Challenging (Strategic) Human Resource management Theory

To fully understand the relationship between human resource management and performance in different contexts, we are in need of a synthesis between resource-based theory and new institutionalism. We argue that differences in institutional settings (between for example countries or branches of industry) affect the shaping of HRM. In this paper we develop a conceptual model (human resource based theory of the firm) that will be illustrated by means of empirical evidence on macro, meso and micro level. The model enables to analyze the interaction between industrial relations and human resource management at different levels (international, national, branch of industry, company-level) and how that affects the shaping of HR policies in a specific company. In this way the paper broadens the present HRM and Performance debate by explicitly taking into account factors that are decisive in shaping HR policies. Factors like the product-market-technology dimension, administrative heritage, the social-cultural-legal dimension and the dominant coalition with its degree of leeway

Contingent Employment in the Netherlands

In the last decade the Dutch labour market has demonstrated an admirable capacity to generate jobs. Consequently, the unemployment rate has significantly decreased. However, the newly generated jobs are a-typical in the sense that they are not full-time jobs based on open-ended contracts. Instead, the job growth has relied on the growth of part-time and contingent jobs. While the creation of part-time jobs seems to be employee-driven, contingent employment, in contrast, seems to be driven by motives of employers to gain numerical flexibility. Data from the Netherlands show that, with the exception of student workers, contingent work is predominantly involuntary. This paper analyses the growth of contingent employment in the Netherlands

Human Resource management, Institutionalisation and Organisational Performance

The relationship between Human Resource Management (HRM) and firm performance has been a hotly debated topic over the last decade, especially in the United States (e.g. Osterman, 1994; Huselid, 1995; MacDuffie, 1995). The question arises whether the domination of USA oriented models, however appropriate they might be for, say, the USA, hold in other for example more institutionalised contexts. Now we have the opportunity to study recent empirical data on the effectiveness of human resource management in the Netherlands, using Control versus Commitment HR Theory (Walton, 1985; Arthur, 1994) in combination with New Institutionalism (Dimaggio and Powell, 1983). We were able to include three different Dutch sectors/branches of industry i.e. Health care, Local Government and Tourism. Empirical results suggest that the effect of HRM is lower in highly institutionalised sectors (hospitals and local governments) than in a less institutionalised sector like hotels

Human Resource Management and Performance

The relationship between Human Resource Management (HRM) and performance of the firm has been a hot debated topic in the field of HRM/IR for the last decade. Most scientific research on this topic originates from the USA. In our paper we will give an overview of recent USA-based research outcomes as a frame of reference for presenting recent findings from the Netherlands in this respect. These Dutch findings are interesting and contrasting USA-based approaches because they reflect the Western-European model for industrial relations or the so-called Rhineland model. A model in which legislation, institutions and stakeholders like workscouncils and trade unions play an important role in shaping HRM policies and practices. So the very often proclaimed relationship between corporate strategies, aligned HRM policies and their subsequent effect on performance is in a Dutch setting mitigated by institutions and stakeholders inside and outside the organization

Web-Based Organizing In Traditional Brick-And-Mortar Companies: The Impact On HR

This chapter introduces the notion of how old economy brick-and-mortar firms are adapting their HRM policies and practices and the roles of their HR departments in light of newly introduced Web-based business-to-business transaction practices. It argues that the Internet has introduced three new business models in old economy companies: the Internet as a marketplace, the Internet as a supply chain integrator, and the Internet as a catalyst for business model redefinition. These innovative ways of organizing are providing HR with opportunities to rise to new challenges and increase their added-value to the firm

Web Based Organizing and the Management of Human Resources

The paper focuses on the consequences of web-based business-to-business transactions in medium and large old economy companies in particular and discusses the implications for HRM and HR professionals. Medium and large old economy companies can be involved in transactions within the new economy in different ways. First of all the paper gives an overview of the striking characteristics that distinguish web-based transactions from more traditional transactions. The paper continues with an overview of the different ways in which old economy companies are attempting to integrate elements of web-based organizing into their current business and the implications of it for human resources management. Three different ways of integration are distinguished: -Seeing the Net as an extension of normal market channels for buying and selling. -Using the Net to expand and improve current co-makership relationships amongst key suppliers (section 4). -Totally re-thinking business models before deciding on e-commerce strategy and practice, which implies desegregation and organizational revolution. Each of these areas will be highlighted and possible implications for human resources management and HR managers considered

Understanding the development of temporary agency work in Europe

This article develops an explanatory framework for understanding the growth and development of temporary agency work (TAW) and the related industry. The analysis shows that explanations based on economic logic are helpful in understanding the choice of TAW in general. These explanations, however, fall short when trying to explain the growth of agency work over time or the variation in its use among European countries. To cope with these shortcomings, we extend our explanatory base to include a variety of sociocultural dynamics. Our analysis shows how deep-seated national work-related values ('deep embeddedness') affect the way TAW is regulated nationally. It also demonstrates how differences in more changeable norms, attitudes and practices ('dynamic embeddedness') affect the process of embedding agency work as a societally acceptable phenomenon, providing a basis for its subsequent proliferation

Possible Futures for the HR Function in Different Market Situations

A hypothetical model is made of the possible future prospects for the human resource management (HRM) function - as an internal, specialised function - within organisations. This model is based on two premises. Firstly that the market situation will influence how many and what type of employees have the power to influence organisational financial performance. And secondly that the type and number of employees with the ability to influence financial performance will in turn influence how the HRM process is managed. In order to develop this model the major roles of traditional and current HR function are first outlined and from these, six key areas of possible HR activities are then elicited. Four possible market scenarios differing in the degree to which employees can influence organisational financial performance are then outlined and related to these six key areas of possible HR activities. The results suggest that in four of the six key areas clear tendencies to outsource HR activities can be expected. However in the fifth area, that of the creation and development of High Performing Work Systems, the internal HR function may play an important role, but only within labour intensive organisations operating in highly competitive market situations .In contrast it is suggested that in the sixth area, that of long term organisational development and change, the internal HR function will have a key role across a variety of market and employee situations

Performance Management: A model and research agenda

Performance Management deals with the challenge organizations face in defining, measuring and stimulating employee performance with the ultimate goal to improve organizational performance. Thus, Performance Management involves multiple levels of analysis and is clearly linked to the topics studied in strategic HRM as well as performance appraisal. This paper presents a model for Performance Management combining insights from strategic HRM and I/O psychology. The model incorporates multi-level elements, and adds to previous models by explicitly incorporating employee perceptions, the role of direct supervisors and possible reversed causality. Challenges for future research are also presented

Expatriate career support: predicting expatriate turnover and performance

This study aimed at explaining why multinational companies have difficulty retaining their repatriates as well as how multinational companies can improve in- and expatriate performance. In the study 100 in- and expatriates of a multinational company operating in the food and personal care industry reported the career support they experienced, their perceived career prospects within and outside the home organization, their intentions to leave, and their performance. As predicted, it was found that perceived career support negatively related to intentions to leave. Additionally, it was found that perceived career support positively related to perceived career prospects within the home organization and expatriate performance. Interestingly, no relationship was found between perceived career prospects outside the home organization and intentions to leave. Implications and directions for future research and HR practices in multinational companies are discussed