Search

Purpose – The purpose of this paper is to introduce this special issue volume on vulnerable work and strategies for inclusion. Definitions, measurement, analysis and policy responses to vulnerable work and strategies for inclusion are addressed before the key aspects of the nine papers included in the special issue are summarised. Design/methodology/approach – The topic of vulnerability at work is explored, before the distinguishing features of jobs that generate vulnerable conditions and the characteristics of vulnerable workers are identified. Findings – Vulnerable work is insecure and irregular with few protections accorded to the vulnerable workers who are often characterised by their age, ethnic status, gender and skill profiles. The consequences include: poor job quality, low and irregular incomes and personal/family hardship. Vulnerability is widespread across the workforce, with workers subject to work intensification, employment insecurity and poor work-life balance. Social implications – Vulnerable work and workers constitute a growing and global phenomenon. Consequently, governments and employers need to work together on programmes, such as the ILO’s decent work agenda, to ensure that basic human rights at work are widely recognised and provision to ongoing employment, safe working conditions and regular hours are offered across a variety of industries/sectors. Originality/value – This volume examines the conceptual, empirical and policy aspects of vulnerability in employment. It documents the international dimensions of vulnerability, the different forms it takes, those groups that are at risk of vulnerable employment and the underlying factors that generate and support vulnerability. [ABSTRACT FROM AUTHOR]

Purpose – This paper aims to identify and empirically test whether growth preparedness and success perceptions are important, discriminating small business owner (SBO) characteristics that influence strategic direction. The intended outcome was to create a strategic typology that resonates with the realities of small business owners, their advisors and policy makers. Design/methodology/approach – Empirical data were collected online and by postal survey from 340 small businesses from multiple industry sectors across Australia. Analysis is correlational resulting in the development of a 2 × 2 matrix of strategy types. Findings – This paper provides evidence that although a majority of SBOs are not preparing for growth, many still perceive their business as successful. Further, the empirical data demonstrate that growth preparedness and perceived success can be used to classify SBOs into distinct strategic types. While the categories developed show some similarities with the Miles and Snow (1978) typology, they also highlight divergent qualities. Consequently, this paper identifies circumstances where small business strategy must be treated differently from the larger enterprises for which the Miles and Snow typology was developed. Practical implications – By providing a concise tool for inclusion in surveys, researchers and practitioners can identify varying strategic types within their own targeted business cohorts. Originality/value – The growth/success matrix is original, the value for policy makers and other professionals assisting and supporting SBOs lies in its simplicity as a tool for identifying strategic types in any small business population. Specifically, the matrix provides a valid and reliable empirical analysis tool where none previously existed. [ABSTRACT FROM AUTHOR]

Purpose -- The purpose of this paper is to focus on the implications of the gender wage gap in Australia, before considering policy responses and their effectiveness at both the government and workplace levels. Design/methodology/approach -- The method concerns an extensive literature review and an examination of secondary data and reports relating to workplace gender equality and data. Findings -- While the gender wage gap in most OECD countries has decreased over time, in Australia the gap has increased, with the largest contributory factor identified as gender discrimination. Consequently it is proposed that current policy responses supporting women in the workplace appear to be ineffective in closing gender wage gaps. Research limitations/implications -- Further research is recommended to identify the impact of gender equality policies on hiring decisions and whether such decisions include an unwillingness to hire or promote women. As findings were based on secondary data, it is recommended that future research include workplace surveys and case studies. Practical implications -- It is suggested that articles such as this one can assist in guiding public policy and workplace decisions on gender wage equality issues, in addition to providing human resource leaders with the information to make better decisions relating to gender equality. Originality/value -- This paper suggests that current policy responses may not only be ineffective in closing the gender wage gap, but may even exacerbate it as employers may avoid hiring women or continue to pay them less than men, due to costs incurred when attempting to meet policy directives. [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 – This paper seeks to focus on industry clusters and a rationale for why they may be considered an antidote for stimulating knowledge sharing and collaborative innovation.Design/methodology/approach – Community based participatory research was undertaken using case studies and interviews within four industry clusters based in two countries – Australia and Dubai. Findings were ranked according to a knowledge sharing relational framework.Findings – Industry clusters can play a key role in growing both established and new areas of economic development. Member firm collaboration, knowledge sharing and innovation can result in positive outcomes if the cluster is managed and facilitated appropriately and knowledge sharing is nurtured.Research limitations/implications – The paper examines top-down, hybrid and bottom-up clustering from a variety of sectors as a way of understanding knowledge sharing and innovation exchange. However, given this research comprised case studies, it is recommended that broader, more internationally generalizable research is conducted that includes cluster firms within a range of sectors.Practical implications – The stimulation of opportunities for collaboration and innovation are mandatory for firms and regions to move forward. Irrespective of the uncertainty of the outcome, cluster managers/facilitators need to ensure that they provide regular opportunities for cluster firms facilitators/managers and representatives to network and generate new ideas.Originality/value – The role of cluster managers/facilitators in supporting knowledge sharing processes has been largely overlooked to date. Agglomeration needs both visible and invisible hands to stimulate knowledge sharing and exchange. [ABSTRACT FROM AUTHOR]

Purpose – This paper aims to examine how – and whether – members of an industry cluster share knowledge through networking as a means to improving competitive advantage and, in particular, whether trust is present in the knowledge-sharing process.Design/methodology/approach – The research involved three surveys utilizing a relationship marketing orientation (RMO) that were conducted at intervals (in 2004, 2008 and 2010) in addition to interviews with key cluster members, which were also conducted over a seven-year period.Findings – Knowledge sharing and integration were found to mediate the relationship between RMO and competitive advantage in 2004 and 2010 but not in 2008. Lower mean scores for trust were also found in 2008.Research limitations/ implications – The limitations are that the respondent numbers were small. It is recommended that one more survey is conducted in 2013 to determine whether the interventions reported here, the recruitment of new cluster staff and the continuing growth of the cluster, influence the comparative results over time.Practical implications – Knowledge sharing and collaboration within industry clusters requires active and discerning facilitation, particularly where new members are concerned.Originality/value – The paper adds value to the current research on industry clusters and knowledge sharing as surveys were conducted over a seven-year period that tracked changes as the cluster grew. The findings highlight the necessity of focusing on member relationships/collaboration during times of growth and change. [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 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 – The purpose of this paper is to investigate the influence of a relationship marketing orientation within a strategic alliance (referred to as the Alliance) to determine whether those firms have achieved synergy in knowledge sharing or whether they operate as knowledge silos.Design/methodology/approach – To achieve this aim the paper takes a strategic perspective and proposes a model based on the resource-based view of the firm (RBV) in order to discover whether member firms can move Alliance relationships towards knowledge sharing experienced within long-term and continuing relationships.Findings – The results of this study reveal that intangible assets, such as relationships and knowledge, should be managed by the Alliance with the same care as would be undertaken with tangible assets. Further, the development of a relationship market orientation (RMO) by the Alliance appears to be crucial.Research limitations/implications – A key limitation of this paper could be considered the sample size (although the response rate was high) and geographical location.Practical implications – Implications from the study were that, although information and knowledge were being shared, one area of improvement would be in relation to the depth of knowledge sharing that tended to occur on a superficial basis.Originality/value – The findings are original in terms of knowledge sharing across organizational boundaries. There is currently very little research available that focuses on the influence of an RMO on knowledge sharing within network groups. [ABSTRACT FROM AUTHOR]

In 2003 Niven modified Kaplan and Norton's (1992; 1993; 1996; 2000; 2004) balanced scorecard (BSC) framework, claiming that his redesigned model was more suited to non-profit organizations than was Kaplan and Norton's. Since the redesigned BSC is a very recent innovation, it has not, to date, been tested in Hong Kong. Hence, this study set out to examine the extent to which Niven's BSC model could be applied in a non-profit organization in Hong Kong to assist with the mapping and tracking of their business strategies. Key issues were; the shifting of KPI measurements from input to outcomes, inadequate frontline training and a disproportionate amount of time spent on planning rather than on the execution of strategy. [ABSTRACT FROM AUTHOR]

Purpose – The purpose of this paper is to introduce the special issue volume that examines a range of concerns, challenges and responses relating to temporary workers and human resource management (HRM). Design/methodology/approach – The paper highlights eight key research questions and describes the structure of the issue. The various articles investigate six main areas: the rationale for using temporary workers rather than permanent workers; factors determining types of temporary work arrangements; the rationale for temp workers entering into temporary employment; the nature and extent of the relationship between TWAs and user firms; the relationship between employment regulations and an organisation's labour use patterns of temporary workers and the HR challenges associated with ongoing and extensive use of temporary workers. Findings – Findings varied according to the main focus of each paper. It is evident, however, that no one perspective, public policy or organisational strategy is likely to fit all situations in relation to temporary work and HRM. Many differences exist in the skill levels of temp workers, their demographic characteristics and reasons for undertaking temp work. Likewise, as pointed out by many of the authors included in this volume, there are also differences within user finns with regard to their reasons for employing temps. Originality/value – There is a paucity of literature examining temporary work and HRM and this issue endeavours to fill that gap and may prompt further research. [ABSTRACT FROM AUTHOR]

Research into interpersonal trust within organisational contexts tends to concentrate on managers as a referent, largely ignoring the potential social benefits of trust amongst co-workers. Hence, the aim of this study is to investigate the influence of co-worker trust on selected organisational perceptions and attitudes. Results provided empirical support for the fundamental role of co-worker trust. Co-worker trust was found to be a significant predictor of perceived organisational support, lowered turnover intention, and greater affective commitment In view of these results, it is suggested that there may be opportunities for organisations to improve individual and organisational effectiveness by engendering trust throughout peer levels. [ABSTRACT FROM AUTHOR]

This article presents a report on a study that was undertaken in order to discover which factors caused employees within a large Australian public health sector organization to experience trust in their managers. Findings from an employee survey that was undertaken in the year 2000 indicated that trust in managers was very low that led the authors to investigate the predictors and outcomes of this situation. The article, however, argues that the presence of certain characteristics may result in higher levels of trust, even within the context of organizational constraints.