Naresh Khatri

Managing human resource for competitive advantage: a study of companies in Singapore

We see two major streams of research in the strategic human resource management literature: (1) the link between strategy and human resource (HR) practices and (2) the link between HR practices and firm performance. There is a plethora of theoretical perspectives on the first link. Unfortunately, there is not much empirical work. The second link has seen a spate of empirical studies. However, most of them embrace the universal perspective and the role of strategy as a contingency has not been adequately addressed. This could potentially result in the underestimation of the impact of HR practices on organizational performance. This study addressed the above two weaknesses in previous research in the strategic HR management field. Using a sample of about 200 of the largest companies representing all major industries in Singapore, we found that organizational strategy affects HR practices. Moreover, findings suggest that the strategy-HR interaction accounts for more variation in firm performance than the main effect of HR. Implications of the findings are discussed.

From a blame culture to a just culture in health care.

Background: A prevailing blame culture in health care has been suggested as a major source of an unacceptably high number of medical errors. A just culture has emerged as an imperative for improving the quality and safety of patient care. However, health care organizations are finding it hard to move from a culture of blame to a just culture. Purpose: We argue that moving from a blame culture to a just culture requires a comprehensive understanding of organizational attributes or antecedents that cause blame or just cultures. Health care organizations need to build organizational capacity in the form of human resource (HR) management capabilities to achieve a just culture. Methodology: This is a conceptual article. Health care management literature was reviewed with twin objectives: (a) to ascertain if a consistent pattern existed in organizational attributes that lead to either blame or just cultures and (2) to find out ways to reform a blame culture. Conclusions: On the basis of the review of related literature, we conclude that (a) a blame culture is more likely to occur in health care organizations that rely predominantly on hierarchical, compliance-based functional management systems; (b) a just or learning culture is more likely to occur in health organizations that elicit greater employee involvement in decision making; and (c) human resource management capabilities play an important role in moving from a blame culture to a just culture. Practice Implications: Organizational culture or human resource management practices play a critical role in the health care delivery process. Health care organizations need to develop a culture that harnesses the ideas and ingenuity of health care professional by employing a commitment-based management philosophy rather than strangling them by overregulating their behaviors using a control-based philosophy. They cannot simply wish away the deeply entrenched culture of blame nor can they outsource their way out of it. Health care organizations need to build internal human resource management capabilities to bring about the necessary changes in their culture and management systems and to become learning organizations.

A comparative study of HR practices in Britain and India

This paper traces the major developments in the field of human resource management briefly and then highlights the need for more cross-national HRM studies. The results from two parallel surveys of matched Indian and British organizations are presented. The main aim of the surveys was to examine a wide range of HRM policies and practices in a cross-national comparative context. The surveys were run in six industries in the manufacturing sector. The study controlled for a number of variables such as size of the organization, product, industry sector and personnel participation. Influence of a number of contingent variables (such as age, size, nature and life-cycle stage of the organization, presence of unions and human resource strategies) on HRM policies and practices is analysed. The study finds significant differences in recruitment, compensation, training and development and employee communication practices between India and Britain.

Antecedents and Consequences of Cronyism in Organizations

In this paper we discuss cronyism that exists between superiors and subordinates. Cronyism is defined as favoritism shown by the superior to his or her subordinate based on their relationship, rather than the latters capability or qualification, in exchange for the latters personal loyalty. We argue that two cultural antecedents, namely particularism and paternalism, give rise to strong ingroup bias and unreserved personal loyalty, which in turn lead to cronyism. We examine the consequences of cronyism at the individual level with respect to job satisfaction, organizational commitment, and ingratiation. We also discuss how cronyism affects performance, morale, and inertia at the organizational level. Cronyism can be observed in all cultures; however, its manifestation is likely to vary from one culture to another.

A study of strategic HR issues in an Asian context

Examines five strategic human resource management (HRM) issues using a qualitative methodology. Two of these are related to the central organisational-level constructs of structure and culture. The other three pertain to HR strategy, HR competencies, and HR outsourcing. The study employed the multiple-case design method proposed by Yin, with a view to extending theory in strategic HRM research. Semi-structured interviews were conducted with 35 managers (CEOs, line managers, and HR managers) of nine companies from two major industries in the manufacturing sector – electronic products and machinery/equipment. The research found that top management enlightenment and level of HR competencies together determine the role and status of the HR function in organisations, and that the companies studied pursue four types of HR strategies: informal and not communicated; informal and communicated; formal but not communicated; and formal and communicated. HR strategy was found to affect both vertical and horizontal fits of the HR function. Culture, HR strategy and HR competencies influenced organisational propensity to outsource HR activities.

Emerging issues in strategic HRM in Singapore

To face the onslaught of hypercompetition, organizations need to be responsive and flexible. The human factor, if managed effectively, is perhaps the most important in imparting organizational flexibility. Managing the human factor as a competitive tool falls in the domain of strategic human resource management. This article discusses the state of HRM in Singapore. It identifies five important issues in strategic HRM field that, if fully understood, would help scholars and practitioners develop better theoretical frameworks. Specifically, it is proposed that the link between HR and strategy depends on the type of strategy pursued by the organization; organizational culture influences the status of HR and its integration with the rest of the organization; the competencies of HR managers affect the status of HR and its link with organizational strategy; HR strategy or lack of it affects the HR function’s vertical and horizontal fits; these factors all influence the outsourcing of HR activities.

Medical Errors and Quality of Care: From Control to Commitment

Ongoing efforts to reduce medical errors and enhance quality of patient care focus primarily on technological innovations. However, important management issues that underlie about two-thirds of adverse events have commanded insufficient attention. This article examines two alternative management philosophies—control-based and commitment-based—premised on opposite sets of assumptions about human motivation, and it develops a model linking the overall management philosophy with medical errors and quality of care. The current control-based culture and management systems in health care organizations are inherently inadequate in delivering high quality of patient care and safety. Consequently, there is a need to transform them for bringing further improvements in clinical outcomes. Implementing commitment-based management will foster collaboration, communication, coordination, and teamwork, the essential mechanisms for reducing medical errors and rendering high-quality health care.

Consequences of Power Distance Orientation in Organisations

The cultural milieu has a profound influence on employee behaviour in the organisations. In an increasingly diverse workplace and in a more globalised business world, managers, to be effective, need to appreciate behavioural implications of cultural values that employees, organisations, and societies hold. One of the most cited frameworks to understand behaviour of people across the national cultures was proposed by Hofstede (2001). In this paper, we take a look at the behavioural implications in the organisations of power distance (status differences), which is one of the five cultural dimensions in Hofstedes framework. Specifically. we explore the impact of power distance orientation on employee participation, nature of job descriptions, organisational communication and decision-making, discipline and control, deference to senior employees, management development, and organisational structuring and adaptation. We conclude that: (1) employees in a high power distance context are unwilling to participate in decisions and are content with their managers making decisions and giving them instructions, which they follow passively. (2) jobs are narrowly and tightly specified, giving the employees limited discretion. (3) communication takes place vertical downwards, with no or little horizontal communication. Overall communication is anemic. A large communication gap exists between superiors and their subordinates because it is hard for the subordinates to air their views. (4) power distance gives managers unlimited power and control over subordinates. Employees, in turn, have an unquestioning, submissive attitude. (5) older and senior employees get respect from junior employees not because of formers competence but because of age and long tenure in the organisation. (6) in a high power distance culture, decisions are made by a few at the top autocratically Further, because of little resistance from lower level employees, decisions are made and implemented faster in a high power distance organisation. However, because of lack of input from lower level employees as well as poor communication and information sharing, quality of decisions is poorer in a high power distance organisation. (7) high power distance organisations are prone to unethical behaviour. This is because top managers have not to justify or defend their decisions to lower level employees or to the larger organisation. Unethical behaviour gets covered up or goes undetected. And (8), in a high power distance organisation, managers tend to micromanage and even minor decisions go to the top. Thus, higher level managers are inundated with routine decisions.

Strategic Human Resource Management Issues in Hospitals: A Study of a University and a Community Hospital

The human factor is central to healthcare, yet its proper management has remained beyond the reach of health-care organizations. This qualitative study examines strategic human resource management (HRM) issues in a university and a community hospital. The findings indicate that the two hospitals lacked a clear understanding of their strategic intent and objectives; as a result, their human resource (HR) practices lacked coherence and direction. Whereas the community hospital understood the interrelationship between culture and HRM, the university hospital did not. Moreover, the university hospital showed only a modest understanding of competencies needed in managing HR function, which hampered its ability to identify competent HR managers and employees. The community hospital made significant gains in the past few years in managing its culture and people by recruiting a competent HR manager. The relationship between HR practices and clinical outcomes was much less clear in the university hospital than it was in the community hospital.

Relationship between management philosophy and clinical outcomes

BACKGROUND Medical research continues to focus overwhelmingly on biomedical interventions, such as drugs, devices, and procedures. The dysfunctional health care cultures and systems need more attention for quality of care to improve further. PURPOSE The existing health services management research has not used a systematic theoretical framework to predict the effects of organizational variables on clinical outcomes. This study tests the theoretical model proposed by N. Khatri, A. Baveja, S. Boren, and A. Mammo (2006). METHODOLOGY This study surveyed employees from hospitals in Missouri. The sample consisted of 77 respondents from 16 hospitals. FINDINGS The control-based management approach (Management Control and Silos) was found to be positively associated with Culture of Blame and negatively with Learning From Mistakes. In contrast, the commitment-based approach (Fair Management Practices and Employee Participation) was negatively associated with Culture of Blame and positively with Learning From Mistakes, Camaraderie, and Motivation. Mediating variables of Learning From Mistakes and Camaraderie showed a significant negative relationship with Medical Errors. Learning From Mistakes, Camaraderie, and Motivation all showed a significant positive relationship with Quality of Patient Care. The mediating variables had much stronger relationships with Medical Errors and Quality of Patient Care than did the independent variables, lending support to the proposed mediation. IMPLICATIONS FOR PRACTICE Health care organizations can improve the quality of care and reduce medical errors significantly by enhancing learning from mistakes and boosting camaraderie and morale of their employees. They can do so by breaking down silos in their structures, implementing just and fair management practices, and involving employees in decision making.