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Open Access
Article
Publication date: 12 November 2021

Relinde De Koeijer, Jaap Paauwe, Robbert Huijsman and Mathilde Strating

This study aims to examine the effect of human resource management (HRM) in mitigating negative effects of Lean management and Six Sigma (LM&SS) on employee well-being in…

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Abstract

Purpose

This study aims to examine the effect of human resource management (HRM) in mitigating negative effects of Lean management and Six Sigma (LM&SS) on employee well-being in health care. The authors subdivide well-being into three components: happiness, trust and health.

Design/methodology/approach

This is a cross-sectional, multisite survey study in internal service units of hospitals. Data analyzed using multivariate regression come from a sample of 1,886 survey respondents (42 units, N = 218 supervisors, N = 1,668 employees) in eight Dutch academic hospitals that have implemented LM&SS.

Findings

The present study findings show no or weak effects of LM&SS on the happiness and health component of employee well-being. In addition, the authors found a significant but weak direct positive effect (ß = 0.07) of the LM&SS bundle on the trusting relationships component of well-being. Therefore, moderating effects of HRM practices on the relationship between LM&SS and employee well-being seem less relevant because an existing relationship between LM&SS and employee well-being is a prerequisite for moderation (Hayes, 2009). There were unexpected side effects. Inspired by research that discusses direct effects of HRM on employee well-being, the authors tested this relationship and found that HRM has a direct positive effect on trust and happiness of employees in health care. For the health component of well-being, the present results show a weak negative effect of HRM.

Practical implications

This study results in a cautiously optimistic view about LM&SS in health care, provided that it is applied in a targeted manner (to improve the performance of their processes) and that HRM is strategically aligned with the goals of LM&SS to improve employees’ happiness and trusting relationships.

Originality/value

Unique features of the study are the focus on the consequences for employees’ well-being related to LM&SS in health care, the role of HRM in regard to this relationship and the participation of all eight Dutch academic hospitals in this research.

Details

International Journal of Lean Six Sigma, vol. 13 no. 1
Type: Research Article
ISSN: 2040-4166

Keywords

Open Access
Article
Publication date: 9 July 2020

Tina Peeters, Jaap Paauwe and Karina Van De Voorde

The purpose of this paper is to explore the key ingredients that people analytics teams require to contribute to organizational performance. As the information that is…

13645

Abstract

Purpose

The purpose of this paper is to explore the key ingredients that people analytics teams require to contribute to organizational performance. As the information that is currently available is fragmented, it is difficult for organizations to understand what it takes to execute people analytics successfully.

Design/methodology/approach

To identify the key ingredients, a narrative literature review was conducted using both traditional people analytics and broader business intelligence literature. The findings were summarized in the People Analytics Effectiveness Wheel.

Findings

The People Analytics Effectiveness Wheel identifies four categories of ingredients that a people analytics team requires to be effective. These are enabling resources, products, stakeholder management and governance structure. Under each category, multiple sub-themes are discussed, such as data and infrastructure; senior management support; and knowledge, skills, abilities and other characteristics (KSAOs) (enablers).

Practical implications

Many organizations are still trying to set up their people analytics teams, and many others are struggling to improve decision-making by using people analytics. For these companies, this paper provides a comprehensive overview of the current literature and describes what it takes to contribute to organizational performance using people analytics.

Originality/value

This paper is designed to provide organizations and researchers with a comprehensive understanding of what it takes to execute people analytics successfully. By using the People Analytics Effectiveness Wheel as a guideline, scholars are now better equipped to research the processes that are required for the ingredients to be truly effective.

Details

Journal of Organizational Effectiveness: People and Performance, vol. 7 no. 2
Type: Research Article
ISSN: 2051-6614

Keywords

Article
Publication date: 9 July 2018

Elaine Farndale and Jaap Paauwe

The purpose of this paper is to raise awareness that despite many calls for attention to a firm’s context in considering consequences for human resource management (HRM…

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Abstract

Purpose

The purpose of this paper is to raise awareness that despite many calls for attention to a firm’s context in considering consequences for human resource management (HRM) and performance, research progress to date has been limited at best, although promising signs of change are emerging. Moreover, what has been defined as “performance” is coming under increasing scrutiny, with a more holistic concept emerging that balances both a firm’s financial performance and employee well-being. The question remains whether this is a mutual gains or conflicting outcomes situation for the firm vis-á-vis the employee.

Design/methodology/approach

This paper presents a framework that facilitates a broader context-centric analysis of the HRM and performance relationship. In so doing, the authors posit that context should no longer merely be an obligatory control variable in a research design, but instead should be explicitly incorporated in both theory development and empirical model testing.

Findings

The Contextual SHRM Framework demonstrates how key organizational actors can balance competitive, heritage and institutional mechanisms to create an appropriate strategic HRM (SHRM) system capable of delivering organizational outcomes that balance financial and employee well-being outcomes, which in the long run impact societal well-being that, in turn, recreates the firm’s operating context. At the heart of the framework is an iterative process between context and the SHRM system, achieving an appropriate level of dynamic fit across the various components.

Practical implications

In addition to empirical research, the framework has to date been widely used in executive development training, serving as a force field analysis tool allowing simultaneous consideration of the external and internal elements of a firm’s context, key organizational actors and SHRM system outcomes. HR professionals applying the framework to their organization can add value by demonstrating the clear linkage between the business strategy, the HRM system and the firm’s operating context.

Originality/value

This paper is designed to encourage new directions in future research and practice. The Contextual SHRM Framework is presented as a novel tool to facilitate advancement of the HRM and performance field of study.

Details

Journal of Organizational Effectiveness: People and Performance, vol. 5 no. 3
Type: Research Article
ISSN: 2051-6614

Keywords

Article
Publication date: 17 January 2022

Tina Peeters, Karina Van De Voorde and Jaap Paauwe

This study aims to examine the relationship between the agile way of working and team performance and engagement. Furthermore, psychological safety climate was…

1697

Abstract

Purpose

This study aims to examine the relationship between the agile way of working and team performance and engagement. Furthermore, psychological safety climate was investigated as a mediator of this relationship. As organizations are increasingly adopting the agile way of working method beyond the information technology (IT) setting, the authors researched its effects in teams across a variety of functional domains.

Design/methodology/approach

Survey data was collected from 97 agile teams working in various functional domains in a multinational bank. The data was analyzed using structural equation modeling.

Findings

Results indicated that the agile way of working is directly and positively related to team engagement and performance. Moreover, psychological safety climate acted as a partial mediator of each of the respective outcomes.

Originality/value

This study illustrated that the agile way of working is beneficial for teams beyond the IT setting, as it is positively associated with psychological safety climate, engagement and performance across functional domains.

Details

Team Performance Management: An International Journal, vol. 28 no. 1/2
Type: Research Article
ISSN: 1352-7592

Keywords

Article
Publication date: 12 December 2016

Paul van der Laken, Marloes van Engen, Marc van Veldhoven and Jaap Paauwe

The purpose of this paper is to review empirical research on the relationship between organization-based social support and the success of international assignments (IAs).

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Abstract

Purpose

The purpose of this paper is to review empirical research on the relationship between organization-based social support and the success of international assignments (IAs).

Design/methodology/approach

Four search engines were used to obtain empirical studies relating organization-based social support to success criteria. Studies were compared based on type of theoretical foundation, criteria of success, source of social support and study design.

Findings

The reviewed studies draw on three theoretical paradigms – based on stress, social capital and relational exchange. The results demonstrate that expatriates receive social support from multiple organization-based sources and that these sources’ proximity to the expatriate influences the relationship between social support and success. Regarding geographical proximity, sources in the home and host countries fulfil different supportive functions and therefore stimulate different success criteria. Additionally, the success criteria stimulated by organizational support depend on the type of supportive practices offered. The impact of support from organizational members is further influenced by their hierarchical proximity to the expatriate, with supervisory support relating most strongly to success. In addition to proximity, characteristics of the expatriating employee and the assignment (e.g. expatriate motivation and assignment hardship) influence the value of social support. Finally, social support relates most strongly to expatriates’ satisfaction, commitment, and adjustment and these frequently mediate its effect on expatriates’ retention and performance.

Research limitations/implications

Although only organization-based sources were considered, this review demonstrates that a multidimensional perspective is warranted when examining the effects of social support during IAs.

Practical implications

This review provides insights into the ways organizations could and should assist (self-initiated) expatriates when aiming for specific outcomes.

Originality/value

This in-depth examination of social support in the work environment of expatriates combines several theoretical paradigms and investigates multiple criteria of success.

Details

Journal of Global Mobility: The Home of Expatriate Management Research, vol. 4 no. 4
Type: Research Article
ISSN: 2049-8799

Keywords

Article
Publication date: 31 July 2009

Paul Boselie, Chris Brewster and Jaap Paauwe

The purpose of this paper is to provide an overview of the human resource management (HRM) literature that builds up to our current concern with dualities, paradoxes…

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Abstract

Purpose

The purpose of this paper is to provide an overview of the human resource management (HRM) literature that builds up to our current concern with dualities, paradoxes, ambiguities, and balance issues; and to introduce the six papers in this special issue on managing the dualities in HRM.

Design/methodology/approach

The paper presents a literature review taking a historical look at the development of the HR field up to the present awareness of the complexity of the concept and practice of HRM.

Findings

Almost 30 years on, is being found now increasing evidence of the dualities, paradoxes, and ambiguities entailed in HRM.

Research limitations/implications

The literature review starts with the personnel management (PM)‐HRM and industrial relations‐HRM debates in the 1980s. Earlier work on traditional PM is not debated in this paper.

Practical implications

After reading this general review practitioners might gain more insights in the potential tensions, ambiguities, and conflicts of interest that are characteristic for the field of HRM in practice.

Originality/value

First, this paper highlights the interest of the pluralist perspective in contrast to the dominating unitarist approaches in contemporary human resource studies. Second, this overview presents methodological challenges for example, with regard to multi‐level and multi‐actor research. Finally, the paper presents alternative theories for future research including new institutionalism, strategic balance theory, and health psychology theories.

Details

Personnel Review, vol. 38 no. 5
Type: Research Article
ISSN: 0048-3486

Keywords

Article
Publication date: 31 July 2009

Corine Boon, Jaap Paauwe, Paul Boselie and Deanne Den Hartog

Research in strategic human resource management (HRM) has focused mainly on the effects of HRM practices or systems on organizational effectiveness. However, institutional…

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Abstract

Purpose

Research in strategic human resource management (HRM) has focused mainly on the effects of HRM practices or systems on organizational effectiveness. However, institutional theory argues that besides being financially successful, organizations also need legitimacy to survive. Owing to the tension between competitive and institutional pressures, organizations balance between the degree of conformity and the degree of differentiation from competitors regarding HRM. The purpose of this paper is to address how institutional pressures help shape HRM.

Design/methodology/approach

Using the concepts of leeway, human agency and strategic choice, differences in three types of institutional fit are highlighted: innovative, conformist and deviant. A comparative case study approach is used in order to illustrate the framework, using document analysis and 43 interviews in three organizations in The Netherlands.

Findings

This paper shows how balancing competitive and institutional pressures in organizations affects HRM. The cases illustrate the proposed theoretical framework, showing leeway, human agency, strategic choice and the nature of institutional fit. The organizations each illustrate a type of institutional fit. Moreover, not the institutional context itself, but the organization's response seems to make a difference for the nature of institutional fit.

Originality/value

While previous studies focus on the effects of HRM on organizational effectiveness, this paper examines how the balance between competitive and institutional pressures affects HRM and aims to show that institutional fit can contribute to strategic HRM by providing insight in this more balanced goal setting of organizations.

Details

Personnel Review, vol. 38 no. 5
Type: Research Article
ISSN: 0048-3486

Keywords

Content available
Article
Publication date: 1 March 2001

Jaap Paauwe and Roger Williams

216

Abstract

Details

Journal of Management Development, vol. 20 no. 2
Type: Research Article
ISSN: 0262-1711

Content available
Article
Publication date: 2 August 2011

Dorien Kooij, Jaap Paauwe and Karin Sanders

1449

Abstract

Details

Personnel Review, vol. 40 no. 5
Type: Research Article
ISSN: 0048-3486

Article
Publication date: 2 August 2011

Anders Boglind, Freddy Hällstén and Per Thilander

This paper seeks to compare Ulrich's model of HR transformation/shared service organisation (the “three‐legged stool”) with the empirical evidence from the research. The…

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Abstract

Purpose

This paper seeks to compare Ulrich's model of HR transformation/shared service organisation (the “three‐legged stool”) with the empirical evidence from the research. The aim of the paper is to describe the journey from theory to practice of HR transformation in organisations as they adopt and adapt the model.

Design/methodology/approach

An institutional frame of reference is used for case studies of seven Swedish organisations. The respondents in the 192 interviews are HR professionals, line managers and other stakeholders.

Findings

All seven of the organisations adopted the HR transformation as a standard blueprint. Management consultants played a leading role in this process. HR service centres were established, the local HR staffs were reduced radically, and the remaining role, the HR business partners, took on lesser importance. During the adaptation process a variety of solutions resulted, some of which were innovations.

Research limitations/implications

Because of the small sample size, the generalisability of the results is somewhat limited.

Practical implications

The results may useful to both researchers and practitioners, whether they are involved in the study or in the re‐organisation of HR. It is not easy to imitate a theoretical model or a “best practice” model without taking the translation process into consideration.

Originality/value

Previous studies have not examined how HR transformation/shared service travels in different organisations using this number of interviews in in‐depth research. These results show that achieving the desirable HR organisation depends on the translation and interpretations of the concepts in the local context.

Details

Personnel Review, vol. 40 no. 5
Type: Research Article
ISSN: 0048-3486

Keywords

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