Approaches and Practices in Strategic Human Resources Management

This chapter is planned and designed to explore strategic human resources (SHR), key terms, activities, and requirements in organisations. Using various activities and case studies to support the lines of discussion throughout, the chapter is developed for students, professionals, managers, researchers that already have prior knowledge and experience in the field of HR or other associated fields and positions such as being a line manager for a small or large team, or even running own small firm where the aspects of HRM are highly essential and vital for the development and growth of the firm. The chapter is providing identification, exploration, and in-depth discussion of key strategic aspects of HRM such as the following: forecasting external supply, job analysis and workforce profiling, job descriptions and person specifications, competencies, job families (market groups), and redundancy. Furthermore, the chapter is supported by key case studies and identification of current trends to enhance the understanding of key changes and developments in the field.

The mediating role of job autonomy between performance feedback and work performance: A millennial perspective

BACKGROUND: During such an uncertain time like a pandemic, job autonomy can play a pivotal role. It can build bridges between performance feedback and work performance in the millennial workplace. To do so, a set of management practices must be put in place to meet millennial needs. OBJECTIVE: This paper’s aim is to explore how job autonomy can be used at its best in the context of the millennial generation and the relationship to both performance feedback and work performance. METHODS: A theoretical performance feedback-work performance model mediated by job autonomy has been built based on current literature and empirical research. The research sample consisted of 185 purposefully selected working students from the Faculty of Management at the University of Łódź. RESULTS: Individual autonomy can play a positive mediating role between performance feedback and work performance in the millennial workplace. Job autonomy is a partly mediating construct regarding the model. CONCLUSIONS: Job autonomy is an important tool to improve individual performance through individual-tailored performance feedback. This study shows how a line manager can be a more future-oriented coach and an effective listener rather than just being somebody who constantly monitors their work.

Preconditions for nurses' perceived organizational support in healthcare: a qualitative explorative study

PurposeThe purpose of this paper is to inductively explore the context-specific preconditions for nurses' perceived organizational support (POS) in healthcare organizations.Design/methodology/approachA qualitative interview study was performed, based on the critical incident technique (CIT), with 24 registered nurses in different specialities of hospital care.FindingsThe nurses perceived three actors as essential for their POS: the first-line manager, the overarching organization and their college. The preconditions affecting the nurses’ perceptions of organizational support were supportive structuring and structures at work, as well as individual recognition and professional acknowledgement.Originality/valuePrevious studies of POS have mostly had a quantitative outset. In this paper, context-specific preconditions for nurses' POS are described in depth, enabled by the qualitative approach of the study. The findings may be used to guide healthcare organizations and managers aiming to foster nurses' POS, and thereby, benefit nurses' well-being and retention, as well as healthcare quality and efficiency.

Exploring the resource manager role in a project-based organization

PurposeThe author aims to explore and provide new insights on the resource manager role in a matrix-like project-based organization. What is the content of this role and the challenges as perceived by role incumbents?Design/methodology/approachThis a case study of a large project department in an industrial organization. The main source of data is interviews with 12 respondents.FindingsThe author describes and analyzes several mechanisms related to the key tasks of resource allocation, competence development and performance appraisals. Key challenges are the magnitude of stakeholders, especially the relationship with the project manager. To cope with these challenges, resource managers engage in extensive networking and recurrent dialog with the project manager. In addition, system knowledge and a sociable personality are perceived to enhance coping.Research limitations/implicationsOne case. 12 interviews were conducted at one point in time. The resource manager is a specific type of line manager, complementing a task (project) manager. Hypotheses and research questions based on empirical findings are identified.Practical implicationsOrganizational structure and the content of managerial roles are important in order to understand HRM challenges and activities in project-based organizations. Networking, relation maintenance and system knowledge and sociable and creative mindsets are key success factors for resource managers in large matrix-like project-based organizations.Originality/valueOne of the few in-depth studies of the resource manager in a project-based organization. A novel organizational context for the study of roles in HRM. A number of suggestions for further research.

Success of the ‘first-time first-line manager’: model development and validation

Purpose: The purpose of this paper is to identify the factors involved in the success of a ‘first-time first-line Manager’ (FTFLM), and establish a model for the success of a FTFLM using these identified factors. Methods: Empirical factors influencing the success of a first-line manager were gathered through the literature review and an experience survey of managers. Based on these factors, a questionnaire for primary research was developed and used for the survey. An exploratory factor analysis of the collected data yielded a nine-factor model which was validated using confirmatory factor analysis. Findings: A major portion (74%) of the FTFLM’s success factors are under the direct control of the FTFLM. The remaining portion (26%) are influenced by the organization’s procedures and policies for grooming the FTFLM and the attitude and behaviour of management towards the FTFLM.

Development and presentation of an objective risk stratification tool for healthcare workers when dealing with the COVID-19 pandemic in the UK: risk modelling based on hospitalisation and mortality statistics compared with epidemiological data

ObjectivesHealthcare workers have greater exposure to SARS-CoV-2 and an estimated 2.5-fold increased risk of contracting COVID-19 than the general population. We wished to explore the predictive role of basic demographics to establish a simple tool that could help risk stratify healthcare workers.SettingWe undertook a review of the published literature (including multiple search strategies in MEDLINE with PubMed interface) and critically assessed early reports on preprint servers. We explored the relative risk of mortality from readily available demographics to identify the population at the highest risk.ResultsThe published studies specifically assessing the risk of healthcare workers had limited demographics available; therefore, we explored the general population in the literature. Clinician demographics: Mortality increased with increasing age from 50 years onwards. Male sex at birth, and people of black and minority ethnicity groups had higher susceptibility to both hospitalisation and mortality. Comorbid disease. Vascular disease, renal disease, diabetes and chronic pulmonary disease further increased risk. Risk stratification tool: A risk stratification tool was compiled using a white female aged <50 years with no comorbidities as a reference. A point allocated to risk factors was associated with an approximate doubling in risk. This tool provides numerical support for healthcare workers when determining which team members should be allocated to patient facing clinical duties compared with remote supportive roles.ConclusionsWe generated a tool that provides a framework for objective risk stratification of doctors and healthcare professionals during the COVID-19 pandemic, without requiring disclosure of information that an individual may not wish to share with their direct line manager during the risk assessment process. This tool has been made freely available through the British Medical Association website and is widely used in the National Health Service and other external organisations.

Managing cancer in contemporary workforces: how employees with cancer and line managers negotiate post-diagnosis support in the workplace

PurposeThis paper explores how deservingness features in how line managers and employees with cancer negotiate post-diagnosis support in the workplace.Design/methodology/approachIt draws on narrative interview data from people with cancer in the UK who were employed when diagnosed and line managers with experience of managing an employee with cancer. Semi-structured interviews were conducted with members of occupational health and human resources staff and staff from a UK cancer support charity.FindingsIt shows that post-diagnosis support for employees with cancer was negotiated in subjective, individualised ways, drawing on pre-diagnosis workplace contribution as well as the perceived deservingness of cancer as an illness. Managerial support for employees with cancer was also influenced by post-diagnosis employee behaviours, particularly those that implied a readiness to return to work.Research limitations/implicationsThe sample size and methods limit the generalisability of the results. However, sampling choices were instrumental in reaching a rich set of data, which enabled deeper understanding of individual workplace negotiations.Social implicationsPervasive and unhelpful notions of deservingness in the context of ill-health and disability have distinct and worrying implications for ageing workforces, particularly across the Global North. This has been exacerbated by the ongoing uncertainty and insecurity triggered by the coronavirus disease 2019 (COVID-19) pandemic. As a result insight into the management of ill-health at work has never been more relevant, and can be used to inform policy and practice.Originality/valueThis exploratory paper extends debates usually reserved for social welfare and health provision to a new domain by exploring how deservingness features in line manager–employee interactions in the context of an employee diagnosis of cancer.

Social workers as state and citizen-agents. How social workers in a German, Dutch and Flemish public welfare organisation manage this dual responsibility in practice

Summary Professional standards state that social workers in public welfare organisations should act as state and citizen-agents. However, the literature provides little insight into how social workers navigate this dual responsibility in their daily work. To address this gap, we used Maynard-Moody and Musheno’s theory on state and citizens-agent narratives to analyse street-level practices of social workers in three local welfare organisations in Germany, the Netherlands and Belgium. This article explores how three specific organisational mechanisms (decision-making authority; the role of the front-line manager and the degree of specialisation) affect the ways social workers navigate both agent narratives in public welfare organisations. The data were gathered by a mixed method design of in-depth interviews and focus groups. Findings Our study shows that social workers struggle with the tensions that intrude between the state and citizen-agent narrative. We found that the extent to which both narratives are adopted by social workers is affected by a complicated interaction between the beliefs of social workers about social justice and responsiveness and the selected organisational mechanisms. Moreover, we found that critical reflection and a supportive attitude of front-line managers can help social workers to manage their double responsibility in practice. Application Our cross-national study contributes to a deeper understanding of the relationship between organisational mechanisms and the moral deliberations of social workers regarding their dual responsibility. It provides in-depth insights into the tensions and conflicts social workers in different contexts face daily on account of their dual responsibility.

Experiences of job demand and control: A study of first line managers in for-profit psychiatric and addiction care

BACKGROUND: The complex position of a first line manager is characterized by heavy workload and contradictory demands. Little is known about how first line managers experience demand and control in their work. OBJECTIVES: The aim of this study was to explore experiences of demand and control among first line managers within psychiatric and addiction care. METHOD: In the present study, interviews with ten managers in for-profit psychiatric and addiction care in Sweden were analyzed with a phenomenographic approach. RESULTS: The managers experiences of demand and control implied varied and extensive responsibilities for a wide range of professions; regulation by organizational, economic, and political frameworks; creating balance in their work; and handling the emergence and consequences of acute crisis. These experiences of demand and control involved high and contradictory demands together with coexisting high and low levels of control. Many of their work characteristics could be described in terms of both demand and control. CONSLUSION: The first line managers experiences of demand and control are more complex than implied by the job demand control theory. Our results suggest that the organizational position and branch should be considered when identifying health hazards in the work environment of first line managers.

Employer perspectives concerning the self-management support needs of workers with long-term health conditions

PurposeLong-term health conditions are a significant occupational and global burden and can undermine people's ability to work. Workplace support for self-management of long-term conditions has the potential to minimise adverse work effects, by enhancing health and work outcomes. No data exist about employers' views concerning supporting workers with long-term conditions to self-manage.Design/methodology/approachThe exploration of employers' views involved recruiting 15 participants with responsibilities for workplace health, well-being and safety responsibilities, who participated in a semi-structured interview about self-management and support. Data were analysed using a qualitative six-stage thematic analysis technique.FindingsSelf-management support is not purposely provided to workers with long-term conditions. Support in any form rests on workers disclosing a condition and on their relationship with their line-manager. While employers have considerable control over people's ability to self-manage, they consider that workers are responsible for self-management at work. Stigma, work demands and line-manager behaviours are potential obstacles to workers' self-management and support.Practical implicationsWorkplace discussions about self-managing long-term conditions at work should be encouraged and opened up, to improve health and work outcomes and aligned with return-to-work and rehabilitation approaches. A wider biopsychosocial culture could help ensure workplaces are regarded as settings in which long-term conditions can be self-managed.Originality/valueThis study highlights that employer self-management support is not provided to workers with long-term conditions in a purposeful way. Workplace support depends on an employer knowing what needs to be supported which, in turn, depends on aspects of disclosure, stigma, work demands and line management.