Innovative HRM. A Review of the Literature

This research note summarizes the findings of a literature review of innovative HRM. Based on an analysis of 47 articles, three main approaches to innovative HRM are identified. First, innovative HRM can refer to innovation of HRM. Other studies focus on how HRM responds to innovations. And, thirdly, the term innovative HRM is found in the literature focusing on organizational innovativeness. These three approaches, along with theoretical explanations, are discussed. The note closes with implications for research and practice

Age Stereotypes and Attitudes Towards Welfare State Arrangements for the Old: A Multilevel Analysis Across Twenty-Nine Countries

This study investigates whether and how support for welfare state arrangements for the old relate to the stereotypes of the young and the old within society. It is hypothesized that the social status that these groups have in society affect these attitudes through different mechanisms, relating to the deservingness criteria that citizens apply. An empirical analysis of Round 4 of the European Social Survey (including 50,009 individuals from 29 European countries) shows that: (1) the social esteem of people over 70 predicts support for welfare state arrangements for the old; and (2) the social esteem of people in their 20s has a moderate effect on support for these arrangements. Hence, there is little support for a generational conflict

Organisational citizens or reciprocal relationships? An empirical comparison

Purpose:\ud This paper aims at contributing to the debate on organisational citizenship behaviour (OCB) by developing a theory‐driven measure of cooperative behaviour within organisations, called organisational solidarity (OS).\ud \ud Design/methodology/approach:\ud Data are gathered through a survey among 674 employees from nine organisations. Scales are constructed using the multiple group method. OLS regression is used to test the hypotheses.\ud \ud Findings:\ud The data analyses show that reciprocity is an important mechanism to bring about cooperation within organisations. Based on this, a distinction is made between horizontal and vertical OS.\ud \ud Research limitations/implications:\ud The major shortcoming of this research is that some of the results may be influenced by same source bias. The research implies that cooperative types of employee behaviour – such as OCB – depend on the behaviour of others. Furthermore, these kinds of behaviour can be divided into a horizontal and a vertical dimension.\ud \ud Practical implications:\ud The findings suggest that supervisors can play a facilitating role in creating and sustaining cooperative behaviour of employees.\ud \ud Originality/value:\ud This paper contributes to the literature on OCB by examining how this kind of behaviour is affected by the behaviour of supervisors and co‐workers. Secondly, whereas other articles focus on either horizontal or vertical dimensions of cooperative behaviour, this paper focuses on both dimensions simultaneously