More roads lead to Rome. HR configurations and employee sustainability outcomes in public sector organizations

In linking human resource management (HRM) to organizational sustainability, linear variance-based methods are not suited for addressing the complexity of how various HRM practices interact and have an impact on sustainability outcomes for multiple stakeholders. However, so far, empirical evidence for a configurational approach, acknowledging synergy and equifinality between various practices, is scant. Therefore, this study aims to provide empirical evidence for synergistic effects and equifinality in the link between sustainable HRM practices and employee sustainability outcomes. Building on the Ability Motivation Opportunity (AMO) model, this study adopts a configurational approach to unveil how sustainable HRM practices, in various combinations and in different ways, can impact employee sustainability outcomes (commitment and job satisfaction). The study applied a fuzzy set Qualitative Comparative Analysis (fsQCA) on a secondary data set consisting of employee surveys in 30 Dutch public sector organizations. The findings reveal that combinations of various AMO-enhancing practices are especially conducive to commitment and job satisfaction. Moreover, aligning these practices with work context factors (transformational leadership style and low work pressure) can lead to relatively high levels of commitment and job satisfaction. This study indicates that configuration matters and that there is not one best way to achieve employee sustainability outcomes. This leaves ample leeway for human resource managers to design a suitable and integrative HRM system for their own organization

Frontline managers' contribution to mission achievement: A study of how people management affects thoughtful care

Contains fulltext : 192031.pdf (publisher's version ) (Open Access

Frontline managers’ contribution to mission achievement: A study of how people management affects thoughtful care

This study addresses the question to what extent frontline managers’ people management activities contribute to mission achievement through frontline workers’ behaviors. Drawing on the case of elderly care, we contribute to the literature by: (1) providing a compact measure of mission achievement in elderly care and specifying the requisite employee behaviors; and (2) showing that frontline managers’ people management activities impact on employees’ behaviors, and ultimately on mission achievement. In doing so, we also contribute to more knowledge about elderly care, which is an under-researched sector, and about the role of line managers (instead of top managers) in HRM implementation

Betaalde arbeid als verdringer van vrijwilligerswerk? Overbelasting als mogelijke verklaring

De afgelopen jaren hebben zich enkele maatschappelijke veranderingen voorgedaan, die wellicht tot schaarste op de Nederlandse vrijwilligersmarkt zouden kunnen leiden. Enerzijds neemt de vraag naar vrijwilligers toe doordat subsidieregelingen versoberen (bijvoorbeeld in zorg en welzijn) en de begeleidingsintensiteit in bepaalde organisaties stijgt (bijvoorbeeld in sport). Anderzijds neemt het aanbod van vrijwilligers af doordat vrouwen en ouderen meer en langer op de arbeidsmarkt actief zijn, waardoor minder tijd beschikbaar is voor vrijwilligerswerk. In dit artikel wordt aan de hand van de role overload theorie nagegaan of het al dan niet deelnemen aan vrijwilligerswerk van diverse categorieën werknemers samenhangt met de belasting door betaalde arbeid. Uit de secundaire data-analyse blijkt dat verschillen in belasting samenhangen met verschillen in deelname aan vrijwilligerswerk. Terwijl hogere arbeidsbelasting negatief samenhangt met het verrichten van vrijwilligerswerk, hangt zorg voor kinderen thuis positief samen met vrijwilligerswerk. Hierdoor is de steun voor de role overload theorie beperkt

Creating public value in the care at home sector

Purpose This mixed-method study aims to contribute to the scholarly debate by outlining an individual-level theoretical framework for public value creation and evaluation that builds upon a social exchange perspective. It provides insights into the normative frames of primary stakeholders in the Dutch care at home sector, that is professionals, managers, clients and informal care providers. Design/methodology/approach A mixed-method design comprising a customized survey among 349 stakeholders, preceded by 31 in-depth interviews was used. Findings This empirical work shows differences and similarities in the stakeholders' normative frames revealed via three dimensions of expectations regarding the process of care delivery: personal contact, impact of rules and procedures and communication. Social implications These differences in interpretation have implications for the measurement and evaluation of public value creation. Originality/value By statistically and methodologically exploring the different expectations' scales that are developed, we intend to work toward a measure for public value creation, which can be used in future empirical work

Four women in search of the Holy Grail : an introduction to our journey searching for how to manage public value creation in the Dutch care at home sector

Contains fulltext : 175873.pdf (publisher's version ) (Open Access

More roads lead to Rome: HR configurations and employee sustainability outcomes in public sector organizations

In linking human resource management (HRM) to organizational sustainability, linear variance-based methods are not suited for addressing the complexity of how various HRM practices interact and have an impact on sustainability outcomes for multiple stakeholders. However, so far, empirical evidence for a configurational approach, acknowledging synergy and equifinality between various practices, is scant. Therefore, this study aims to provide empirical evidence for synergistic effects and equifinality in the link between sustainable HRM practices and employee sustainability outcomes. Building on the Ability Motivation Opportunity (AMO) model, this study adopts a configurational approach to unveil how sustainable HRM practices, in various combinations and in different ways, can impact employee sustainability outcomes (commitment and job satisfaction). The study applied a fuzzy set Qualitative Comparative Analysis (fsQCA) on a secondary data set consisting of employee surveys in 30 Dutch public sector organizations. The findings reveal that combinations of various AMO-enhancing practices are especially conducive to commitment and job satisfaction. Moreover, aligning these practices with work context factors (transformational leadership style and low work pressure) can lead to relatively high levels of commitment and job satisfaction. This study indicates that configuration matters and that there is not one best way to achieve employee sustainability outcomes. This leaves ample leeway for human resource managers to design a suitable and integrative HRM system for their own organization

More roads lead to Rome: HR configurations and employee sustainability outcomes in public sector organizations

In linking human resource management (HRM) to organizational sustainability, linear variance-based methods are not suited for addressing the complexity of how various HRM practices interact and have an impact on sustainability outcomes for multiple stakeholders. However, so far, empirical evidence for a configurational approach, acknowledging synergy and equifinality between various practices, is scant. Therefore, this study aims to provide empirical evidence for synergistic effects and equifinality in the link between sustainable HRM practices and employee sustainability outcomes. Building on the Ability Motivation Opportunity (AMO) model, this study adopts a configurational approach to unveil how sustainable HRM practices, in various combinations and in different ways, can impact employee sustainability outcomes (commitment and job satisfaction). The study applied a fuzzy set Qualitative Comparative Analysis (fsQCA) on a secondary data set consisting of employee surveys in 30 Dutch public sector organizations. The findings reveal that combinations of various AMO-enhancing practices are especially conducive to commitment and job satisfaction. Moreover, aligning these practices with work context factors (transformational leadership style and low work pressure) can lead to relatively high levels of commitment and job satisfaction. This study indicates that configuration matters and that there is not one best way to achieve employee sustainability outcomes. This leaves ample leeway for human resource managers to design a suitable and integrative HRM system for their own organization