Different strokes for different folks: Group variation in employee outcomes to human resource management
Journal of Organizational Effectiveness: People and Performance
ISSN: 2051-6614
Article publication date: 29 January 2020
Issue publication date: 31 March 2020
Abstract
Purpose
Existing research on the relationship between human resources management (HRM) and worker reactions to practices rarely explore differences between occupational classes and their receptiveness to HRM initiatives. The paper aims to discuss these issues.
Design/methodology/approach
Using data from a single case organization, the authors examine whether HRM practices apply uniformly across distinct occupational groups, and if there are differing impacts by occupational class on commitment, motivation and satisfaction.
Findings
Using occupational identity, the results indicate that different groups of employees have varied perceptions of, and reactions to, the same HRM practices.
Practical implications
The paper adds that human resource practice application may have a tipping point, after which distinct employee groups require different HR architectural configurations.
Social implications
HRM policy and practice may be better tailored to the different specific needs of diverse occupational groups of workers.
Originality/value
The paper argues that existing theory and practice advocating universal or high potential HRM as a route to positive employee outcomes are potentially flawed.
Keywords
Citation
Cafferkey, K., Dundon, T., Winterton, J. and Townsend, K. (2020), "Different strokes for different folks: Group variation in employee outcomes to human resource management", Journal of Organizational Effectiveness: People and Performance, Vol. 7 No. 1, pp. 1-19. https://doi.org/10.1108/JOEPP-12-2018-0114
Publisher
:Emerald Publishing Limited
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