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1 – 4 of 4Maarten Renkema, Anna Bos-Nehles and Jeroen Meijerink
Organisations increasingly implement self-managing teams (SMTs) to empower their employees. By drawing from the HRM process model and multilevel thinking, this paper explores how…
Abstract
Purpose
Organisations increasingly implement self-managing teams (SMTs) to empower their employees. By drawing from the HRM process model and multilevel thinking, this paper explores how the HRM function changes in terms of actors and activities when introducing SMTs.
Design/methodology/approach
An in-depth, multilevel case study was conducted at a large healthcare organisation in The Netherlands, making use of 70 interviews, document analysis and observations.
Findings
The findings show that SMTs transform the HRM function by changing the responsibilities of teams, HRM professionals and line managers in the implementation of HRM activities. The analysis shows that many HRM responsibilities are devolved to SMTs, which are supported by the HRM department.
Research limitations/implications
These changes in the HRM function influence the HRM implementation process and provide all actors with new roles and activities. Based on these findings, this paper presents an inductive model of HRM implementation.
Practical implications
The findings help HRM practitioners to transform the HRM function when deciding to introduce SMTs.
Originality/value
This article is one of the first that empirically explores how the HRM function changes as a consequence of introducing SMTs. This is important because more and more organisations are adopting SMTs, while knowledge about the role of HRM is lacking.
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Maarten Renkema, Tanya Bondarouk and Anna Bos-Nehles
Although self-management is not a new phenomenon, there is a lack of understanding about how to transform organizations towards self-managing teams (SMTs). The purpose of this…
Abstract
Purpose
Although self-management is not a new phenomenon, there is a lack of understanding about how to transform organizations towards self-managing teams (SMTs). The purpose of this paper is to propose a guiding framework for how the empowerment process can be managed.
Design/methodology/approach
The paper sets out 12 guidelines on how to address the transition towards SMTs based on a case study at a large Dutch healthcare organization. The lessons are drawn from observations, documents and more than 55 interviews with key informants.
Findings
This paper provides a holistic overview of lessons learned from the transformation process towards SMTs. The 12 recommendations are targeted at four stakeholder groups, namely, the management/board, HRM department, coach-managers and members of the SMTs.
Originality/value
The originality lies in the systematic approach including lessons learned for all levels of the organization.
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Anna Bos-Nehles, Maarten Renkema and Maike Janssen
Although we know that HRM practices can have a huge impact on employees’ innovative work behaviour (IWB), we do not know exactly which practices make the difference and how they…
Abstract
Purpose
Although we know that HRM practices can have a huge impact on employees’ innovative work behaviour (IWB), we do not know exactly which practices make the difference and how they affect IWB. Thus, the purpose of this paper is to determine the best HRM practices for boosting IWB, to understand the theoretical reasons for this, and to discover mediators and moderators in the relationship between HRM practices and IWB.
Design/methodology/approach
Based on a systematic review of the literature, the authors carried out a content analysis on 27 peer-reviewed journal articles.
Findings
Working with the definitions and items provided in the articles, the authors were able to cluster HRM practices according to the ability-motivation-opportunity framework. The best HRM practices for enhancing IWB are training and development, reward, job security, autonomy, task composition, job demand, and feedback.
Practical implications
The results of this study provide practical information for HRM professionals aiming to develop an HRM system that generates innovative employee behaviours that might help build an innovative climate.
Originality/value
A framework is presented that aggregates the findings and clarifies which HRM practices influence IWB and how these relationships can be explained.
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Keywords
Maarten Renkema, Jeroen Meijerink and Tanya Bondarouk
Despite the growing belief that multilevel research is necessary to advance human resource management (HRM) understanding, there remains a lack of multilevel thinking – the…
Abstract
Purpose
Despite the growing belief that multilevel research is necessary to advance human resource management (HRM) understanding, there remains a lack of multilevel thinking – the application of principles for multilevel theory building. The purpose of this paper is to propose a systematic approach for multilevel HRM research.
Design/methodology/approach
The paper proposes an agenda for multilevel HRM research by addressing three obstacles (concerning questions, theories and methods) that impede advancement in this field.
Findings
The paper provides an inclusive definition of multilevel HRM research that serves to advance its use, and maps out a multilevel HRM research landscape that captures the various aspects of this concept. The paper identifies unanswered multilevel questions within 16 research domains and develops a systematic approach to tackle these research questions by invoking three relevant theories and methodologies.
Research limitations/implications
Some of the identified research questions could not be answered due to limitations in mainstream multilevel theories and methodologies. In response, this paper proposes theories and methodologies that can address some of the multilevel HRM research questions identified in this paper.
Practical implications
The findings can help HRM academics working on cross-disciplinary and cross-level research problems with a clearly structured approach to what multilevel HRM research is and what steps should be taken in conducting such research.
Originality/value
The originality lies in the systematic approach that precisely describes multilevel HRM research, and addressing obstacles that inhibit rigorous and relevant multilevel HRM research by highlighting relevant research questions, theories and methodologies.
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