A practical guide for personnel managers and human resource professionals, this book examines the adoption, implementation, and acceptance of work innovations introduced by management. The study is based on an extensive survey undertaken at a major insurance company to measure employee reactions to and acceptance of eight innovations: quality circles, job posting, flextime, a fitness program, flexible benefits, cash awards, an employee newsletter, and a peer award. The author analyzes why employees tend to accept certain innovations while rejecting others and offers suggestions for encouraging employee acceptance when it is lacking. Kossek begins with an interdisciplinary review of theory from the innovation, personnel, and organizational development literature. The following chapters describe the research design, examine critical historical events in the adoption of the innovations studied, and set forth the measures used in the human resource innovation survey which forms the basis for the book. In analyzing her results, the author looks at differences in acceptance of innovations as a function of hierarchical level, race, sex, seniority, unit differences, and the properties of the innovations themselves. Based on her results, the author offers practical guidelines for the successful implementation of new programs and innovations. An indispensable tool for human resource managers and executives, this book will also be of significant value to students and researchers in the field.
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Editorial Reviews
Review
“The Acceptance of Human Resource Innovation, based on a survey done by the author at the Valiant Insurance Corp., examines the adoption, implementation and acceptance of workplace innovations introduced by management. The purpose of the book is to provide an understanding of the gap that exists between the stated purpose of a new human resource program and its actual achievements. The study done at the insurance company was designed to measure employee reaction to and acceptance of the following human resource innovations: quality circles, job posting, flex-time, a fitness program, flexible benefits, case rewards, an employee newsletter and a peer award. The study found that executives and managers were more accepting of these innovations than were lower level employees. This particularly held true for innovative programs designed for non-managers. Kossek starts with an overview of innovation, including theory, processes and acceptance of new human resource programs. Also discussed is a historical background of the eight innovations that were studied. The author also discusses the findings from the Valiant Insurance Corp. study, including measures used int he HRM survey and findings from the statistical analysis of the differences in respondents' acceptance rate of the innovations.”–Personnel Administrator
“. . . Whether one agrees or disagrees with Kossek's assertions, she should cause every serious practitioner to look at their own actions. In his introduction, Victor Vroom states, ` . . . the study breaks new ground in developing a measure of employee acceptance of innovation. . . . ' Such accolades are so commonplace these days that when a landmark work does come on the scene it can be overlooked. Even if this reviewer has quibbled with some of Kossek's finer points, she has written a book that demands serious attention.”–Personnel Psychology
“. . . Whether one agrees or disagrees with Kossek's assertions, she should cause every serious practitioner to look at their own actions. In his introduction, Victor Vroom states, ` . . . the study breaks new ground in developing a measure of employee acceptance of innovation. . . . ' Such accolades are so commonplace these days that when a landmark work does come on the scene it can be overlooked. Even if this reviewer has quibbled with some of Kossek's finer points, she has written a book that demands serious attention.”–
About the Author
ELLEN ERNST KOSSEK is Assistant Professor of Human Resource Management at the School of Labor and Industrial Relations at Michigan State University.
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Front Cover | Front Flap | Table of Contents | First Pages | Index | Back Flap | Back Cover | Surprise Me!
Inside This Book
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First Sentence:
Everett Rogers, a well-known scholar of organizational innovations, identified a major problem often associated with the adoption of human resource management (HRM) innovations by employers. Read the first page Key Phrases - Statistically Improbable Phrases (SIPs): (learn more)
interunit differences, human resource management innovations, new personnel programs, empathic questionnaire, human resource innovations, job posting program, daily working environment, personnel innovation, adoption features, peer award, innovation name, flexible benefits, senior line executive, responding employees, corporate personnel department, flexible spending account, quality circle program, innovation scale, staggered hours, recognition committee, nonexempt employees, organizational acceptance, cafeteria benefits, employee backgrounds, quality circles Key Phrases - Capitalized Phrases (CAPs): (learn more)
Taking Care, People Are Tops, Innovation Through Involvement, New York, Free Press, United States, High-Involvement Management, Number Percent, Englewood Cliffs, Journal of Applied Psychology, Managerial Innovation, Personnel Psychology, San Francisco, Academy of Management Journal, Conference Board, Merchandise Awards, Quarterly Award, Academy of Management Review, Administrative Science Quarterly, Handbook of Organizational Design, Harvard University Press, Key Adoption Features, Oxford University Press New!
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Front Cover | Front Flap | Table of Contents | First Pages | Index | Back Flap | Back Cover | Surprise Me!
Everett Rogers, a well-known scholar of organizational innovations, identified a major problem often associated with the adoption of human resource management (HRM) innovations by employers. Read the first page Key Phrases - Statistically Improbable Phrases (SIPs): (learn more)
interunit differences, human resource management innovations, new personnel programs, empathic questionnaire, human resource innovations, job posting program, daily working environment, personnel innovation, adoption features, peer award, innovation name, flexible benefits, senior line executive, responding employees, corporate personnel department, flexible spending account, quality circle program, innovation scale, staggered hours, recognition committee, nonexempt employees, organizational acceptance, cafeteria benefits, employee backgrounds, quality circles Key Phrases - Capitalized Phrases (CAPs): (learn more)
Taking Care, People Are Tops, Innovation Through Involvement, New York, Free Press, United States, High-Involvement Management, Number Percent, Englewood Cliffs, Journal of Applied Psychology, Managerial Innovation, Personnel Psychology, San Francisco, Academy of Management Journal, Conference Board, Merchandise Awards, Quarterly Award, Academy of Management Review, Administrative Science Quarterly, Handbook of Organizational Design, Harvard University Press, Key Adoption Features, Oxford University Press New!
Books on Related Topics | Concordance | Text Stats Browse Sample Pages:
Front Cover | Front Flap | Table of Contents | First Pages | Index | Back Flap | Back Cover | Surprise Me!
Citations (learn more)
This book cites 51
books:
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- High-Involvement Management: Participative Strategies for Improving Organizational Performance (Jossey Bass Social and Behavioral Science Series) by Edward E. Lawler III on 5 pages
- Diffusion of Innovations, 5th Edition by Everett M. Rogers on 4 pages
- Human Resource Management Made Simple, Third Edition by Alfred York on page 16, page 17, and page 117
- Financial Services (Aspects of Britain) by Central Office of Information in Front Matter, page 81, and page 83
- Implementing Routine and Radical Innovations (Issues in Organization and Management Series) by Walter Nord on page 16, page 17, and page 126
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