A qualitative study of HRM programmes in eight different organizations was set up in order to identify factors, called implementability levers, that contributed to the implementability of those programmes. Three types of those levers were found, related to, respectively, the proces of the programme implementation (example: the involvement of line managers in the programme development), the content of the programme (example: the adaptibility of the programme) and the programme’s context (example: the accessibility of the HRM department for involved line managers). Levers in each of the categories appeared to have, as regards their impact on the programme’s implementability, a bright as well as a dark side: they tended to promote, in some specific way, as well as to hamper, in another specific way, the implementation of programmes. Taking care of programme implementability thus shows up as a doable, but puzzling, change management-like task of HR managers.
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Programma 4e HRM praktijk & onderzoek congres
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The research goal of this dissertation is to make configurational HRM usable for science and practice by developing a simulation model and serious game. These tools offer HRM professionals the opportunity to design a multiyear HRM configuration that shapes employee behaviour, while enabling HRM research to get access to a level of detail that was not achieved earlier, contributing to the current state of the art knowledge on strategic HRM. To shape employee behavior in such a way that it contributes to overarching organizational goals, organizations often deploy a set of human resource management (HRM) practices. If the set of individual HRM-practices is designed correctly, they amplify each other in shaping the desired behavior. However, while there is wide agreement on the importance of combining HRM-practices in a configuration that reflects the organizational strategy, we notice a lack of consensus on which HRM-practices need to be combined given a specific strategic goal and organizational starting point. Furthermore, we did not find an agreement on how to design HRM configurations that shape the desired employee behavior within organizations in multiple years. As a result, HRM professionals that design HRM configurations are left empty handed. While the configurational approach has the potential to provide new insight on how HRM shapes employees’ behavior, applying the configurational mode of theorizing to HRM remains challenging. We explain this challenge by the level of theoretical and practical detail that is needed, by the application of the holistic principle when studying HRM configurations, and due to methodological issues. Traditional methods do not align to the dynamic assumptions and the large number of variables included in configurational HRM. In this dissertation we pose that the time is ripe to unlock the deserved value of configurational HRM for theory and practice. We do so by specifying the underlying assumptions and dynamic implications of the configurational mode of theorizing in HRM, and by defining and adding the needed level of detail. In the current research, configurational HRM is made applicable with the use of a simulation model and serious game. -172- Five sequential steps are taken to make configurational HRM applicable. Firstly, key principles of configurational HRM are identified. Secondly, to ground the simulation we look at the manifestation of ideal type HRM configurations in theory and practice. Thirdly, we collect the solidified practical knowledge of HRM professionals on the alignment of HRM-practices. Fourthly, an initial simulation model is created and tested. And finally, we solidified the simulation model for practice and research by implementing it in a serious game for HRM professionals. Taking these five steps, we have specified configurational HRM to an unprecedented level of detail that allows us to address its complexity empirically and theoretically. We claim that with the results of this research we have opened the scientific and empirical “black box” of configurational HRM. Furthermore, the simulation model and serious game provides HRM professionals with a tool to design firm specific HRM configurations in an interactive and fun way. While prior studies did already acknowledge the importance of alignment when designing HRM, the simulation model and serious game specify the general concept of alignment to a level at which HRM professionals and researchers can start selecting, designing, implementing and researching HRM configurations. The tools provide HRM professionals with a method to grasp, maneuver through the complexity of, and explore the implementation of multi-year firm specific HRM.
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This paper assesses the impact of perceived HRM practices on organisational citizenship behaviour (OCB) and whether leader membership exchange (LMX) mediates this relationship. The required research data were retrieved from four different departments within a logistics and supply chain management organisation. The results show that there is a significant relationship between the HRM practices as perceived by a subordinate and their level of organisational citizenship behaviour. The relationship that subordinates have with their frontline manager (LMX) acts as a significant mediator. In the final section, of this paper the findings are discussed and recommendations for future research and practical implications are given.
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The digital age has brought significant changes in the way organizations operate and compete. As a result of rapid technology development, many organizations are undergoing a digital transformation to stay relevant and competitive in the marketplace. This literature review aims to find future research topics by providing an overview of the current state of research on organizations in digital transformation (ODT), especially on malleable organization design and HRM aspects. The article begins by defining digital transformation (DT), and then examines how organizations change during DT, before delving into the perspectives of malleable organization design and HRM. Finally, it concludes by identifying gaps in the literature and suggesting a research agenda for future. Overall, organizational factors that need more investigation are highlighted to tackle complexities of ODT for further research.
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Based on the social exchange theory and on ageing and life-span theories, this paper aims to examine: (1) the relationships between perceived availability and use of HRM practices, and employee outcomes (i.e. work engagement and employability); and (2) how employee age moderates these relationships. Using a sample of Nmaximum = 1589 employees, correlational analyses and multiple hierarchical regression analyses were conducted. First, confirming our hypotheses, results showed predominantly positive relationships between work engagement and both perceived availability and use of development HRM practices, such as HRM practices related to learning, development, and incorporating new tasks. The study outcomes opposed, however, our hypotheses with predominantly negative relationships between work engagement and perceived availability and use of maintenance HRM practices. Predominantly positive relationships were furthermore found, as was hypothesized, between employability and perceived availability and use of development as well as maintenance HRM practices. Generally speaking, these results were not more pronounced for any of the age groups. That is, age appeared to not play any significant moderating role. Research limitations, implications for practice and directions for future work are also discussed.
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The digital age has brought significant changes in the way organizations operate and compete. As a result of rapid technology development, many organizations are undergoing a digital transformation to stay relevant and competitive in the marketplace. This literature review aims to find future research topics by providing an overview of the current state of research on organizations in digital transformation (ODT), especially on malleable organization design and HRM aspects. The article begins by defining digital transformation (DT), and then examines how organizations change during DT, before delving into the perspectives of malleable organization design and HRM. Finally, it concludes by identifying gaps in the literature and suggesting a research agenda for future. Overall, organizational factors that need more investigation are highlighted to tackle complexities of ODT for further research
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Het realiseren van inclusief HRM dat kwetsbare groepen op de arbeidsmarkt betere kansen biedt op waardig werk is voor veel organisaties een doorlopend leerproces. Een groep lectoren verenigd in het Breed Platform Arbeid heeft uitkomsten van een groot aantal eigen onderzoeken naar dit leerproces op een rij gezet in een kennissynthese, die een voorlopig inzicht biedt in de vorm van aandachtspunten voor succesvol inclusief HRM. In een drietal artikelen delen we centrale inzichten uit deze kennissynthese. Dit inleidende artikel schetst allereerst kort het belang van inclusief HRM in relatie tot ontwikkelingen op de arbeidsmarkt en in beleid. Vervolgens presenteren we op hoofdlijnen de uitkomsten van onze kennissynthese en verbinden we daaraan een aantal praktische implicaties voor inclusief HRM. De volgende twee artikelen verdiepen dit algemene beeld door in te gaan op HRM-uitdagingen met betrekking tot twee specifieke groepen werknemers: jongvolwassenen met psychische problemen en statushouders. We sluiten dit artikel af met een korte introductie van deze twee artikelen.
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In het pleidooi voor gedifferentieerd HRM (gHRM) vraagt de auteur aandacht voor verschillen tussen medewerkers in organisaties. Een moderne organisatie vraagt om gedifferentieerd HRM. De toevoeging van het woord gedifferentieerd wil zeggen dat diversiteiten in populaties van werknemers in deze tijd meer dan ooit aanwezig zijn. En dat heeft consequenties voor het managen daarvan. Deze lezing wil een pleidooi zijn voor gedifferentieerd HRM (gHRM) waarin alleen taken en uitgangspunten van HRM worden overdacht en voorzien van een kanttekeningen.
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Keynote presentatie tijdens het HRM Praktijk Onderzoek Congres 14 november. Over het thema: 'De veranderende waarde(n) van werk: gevolgen voor HRMTrends in werk. Werk is veranderd en verandert nog steeds. Banen waar we 10 jaar geleden nog nooit van gehoord hadden, worden nu veelvuldig gevraagd, maar kunnen ook weer verdwijnen. De situatie op de werkvloer is niet meer te vergelijken met die van enkele decennia geleden. Er is veel meer variatie: meer vrouwen, allochtonen en parttimers, om maar eens wat te noemen. Organisaties werken tijdelijk samen aan projecten en hun medewerkers dus ook. Functies veranderen voortdurend. Hoe spelen organisatie in het algemeen en HRM in het bijzonder hier op in? Hoe bereid je medewerkers adequaat voor op voortdurende verandering? Welke consequenties hebben al die veranderingen voor het HRM beleid in organisaties?
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