pinecone/core-2020-05-10-deduplication huggingface dataset:
Public strategies for improving eHealth integration and long-term sustainability in public health care systems: Findings from an Italian case study

eHealth is expected to contribute in tackling challenges for health care systems. However, it also imposes challenges. Financing strategies adopted at national as well regional levels widely affect eHealth long-term sustainability. In a public health care system, the public actor is among the main "buyers" eHealth. However, public interventions have been increasingly focused on cost containment. How to match these 2 aspects? This article explores some central issues, mainly related to financial aspects, in the development of effective and valuable eHealth strategies in a public health care system: How can the public health care system (as a "buyer") improve long-term success and sustainability of eHealth solutions? What levers are available to match in the long period different interests of different stakeholders in the eHealth field? A case study was performed in the Region of Tuscany, Italy. According to our results, win-win strategies should be followed. Investments should take into account the need to long-term finance solutions, for sustaining changes in health care organizations for obtaining benefits. To solve the interoperability issues, the concept of the "platform approach" emerged, based on collaboration within and between organizations. Private sector as well as beneficiaries and final users of the eHealth solutions should participate in their design, provision, and monitoring. For creating value for all, the evidence gap and the financial needs could be addressed with a pull mechanism of funding, aimed at paying according to the outcomes produced by the eHealth solution, on the base of an ongoing monitoring, measurement, and evaluation of the outcomes
Government helper and citizen advocate? A case study of the multiple roles and pressures facing a nongovernmental organization contracted by government to strengthen community health in northern India

While nongovernmental organizations (NGOs) can potentially
strengthen valuable citizen political engagement, NGOs that are
increasingly oriented towards donor and government contracts may
instead contribute to depoliticizing development. Amidst competing
pressures, NGO experiences and agency in managing multiple roles
require examination. We present a qualitative case study of an NGO
implementing a government‐designed intervention to strengthen
Village Health, Sanitation, and Nutrition Committees (VHSNCs) in
rural north India. Despite a challenging context of community
scepticism and poor government services, the NGO did successfully
form VHSNCs by harnessing its respected interlocutor status,
preexisting relationships, and ability to “sell” the VHSNC as a
mechanism for improving local well‐being. While the VHSNC enabled
community members to voice concerns to government officials,
improvements often failed to meet community expectations. NGO
staff endured community frustration on one hand and rebuffs from
lower‐level officials on the other, while feeling undersupported by
the government contract. Consequently, although contracted to
strengthen a community institution, the NGO increasingly worked
alongside VHSNC members to try to strengthen the public sector.
Contrary to assumptions that NGOs become “tamed” through taking government contracts, being contracted to deliver inputs for
community participation was intertwined with microlevel political
action, though this came at a cost to the NGO
Why do people become health workers? Analysis from life histories in 4 post-conflict and post-crisis countries

While there is a growing body of literature on how to attract and retain\ud
health workers once they are trained, there is much less published on\ud
what motivates people to train as health professions in the first place\ud
in low‐ and middle‐income countries and what difference this makes\ud
to later retention. In this article, we examine patterns in expressed\ud
motivation to join the profession across different cadres, based on\ud
103 life history interviews conducted in northern Uganda, Sierra\ud
Leone, Cambodia, and Zimbabwe. A rich mix of reported motivations\ud
for joining the profession was revealed, including strong influence of\ud
“personal calling,” exhortations of family and friends, early experiences,\ud
and chance factors. Desire for social status and high respect for health\ud
professionals were also significant. Economic factors are also important—\ud
not just perceptions of future salaries and job security but also\ud
more immediate ones, such as low cost or free training. These allowed\ud
low‐income participants to access the health professions, to which\ud
they had shown considerably loyalty. The lessons learned from these\ud
cohorts, which had remained in service through periods of conflict\ud
and crisis, can influence recruitment and training policies in similar\ud
contexts to ensure a resilient health workforce
Globalisation and the Inward Flow of Immigrants: Issues Associated with the Inpatriation of Global Managers

Cataloged from PDF version of article.Assembling a diverse global workforce is becoming a critical dimension in gaining successful global performance. In the past, staffing has focused on control of the multinational organization as the primary goal when staffing overseas positions. As organizations globalize their operations, the goal of staffing is shifting from control to diversity, which in turn will provide the global organization with a means to gain/maintain competitive advantage. This diversity will be accomplished by integrating foreigners into the home country organization (i.e., inpatriation) through a permanent assignment. This article examines the inward flow of inpatriate managers by using social learning theory as a lens to better understand the means to integrate foreign managers into the domestic organization culture. The stages that inpatriate managers will go through (i.e., survival, integration, acculturation, and pluralistic integration) are explored to ascertain how to effectively utilize these global managers. © 2011 Wiley Periodicals, Inc.
What do HRD scholars and practitioners need to know about power, emotion and HRD?

In this article, written for the 25th anniversary volume of HRDQ, I have been invited to focus on emotion and power in the context of HRD. It is hoped that my article will help to inform and to stimulate the future flow of manuscripts in this area. My starting point is to suggest a simple rule, which is that development is beset with contradictions. I argue that a better understanding of the contradictions that are integral to HRD will lead to improvements in the design and implementation of learning and development practices within the messy, complicated, and power-filled world of organizations
Diversity training programme outcomes: a systematic review

This article analyzes the scholarship on diversity-training outcomes utilizing a systematic literature review (SLR) and provide insights for future research. The article advances our understanding of diversitytraining outcomes through the integration of three perspectives: the business case, learning, and social justice perspectives. The SLR revealed: (a) a literature that is fragmented and diverse in terms of publication outlets; (b) researchers conduct diversity-training outcomes research in a diverse range or organizations, sectors, cultural and training contexts; (c) studies primarily refl ect the business case or learning perspectives; and (d) existing studies have significant methodological limitations. We argue the need for future research to adopt multiple perspectives ensure better cross-fertilization of perspectives and make use of more sophisticated methodologies
To reveal or conceal? Managers' disclosures of private information during emotional intelligence training

To date, emotional intelligence (EI) training interventions have been under-researched. This study responds to this paucity of scholarship by investigating the occurrence of private disclosures during managerial EI training. Whilst an unorthodox practice, this article argues that trainers introduce opportunities to reveal private information to develop participants’ EI. The aims of this study are to explore the role of such disclosures and how emotion influences managers’ decisions to reveal or conceal private information. Data is drawn from participant observations and interviews with managers and trainers attending three externally provided, ‘popular’ EI training courses. Applying Petronio’s communication privacy management theory and Stiles’ fever model of distress disclosure to analyse the data, a typology is presented that suggests managers reveal private information for ‘self-awareness’ and ‘catharsis’ and conceal private information for ‘self-protection’ and ‘disengagement’. By applying Petronio’s theory to a new work context of training and extending Stiles’ model to a range of emotions, the article provides novel insights into managerial control over disclosures, privacy boundary turbulence and how emotions serve as a resource and condition to disclosure practices. These findings have relevance for trainers and their strategies to develop EI
Enhancing the trustworthiness and credibility of HRD: Evidence-based management to the rescue?

It is notable that while numerous professional competencies are expected for HRD, including the likes of instruction design, learning technologies, and coaching (see Arneson, Rothwell, & Naughton, 2013), HRD professionals seldom display, collect or assess evidence of such competence. No surprise that Russ-Eft et al., (2014: 7) recently called out ‘HRD ability’ as a HRD deficiency, noting ‘accountability and evaluation continue to be of concern’.  In this editorial we make the case for evidence-based HRD (EBHRD) as a means for HRD practitioners to demonstrate their professional competencies and enhance stakeholder support. Evidence-based HRD (EBHRD) is a process of decision making which is grounded in the best available scientific evidence and business information and informed by critical thinking and evaluation (Rousseau & Barends, 2011).  With this focus our arguments align with those of the HR professional body, the Chartered Institute of Personnel and Development (CIPD): ‘future people professionals will need to have the competency and desire to explore different sources of information to inform their decisions, and to help evidence decisions for key stakeholders’ (2017: 32). The essence of our argument is that engaging with EBHRD helps HRD practitioners enhance their credibility, trustworthiness and professionalism in the eyes of key stakeholders
A competence-based and multidimensional operationalization and measurement of employability

Contains fulltext :
                  138777.pdf (publisher's version ) (Open Access)Employability is a critical requirement for enabling both sustained competitive advantage at the firm level and career success at the individual level. We propose a competence-based approach to employability derived from an expansion of the resource-based view of the firm. In this contribution, we present a reliable and valid instrument for measuring employability. This measure is based on a five-dimensional conceptualization of employability, in which occupational expertise is complemented with generic competences. Two sources of raters (employees and their immediate supervisors) are involved in developing and testing the measure. Since the five dimensions of employability explain a significant amount of variance in both objective and subjective career success, the predictive validity of the tool is promising. This instrument facilitates further scientific HRM research and is of practical value in light of job and career assessments, recruitment, staffing, career mobility, and development practices.28 p
Guest editors' introduction - Growth and globalization: Evolution of human resource management practices in Asia

In this introductory note, we offer an overview of how human resource management in Asian countries and corporations is evolving in the face of rapid business growth and integration into the global economy and we describe how the articles in this Special Issue contribute to new knowledge and insights regarding key issues, challenges, and evolution in the field of HRM in Asia. Driven by the combined forces of rapid gross domestic product growth in many Asian economies and their further integration into the global business arena, firms in Asia are in constant flux, no matter whether they are developed economies like Japan, Korea, andTaiwan; developing economies like Malaysia andThailand; or transitional economies like China and Vietnam. How will HRM systems in these countries evolve and transform under the combined forces of growth and globalization? We argue that HRM systems in these Asian firms most likely will evolve toward “bounded convergence.” The demands and expectations of the HR function to take on strategic roles (versus administrative roles) and address critical HR issues like attracting and retaining key talent, building talent pipelines, and creating high-performing cultures are greater than ever. We conclude with a high-level summary of the key contribution of the eight articles covered in this Special Issue
Employer-supported volunteering benefits: gift exchange among employers, employees, and volunteer organizations

Using gift exchange theory to explain the growing trend of employers offering employer-supported volunteering (ESV) benefits, this article discusses the creation of exchange relationships between the employer and employee and between the volunteer organization and employee. Hypotheses derived from the employee's perspective are tested with a nationally representative sample of volunteers (n=3,658). Findings suggest that ESV benefits are positively related to hours volunteered by the employee. Volunteer hours predict employee perceptions of skill acquisition, and such perceptions are positively related to perceptions of job success and employer recognition. We discuss the implications of these findings for business, employees, and volunteer organizations, with an emphasis on human resource management policy and practice
Transferring subsidiary knowledge to global headquarters: subsidiary senior executives' perceptions of the role of HR configurations in the development of knowledge stocks

We examine the role played by subsidiaries' human resource (HR) practices in the development of subsidiaries' knowledge stocks (defined as human and social capital) and the association of such knowledge stocks with knowledge transfer from subsidiaries to headquarters in multinational corporations (MNCs). Drawing on a survey of 151 Australian subsidiary senior executives of U.S., German, and Japanese MNCs, our findings suggest that the role of subsidiaries' HR practices lies in nurturing ties between a subsidiary and its external stakeholders and in accumulating knowledge of strategic importance not only for the subsidiary but also for its headquarters.Full Tex
Voice, silence, and diversity in 21st century organizations: strategies for inclusion of gay, lesbian, bisexual, and transgender employees

Employee voice has been largely examined as a universal concept in unionized and non-unionized settings, with insufficient attention to diversity of workers (Rank, 2009). As invisible minorities, gay, lesbian, bisexual, and transgender (GLBT) employees provide a valuable focal point from which to examine employee voice mechanisms. Positing that GLBT employees are often silenced by what is perceived as “normal” in work organizations, this paper identifies some of the negative consequences of this silencing and proposes ways in which the voices of GLBT employees and other invisible minorities can be heard. With its relevance to policies and practices in other organizations, the “Don't ask; don't tell” policy of the U.S. military is used as a lens through which to analyze voice, silence, and GLBT employees in other organizations. Heterosexist environments can foster organizational climates of silence, where the feeling that speaking up is futile or dangerous is widespread among employees. Specific recommendations are provided for HR managers to facilitate the expression of voice for GLBT employees in today's increasingly diverse organizations
Trust Dynamics in Acquisitions: A Case Survey

Drawing on the organizational trust literature and research on postmerger\ud
integration, the authors develop a model that conceptually synthesizes the\ud
antecedents and consequences of trust in acquired organizations. The model\ud
proposes that the acquiring and target firms' relationship history, the interfirm distance, and the acquirer's integration approach will affect target firm\ud
member trust in the acquiring firm's management. Target firm member trust,\ud
in turn, may influence several sociocultural integration outcomes as well as\ud
postacquisition performance. The results of a case survey suggest that certain\ud
aspects of the relationship history and interfirm distance, such as the firms' collaboration history and preacquisition performance differences, are poor predictors of trust, whereas integration process variables, such as speed of\ud
integration, communication quality, and acquirer multiculturalism are major factors infl uencing trust. The implications for postmerger integration research\ud
and practice are discussed
Knowledge workers' creativity and the role of the physical work environment

ABSTRACT
The present study examines the effect of the physical work environment on the creativity of knowledge workers, compared with the effects of creative personality and the social-organizational work environment. Based on data from 274 knowledge workers in 27 SMEs, we conclude that creative personality, the social-organizational work environment, and the physical work environment independently affect creative performance. The relative contribution of the physical work environment is smaller than that of the social-organizational work environment, and both contributions are smaller than that of creative personality. The results give support for HR practices that focus on the individual, on the social-organizational work environment, and on the physical work environment in order to enhance knowledge worker creativity
Promoting Corporate Social Responsibility and Sustainable Development Through Management Development: What Can be Learned from International Service Learning Programs?

In this article we discuss how the human resource development (HRD) function can support corporate sustainability strategy by designing and implementing leadership development programs incorporating international service learning assignments. We describe "Project Ulysses", an integrated service learning program that involves sending participants in teams to developing countries to work in cross-sector partnerships with NGOs and social entrepreneurs, supporting them in their fight against pressing global problems. We present the findings of a narrative analysis of learning stories produced by Ulysses participants. Understanding how participants make sense of, and learn from, their experiences abroad provides us with insights into how service learning programs can help managers to develop the knowledge, skills and mindset that will enable them to successfully support a company's global sustainability and CSR efforts. We conclude by discussing the implications for leadership development, specifically how organizations can incorporate a responsibility and sustainability focus in their management development programs
Foreign direct investment from emerging markets to Africa: The HRM context

In this article, we explore what determines the decisions of emerging-market multinational corporations (MNCs) to invest in Africa and whether this is any different from their counterparts in mature markets, focusing on the HRM context. More specifically, we explore the effect of potential host-country wages, local capabilities, and the relative rights of owners versus workers on foreign direct investment (FDI) decisions, as well as other relevant factors such as mineral resources and corruption. We found that emerging-market MNCs were not deterred by relatively weak property owner rights (as indeed, was also the case for their counterparts from mature markets); hence, any weakening of countervailing worker rights is unlikely to unlock significant new FDI. However, emerging-market MNCs were more likely to invest in low-wage economies and did not appear to be concerned by local skills gaps; the latter would reflect the relative de facto ease with which even partially skilled expatriate labor can be imported into many African countries. At the same time, a reliance on low-wage, unskilled labor, coupled with the extensive usage of expatriates, brings with it a wide range of challenges for the HR manager, which a firm committed to cost-cutting may lack the capabilities to resolve. © 2014 Wiley Periodicals, Inc
Identification and occupational stress : a stress-buffering perspective

Occupational stress research has consistently demonstrated many negative effects of work stressors on employee adjustment (i.e., job-related attitudes and health). Considerable literature also describes potential moderators of this relationship. While research has revealed that different workplace identifications can have significant positive effects on employee adjustment, it has neglected to investigate their potential stress-buffering effects. Based on identity theories, it was predicted that stress-buffering effects of different types of identifications (distal versus proximal) would be revealed when the identification type and employee adjustment outcome type (distal versus proximal) were congruent. Predictions were tested with an employee sample from five human service nonprofit organizations (N = 337). Hierarchical multiple regression analyses revealed that main and moderated effects relating to identification supported the notion that occupational stress would be reduced when there was congruence of distal and proximal identifications and distal and proximal outcome types. However, stress-buffering effects were also found for high identifiers and low identifiers that were not in line with hypotheses posing questions for the definitions of distal and proximal identifications. Findings are discussed in terms of theoretical and practical implications
The relationships between MBO system strength and goal-climate quality and strength

We adopted Bowen and Ostroff’s (2004) HRM system strength concept so as to test it within the context of a management-by-objectives (MBO) system, which was utilized by six independent firms owned by a large, diversified family business group in Turkey.  For this purpose we surveyed the middle managers to measure 10 context-specific metafeatures of the MBO system. By using aggregated scores at the functional group level (N = 47), we captured the distinctiveness, consistency, and consensus dimensions of this HRM practice.  We tested and compared three alternative theoretical models of HRM strength where the three dimensions have compensatory, additive, and distinctiveness mediated effects on climate quality and strength.  Results support the compensatory model and indicate that the strength of the MBO system (as a reflective latent variable representing the shared variance of the system’s distinctiveness, consistency, and consensus) is positively related to business units’ quality and strength of goal climate.  In addition, distinctiveness—but not consistency and consensus—of the MBO system appears to be particularly critical for the emergence of a strong and high quality goal climate.  Lastly implications and limitations of the study as well as possible future research directions are discussed