Personnel Strategies in the Deinstitutionalization Process: How Do the Managers Work With Employees?

Kód výsledku v IS VaVaI

<a href="https://www.isvavai.cz/riv?ss=detail&h=RIV%2F00216208%3A11240%2F17%3A10362146" target="_blank" >RIV/00216208:11240/17:10362146 - isvavai.cz</a>

Výsledek na webu

<a href="http://www.tandfonline.com/doi/full/10.1080/23303131.2017.1354791" target="_blank" >http://www.tandfonline.com/doi/full/10.1080/23303131.2017.1354791</a>

DOI - Digital Object Identifier

<a href="http://dx.doi.org/10.1080/23303131.2017.1354791" target="_blank" >10.1080/23303131.2017.1354791</a>

Jazyk výsledku

angličtina

Název v původním jazyce

Personnel Strategies in the Deinstitutionalization Process: How Do the Managers Work With Employees?

Popis výsledku v původním jazyce

As residential social services of the traditional institutional type are transformed into person-centered services provided within the community, the organizations providing these services experience a radical value shift and the resulting quality of service is a function of the staff&apos;s personal and professional qualities. The present qualitative analysis therefore focuses 10 on personnel strategies used by the managers of the transforming service providers in working with staff during the change process. The results show that the choice of personnel strategies depends on whether or not the management sees the staff as capable of abandoning the existing routines and changing their approach to service users. Based on the field of person- 15 nel measures (staff replacement, staff development) and staff-welfare measures (setting new working conditions: changes in the number of contract hours, work schedule, workplace design and equipment), the authors identified two polarized ideal types of personnel strategies: a requirements-centered strategy, which is strongly future-oriented and subordinates all 20 other concerns to the implementation of the transformation vision and a caring strategy, which focuses more on the here and now and emphasizes also the fulfillment of staff needs. These strategies were often implemented intuitively, without a thorough consideration of the impact personnel strategy may have on attaining the goals of the change process. The analysis 25 shows how the fulfillment of transformation goals may be affected by the organization&apos;s approach to employees and the relative significance it ascribes to their needs.

Název v anglickém jazyce

Personnel Strategies in the Deinstitutionalization Process: How Do the Managers Work With Employees?

Popis výsledku anglicky

As residential social services of the traditional institutional type are transformed into person-centered services provided within the community, the organizations providing these services experience a radical value shift and the resulting quality of service is a function of the staff&apos;s personal and professional qualities. The present qualitative analysis therefore focuses 10 on personnel strategies used by the managers of the transforming service providers in working with staff during the change process. The results show that the choice of personnel strategies depends on whether or not the management sees the staff as capable of abandoning the existing routines and changing their approach to service users. Based on the field of person- 15 nel measures (staff replacement, staff development) and staff-welfare measures (setting new working conditions: changes in the number of contract hours, work schedule, workplace design and equipment), the authors identified two polarized ideal types of personnel strategies: a requirements-centered strategy, which is strongly future-oriented and subordinates all 20 other concerns to the implementation of the transformation vision and a caring strategy, which focuses more on the here and now and emphasizes also the fulfillment of staff needs. These strategies were often implemented intuitively, without a thorough consideration of the impact personnel strategy may have on attaining the goals of the change process. The analysis 25 shows how the fulfillment of transformation goals may be affected by the organization&apos;s approach to employees and the relative significance it ascribes to their needs.

Druh

J_imp - Článek v periodiku v databázi Web of Science

CEP obor

—

OECD FORD obor

50403 - Social topics (Women´s and gender studies; Social issues; Family studies; Social work)

Projekt

—

Návaznosti

I - Institucionalni podpora na dlouhodoby koncepcni rozvoj vyzkumne organizace

Rok uplatnění

2017

Kód důvěrnosti údajů

S - Úplné a pravdivé údaje o projektu nepodléhají ochraně podle zvláštních právních předpisů

Název periodika

Human Service Organizations Management, Leadership and Governance

ISSN

2330-3131

e-ISSN

—

Svazek periodika

41

Číslo periodika v rámci svazku

5

Stát vydavatele periodika

GB - Spojené království Velké Británie a Severního Irska

Počet stran výsledku

28

Strana od-do

532-559

Kód UT WoS článku

000418695500008

EID výsledku v databázi Scopus

2-s2.0-85027178136