Browsing by Author "Farndale, Elaine"
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Item Open Access Balancing rigour and relevance: the case for methodological pragmatism in conducting large scale multi-country comparative management studies(Wiley, 2020-04-27) Parry, Emma; Farndale, Elaine; Brewster, Chris; Morley, Michael J.Collecting large‐scale comparative management data from multiple countries poses challenges in demonstrating methodological rigour, including the need for representativeness. We examine the rigour of sample representativeness, the counterbalancing effect of sample relevance, and explore sampling options, equivalence across countries, data collection procedures and response rates. We identify the challenges posed by cross‐national survey data collection, and suggest that the ideal research designs presented in much of the literature might not be practical or desirable in large‐scale, multi‐time‐point, cross‐national comparative management studies because of the need to ensure relevance across such contexts. Using the example of Cranet – a large‐scale, multi‐time‐point, cross‐national survey of human resource management – we offer suggested solutions for balancing both rigour and relevance in research of this nature.Item Open Access Executive development: meeting the needs of top teams and boards(Emerald Group Publishing Limited, 2003) Jackson, Sheila; Farndale, Elaine; Kakabadse, Andrew P.In a review of the literature, supported by six case studies, executive development for senior managers in public and private organisations is explored in depth. The study looks at the roles and responsibilities of the chairman, CEO, executive and non-executive directors, the required capabilities to achieve successful performance, and the related executive development activity implemented to support these. Methods of delivery, development needs analysis and evaluation are explored in case organisations to ascertain current practice. A detailed review of the leadership and governance literatures is included to highlight the breadth of knowledge required at director level. Key findings of the study include the importance of focusing executive development on capability enhancement, to ensure that it is supporting organisational priorities, and on its thorough customisation to the corporate context. Deficiencies in current corporate practice are also identified.Item Open Access High commitment performance management: the roles of justice and trust(Emerald Group Publishing Limited, 2011-01-03T00:00:00Z) Farndale, Elaine; Hope Hailey, Veronica; Kelliher, ClarePurpose – The purpose of this paper is to explore the relationship between employees' perceptions of a particular subsystem of HRM practices (performance management) and their commitment to the organisation. In addition, the study seeks to examine the mechanisms by which these perceptions translate into employee attitudes and behaviours. Design/methodology/approach – A total of 524 questionnaire responses were collected from four organisations in the UK. Findings – The findings show that the link between employee experiences of high commitment performance management (HCPM) practices and their level of commitment is strongly mediated by related perceptions of organisational justice. In addition, the level of employee trust in the organisation is a significant moderator. Research limitations/implications – This is a cross-sectional study based on self-report data, which limits the reliability of the findings. The findings may also be specific to a particular context. However, the results by company support their generalisability. Practical implications – The findings lead one to believe that it is essential to observe the actual experiences of HCPM practices and outcomes at employee level, and to consider the broader organisational context, if one is to understand their effects on performance. Originality/value – When exploring the impact of high commitment work practices on firm performance, little attention has been paid to the employee perspective: employees ultimately are the recipients of an organisation's HRM practices, and as such their perceptions of these practices affect their attitudes and behaviour in thItem Open Access The Intra-organisational power of the Personnel Department in Higher Education in the UK(Cranfield University, 2004-02) Farndale, Elaine; Hope-Hailey, Veronica; Asch, RachelPersonnel departments in general have a poor reputation for power and influence, although little is known empirically about their position in Higher Education institutions (HEI). There are various factors in the HEI context that suggest that the department should be important but not necessarily powerful. Therefore, by applying existing theory (strategic contingencies theory) to examine the determinants of power and the perceived level of power of the department, a more detailed view of the power of the Personnel department in Higher Education (HE) can be observed. The strategic contingencies theory model proves to be a reliable approach to apply in this context, and demonstrates clearly how the Personnel department is consistently rated lower than other administrative departments on the indicator variables. However, in order to go beyond the static picture of structural power sources sketched from strategic contingencies theory, institutional theory is drawn upon to try to understand how the current situation of low power has arisen. Particular elements of the institutionalised HEI context are explored to discover their effect on both the determinants and levels of power. These elements include the historical status of institutions, eth extent of professionalism in departments, and the sophistication of use of information systems in service delivery; all factors discussed in existing institutional theory arguments. Based on 144 questionnaire responses from a total of 73 HEIs across the UK, the quantitative analyses show differences in the power of Personnel departments in institutions with different historical characteristics, however professionalism and the use of information systems do not show clear relationships with power. Further qualitative data collection from seventeen interviews with HEI senior managers highlights how professionalism in the HEI context has a much broader definition than professional qualification and identity for the Personnel department. the use of information systems is also shown to be equally primitive across institutions in the current HEI context, preventing an evaluation of sophistication of use from yielding conclusive results.