Managing Human Resources in the Human Services

Perlmutter, Felice Davidson; Bailey, Darlyne; Netting, Ellen

doi:10.1093/acprof:oso/9780195137071.001.0001

Cited by 7 publications

(11 citation statements)

References 77 publications

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“…Duffield, 1992) or specific sectors (such as the public sector: e.g. Byrne and McHardy, 1999; Perlmutter et al, 2001), whilst some contributions either have an uncertain empirical foundation or are unashamedly prescriptive (Dixon, 1993; Peters, 1989; Weiss, 1998).…”

Section: The End Of Supervision? Organizational Change and ‘New’ Firsmentioning

confidence: 99%

Rooted in Supervision, Branching into Management: Continuity and Change in the Role of First‐Line Manager

Hales

2005

J Management Studies

199

237

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It is frequently argued that, as a consequence of radical organizational change, the role of first-line manager (FLM) has shifted from supervision to team leadership/co-ordination or business unit management. After reviewing the nature of these claims and the debate about the relationship between first-line management and supervision, evidence is presented from a survey of 135 organizations in London and the South East on how the role of FLM is presently defined and how it has changed. The findings paint a picture of a stable, consistent FLM role where a common performance-oriented supervisory core is surrounded by a penumbra of additional managerial responsibilities relating to stewardship, translating strategy into operations, unit management and, exceptionally, business management. The FLM role remains part of a hierarchical system of individual managerial responsibility and vertical accountability, with narrow spans of control, vertical and internal contacts and authority, participation in decisions and accountability confined largely to operating routines. Changes to the FLM role have been as much towards a strengthening of the supervisory core as a broadening into business management responsibilities. It is argued that the persistence and prevalence of the supervisory core stems from the continued location of FLMs within systems of external, hierarchical supervision. Far from being weakened, the supervisory core of the FLM role has often been strengthened by the adoption of more stringent controls over work practice in order to cope with a growth in business activity or comply with a greater range of external regulations. In some cases, however, a re-division of managerial labour has led to formerly middle management responsibilities and accountability being added to the supervisory core to produce an extended FLM role. Copyright Blackwell Publishing Ltd 2005.

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Section: The End Of Supervision? Organizational Change and ‘New’ Firsmentioning

confidence: 99%

Rooted in Supervision, Branching into Management: Continuity and Change in the Role of First‐Line Manager

Hales

2005

J Management Studies

199

237

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“…This definition emphasizes the leader's role in achieving the goal of the group or of the situation in which the leader acts. The leader sets the goals for the group, coordinates with its members in order to achieve the goals, and thus influences the group and its members in a given situation (Perlmutter et al, 2001).…”

Section: Views Of Leadership Throughout Historymentioning

confidence: 99%

The meaning of leadership for educated young bedouin men

Alhuzail

2023

Leadership

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In a world beset by rapid change, more than ever people seek trustworthy leaders. The establishment of the State of Israel has wrought many changes in Bedouin society, including the perception of the traditional leadership. From being the majority population in an Arab country, the Bedouins have become a minority in a Jewish-majority state. Moreover, they have undergone a shift from an Indigenous, tribal culture to a culture based on individualism, and from a nomadic life to one of permanent settlement. In this context a qualitative study in the phenomenological tradition, using a semi-structured interview, was conducted among 20 educated young Bedouin men, ages 20–25, with the aim of understanding the meaning of leadership for them. The findings revealed that they see leadership as action for the benefit of all. They are aware of what they consider bogus leadership, elected officials who use their position to promote their own interests and those of their cronies. The participants described the differences between formal and informal leadership, on the basis of their experience. They also described the change they themselves are undergoing. The findings contribute to the understanding of factors affecting the perception of leadership in a society in transition to modernity and are applicable worldwide.

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“…acknowledged evaluations as positive feedback to improve performance, reduced turnover rate, increased employees motivation, increased feelings of equity among employees, and justifiable linkage between performance and rewards. Perlmutter and Bailey (2001) viewed provision of information for the development of managerial strategies for training and development as an outcome. Studies also found outcomes like reduced employee stress, review of overall progress, linkage between current performance and employee's goals, and development of specific action plans for future.…”

Section: Performance Appraisalmentioning

confidence: 99%

Factors Affecting the Effectiveness of Employees’ Performance Appraisal in Private Hospitals in Malaysia

Mok

Leong

2021

IJBS

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Many organizations conduct performance appraisal to evaluate their employees’ productivity and performance. Effective performance appraisal leads to accurate reviews and thereafter some compensation for the employees who have performed and contributed to their organizations. An effective performance appraisal process is necessary to ensure accurate performance appraisal outcomes. In year 2016, the number of private hospitals in Malaysia is recorded higher than the public hospitals where 216 as compared to 153 (Ministry of Health Malaysia, 2013). Seeing that the healthcare standards demand is high in the private sectors, it is crucial to align employees’ standard of performance with the organizational standards, especially through effective performance appraisal which able to keep track of employees’ performance standard. This study examines the factors affect the effectiveness of employees’ performance appraisal in private hospitals in Malaysia. The factors are performance appraisal process which included planning, controlling and decision making, level of trust, perceived fairness and level of communication. Research questionnaires were distributed to selected private hospitals’ employees to get the relevant data. Data collected were further analyzed using Statistical Package for the Social Science (SPSS) software to find out the results. The results show that only two factors which are performance appraisal process and perceived fairness have significant effect on effectiveness of performance appraisal. The results of the study can be implied by the human resource managers to improve on the significant factors that can affect the performance appraisal system.Keywords: Performance Appraisal, Trust, Perceived Fairness, Communication, Employees.

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Managing Human Resources in the Human Services

Cited by 7 publications

References 77 publications

Rooted in Supervision, Branching into Management: Continuity and Change in the Role of First‐Line Manager

Rooted in Supervision, Branching into Management: Continuity and Change in the Role of First‐Line Manager

The meaning of leadership for educated young bedouin men

Factors Affecting the Effectiveness of Employees’ Performance Appraisal in Private Hospitals in Malaysia

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