Human resources management and organizational effectiveness: high technology entrepreneurial startup firms in Israel
Article Abstract:
A survey of high technology entrepreneurial start-up firms (HTESUs) in Israel was conducted to ascertain the limits of human resource management research of high-tech firms and entrepreneurial firms. High-tech firms and entrepreneurial firms are often discussed in tandem in HR management research literature, but are distinct. Policies noted as effective in the case of one type of firm will not be readily transferable to another. High-tech research models reveal that the norms demanded of managers may run counter to the norms of the scientists and engineers found in the firms, while in entrepreneurial firms, there is little concern with management, planning, and control systems. Literature on entrepreneurship suggests that compensation should be a strong incentive to stimulate higher performance levels, and indicates that entrepreneurial concerns require managerial strategies of bureaucratization. Research into Israeli HTESUs, which are hybrids, offers mixed results but indicates that researchers should take into account industrial setting, stages in business life cycle, and business strategy to avoid perceptions which are inapplicable or inappropriate.
Publication Name: Human Resource Management
Subject: Human resources and labor relations
ISSN: 0090-4848
Year: 1989
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Organizational environment and business strategy: parallel versus conflicting influences on human resource strategy in the pharmaceutical industry
Article Abstract:
Conflicting influences of environment and business strategy on corporate human resource strategy (HRM) are examined via annual report data for the pharmaceutical industry. These effects are analyzed in several dimensions of HRM, namely, compensation and reward, staffing and appraisal, organizational culture and training and development. Organizational culture involves managerial style, international orientation and degree of participatory decision-making. Time horizons, merit pay and incentives are the compensatory variables considered, while promotion, hiring, firing and other career management factors embody the staffing dimension. Training in research, marketing, operations and management divisions was another context examined. The study indicates that the effects of the two external influences oppose each other, depending on the dimension and the degree of politicization.
Publication Name: Human Resource Management
Subject: Human resources and labor relations
ISSN: 0090-4848
Year: 1991
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Due process for non-union employees: the influence of system characteristics on fairness perceptions
Article Abstract:
A study was conducted to investigate fairness perceptions linked to alternative dispute resolution (ADR) systems. The sample consists of 450 non-union, non-management employees from seven large organizations. Perceptions of ADR systems are examined in terms of accessibility, credibility, safety, fairness and likelihood to use the system. Findings revealed that ADR systems viewed as credible, accessible and safe affect perceptions of fairness. These fairness perceptions in turn influence the probability of using the system. In judging the fairness of a complaint incident, employees assess not just the outcome but also the nature of the process and the explanation provided. Outcome was therefore less important than system characteristics.
Publication Name: Human Resource Management
Subject: Human resources and labor relations
ISSN: 0090-4848
Year: 1996
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