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3Programma 4e HRM praktijk & onderzoek congres
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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.
DOCUMENT
Een inclusieve organisatie wordt in het huidige discours vaak gedefinieerd als een organisatie die openstaat voor mensen met een afstand tot de arbeidsmarkt, die als gevolg van een fysieke of psychische beperking niet in staat zijn zelfstandig het minimumloon te verdienen (zie bijv. Borghouts-Van de Pas & Freese, 2016; Beukeveld & Oden, 2017). Dit heeft alles te maken met het beleid van overheid en sociale partners die met het Sociaal Akkoord van 2013 en de inwerkingtreding van de Participatiewet in 2015 veel aandacht hebben gevraagd voor juist deze groep. De werkgevers accepteerden een Banenafspraak met een taakstelling van 100.000 nieuwe arbeidsplaatsen voor mensen uit het doelgroepenregister (waarin mensen met een arbeidsbeperking formeel worden opgenomen) in het reguliere bedrijfsleven. In dit hoofdstuk bespreken we inzichten over inclusief Human Resource Management (HRM), afkomstig uit praktijkgericht onderzoek. We bespreken wat we verstaan onder een inclusieve organisatie en inclusief HRM en presenteren onderzoeksresultaten over het verbeteren van de HR-processen en het komen tot een inclusieve organisatiecultuur. Ten slotte trekken we conclusies over wat inclusief HRM betekent voor de rol en werkzaamheden van HRM.
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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.
DOCUMENT
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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In the emerging sustainable Human Resource Management (HRM) literature, advocating to ‘rehumanize’ and pluralize HRM, dialogue is put forward as a silver bullet to cope with paradoxical tensions and pluralist workforces. This conceptual paper aims to add to the sustainable HRM literature by examining the position and application of dialogue within sustainable HRM, using ideas and concepts from dialogue literature and complexity thinking. We applied core concepts of complexity thinking (i.e., self-organization, nonlinearity, attractors, and emergence) to deepen our understanding of the positioning of dialogue, the position of power, and the emergence of intended and unintended outcomes. Moreover, through the distinction between intentional and continuous dialogue, the intentional, dynamic, and emergent nature of dialogue was explored. Connecting, sensing, grasping, and influencing the local patterning of continuous dialogue is important for positioning dialogue within sustainable HRM, and intentional dialogical practices can support this. More specifically, based on our literature review, we present a conceptual model that furthers our understanding of (1) conceptualizations of dialogue as both intended and continuous; (2) the role of power in dialogue; (3) how stability and novelty emerge from dialogue. The paper concludes by discussing the implications of the developed perspectives on dialogue for future research as well as management practices.
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Digitization pervades all economic sectors. In this research project of Avans University of Applied Science the main question was “What will be the effects of digitization on the HRM profession?” The methodological approach was threefold. A theoretical concept of digital impact on the HRM profession was constructed based on the Ulrich roles, the Frey & Osborne concept of automation risk and 21st century skills. In two sessions twenty-four Dutch HRM Professionals reflected on the main question and gave assessments. A secondary analysis was carried out on relevant data of the HRM Practice Monitor and five hypotheses were tested. The outcomes are interesting but give no clear and unequivocal picture. Whereas the theoretical concept, actual research and professional literature and consulted professionals indicate that the HRM profession is already or will soon get more strategical due to digitization among other factors, the secondary analysis of the HRM Practice Monitor does not confirm that tendency. The discussion presents possible explanations for the unexpected results and suggests follow-up research.
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In deze bijdrage wordt een analyse gemaakt van de rol van HRM in organisaties in de Nederlandse context. Dit artikel is gebaseerd op achttien casestudies, die zijn uitgevoerddoor studenten in de periode 2008-2011. De studenten zijn afgestudeerd bij het lectoraat HRM en Persoonlijk Ondernemerschap van Hogeschool Inholland.
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