An International Comparison of the Effects of HRM Practices and Organizational Commitment on Quality of Job Performances among European University Employees

Autor/inn/en	Smeenk, Sanne; Teelken, Christine; Eisinga, Rob; Doorewaard, Hans
Titel	An International Comparison of the Effects of HRM Practices and Organizational Commitment on Quality of Job Performances among European University Employees
Quelle	In: Higher Education Policy, 21 (2008) 3, S.323-344 (22 Seiten)Infoseite zur Zeitschrift PDF als Volltext Verfügbarkeit
Sprache	englisch
Dokumenttyp	gedruckt; online; Zeitschriftenaufsatz
ISSN	0952-8733
DOI	10.1057/hep.2008.12
Schlagwörter	Employees; Private Sector; Job Performance; Conflict; Foreign Countries; Human Resources; Educational Environment; Organizational Change; Organizational Culture; Values; Administrative Principles; Comparative Analysis; Work Environment; Faculty College Relationship; Employee Attitudes; Educational Policy + Suchen Sie Ihr Suchwort? Employee; Arbeitnehmer; Beschäftigter; Privater Sektor; Work performance; Arbeitsleistung; Konflikt; Ausland; Humankapital; Lernumgebung; Pädagogische Umwelt; Schulumwelt; Organisationswandel; Unternehmenskultur; Wertbegriff; Arbeitsmilieu; Arbeitnehmerinteresse; Politics of education; Bildungspolitik
Abstract	Societal developments have forced universities all over Europe to replace their "professional" strategies, structures, and values by organizational characteristics that could be stereotyped as "private sector" features. This trend is known as "managerialism". Since university employees generally stick to professional values, a conflict may emerge between professional employee values and managerial organization values. This conflict can result in lower organizational commitment and, consequently, lower quality of job performances. Since managerialism is, however, aimed at efficient and effective quality improvement, this situation is what we regard as a "managerialism contradiction". Affecting university employees' performances may solve or reduce such a contradiction. Since levels of managerialism differ among countries, this paper examines which factors affect the quality of job performances of 1,700 university employees in low-, middle- and high-managerialism countries. The analyses reveal that there are large differences and some similarities between the countries regarding "which" human resource management (HRM) practices affect the quality of employees' job performances. Furthermore, it appears that there are clear differences among the countries regarding "how" the HRM practices affect the quality of their job performances. The theoretical and practical implications of the findings are discussed. (As Provided).
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Erfasst von	ERIC (Education Resources Information Center), Washington, DC
Update	2017/4/10