School of Human Resource Management
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Browsing School of Human Resource Management by Author "6144e30d1dc55e478fbe23c92f296693"
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Item Open Access Human resource practices, organizational commitment and intention to stay(Emerald, 2008) Chan, Christopher C.A.; Chew, JanetPurpose - The purpose of this paper is to examine the impacts of key human resource (HR) practices on permanent employees' organizational commitment and intention to stay. These practices include facilitating of person-organization fit (p-O fit), designing effective remuneration and recognition, creating sufficiently challenging assignments, and implementing training and career development. Design/methodology/approach - The study was carried out in three phases. First, 13 experts (e.g. academics, HR managers and organizational psychologists) were interviewed using the Delphi technique. Second, in-depth interviews with 12 HR managers were conducted. Third, 457 employees from nine Australian organizations responded to a survey. Structural equation modeling was used to test the hypotheses. Findings - Organizational commitment was positively affected by p-o fit, remuneration, recognition, and an opportunity to undertake challenging employment assignments. Intention to stay was significantly related to p-o fit, remuneration, recognition, training and career development. Surprisingly, training and career development was not significantly related to organizational commitment and challenging assignment was not significantly related to intention to stay. Originality/value - This paper contributes to existing knowledge by testing HR practices in large public and private Australian organizations, which are impacted by demographic changes, increasing dependence on outsourcing, and industrial relations reforms. Thus, the results of this study will provide practitioners with better insights into some practices that could elevate organizational commitment and retention of employees.Item Open Access Perceptions of human capital measures: from corporate executives and investors(Springer Verlag, 2010) Dallimore, P.; Chan, Christopher C.A.; Lim, Lynn L.K.Purpose This study compared the perceptions of executives and investors in terms of the importance to disclose human capital measures and their knowledge of those measures. Design/methodology/approach Forty-nine senior-level executives (41 % response rate) from service-oriented, public-listed companies in Australia and 33 investors (47% response rate) from various fund management companies responded to our survey. Findings The investors indicated the importance to disclose certain human capital measures more than the executives. The executives appeared to show a better understanding than the investors on indicators such as staff satisfaction index, staff capacity, motivational index, workforce stability, and workforce competence profile. Implications To date, researchers have explored human capital from a piecemeal perspective. A more integrated and multifaceted measure of human capital has the potential to benefit fund managers and executives. Disclosure of value added by employees, composition of staff (full-time, contract, or temporary), staff turnover, average years of experience, and average age of management and operational staff would shed some light on investment decisions for fund managers. Executives could utilize the measures to reflect on an assortment of human capital issues that are relevant to their organizations and stakeholders, especially the investment community. Originality/value This study proposed a more inclusive measure of human capital by integrating traditional measures of human capital and non-accounting measures (e.g., educational level, experience, and motivation). A comparison of the perspectives of executives and investors revealed preferences for certain information, which can help to improve the perception of transparency and accountability.Item Open Access Using action research to teach students to manage team learning and improve teamwork satisfaction(SAGE, 2008) Chan, Christopher C.A.; Scott-Ladd, BrendaThis article reports on a study investigating strategies that students can use to develop skills in managing team learning. Two groups of second-year management students participated in a semester long action research project over two semesters. The students were educated on team development. team processes and conflict management and how to review and enhance team development. Teaching staff supported the approach and students were regularly encouraged to reflect on and learn about how their behaviour contributed to team effectiveness. This approach encouraged student participation and ownership as well as early intervention if problems arose. Findings suggest that when students are taught to manage the processes of teamwork and take greater ownership of managing conflict and team relations they report less conflict and less social loafing and are more satisfied with their learning outcomes.