A Passage to India: Altering Tracks through Paternalistic Welfarism for High Performance in India's Public Sector Rail Undertakings

High-performance work practices (HPWPs) enacted within public sector undertakings (PSUs) in emerging economies are a relatively underexplored topic. By employing the theoretical lens of social exchange and the ability, motivation and opportunity paradigm, this paper highlights the mediating effects of knowledge sharing on the relationship between employee perceptions of HPWPs and employee and business unit performance. We provide evidence drawn from both manager- and employee-level voices by applying a qualitative case study design to two large Indian PSUs and taking a reverse/inverse approach in order to delineate the commonly understood conceptualizations of HPWPs. Our findings confirm the presence of a combination of high-commitment, high-involvement and high-performance work systems that increase the ability, motivation and opportunity of employees to share knowledge, and thus help achieve positive employee and financial outcomes. We found that our set of HPWPs exhibit a strong paternalistic welfarism ethos. We also discuss the implications of our study for research and practice.     

System Dynamics Understanding in Projects: Information Sharing,Psychological Safety,and Performance Effects

Systems thinking has proven useful in project management planning activities and has been suggested as a critical driver of a range of beneficial organizational behaviors. Yet, empirical evidence on the myriad of ways in which systems thinking can impact internal project dynamics and performance remains limited. This study focuses on one aspect of systems thinking in particular: the ability to recognize and understand the dynamics of systems and their features (e.g., feedback and delay). It makes use of a unique, large‐scale interview data set along with objective and structured survey data drawn from multiple sources associated with supply chain system implementation projects. Analysis suggests that an individual's understanding of system dynamics as well as the similarity of such understanding to that typical of their team is, in fact, a strong predictor of both perceptions of psychological safety and information sharing quality in project work. These outcomes appear to mediate the relationship between system dynamics understanding and performance.     

The importance of employee participation and perceptions of changes in procedures in a teamworking intervention

The powerful positive results of implementing teamwork are not always achieved. It has been suggested that attempts to implement theories regarding teamwork do not always lead to those theories being put into practice, and as a result positive outcomes are not always found. The participation of employees in the development and implementation of an intervention may help to ensure that changes take place. In this longitudinal study (N = 583) of teamwork implementation in Denmark we examined the links between pre-intervention working conditions and well-being, levels of participation in planning and implementation, employees' reports of changes in procedures, and intervention outcomes. Pre-intervention levels of autonomy and job satisfaction predicted the degree of employee participation in the planning and implementation of the intervention. Pre-intervention well-being and social support were linked directly to the degree to which employees reported changes in existing work practices concerning teamwork. In addition, participation and changes in work procedures were significantly associated with post-intervention autonomy, social support and well-being. The results indicate that employee participation in intervention processes is crucial in what appears to be an important association with perceived changes in procedures and, therefore, in intervention outcomes.     

Understanding multi-methodology: Evaluating the perceived impact of mixing methods for group budgetary decisions

This paper reports on the design and implementation of a multi-methodology intervention intended to support a budget prioritisation decision by a multi-organisational group tasked with tackling the problem of teenage pregnancy in an English borough. The intervention approach involved the combined use of cognitive/causal mapping and a multi-criteria decision analysis method to develop and prioritise a number of projects aimed at alleviating issues associated with teenage pregnancy. The paper describes and discusses the process of developing and applying the intervention approach, and provides an evaluation of its perceived impact by the client group. Drawing on the rich seam of data gathered over the course of our work with the multi-organisational group, we explore the varying degrees of impact that the mapping and multi-criteria evaluation methods achieved during and after the intervention. Analysis of the intervention data suggests that both methods were perceived to facilitate a different way of thinking and learning. In addition, we find that the mapping and multi-criteria evaluation methods successfully addressed participants' democratic and rational concerns. However, despite these reported positive effects, the full recommendations of the intervention were not implemented. An attempt is made to explain this outcome in terms of both the multi-organisational context within which the intervention took place and the nature of the group task. Directions for further research are then proposed.     

The Effects of Strategic and Structural Supply Chain Orientation on Operational and Customer‐Focused Performance

Supply chain orientation (SCO), or the implementation of a supply chain management philosophy, consists of two distinct, yet interdependent elements, namely strategic SCO and structural SCO. Strategic SCO involves integrating an SCM philosophy into the firm's strategy development, while structural SCO encompasses operational‐level behaviors and actions that reflect such a philosophy. This study extends the research on SCO by developing hypotheses on the contingent effects of strategic SCO and structural SCO on a firm's operational and customer‐focused performance. Drawing on the strategy‐structure‐performance framework, the study proposes that strategic SCO and structural SCO positively affect different dimensions of performance and that structural SCO plays a mediating role in the relationship between strategic SCO and performance. These relationships are tested using primary survey data and archival data from 183 manufacturers in the Midwestern US. Results confirm that strategic SCO is associated with both operational performance and customer‐focused performance, but structural SCO is only related to operational performance. Structural SCO acts as a mediator in linking strategic SCO with operational performance and customer‐focused performance and mediation effects are strengthened at higher levels of environmental dynamism.     

A Performance Measure for Software Reuse Projects

The efficient development of software has become a critical factor to the success of many organizations. Significant competitive advantage can be realized by reducing the time to complete software development, while maintaining or improving quality levels. Project management activities, including the measurement of performance at the level of the project, can help the organization to both control projects and learn from experience. Traditionally, the productivity of a software development project has been measured as the complexity of code produced per unit of labor involved. An increasing number of organizations, however, are adopting the practice of software reuse, and under such conditions, such a traditional measure of productivity does not fully capture all the relevant elements of the reuse-driven development environment. This research develops a new performance measure that considers four major components of performance: productivity associated with development of new code, productivity associated with the reuse of previously written code, quality of the reuse decision, and relative value of reuse to the company. To illustrate the feasibility of the measure, a real-world productivity assessment is presented for an example company, and related implementation issues are discussed.     

Quality and environmental management practices: their linkages with safety performance

There is a widespread acknowledgement that quality and environmental practices are effective means for improving the business performance of firms. However, empirical evidence regarding the relationship between quality and environmental practices and employee safety performance is relatively scarce. In order to fill this gap, we investigate the relationship between quality and environmental practices and safety performance measured by employee accidents at work. Employing a multivariate probit model, we show that the adoption of quality management practices is associated with an increased chance that an employee encounters workplace accidents, whilst environmental practices are associated with a reduction in workplace accidents. However, when distinguishing between workplace accidents that do and do not lead to sick leave, our results reveal that the utilisation of quality practices is not associated to employees’ probability of encountering accidents that lead to sick leave. This suggests that quality practices are only related to benign accidents. Moreover, examining the interrelationships among quality practices, safety performance and quality-related contextual factors, our findings indicate that the implementation of quality practices by the firm that considers quality as very important for its strategy and provides employee’s quality-related training is not associated with safety performance. Therefore, the results suggest that the way a firm implements and uses quality practices is essential for their effect on safety performance.     

Effects of Process and Human Performance Improvement Strategies

Abstract

Organizational performance is a function of many variables, two of which are work process factors and human performance factors. Our study compared the effects of changing a work process versus human performance improvement techniques and the combined effects of combing both techniques. A 2 (manual vs. electronic process) X 2 (with vs. without behavioral intervention) between-subjects design with stratified random assignment was employed. Forty-eight participants performed a word processing task where their minutes-in-possession and error rate were recorded. Results revealed a main effect for process type and a main effect for behavioral intervention. The largest effects were observed with the context of a combined intervention. The implications of using a combined approach and topics for future researchers are discussed.     

The impact of lean practices on operational performance – an empirical investigation of Indian process industries

In deciding to adopt lean manufacturing, it is imperative to investigate where and how lean practices are most needed to influence manufacturing and business performance. Such an investigation becomes indispensable when lean thinking is to be considered in a production arrangement different to the conventional, repetitive, high-volume, stable-demand and discrete-manufacturing environment. This study provides explanations of how performance is improved through the adoption of lean practices in process industries. This is a relatively under-researched area compared to the performance effects associated with the introduction and implementation of lean principles in traditional, discrete manufacturing. Based on a survey of Indian process industries, this study attempts to develop an empirical relationship between lean practices and performance improvement through the use of multivariate statistical analysis. The findings have led to the conclusion that lean practices are positively associated with timely deliveries, productivity, first-pass yield, elimination of waste, reduction in inventory, reduction in costs, reduction in defects and improved demand management. However, within a process-industry context, lean practices related to pull production were found to have a marginal impact on performance improvement. A detailed discussion of the findings along with their theoretical and managerial implications is provided in the paper.     

Engineering Compensation Systems:

A commissioned payment system was installed at a small business to study a pay-for-performance system. Self-generated feedback, traditional wage payments, and contingent commissions were investigated in combination to assess their effects on daily productivity (in dollars billed) for two machinists. Results showed increases in dollar productivity for both feedback and commissions. The commission system, however, when combined with feedback, produced the largest increases in production. The intervention lasted for 40 working days. Moreover, organizational time and expenses in implementation were minimal. Implications for the management of organizations include: 1) the effects of feedback administered alone and in combination with contingent commissions, 2) the high ratio of benefits to costs, and 3) the potential savings that could be realized in quality of performance and staffing areas. The need for replication is also discussed.     

SCIENCE-BASED PRODUCT DEVELOPMENT: AN EMPIRICAL STUDY OF THE MAINFRAME COMPUTER INDUSTRY

This paper reports on the results of an empirical study of product development in a complex and novel environment. The work is based on field investigations of recent product development projects performed by all leading mainframe computer producers. The projects focused on the development of complex products based on advanced technologies and probed deeply into their science base. The results show striking differences in development lead time and research and development productivity between different projects. The analysis relates these performance differences to the process for the integration of new technology. Organizations that emphasize the accumulation of system-level knowledge of product and production process and its use in technology evaluation and selection are associated with high productivity and short development lead times. This appears to have a greater impact on development performance in this novel environment than more traditional factors, such as processes for effective crossfunctional integration and for overlapping problem solving.     

The Role of Distrust in Offshore Safety Performance

Trust is recognized as a potentially important factor in safety within high-risk industries. However, little detailed empirical research has explored how trust operates in these contexts to influence worker safety performance. The present study addresses this by (i) identifying the target (occupational group) in which trust is most important for good safety, and (ii) establishing the "type" of trust (trust or distrust) with the greatest impact on safety performance. A questionnaire survey of 203 UK offshore gas workers' attitudes of trust and distrust toward four occupational groups (workmates, supervisors, offshore managers, and contractors) and an operating company was conducted. Logistic regression analysis identified attitudes toward offshore management as the strongest predictor of safety performance at an industry level. At an installation level, safety performance was best predicted by attitudes toward contractors and workmates. Further analysis revealed attitudes of distrust as better predictors of safety performance compared to attitudes of trust. These findings suggest that safety professionals should pay more attention to the role of distrust in safety performance. They also suggest that safety initiatives should target attitudes toward specific groups for optimal effectiveness.     

Measuring impact of Lean implementation on construction safety performance: a structural equation model

Abstract

The construction industry is a risky endeavour. Therefore, it is essential to develop significant safety measures for lowering risks and ensuring safety during projects. However, current safety applications are yet to be developed given the increasing number of workplace accidents. Among these, Lean applications have the potential to improve safety standards and enhance safety performance. Within this context, this study develops components for Lean implementation and construction safety performance, and it presents a conceptual framework to study the relationship between them. A questionnaire was designed and given to Lean practitioners to quantify the impact of the components. Structural Equation Modelling was used to analyse the framework and validate the relationship between Lean implementation and safety performance. The results of the study indicate that there is a significant relationship between Lean implementation and safety performance. The findings also imply that firms that perform well in implementing Lean practices achieve better safety performance. The primary contribution of this research is to prove that Lean practices are closely related to safety performance, with the aim of encouraging construction practitioners to work in a safer environment by using well-established Lean practices. Moreover, the study aims to expand the use of Lean practices to achieve better safety performance by revealing the strong ties between safety and Lean. Finally, this study can guide construction practitioners to adopt Lean techniques and apply them in their projects to enhance safety performance.     

绩效管理的取向对团队绩效影响的实证研究

基于个人的绩效考核是一种必要的管理工具,但同时它可能对团队合作和绩效产生负面影响.为解决这个问题,本文提出并实证检验了员工发展取向的绩效考核能够促进员工的合作,进而有利于形成正向的人际互动和提高团队绩效;相反,评估对比取向的绩效考核会增加员工的竞争,从而带来负向的人际互动关系和降低团队绩效.本研究在拓展现有理论的基础上,对企业如何在团队中有效实施基于个人的绩效考核制度提供借鉴.     

制造型企业市场导向执行模式及前因变量和绩效

考察了市场导向执行的具体模式,以及市场导向模式选择的影响因素和绩效。对227家制造型企业的问卷调查结果显示:MKTOR量表在中国制造业环境下具有良好的信度和效度;我国制造型企业市场导向的具体模式可以分为6种;不同模式市场导向下的产品创新绩效和企业财务绩效存在明显差异;市场导向的模式选择与内部组织因素和外部环境因素有关。     

A Review of Public Posting of Performance Feedback in Work Settings

Public posting of employee performance data has been utilized in many work settings to affect a variety of work-related behaviors. Business applications of performance posting, including studies using goal setting and intangible incentives in combination with the performance posting interventions are reviewed. The review indicates that performance posting is an effective feedback intervention for improving employee performance. It was also found that many possible confounds such as training, instructions, self-recording, threats of dismtssal, and increases in social/coworker interaction may contribute to the overall positive effects of public posting on employee performance.     

Participatory analysis of accidents and incidents as a tool for increasing safety behaviour in fishermen. A pilot intervention study

Although occupational accidents are common in fishery, safety work is often not given priority by the fishermen. The aims of this study were to test a group-based intervention for increased activity in safety work through group discussion of accident/incident experience; to study occurred incidents/accidents and how such events were managed; and to study intervention effects on activity in safety work, risk acceptance and perceived manageability of risks. A sample of men from five crews (11 men) of Swedish fishermen participated. The study had a one group pre-test-post-test design for questionnaire data. The emphasis was on qualitative information collected during the intervention and interviews. The results indicated that accident causes could be appraised as being unmanageable even when technical solutions were possible. Psychological factors may cause incidents not to be documented or discussed. Incident experience seldom leads to preventive measures. Interaction between structural, social and psychological factors seemed to explain this. Questionnaires, observations and interview data suggested that some increase in safety work took place during the intervention. After the discussions the participants perceived risks to be less manageable. The study indicated that, although sensitive to dropout, participative safety interventions in fishery are feasible and may be effective. A longer or more intensive intervention may be necessary in order to progress from problem orientation to action orientation.     

An Empirical Investigation in Sustaining High‐Quality Performance

Many organizations that were once quality leaders have had challenges sustaining high‐quality performance. Although research has examined frameworks and concepts that lead to high‐quality performance, few studies examine how to sustain high‐quality performance. Sustaining performance may require additional capabilities from what it takes to achieve it. Drawing on quality management literature, organizational resilience literature, and the theory of dynamic capabilities in the strategy literature, this study empirically investigates the effects of four capabilities that help sustain high‐quality performance. The analysis shows that capabilities in improvement, innovation, sensing weak signals, and responsiveness all help sustain high‐quality performance. This suggests that what it takes to achieve high‐quality performance is different, in part, from what it takes to sustain it. The data comes from a survey of 147 manufacturing business units. The analysis shows that the relative benefits of these capabilities may depend on the level of competitive intensity and environmental uncertainty. The findings provide empirical support for a theoretical model and practical guidance for sustaining quality performance.     

Participatory analysis of accidents and incidents as a tool for increasing safety behaviour in fishermen. A pilot intervention study

Abstract

Although occupational accidents are common in fishery, safety work is often not given priority by the fishermen. The aims of this study were to test a group-based intervention for increased activity in safety work through group discussion of accident/incident experience; to study occurred incidents/accidents and how such events were managed; and to study intervention effects on activity in safety work, risk acceptance and perceived manageability of risks. A sample of men from five crews (11 men) of Swedish fishermen participated. The study had a one group pre-test–post-test design for questionnaire data. The emphasis was on qualitative information collected during the intervention and interviews. The results indicated that accident causes could be appraised as being unmanageable even when technical solutions were possible. Psychological factors may cause incidents not to be documented or discussed. Incident experience seldom leads to preventive measures. Interaction between structural, social and psychological factors seemed to explain this. Questionnaires, observations and interview data suggested that some increase in safety work took place during the intervention. After the discussions the participants perceived risks to be less manageable. The study indicated that, although sensitive to dropout, participative safety interventions in fishery are feasible and may be effective. A longer or more intensive intervention may be necessary in order to progress from problem orientation to action orientation.     

Mixed Results, Lousy Process: the Management Experience of Organizational Change

This paper reports the findings of a survey of 92 managers, from 14 public and 14 private-sector organizations. The aim was to explore the experience of change, extending the findings of a previous study (Buchanan, Claydon and Doyle, 1999). The survey addressed six themes: communication, evaluation, learning, attitudes and relationships, implementation and change and continuity. Overall, the results present a bleak picture of the process and outcomes of contemporary change. Most managers claim that change responsibility affords valuable personal learning. However, recent change has also been accompanied by stress, work intensification, command and control and management–employee distrust. A comparison of public and private–sector responses suggests that the experience of change in the public sector has been more pressured than in the private sector. Comparison of responses by management level indicates that senior managers are more likely to hold positive views of the change process and its outcomes. Explanations for these differences in experience and perception are considered, along with the implications. It is concluded that an adequate theory of organizational change must address the contradictions and tensions in the lived experience of those implicated, and that effective practice should consider the linkage of change implementation with organizational learning mechanisms which, on this evidence, are absent.