An international comparison of the effects of HRM practices and organizational commitment on quality of job performances among European university employees

Item does not contain fulltextSocietal 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.22 p

A few is enough: a low cover of a non-native seaweed reduces the resilience of Mediterranean macroalgal stands to disturbances of varying extent

There is increasing evidence that the severity of the ecological impact of non-native species does not necessarily scale linearly with their abundance in the introduced range. Nonetheless, the potential of low abundance invaders to alter the resilience of native communities to disturbance has been poorly explored. On Mediterranean rocky reefs, we tested the hypothesis that (1) a pulse disturbance opening gaps within canopy stands formed by the fucoid seaweed Cystoseira brachycarpa facilitates the establishment of the non-native seaweed Caulerpa cylindracea and that (2), once established, the seaweed can reduce the recovery of macroalgal canopies. In July 2011, C. cylindracea was experimentally transplanted in small and large plots that were either cleared of the canopy or left untouched. After 45 months, the cover of C. cylindracea was greatest in small canopy-removal plots, without, however, achieving values exceeding ~10%. Nonetheless, such a low abundance of C. cylindracea caused a threefold reduction in canopy recovery. The establishment of C. cylindracea in canopy-removal plots did not alter the structure of the understory assemblages or the cover of turf-forming, erect and encrusting algae and sessile invertebrates. Our results suggest that some non-native species may be stronger competitors than natives, despite their low abundance. This property has important implications for control programs since not achieving the total eradication of the targeted invader would make little progress towards the mitigation of its impacts. Finally, our results show that non-native species acting as passengers of change can ultimately promote the persistence of alternative degraded states

Managerialism, organizational commitment and quality of job performances among European university employees

To achieve efficient and effective quality improvement, European universities have gradually adopted organizational strategies, structures, technologies, management instruments, and values that are commonly found in the private business sector. Whereas some studies have shown that such managerialism is beneficial to the quality of job performances of university employees, others have argued that managerialism is largely counterproductive and that it results in lower performances. The latter situation is called a ‘managerialism contradiction’. This paper tests two lines of reasoning underlying a potential contradiction governing the relationship between managerialism and job performances, while using university employee survey data from six European countries (Belgium, Finland, Germany, Netherlands, Sweden, UK). The results tend to support the assumption that managerialism, in these six countries at least, has a positive effect, albeit a modest one, on the quality of performances. The most important conclusion is therefore that there is no managerialism contradiction at work in European universities.