New Paradigm Approaches in Strategic Human Resource Management

Burack, Elmer H.; Burack, Marvin D.; Miller, Diane M.; Morgan, Kathleen

doi:10.1177/1059601194192002

Cited by 34 publications

(17 citation statements)

References 7 publications

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“…In combination with the observed, relatively weak, positive relationships between transformational leadership and productivity, these results suggest the "wrong" kind of leadership style has more of an impact than the "right" kind in the type of organization studied here. Such an organization might aspire to a state whereby leaders practice transformational approaches; its initial investment, though, might be far better directed toward identifying and reducing unproductive leadership activities (Burack, Burack, & Miller, 1994).…”

Section: Implications For Practicementioning

confidence: 99%

Effects of Transformational Leadership on Subordinate Motivation, Empowering Norms, and Organizational Productivity

Masi¹,

Cooke²

2000

The International Journal of Organizational Analysis

157

127

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As part of an integrative model of leadership, transformational (versus transactional) styles are proposed to be related to subordinates' motivation and commitment to quality, the strength of empowering norms at the subunit level, and organizational productivity. Transformational and transactional styles also are proposed to be related to the self-image of leaders. Hypotheses are tested in a military setting, the United States Army Recruiting Command, through the use of survey data provided by mid-level leaders, station commanders, and recruiters. Data are supplemented by direct measures of subunit productivity. Results support some, but not all, of the proposed hypotheses. Implications for research and practice are presented, along with limitations of the research.

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Section: Implications For Practicementioning

confidence: 99%

Effects of Transformational Leadership on Subordinate Motivation, Empowering Norms, and Organizational Productivity

Masi¹,

Cooke²

2000

The International Journal of Organizational Analysis

157

127

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“…In advocating economic determinism the authors have not challenged any of the generic models of HRM which are not prescriptive. It could be suggested that, to an extent, modern models of HRM imply a middleclass vision of society where concerns are with careers, dual careers, leisure, lifestyle and liberal issues in employment (Burack et al, 1994;Storey, 1995). The issues raised in this discussion do not contradict any of the tenets of these models, but argue that some people live outside some of the basic assumptions which they make, and work in industries that operate in secondary labour markets.…”

Section: Discussionmentioning

confidence: 99%

Economic Determinism and Human Resource Management Practice in the Hospitality and Tourism Industry

Riley¹,

Gore²,

Kelliher³

2000

Tourism and Hospitality Research

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The paper ar<~ues a case for the economic determillism (~r human resource manaoement practice.The arguments put aside human agency and suggest that human resource management practice can best be understood through the influence of industrial and labour economics. The question has been asked ill the HRM literature as to whether economic determinism has led to the collapse of the HRM metaphor. This paper suggests that the hospitality and tourism industry is a case of where economic determinism has prevented modern HRM paradigms from start-inJ~up. The [riction between concerns for modem management practice and unchanging economic imperatives forms the basis of the paper. The conditions that might produce change are discussed.

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“…A crucial factor in accordance with the Adebanjo and Kehoe (1999), is that the participation of workers, because affected by the creation of a new working environment that encourages and facilitates open communication. In such an environment, it is possible for workers to commit themselves to work and contribute their ideas in that it facilitates and enhances the process of change (Burack et al, 1994;Anderson et al, 1995;Flynn et al, 1995;Das et al, 2000).…”

Section: Human Resource Managementmentioning

confidence: 99%

“…The management of human resources, previously known as personnel management, has been upgraded to the science that studies the staff not as a factor that causes costs, but as an asset in which each company must invest. The administration should provide the necessary resources for the training of staff in the use of new concepts and tools and creates a work environment that encourages employee participation in the process of change (Bell and Burnham, 1989;Schroeder et al, 1989;Burack et al, 1994;Anderson et al, 1995;Flynn et al, 1995;Hamlin et al, 1997;Ahire and O'Shaughnessy, 1998;Daft, 1998;Handfield et al, 1998;Ho et al, 1999;Wilson and Collier, 2000). Top management should also ensure that the necessary resources for the relevant quality training is available (Ahire and O'Shaughnessy, 1998;Anderson et al, 1995;Flynn et al, 1995;Handfield et al, 1998;Ho et al, 1999).…”

Section: Human Resource Managementmentioning

confidence: 99%

Total Quality Management implementation in Greek businesses: Comparative assessment 2009-2013

Vranaki

Vranakis

Sarigiannidis

2015

Int. J. Prod. Manag. Eng.

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The competition in the Greek manufacturing sector has become very intense and the need for businesses to survive, under these very difficult conditions, forces them to find new ways to increase their profits, but also to attract new customers and to retain old. A necessary condition for long-term business survival is to maintain a high product quality level. The implementation of Total Quality Management (TQM) approach is a key factor to achieve this goal.The main objective of this research is to identify the current situation as far as the implementation of TQM by Greek manufacturing firms, and finally to compare the results between the current research and the previous research of 2009 (Vranaki et al., 2010). The research model that has been developed incorporates nine factors which are found in literature to influence Total Quality Management. A structured questionnaire has been developed and distributed to executives of 61 companies. Descriptive statistics as well as Structure Equation Modeling (SEM) techniques were used to analyze the data.

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New Paradigm Approaches in Strategic Human Resource Management

Cited by 34 publications

References 7 publications

Effects of Transformational Leadership on Subordinate Motivation, Empowering Norms, and Organizational Productivity

Effects of Transformational Leadership on Subordinate Motivation, Empowering Norms, and Organizational Productivity

Economic Determinism and Human Resource Management Practice in the Hospitality and Tourism Industry

Total Quality Management implementation in Greek businesses: Comparative assessment 2009-2013

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