Interest in the outcomes of flexible working arrangements (FWAs) dates from the mid-1970s, when researchers attempted to assess the impact of flexitime on worker performance. This paper reviews the literature on the link between FWAs and performance-related outcomes. Taken together, the evidence fails to demonstrate a business case for the use of FWAs. This paper attempts to explain the findings by analysing the theoretical and methodological perspectives adopted, as well as the measurements and designs used. In doing so, gaps in this vast and disparate literature are identified, and a research agenda is developed.

/pdf/flexible-working-and-performance-a-systematic-review-of-the-3y3xhu4lvw.pdf

Flexible Working and Performance: A Systematic Review of the Evidence for a Business Case

Given the strategic relevance of Human Resources Management (HRM) in organizations and the lack of scientific instruments to measure employees’ perceptions about policies and practices of HRM, this study aimed to validate the Human Resources Management Policies and Practices Scale (HRMPPS) through exploratory and confirmatory factor analysis using the maximum likelihood method. The study has a quantitative design, but also included qualitative analysis required for the development of a scale. Employees from various organizations composed a sample of 632 people. Scale reliability was assessed by Cronbach’s alpha and Joreskog’s rho. A six-factor model was generated showing high-reliability and good fit. Construct validity was provided through convergent and discriminant analyses. The factors were consistent with the literature review and explained about 58% of the construct’s total variance. This study contributes to the scientific production in the area of Human Resources Management since HRMPPS can be used not only in relational studies but also as an evaluation instrument by managers who wish to improve their employees’ well-being as well as organizational outcomes.

/pdf/human-resources-management-policies-and-practices-scale-3k36u1lghx.pdf

Human resources management policies and practices scale (HRMPPS): exploratory and confirmatory factor analysis

Despite the ongoing outbreak of the novel COVID-19, few studies have been conducted on the stress arising from the pandemic. In this study, attributes of epidemic concerns perceived by hotel employ...

https://www.tandfonline.com/doi/pdf/10.1080/19368623.2021.1867283

Impacts of the COVID-19 pandemic on employees' work stress, well-being, mental health, organizational citizenship behavior, and employee-customer identification

Action to address workforce functioning and productivity requires a broader approach than the traditional scope of occupational safety and health. Focus on "well-being" may be one way to develop a more encompassing objective. Well-being is widely cited in public policy pronouncements, but often as ". . . and well-being" (e.g., health and well-being). It is generally not defined in policy and rarely operationalized for functional use. Many definitions of well-being exist in the occupational realm. Generally, it is a synonym for health and a summative term to describe a flourishing worker who benefits from a safe, supportive workplace, engages in satisfying work, and enjoys a fulfilling work life. We identified issues for considering well-being in public policy related to workers and the workplace.

Considerations for Incorporating "Well-Being" in Public Policy for Workers and Workplaces.

In this article, we examine the dynamics of trust in the triadic relationship between HR, employees and managers when dealing with allegations of workplace bullying. Previous research has shown employees to be dissatisfied with HR practitioners' responses to complaints of workplace bullying, and we explore the novel angle of the HR practitioners' perspective through semistructured interviews. Paralleling extant employee accounts, the findings suggest that HR practitioners rarely judge situations as bullying where a manager is accused. Trust between employee, manager and HR practitioner is essential for the successful resolution of bullying claims, yet this study suggests multiple directions of distrust. By virtue of their role alignment and previous experiences of handling bullying, HR practitioners were found to prioritise their relationships with managers, automatically distrusting employees' bullying claims. Despite also distrusting managers to effectively deliver HRM practices, it appears that bullying complaints are ‘too hot to handle’ for HR practitioners given the risks to their relationships with managers.

Too hot to handle? Trust and human resource practitioners' implementation of anti-bullying policy

Purpose – The purpose of the paper is to show that, though essential, the achievement of business‐oriented performance outcomes has obscured the importance of employee wellbeing at work, which is a neglected area of inquiry within the field of human resource management. Instead the emphasis typically placed on the business case for HRM suggests a one‐sided focus on organisational outcomes at the expense of employees. With this in mind, this paper seeks to examine the effects of HRM practices on employee wellbeing and performance.Design/methodology/approach – Data were collected from a public sector (local government) organisation to identify the link between HRM practices, employee wellbeing at work, and performance. A preliminary staff survey of employees provides a brief overview of the link between HRM practices, employee wellbeing at work and performance.Findings – HRM practices adopted have a significant impact on employee wellbeing at work and tend to be more positive than negative. Overall a consis...

Nicole Renee Baptiste

Papers

Tightening the link between employee wellbeing at work and performance