive processes that have the propensity to generate better use of organisational resources. In summary, these distinctive processes include organisational capabilities (Chang et al, 2012), core capabilities (Lin and Hsia, 2011), transformation-based competencies (Stavrou and Ierodiakonou, 2013), competences (Chong, 2013), combinative capabilities (Gebauer et al, 2012) and capabilities (Amit and Schoemaker, 1993).…”

Section: Theoretical Background 21 the Resource-based Perspectivementioning

confidence: 99%

The role of firm-specific factors in the strategy-performance relationship

Chatzoglou

Chatzoudes

Sarigiannidis

et al. 2018

MRR

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Purpose This paper aims to attempt to bring together various organisational aspects that have never been collectively investigated before in the strategic management literature. Its main objective is to examine the relationship between “strategic orientation” and “firm performance”, in the light of two firm-specific factors (“distinct manufacturing capabilities” and “organisational structure”). The proposed research model of the present study is built upon the resource-based view (RBV) of the firm and the organisational aspect of the VRIO framework (the “O” from the VRIO model). Design/methodology/approach The study proposes a newly developed research model that adopts a four-factor approach, while examining a number of direct and indirect effects. The examination of the proposed research model was made with the use of a newly developed structured questionnaire that was distributed on a sample of Greek manufacturing companies. Research hypotheses were tested using the structural equation modelling technique. The present study is explanatory (examines cause and effect relationships), deductive (tests research hypotheses), empirical (collects primary data) and quantitative (analyses quantitative data that were collected using a structured questionnaire). Findings The empirical results suggest the coexistence of three distinct categories of effects on “firm performance”: strategy or “utility” effects, depending on the content of the implemented strategy; firm-specific effects, depending on the content of the organisational resources and capabilities; and organisational effects, depending on the implemented organisational structure. More specifically, the statistical analysis underlines the significant mediating role of “strategic orientation” and the complementary role of “organisational structure”. Finally, empirical results support the argument that “strategy follows structure”. Research limitations/implications The use of self-reported scales constitutes an inherent methodological limitation. Moreover, the present study lacks a longitudinal approach because it provides a static picture of the subject under consideration. Finally, the sample size of 130 manufacturing companies could raise some concerns. Despite that, previous empirical studies of the same field, published in respectable journals, were also based on similar samples. Practical implications When examining the total (direct and indirect) effects on “firm performance”, it seems that the effect of “organisational structure” is, almost, identical to the effect of “distinct manufacturing capabilities”. This implies that “organisational structure” (an imitable capability) has, almost, the same contribution on “firm performance” as the manufacturing capabilities of the organisation (an inimitable capability). Thus, the practical significance of “organisational structure” is being highlighted. Originality/value There has been little empirical research concerning the bundle of firm-specific factors that enhance the impact of strategy on business performance. Under the context of the resource-based view (RBV) of the firm, the present study examines the impact of “organisational structure” on the “strategy-capabilities-performance” relationship, something that has not been thoroughly investigated in the strategic management literature. Also, the present study proposes an alternate measure for capturing the concept of business strategy, the so-called factor of “strategic orientation”. Finally, the study adopts a “reversed view” in the relationship between structure and strategy. More specifically, it postulates that “strategy follows structure” and not the opposite (“structure follows strategy”). Actually, the empirical data supported that (reversed) view, challenging the traditional approach of Chandler (1962) and calling for additional research on that ongoing dispute.

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“…FWAs are not a popular managerial choice either; such work arrangements are resisted by management, available only at entry-level positions with fewer career advancement prospects and economic security (Junor, 1998). Stavrou and Ierodiakonou (2013) claim that FWAs wanted by women in an organization could be different from what the managers deem suitable for their organizations. Abele and Wiese (2008) finds that as compared to men, women scored lower in career planning and career satisfaction; thus, substantially they are lower on objective career success (pay, position, promotion etc.).…”

Section: Introductionmentioning

confidence: 99%

Career Aspirations and Opportunity for FWAs: Perceptions of Pakistani Women

2017

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Want for a career in knowledge age is natural for any gender, so is for women of Pakistan. The long working hours and inflexible hard routines make it difficult for women to pursue both family and career at the same time. The paper validates an urgent need to revise work-time and work-space for the 21st century women with evolving meanings of career and life satisfaction for them. A qualitative inquiry was aimed to explore the career aspirations of Pakistani women and the opportunities they get for flexible work arrangements at their workplaces. Data was collected from 40 women working in a variety of professions through 3 focus groups, and 16 semistructured interviews. Interpretive analysis was used to derive detailed description through data. The perceptions of Pakistani women are highly gendered about their roles at home and work. They suffer from time bind, unable to manage their professional needs and their desire to have a successful married and family life. Whether married or unmarried, they found professional work hours highly stressful which are not only draining their physical and emotional energy, but affecting their social life and relationships, as well. With a poor sense of quality of life, it is hard to say whether women experience career satisfaction or satisfice.

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Flexibility for women returners in Cyprus: a competency‐based approach

Cited by 5 publications

References 61 publications

Investigation on Promotional Criteria Based on Human Resource Practices for Better Organizational Effectiveness

Investigation on Promotional Criteria Based on Human Resource Practices for Better Organizational Effectiveness

The role of firm-specific factors in the strategy-performance relationship

Career Aspirations and Opportunity for FWAs: Perceptions of Pakistani Women

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