Management and Marketing - Research Publications
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ItemThe Ageing Workforce: Policy Dilemmas and Choices(WILEY, 2017-12)Abstract Population ageing is profoundly challenging the institutions and systems that organise paid work, healthcare, and retirement. A major response to these challenges has been to encourage older workers to remain longer in employment, thereby extending the period of ‘productive life’ in which they are net contributors to government revenue. Yet this strategy depends on a range of micro‐level adjustments, about which relatively little is known. These include how willingly older workers and employers adjust their attitudes and practices, and what types of policies facilitate these adjustments. In this paper, we critique the major policy responses to workforce ageing in Australia to date, and consider further measures to improve recruitment and retention of older workers. We argue that a more holistic policy response will require better evidence about ageist employment barriers, late‐career transitions, and older workers’ job performance. We outline a research agenda to improve evidence and policy in these areas.
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ItemBetween fit and flexibility? The benefits of high-performance work practices and leadership capability for innovation outcomes(Wiley, 2021-04-01)The idea that human resource management (HRM) plays a strategic role in generating sustainable competitive advantage for organisations or intermediate outcomes such as innovation is a central tenet in HRM theory and research. Yet, the explanation for this relationship remains unclear. We contribute to understanding how HRM plays a role by integrating insights drawn from HRM and strategic management. We explore how configurations of high‐performance work systems (HPWS) and leadership competence (LC) provide micro‐foundations for organisational capabilities associated with innovation. We also examine the moderating role of external environmental conditions. We find support for the proposition that HPWS and LC contribute to capabilities associated with innovation. Importantly, in stable environments, the formation of the capabilities required for innovation is more strongly associated with HPWS, whereas in more dynamic environments, LC plays a more pronounced role. These findings have implications for understanding the strategic role HRM plays and for management practice.
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ItemBringing the Leader Back in: Why, How, and When Leadership Empowerment Behavior Shapes Coworker Conflict(SAGE Publications, 2020)With the diffusion of team-based work organizations and flatter organizational hierarchies, many leaders empower employees to perform their work. Empowerment creates an interesting tension regarding coworker conflict, enhancing trust and giving employees more autonomy to prevent conflict, while also increasing workload and the potential for coworker conflict. Recent conflict research has focused on how characteristics of individuals, groups, and tasks contribute to conflict among coworkers. We extend this work by exploring the role of leader empowerment behavior (LEB) in influencing coworker conflict. Our model integrates research on LEB and coworker conflict to help organizations manage coworker conflict effectively. To test our model at the workplace level, we utilize data drawn from matched surveys of leaders and employees in 317 workplaces. We find that LEB relates negatively to relationship and task conflict through affective and cognitive trust in leaders. We further find that LEB relates negatively to relationship and task conflict through reduced workload, but only when employees have a clear role description. In contrast, if employees have unclear roles, LEB has a U-curve relationship with workload: a moderate level of LEB reduces workload, but a high level of LEB increases workload, in turn increasing coworker conflict. Finally, relationship conflict has a direct negative effect on task performance, whereas task conflict has an indirect negative effect through relationship conflict.
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ItemThe Rise and Rise of Enterprise Bargaining in Australia, 1991-2011(Taylor & Francis Australasia, 2012)Collective bargaining and agreement-making has been an established part of Australia's arbitral model of industrial relations since its inception. Although the significance of bargaining and agreement-making has varied considerably over the course of the twentieth century and across different sectors, it nonetheless remained a secondary component of the formal system of wage determination until the 1980s. From the mid-1980s, however, new wage-fixing principles and legislative changes have paved the way for enterprise bargaining as the primary mechanism through which wages and conditions of employment have been determined, evolving towards a predominance of enterprise-level collective agreements. The aim of this paper is to describe the major institutional reforms intended to promote enterprise bargaining and to review the major trends in agreement-making over the course of the last twenty years in particular. The data show that, while enterprise-level agreement-making has become an entrenched feature of the Australian system, it is not at all clear that it has involved the spread of collective bargaining as the term is normally understood.