Understanding the congruence of HRM frames in a healthcare organization
Abstract
Purpose
The purpose of this paper is to identify the differences and similarities in the HRM frames of middle-level managers and HR professionals, and to uncover the roots and contents of (dis)agreements in the HRM frames among HR professionals and middle-level managers.
Design/methodology/approach
An explorative case study performed in a Dutch homecare organization explored the reasons for the different roots and dynamics of the cognitive frames of HR professionals and middle-level managers.
Findings
The research shows that these differences originate in the lack of clarity concerning the experienced philosophy and goals of HRM, leading to different client foci, in the inertia- and intuition-based execution of HRM practices and in the seemingly large distance between central and local HRM administrative functions. The alignment of HRM frames developed from being congruent in the HRM vision towards incongruence in daily HRM execution.
Originality/value
This research confirms that HR professionals and middle-level managers have different HRM frames that encompass knowledge, assumptions and expectations. Congruent thinking by both social groups can lead to a better HRM system and to changes in HRM processes, enabling easier progress.
Keywords
Acknowledgements
The authors would like to express gratitude to the HR Director of Medicare, H. van Leeuwen and to the HR specialist of Medicare M. Bomans for their leadership, commitment and help during the empirical phase of this research.
Citation
Bondarouk, T., Bos-Nehles, A. and Hesselink, X. (2016), "Understanding the congruence of HRM frames in a healthcare organization", Baltic Journal of Management, Vol. 11 No. 1, pp. 2-20. https://doi.org/10.1108/BJM-02-2015-0035
Publisher
:Emerald Group Publishing Limited
Copyright © 2016, Emerald Group Publishing Limited