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Purpose: The purpose of this paper is to investigate the relationships between the idealized influence component of transformational leadership (TL) and employee organizational commitment in two different cultural contexts. Design/methodology/approach: Data were collected from the members of two manufacturing organizations, one in Australia and one in Iran. Questionnaires were distributed to all levels of the two organizations. In total, 189 completed questionnaires were returned from the two countries, representing a response rate of 56.7%. Structural equation modeling (SEM) was employed to test the hypotheses. Findings: The results demonstrated statistically significant relationships between two forms of idealized influence –attributed and behavior – and the employees' organizational commitment in the Iranian sample. However, in the Australian sample, only idealized influence behavior showed a significant impact on employee commitment. Furthermore, the findings showed that identified motivation mediates the relationship between idealized influence behavior and organizational commitment. Practical implications: The findings of the current research point to additional ways of increasing identified motivation that, in turn, enhances organizational commitment through leadership practices that are culturally informed. These findings are especially salient in culturally diverse and multinational organizations. Originality/value: This paper has arrived at a deeper explanation of the processes through which leader behavior can produce employee commitment by clarifying the mediation role of identified motivation between idealized influence behavior and organizational commitment. [ABSTRACT FROM AUTHOR]

Purpose - The purpose of this paper is to outline some of the key issues related to migrant workers, work, public policy and HRM while introducing the five articles included in the special issue. Design/methodology/approach - The paper reports on the issue which is made up of articles that present research based on surveys, interviews and longitudinal census data. Findings - It is evident that high-performing economies attract migrants from lower-performing economies. However, with influxes of migrant labour there are a number of challenges that need to be met at the organisational and policy levels. Research limitations/implications - The indications are that some economies are beginning to slow and this means that migrant flows will also slow or reverse. The implications for migrant-dependent sectors and countries are not clear, although all five papers indicate areas for further research. Practical implications - Each article includes practical implications depending on the sector, skill and country being examined. Practical implications include the role of day labour centres as HR mediators between organisations and employees, the need for culturally sensitive and tailored training programs to assist professional migrants and the need for policies geared towards the assimilation of migrants and return migrants in order to assist their integration into the labour market. Originality/value - The five articles presented here represent a wide range of approaches, skill levels and sectors within the five counties examined: the USA, UK, Australia, Canada, and Finland. Some, such as the US paper which includes the first national survey of day labour worker centres, present findings from a highly under-represented area. [ABSTRACT FROM AUTHOR]

Purpose – The purpose of this paper is to bridge a gap in the call centre literature by considering how individual employees perceive their level of voice over workplace decisions. The inclusion of direct voice mechanisms is noteworthy as these are forms that have received much less attention vis-à-vis indirect voice. Design/methodology/approach – A mixed-method approach was utilized comprising focus groups and questionnaires from over 350 respondents in nine call centres in Australia. Findings – The most pervasive type of employee voice found across all call centres was through direct channels. The team leader was viewed as especially important in terms of employees asserting that they have some influence over workplace issues. There was evidence that the greater the number of voice mechanisms available the higher the perception of autonomy and influence over work tasks, pace of work and quality standards. Research limitations/implications – Greater consideration is needed in the voice literature at how employees perceive different mechanisms and how institutionalized and legitimate these are within organizations. There appeared to be minimal positive feedback on how union's influenced the workplace, even in unionized environments. We call for further research on how union representation and direct voice channels work together and the impact on key individual and organizational outcomes. Practical implications – Employees may view the provision of multiple voice channels more favourable than any particular mechanism. The role of the team leader appears especially crucial in positive perceptions of employee voice. Originality/value – Call centre environments may be changing for the better and effective team leader/employee relationships appear to be at the heart of these changes. The paper demonstrates that direct voice mechanisms dominate the case study sites and that employee perceptions of “being heard” are as important as the actual voice mechanisms. [ABSTRACT FROM AUTHOR]

Purpose - The paper seeks to determine whether and how the quality of working life (QWL) varies between call centres (CCs) in the in-house/outsourced, public and private sectors and the implications of these findings on human resource management (HRM). Design/methodology/approach - This paper reports on findings derived through empirical qualitative case study research in two Australian CCs: Govtcall, an in-house, public-sector CC, and Salesplus, an outsourced, private-sector CC. Quality of work life outcomes are determined through in-depth interviews with CSOs, supervisors and managers, where a comparative approach is utilised. Findings - The in-house, public-sector CC Govtcall emerges as being inferior in terms of job content, working hours and managerial/supervisory style and strategies. Conversely, Salesplus features a management model that is more akin to what would be expected in a CC operating under a professional service model. Research limitations/implications - The sample size was limited to two CCs; thus, the findings may not be representative of the wider CC context. Practical implications - A productivity orientation and employee focus are not a mutually exclusive phenomenon. Union presence and public-sector status do not guarantee better working conditions and higher QWL. Managerial styles and strategies have a significant impact on QWL in the CC context. Originality/value - QWL is an under-researched area where CCs are concerned. Similarly, much of the existing CC research is based on the private sector, despite the public sector emerging as a large user of CC operations. [ABSTRACT FROM AUTHOR]

Purpose -- This paper seeks to examine the career patterns and labour mobility of managers in the convention and exhibition industry in Australia, an example of a new emerging industry within the service sector. Design/methodology/approach -- Through the use of the technique of life and work history analysis, career information was gathered from a sample of individuals employed within the various sectors of this industry in Australia. The information was then analysed using a range of descriptive and evaluative statistical tests. Findings -- Results indicated the emergence of a new career pattern "butterfly" progress. This could he identified as an extension and development of the boundaryless career model, where the individual is clearly in charge of his/her career but where he/she "flutters" between sectors in order to build up human capital and progress his/her career. Research limitations/implications -- Though the research was undertaken in a specific industry sector the results indicate that the concept of "butterfly" progress may be part of the developments in contemporary career patterns or a gender issue. Further research in other industries dominated by women is suggested. Practical implications -- Outcomes from this study have implications for management development in relation to a different pattern of job progression and subsequent staff development opportunities. This may require the development of alternative strategies for the successful recruitment and retention of managers within the convention and exhibition organisation. Originality/value -- This is the first time such a research study has been undertaken in the convention and exhibition industry. The paper provides practical outcomes for potential entrants and managers in this sector. [ABSTRACT FROM AUTHOR]

This paper uses data from interviews with HRM managers of the Australian operations of overseas multinational companies to critically question the analytical utility of a number of standard factors that have traditionally been claimed, in the international HRM literature, to influence decisions concerning the appropriate balance between centralization and localization in HRM. The variables reviewed are primarily structural industry sector, strategic role of the subsidiary, administrative heritage and formal organizational structure. The data suggest that the firms modify their formal structures frequently in response to environmental turbulence and have evolved towards structural forms that are radically asymmetrical Two variables that have received limited academic attention to date but which critically mediate the pattern of intended changes are identified. First, the perception by key actors in subsidiaries of HR competence elsewhere in the MNC network, particularly head office. Second, the propensity of the staff in the subsidiary to lobby politically against changes they did not perceive to be rational. [ABSTRACT FROM AUTHOR]

Purpose The purpose of this paper is to develop understanding of the “HRM process” as defined by Bowen and Ostroff (2004). The authors clarify the construct of “HRM philosophy” and suggest it is communicated to employees through “HRM messages”. Interrelationships between these concepts and other elements of the HRM-performance relationship are explored. The study identifies commonalities in the HRM philosophy and messages underscoring high-performing HRM systems, and highlights the function of a “messenger” in delivering messages to staff.Design/methodology/approach Case study of eight Australian hospitals with top performing HRM systems. Combines primary interview data with independent healthcare accreditor reports.Findings All cases share an HRM philosophy of achieving high-performance outcomes through the HRM system and employees are provided with messages about continuous improvement, best practice and innovation. The philosophy was instilled primarily by executive-level managers, whereby distinctiveness, consensus and consistency of communications were important characteristics.Research limitations/implications The research is limited by: omission of low or average performers; a single industry and country design; and exclusion of employee perspectives.Practical implications The findings reinforce the importance of identifying the HRM philosophy and its key communicators within the organisation, and ensuring it is aligned with strategy, climate and the HRM system, particularly during periods of organisational change.Originality/value The authors expand Bowen and Ostroff’s seminal work and develop the concepts of HRM philosophy and messages, offering the model to clarify key relationships. The findings underscore problems associated with a best practice approach that disregards HRM process elements essential for optimising performance. [ABSTRACT FROM AUTHOR]

Purpose - The purpose of this paper is to ascertain to what extent organisations specifically use communication skills as a key criterion in their selection and subsequent development of managerial staff. Design/methodology/approach - The paper presents empirical findings from semi-structured qualitative interviews conducted with senior HR managers in large to medium sized organisations in Southern Australia. Findings - This study suggests that HR practitioners regard communication skills as subsumed under a generic idea of leadership. There were no specific programs reported that explicitly targeted communication skills. Practical implications - The findings contribute to knowledge concerning the nature of communication skills for managerial staff such as, interpersonal, verbal, written and listening skills. Further, time needs to be allocated to the audit of training in the development of communication skills so that HR professionals are clear on the action that needs to be taken. Originality/value - The paper will be of value to researchers, HR practitioners and consultants in the management development field. The paper's main finding is that despite repeated claims that communication skills are important for successful managerial performance, HR managers only assess these informally during managerial selection and rarely target these skills in training staff for managerial positions. It is recommended that HR staff need to review these practices towards a more targeted communication skills appraisal that would measure the extent to which these skills are already apparent at selection and develop further following additional training. [ABSTRACT FROM AUTHOR]

Purpose - The paper aims to examine employment relations practices and labour market features of 4-5 star luxury multinational chain (MNC) and domestic hotels operating in the Brisbane-Gold Coast corridor in Australia and discuss the implications that competing on price and quality has on employment, wages and training. Design/methodology/approach - The study used data drawn from a large managerial and employee relations/demographic survey covering wages, employment status, age, gender, working conditions and training, including interview data from hotel HRM managers. Findings - The data showed a persistence of gendered, low waged and segmented labour markets dominated by flexible labour. Competition between MNC and domestic hotels were not found to be the conduit of "new" HRM practices as a competitive edge. Both MNC and domestic hotels shape the hotel labour market in a way which perpetuates cost minimization strategies based on an increasingly skilled, yet flexible and low cost labour force. Research limitations/implications - Of the 14 hotels, only three were domestic. MNC luxury hotels dominate the sample. Rather a straight forward convergence thesis, MNC and domestic hotels have been compelled to compete on price and standard quality. Originality/value - While not a deliberate strategy of a "a race to the bottom", the 4-5 star luxury MNC and domestic hotels in the study have re-shaped employment relations practices perpetuating a cost minimization competitive strategy suggesting that a "high road" competitive strategy as portrayed in HRM literature strategy is not the only way for firms such as hotels achieving a competitive edge. [ABSTRACT FROM AUTHOR]

The cross-cultural and practical challenge of evaluating the management performance of Australian and Singaporean expatriates has received little research attention. This paper explores critical perceptions of performance management by analysing the results of structured interviews with Australian and Singaporean expatriate managers and human resource professionals. Contrary to initial expectations, a slight majority of respondents were satisfied overall with the fairness and accuracy of expatriate performance management practices. Their proposals for more effective performance management are analysed, focussing on the efficacy of involving multiple, cross-cultural raters in performance appraisal. The cultural differences between Australian and Singaporean expatriates are also explorer. The findings of this research provide important direction for the development of culturally sensitive international human resource management practices. [ABSTRACT FROM AUTHOR]

Purpose: The present study seeks to explore the relationships among human resource management (HRM) practices, supply chain management (SCM) implementation and small and medium-sized enterprises' (SMEs) performance in Australia. It also investigates whether HRM practices have any mediating effect on such relationships. Design/methodology/approach: In line with the research objective, a quantitative model was applied and a multi-item survey questionnaire was developed to collect primary data. Cross-sectional surveys of a sample of 216 SMEs from different industries were undertaken to collect data, and factor analysis and structural equation modelling (SEM) were used to analyse data and test hypotheses. Findings: The statistical results inform that SCM implementation and HRM practices improve SMEs' performance in Australia. SCM implementation is also found to be positively linked to HRM practices and has a significant indirect effect on organisational performance when the HRM practices are mediating. HRM practices are, thus, found in this study to mediate the relationship between SCM implementation and Australia's SMEs performance. Originality/value: The concurrent effects of SCM and HRM practices on SMEs' performance and how businesses' internal management such as HRM practices mediate and affect SCM and SMEs' performances have not been addressed previously in the Australian business context. This study, hence, addresses the gap in the literature concerning the effect of SCM on SMEs by integrating HRM practices as a significant behavioural support system to SCM implementation in Australia's SMEs. [ABSTRACT FROM AUTHOR]

This study investigates the impact on human resource management (HRM) practices in the public health sector in Victoria, Australia of two different government policy environments. First, it explores the Liberal Coalition Government's decentralisation of public health sector management, from 1992-1999 and second, the Labor Government recentralisation of employment relations in the sector. This paper focuses on three dimensions. First, it outlines the main policy directions impacting on people management in the health care sector under the different governments. Second, it explores the impact of these policy directions on HRM. Third, it discusses the implications for future directions of the practice of HRM in the public hospital sector. [ABSTRACT FROM AUTHOR]

This article explores the relationship between an Australian financial institution's training programme and its commercial fortunes, in particular its mix of technical skills and social skills training. In this industry, price and product differentiation are limited, and customer service is the principal determinant of competitive advantage. Social skills training should theoretically be crucial to gaining competitive advantage. This study involved interviews with the bank's state and national managers, observations of different types of training courses and analysis of training programme documentation. It was found that during periods of intense pressure from the marketplace, managerial perceptions and budgetary constraints placed a higher priority on technical skills training over social skills training. This had significant implications for employees' personal and career development in internal and external labour markets. [ABSTRACT FROM AUTHOR]

Abstract. This article analyses the recent move from highly centralised and regulated Australian industrial relations processes towards a decentralised and deregulated system which emphasises enterprise and individual employee level determination of pay and conditions. The article focuses on the Western Australian Workplace Agreement system designed to take account of the interests of small business. Statistical analysis and case studies are used to identify the extent to which small service sector enterprises have used this more "flexible" framework to implement improved HRM processes. An evaluation of HRM "best practice" literature and case study analyses of successful small, service enterprises are used to analyse the questionable relevance to this sector of existing HRM "best practice" models. The omission of "functional" and "numerical" flexibility from many models is identified as being particularly problematic. The article outlines a research programme to identify the strategic use made of these forms of flexibility in other sectors. [ABSTRACT FROM AUTHOR]