Quality of working life and organizational performance – two sides of the same coin?

Pot, F.D.; Koningsveld, E.A.P.

doi:10.5271/sjweh.1356

Cited by 45 publications

(25 citation statements)

References 19 publications

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“…In addition to this, research has found that high commitment (high autonomy) focused HRM systems have higher productivity and lower employee turnover than those with control (low autonomy) focused HRM systems (Arthur, 1994). Not surprisingly, Pot and Koningsveld (2009) argue and conclude in their review article on the relationship between quality of working life (in which job autonomy is a crucial element) and company performance that both can go together very well.…”

Section: Job Autonomy and Company Performancementioning

confidence: 92%

Why job autonomy matters for young companies' performance: company maturity as a moderator between job autonomy and company performance

Preenen

Howaldt

Oeij

et al. 2016

WREMSD

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Although the positive impact of job autonomy has been widely shown for individual-level employee outcomes, research on job autonomy and company-level outcomes has been surprisingly scarce. Therefore, among 3,311 companies in the Netherlands, we investigate the relationship between employees' job autonomy and company performance growth (revenue, profit). Moreover, we investigate the moderating effect of company maturity (young vs. older companies) in this relationship. Results indicate that job autonomy is positively related to growth of company revenue and this relationship is stronger for young companies. Job autonomy was positively related to company profit but only for young companies. These results suggest that it is important for young companies especially, to provide their employees with job autonomy and its supporting practices. Implications for theory and practice will be discussed. Why job autonomy matters for young companies' performance 75

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Section: Job Autonomy and Company Performancementioning

confidence: 92%

Why job autonomy matters for young companies' performance: company maturity as a moderator between job autonomy and company performance

Preenen

Howaldt

Oeij

et al. 2016

WREMSD

View full text Add to dashboard Cite

show abstract

“…This study attempts to identify the role of organizational culture and to expand knowledge sharing research through comparative analysis of these relationships to innovative strategy and organizational performance. This study emphasizes the significance of the inter-relationships of the components that support performance, and it investigates the indirect impact of organizational culture on organizational performance based on prior studies (Akgun, Keskin, & Byrne, 2009;Allen, Smith, Mael, O'Shea, & Eby, 2009;Child, 1974;Heisler, 1974;Herold, 1972;Pot & Koningsveld, 2009;Yazici, 2009). In Section 2, this paper reviews the related literature.…”

Section: Introductionmentioning

confidence: 99%

How cultural impact on knowledge sharing contributes to organizational performance: Using the fsQCA approach

Oyemomi

Liu

Neaga

et al. 2019

Journal of Business Research

150

106

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Knowledge sharing is crucial for attaining a competitive edge in organizations.Knowledge and performance motivate organizations to launch new innovative products and services to sustain market advantages among competitors. Many factors have been shown to be determinants for supporting organizational performance growth, one of which is organizational culture. The objective of this paper is to analyze the organizational culture that supports knowledge sharing activities for organizational performance, innovation and strategy. This paper uses a sample of 107 cases to examine the empirical data. The results demonstrate the role of organizational culture with an innovative strategy in knowledge sharing, which directly contributes to the improvement of organizational performance.Using fsQCA, this paper relates the impact of organizational culture on the business activities within an organization.The main findings of this paper analyze and test the relation between organizational culture and knowledge sharing components for organizational strategies.

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“…The counter-side of this argument is that incorporating productivity and quality benefits in ergonomics improvements efforts supplements but does not negate the ethical obligations for, and financial benefits from, improving workers' OHS. On the contrary, increasing recognition of the "double-win" of ergonomics (Neumann and Dul, 2010;Pot and Koningveld, 2009) will increase its application even in cases where the health hazards are not critical or affect "well-being" more than safety, since the cost-benefit scale will be tipped ever more in favour of a human-centric solution. Under these circumstances we see increased adoption of ergonomics already into design stages where the costs are lower than in conventional health-focussed retrofitting projects (Miles and Swift, 1998).…”

Section: Discussionmentioning

confidence: 99%

“…Results of the review provide support for the correspondence between well-being and productivity outcomes in that a high proportion (95%) of studies examined showed a positive correspondence in these two outcomes. The authors conclude that the application of human factors in design can support improvement in both employee well-being and system performance in a number of manufacturing domains (Neumann and Dul, 2010; see also Pot and Koningveld, 2009). Similar to Ahasan and Imbeau (2003), Neumann and Dul (2010) argue for greater attention to the productivity gains of ergonomics applications and, following from this, broader recognition of the more robust conception of ergonomics as oriented to both health and productivity.…”

Section: Ergonomics and The Negotiation Of Competing Concernsmentioning

confidence: 99%

The Relative Role of Safety and Productivity in Canadian Ergonomists’ Professional Practices

Théberge

Neumann

2013

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Definitions of ergonomics reference its application to both productivity and well-being. Discussions in the ergonomics literature consider the correspondence between these goals in ergonomic practice and make the case for a robust conception that advances the twin agendas of safety and productivity, contrary to the dominant understanding that ergonomics is primarily concerned with safety. This article examines the professional practices as reported from a sample of 21 ergonomists from across Canada with a combined experience of 296 years. The analysis aims to understand the reported intersection of safety and productivity in the ergonomists’ work and the broader conditions that structure this negotiation. Results provide strong support for the view that ergonomics is primarily associated with safety. This is evident in the structural location of ergonomics within health and safety units of workplaces and in ergonomists’ reports that the main focus of their work is safety concerns. A minority of study participants indicated that they addressed productivity concerns in their work, either as secondary or primary outcomes of ergonomic applications. In either instance, efforts to highlight the contribution of ergonomics to production did not significantly disrupt the dominant safety-oriented perception of the field. Financial considerations were major determinants of whether recommendations were accepted and implemented. The argument for the more robust vision of ergonomics advanced within the profession reflects an effort to overcome the organizational divide between safety and productivity by stressing that, in effective ergonomics applications, safety and productivity are joined in the production process and ergonomists have a main role to play in advancing both agendas. The analysis provided here has identified significant challenges to the adoption of this position. An irony of the dominant understanding of ergonomics as oriented to safety is that this provides the main basis for its growing presence in workplaces but also limits its applications.

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Quality of working life and organizational performance – two sides of the same coin?

Abstract: The following articles refer to this text: 2009;35(6): 401-484; 2010;36(4):269-348

Cited by 45 publications

References 19 publications

Why job autonomy matters for young companies' performance: company maturity as a moderator between job autonomy and company performance

Why job autonomy matters for young companies' performance: company maturity as a moderator between job autonomy and company performance

How cultural impact on knowledge sharing contributes to organizational performance: Using the fsQCA approach

The Relative Role of Safety and Productivity in Canadian Ergonomists’ Professional Practices

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