Employers with a low-educated workforce are less likely to implement some high‑performing work practices, England (UK)

2020 ◽  
Keyword(s):  
Work Practices ◽  
High Performing ◽  
Low Educated

High performance work practices and competitive advantage in the Irish hospitality sector

2007 ◽  
Vol 19 (3) ◽  
pp. 201-210 ◽  
Author(s):  
Pauline Connolly ◽  
Geraldine McGing
Keyword(s):  
High Performance ◽  
Management Practices ◽  
Cost Effective ◽  
Work Practices ◽  
Performance Practices ◽  
Content Type ◽  
High Performing ◽  
Competitive Edge ◽  
Cost Effective Method ◽  
High Performance Work Practices

PurposeFailte Ireland argues that high performance work practices will provide the Irish tourist industry with the necessary competitive edge. The main focus of this study is to explore the extent of these practices in the Irish hospitality industry with particular emphasis on the practices of staff empowerment and participation.Design/methodology/approachA questionnaire was chosen as the most appropriate means of obtaining information from managers because respondents could be targeted in a cost effective method. A total of 71 questionnaires were mailed to managers in all three, four and five‐star hotels in the Dublin and greater Dublin area.FindingsThe data show that Dublin‐based hotels display some of the human resource practices associated with high performing work practices. There are, however, very low levels of employee participation, which many authors argue are the cornerstone of high performance practices.Practical implicationsThe Irish hotel industry is undergoing fundamental change, not least of which is the increasingly demanding and discerning clients. Customers are demanding quality products and services, speed and reliability of service, price competitiveness and innovation. If Irish hotels are to survive and remain competitive, the issue of staff representation, participation and the channels of communication will have to be addressed. Recognising, utilizing and developing their human resources may be the most significant challenge that management faces, and it is posited that those organisations that excel at this will be the industry leaders.Originality/valueThe paper offers insights into the realities of management practices in hotels in an Irish setting.

scholarly journals Work practices of onsite construction crews and their influence on productivity

2018 ◽  
Vol 18 (3) ◽  
pp. 18-39 ◽  
Author(s):  
Santhosh Loganathan ◽  
Perry Forsythe ◽  
Satyanarayana N Kalidindi
Keyword(s):  
Group Formation ◽  
Data Gathering ◽  
Work Practices ◽  
Work Processes ◽  
Ongoing Research ◽  
High Performing ◽  
Execution Strategy ◽  
Group Interviews ◽  
Five Practices

The nature of construction work processes allow crews and workers to follow their own practices in how they plan, organise and coordinate work. However, there is little research into the nature of crew work practices. This paper aims to unveil the influence of onsite crew work practices on productivity. An exploratory case study investigated work practices on a residential project involving two separate crews (of 18 and 23 workers) engaged in rebar placement for 112 columns each, which included a high-performing and an average-performing crew. A triangulated mixed methods approach to data gathering utilised site observations, individual and group interviews, and time measured work studies, to assess productivity of the crews. The findings indicate that the high-performing crew achieved 44% higher productivity than the average-performing crew and this manifested across specific tasks including rebar cutting, bending, stirrup fabrication and tieing. Five broad work practices were observed to significantly influence the above productivity differences: work preparation and execution strategy; group formation and stability; avoiding duplication of tasks; crew social cohesion; and internal and external leadership practices. These five practices are proposed as dimensions that can be used to measure crew productivity in ongoing research. In-depth understanding of crew based work practices will enable training of foremen and work crews in such practices to systematically develop high-performing crews.

Haunted by a Doppelgänger

2014 ◽  
Vol 61 (1) ◽  
pp. 12-22 ◽  
Author(s):  
Bettina von Helversen ◽  
Stefan M. Herzog ◽  
Jörg Rieskamp
Keyword(s):  
Relevant Information ◽  
Psychological Research ◽  
Decision Makers ◽  
Human Judgment ◽  
Rule Based ◽  
New Employees ◽  
High Performing ◽  
Facial Similarity ◽  
Similarity Effect ◽  
Judgment Strategy

Judging other people is a common and important task. Every day professionals make decisions that affect the lives of other people when they diagnose medical conditions, grant parole, or hire new employees. To prevent discrimination, professional standards require that decision makers render accurate and unbiased judgments solely based on relevant information. Facial similarity to previously encountered persons can be a potential source of bias. Psychological research suggests that people only rely on similarity-based judgment strategies if the provided information does not allow them to make accurate rule-based judgments. Our study shows, however, that facial similarity to previously encountered persons influences judgment even in situations in which relevant information is available for making accurate rule-based judgments and where similarity is irrelevant for the task and relying on similarity is detrimental. In two experiments in an employment context we show that applicants who looked similar to high-performing former employees were judged as more suitable than applicants who looked similar to low-performing former employees. This similarity effect was found despite the fact that the participants used the relevant résumé information about the applicants by following a rule-based judgment strategy. These findings suggest that similarity-based and rule-based processes simultaneously underlie human judgment.

Turnover in High-Performing Employees: Do Antecedents Depend on Age?

2006 ◽  
Author(s):  
Kimberly Jaussi ◽  
Michael Palanski ◽  
Walter Reichman
Keyword(s):  
High Performing

Building Adaptable Teams for Co-configuration

2019 ◽  
Vol 2 (1) ◽  
Author(s):  
Rael Glen FUTERMAN
Keyword(s):  
Core Values ◽  
Learning Cycle ◽  
Work Practices ◽  
World Views ◽  
Hands On ◽  
Team Alignment ◽  
Foundational Work ◽  
Functional Teams

In innovative organisations we are seeing an increase in cross-functional teams being built around projects. The diverse perspectives of collaborators draw from personal world-views and organisational roles, which contributes to radical collaboration across traditional boundaries of work. This hands-on workshop aims at testing a rapid team alignment activity in which teams propose core values and align these to the innovation learning cycle, synthesising them into foundational work practices for each phase. These are then reframed as the teams' innovation narrative.

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