Uitdagingen in HR implementatie

Veel wetenschappers gaan ervan uit dat de door organisaties ontwikkelde hr-strategie naadloos overgaat in de geïmplementeerde hr-strategie. Maar in werkelijkheid ontstaat er vaak een grote kloof tussen die twee: hr-strategieën worden geïmplementeerd zonder een duidelijke richtlijn, en sommige hr-strategieën worden zelfs helemaal niet geïmplementeerd. De wetenschappelijke literatuur heeft zich voornamelijk gericht op het ontwerpen van strategische hr-benaderingen, zonder veel aandacht te besteden aan de manier waarop deze geïmplementeerd moeten worden

Perceptions of HR practices and innovative work behavior: The moderating effect of an innovative climate

The purposes of this paper are to explore the effect that perceived HR practices have on the innovative work behavior (IWB) of individual workers and to examine the role that an innovative climate plays in this relationship. We hypothesize that employees will show greater IWB if they perceive the organizational climate to support innovation and perceive the presence of HR practices related to a compensation system, training and development, information sharing, and supportive supervision. Using data from 463 individuals in four Dutch manufacturing companies, the study tests the effects of employees’ perceptions of HR practices and of an innovative climate on their innovative behaviors. We found that employee perceptions of a compensation system are negatively related to IWB, and that employee perceptions of information sharing and supportive supervision are positively related to IWB. The effect of perceptions of information sharing and training and development on IWB are moderated by an innovative climate, in such a way that information sharing has a stronger effect on IWB and training and development a weaker one. Managers can stimulate innovative behavior by investing in information sharing, supportive supervision, and establishing an innovative climate

Innovating HRM implementation: the influence of organizational contingencies on the HRM role of line managers

Purpose The social innovation of devolving HRM responsibilities to line managers results in many debates about how well they implement HRM practices. The implementation constraints line managers perceive in their HRM role are researched by taking organisational contingencies into consideration. Design/Methodology/Approach We present four case studies in which our findings are based on quantitative and qualitative data from the cases. The qualitative data allow us to explain some of our quantitative results in terms of organisational differences. Findings The HRM implementation effectiveness as perceived by line managers depends on the line managers’ span of control, his/her education level and experience and his/her hierarchical position in the organisation. Each HRM implementation constraint knows additional organisational contingencies. Research Limitations/Implications We did not consider possible influences of one organisational characteristic on another, and the effect of this combined effect on the HRM implementation factors. In order to overcome this limitation, we would suggest using a structural equation model (SEM) in future research. Practical Implications This chapter offers HR professionals solutions on how to structure the organisation and design the HRM role of line managers in order to implement HRM practices effectively. Social Implications We see many differences on how HRM implementation is managed in organisations. This chapter offers solutions to policy makers on how to equalise the HRM role of line managers. Originality/Value The focus of this chapter is on the line manager (instead of HR managers) as implementer of HRM and the impact of organisational contingencies on HRM implementatio

How Do Employee Perceptions of HRM Relate to Performance?:A Meta-Analysis of Mediating Mechanisms

A substantial body of research has examined how employee perceptions of HRM systems relate to employee performance. Although relying on a variety of measures to examine perceived HRM systems, existing studies are unclear to what extent these measures differ in their relationships with important employee outcomes. To examine this further, this study differentiates between descriptive employee perceptions of the actual implementation of HRM systems and evaluative perceptions of their utility. By applying a meta-analytical approach, we study the differential effect of both types of employee perceptions on employee attitudes and job resources. In line with our hypotheses, the results show that descriptive perceptions of HRM are more positively related to job resources and that evaluative perceptions of HRM are more positively related to employee attitudes. We further found that job resources and employee attitudes partially mediate the positive relationship between employee perceptions of HRM and employee performance. Our results imply that frequently used theoretical frameworks (e.g. social exchange theory, the happy-productive-work thesis and conservation of resources theory) differ in their validity to explain HRM – performance relationships on the employee-level. We recommend future studies to more clearly conceptualize the notion of perceived HRM systems, make informed decisions whether to study descriptive or evaluative HRM perceptions depending on the employee outcome considered, and to integrate multiple theoretical perspectives for explaining how employee perceptions of HRM relate to employee performance