Lois Farquharson

Bio: Lois Farquharson is an academic researcher from Bournemouth University. The author has contributed to research in topics: Higher education & Positive education. The author has an hindex of 3, co-authored 9 publications receiving 60 citations. Previous affiliations of Lois Farquharson include Edinburgh Napier University & University of Strathclyde.

Senior managers' perceptions of the practice of human resource management

Abstract: Purpose – The purpose of the paper is to investigate the perceptions of senior managers in companies in the Sunday Times list of UK best employers on the practice of HRM in their organisations.Design/methodology/approach – The approach taken was to conduct semi‐structured interviews with senior line and HR directors/ managers.Findings – In the organisations investigated, HRM is afforded high‐level organisational support at chief executive, if not always senior operational manager, level. It is generally recognised by senior managers as contributing to business effectiveness when it centres on business needs. It is integrated with business strategy processes at both strategic and operational levels. Indeed HRM is elemental to business strategic planning processes, which has the effect of reducing the potential gap between strategic rhetoric on HRM and practical implementation of HRM. Leadership and performance management are current HR policy priorities.Research limitations/implications – The generative pr...

Enacting organisational change programmes: a centre stage role for HRM?

Abstract: This article discusses the key role which HRM can play in strategic change programmes. A theoretical outline is offered which emphasises the strong links between HRM and organisational change literature, with a particular interest in the “soft” and “hard” elements of HRM in the context of change. Two distinct change programmes in two BAA airports, BAA, Glasgow and BAA, Edinburgh, are examined to identify the form and extent of HRM as a catalyst of organisational change.

Researching Organisational Change in Higher Education: A Holistic Tripartite Approach

Abstract: In the UK context, it is important to acknowledge that there are multiple change drivers in Higher Education Institutions (HEIs) that result in a proliferation of foci. Gornitzka (1999) and Allen (2003) suggest that the distinctiveness of governance, professional autonomy and the tradition of academic freedom in HEIs should be reflected in change processes, and therefore traditional frameworks for change could be adapted in an attempt to research and manage change. This paper explores how theoretical and practical tools for managing and researching change can be integrated in order to support change, whilst reflecting on the methods used. The journey of the authors towards the development of a holistic framework for researching and supporting change in Higher Education (HE), with a focus on two HEIs, is explored. The synergies of Lean Management (Wincel and Krull, 2013), Appreciative Inquiry (Cooperrider and Srivastva 1987), and Participatory Action Research (Greenwood et al, 1993) are examined through three stages of practice-based fieldwork to establish their positioning within a holistic tripartite framework for researching and supporting organizational change. The benefits and challenges of this framework are discussed with attention to the importance of future research to provide more evidence of the impact of this framework.

Leading with a Kind Heart

Abstract: In the global context of increasing complexity and competition, where there has been an erosion of public trust in both public and private sector organisations and their leaders, the practice of leading with a kind heart has gained increasing attention. There are calls for a more inclusive, authentic and connected form of leadership which revives humanity and enhances meaning in life and work. Developing HE leadership with heart requires a paradigm shift. We carry a core responsibility for the culture of our institutions. Therefore, we must demonstrate and propagate kindness through openness, authenticity, compassion and courage. This chapter uncovers the key elements of leading with heart, with a focus on how we can lead a heart-infused revolution in our own back yard.

What influences students in their development of socio-emotional intelligence whilst at university?

Abstract: This qualitative study undertaken at a University in England investigates what influences the development of undergraduate students’ socio-emotional intelligence (SEI). Through a thematic analysis ...

Toward a Unifying Framework for Exploring Fit and Flexibility in Strategic Human Resource Management

Abstract: This paper presents a framework for studying the concepts of fit and flexibility in the field of Strategic Human Resource Management (Strategic HRM) focusing on HRM practices, employee skills, and employee behaviors and reviews past conceptual and empirical work within that framework. A model of Strategic HRM is presented and this model is used to explore the concepts of fit and flexibility as they apply to Strategic HRM. The concepts of resource and coordination flexibility are applied to Strategic HRM, and the implications of the framework for both the practice of and research on Strategic HRM are discussed.

Macro and micro challenges for talent retention in South Africa

Abstract: The aim of the study was to explore the challenges presented in retaining South Africa’s talent at both macro (country) and micro (organisational) levels. Using a web-based survey placed on eight New Zealand sites, the reasons for emigration of South African talent during the period 1994–2006 were explored with 84 respondents. Utilising a purposive sampling technique, 20 semi-structured interviews were undertaken with identified ‘top talent’ in two financial services companies. Content analysis of the responses from both samples was employed. Reasons for emigration (macro issues) included uncertainty about the future of the country, job insecurity and fears regarding both corruption and violent crime. Reasons for talent loss amongst identified top talent (micro issues) were found to be linked to leadership, organisational culture and employment equity.

Identifying critical HR practices impacting employee perception and commitment during organizational change

Abstract: Purpose – Prior research in the area of organizational change highlights the critical role played by HR practices during organizational change as it may require altering employee behavior to support the change direction. human resource (HR) function is considered to be well positioned to influence employee behavior by institutionalizing HR practices that support change. Further there is a significant body of literature that suggests that employee behavior is significantly influenced by the perceptions of HR practices during change. HR practices which create positive employee perceptions increase employee commitment to change. The purpose of this paper is to provide a conceptual framework that identifies critical HR practices that support organizational change and examines their impact on employee perception and commitment to change. Design/methodology/approach – First, an extensive literature review on organizational change at macro level has been done to identify critical practices desired from key organizational members during organizational change. Second, a case for importance of HR function as a key organizational member during change is presented. Further literature on effectiveness of HR practices adopted by HR professionals during organizational change is examined to find out the gap areas. Third, literature on employee perception and commitment to change is examined to find out possible linkages to HR practices during organizational change. Finally, eight propositions are presented to build an integrated conceptual framework identifying critical HR practices during organizational change and their impact on employee perception and commitment to change. Findings – The study suggests that HR practices undertaken in the area of culture, leadership, cross functional integration, training, communication and technology if introduced and implemented will positively influence employee perception reducing resistance and increasing commitment to change. Therefore assessing employee perception about critical HR practices at different stages of change initiation, implementation and consolidation can enable understanding about employee commitment to change. This would also help HR professionals understand how effective the HR practices implemented during change have been. Originality/value – This framework can be used by the researchers and practitioners to study, guide, frame and model empirical research into the area of studying critical HR practices during organizational change. So far literature provides a generic view of desired organizational practices during change. Moreover there are few studies available on employee perception about HR practices implemented during organizational change and its impact on employee commitment to change. The framework presented in this paper would help explore the effectiveness of specific HR practices implemented during change by evaluating its impact on employee perception and commitment to change.