Leadership behaviors and human agency in the valley of despair: A meta-framework for organizational change implementation

For organizational leaders, implementing change in a workplace means influencing employees to do something new or behave differently. For employees, implementing a change at work requires detaching from familiar routines and social systems, learning and practicing the change, and imagining a future in which the change is valued by the organization. As they apply their agency to implement change, employees may experience loss, uncertainty, and frustration that manifests as despair, which can jeopardize the change process and its outcomes. We assemble a meta-theoretical framework using human agency theory, the Valley of Despair model of organizational change, and Full-Range Leadership Theory to explore ways that leaders' behaviors relate to employees' agentic orientations and behaviors during the implementation phase of the organizational change process. Taking both organizational change leaders' and employees' perspectives into account, the theory derived from our meta-framework argues that leaders' behaviors can shape employees' agency and their behaviors during the implementation stage of change in two important ways: 1) certain leader behaviors are likely to prime agentic orientations that facilitate changing, and 2) certain leader behaviors may help to mitigate employees' despair, enabling the firm to derive value from employees' change implementation behaviors.     

Transforming Human Resources in the New Economy: Developing the Next Generation of Global HR Managers at Deutsche Bank AG

This article illustrates how global player, Deutsche Bank, has managed to achieve a change of direction for its HR function: becoming a strategic partner to the business. Follow the authors step by step in this transformational process to see how this change management program developed from strategy to action, making every HR professional at DB a change agent. Find out how strategic competency definition, human resource development, and state‐of‐the‐art information technology acted as levers to engage Deutsche Bank's HR community on this journey. © 2001 John Wiley & Sons, Inc.     

Linking people management and extra‐role behaviour: results of a longitudinal study

This article examines the validity of the assumption that employees' perceptions of those people management activities of their supervisor that impact on employees' abilities, motivation and opportunities to perform influence employee extra‐role behaviour. The results of a longitudinal survey with data from 3,368 employees provide support for this assumption. This study's distinctive features – the concept of people management that involves the management of HR implementation, the longitudinal research design, and the use of the AMO framework for specifying the linkages between HRM and performance – make it possible to address the core questions in the HRM‐performance debate that still remain unanswered according to Guest.     

Factors helping the HR function gain greater acceptance for its proposals and innovations: evidence from Spain†

On the basis of the sense-making and sense-giving literature, this study addresses factors helping the HR function gain greater acceptance by employees for its proposals and innovations. Using an original sample of 298 employees from nine firms in Spain, we find that HR department credibility is only one of the factors that influence employees' acceptance. Other essential elements are top management and supervisor support. We also investigate the consequences that differential levels of support from supervisors and top managers can have for the acceptance of HR innovations, and we find that supervisor support carries more weight than that of top managers. Finally, we explore variations in the importance of the HR function credibility as an acceptance enabler under different organizational innovation climates. The results suggest that HR credibility plays an essential role independently of climate.     

Mind the Intended‐Implemented Gap: Understanding Employees’ Perceptions of HRM

This study aims to shed light on the implementation of HR practices as a key piece of the human resource management (HRM)–performance puzzle. Although the literature suggests that discrepancies between the organization's intended and implemented HR practices are essential to understanding employees’ perceptions of and reactions to HRM, little attention has been devoted to this issue. Drawing upon a multiple‐case study of German health and social services organizations, we therefore explore the linkages (and potential gaps) between intended, implemented, and perceived HR practices. Our study provides new insights into the underlying mechanisms of this relationship, highlighting an organization's ability to leverage its resources as playing a crucial moderating role in implementing intended HR practices, while employees’ expectations of HRM moderate the link between implemented and perceived HR practices. We advance a set of propositions that contributes to a more nuanced, multilevel understanding of the complex phenomenon of HRM implementation. © 2014 Wiley Periodicals, Inc.     

Theorizing the links between e-HR and strategic HRM: a model,case illustration and reflections

In this paper we develop a model of e-human resources (e-HR) focusing on the relationship between HR strategy, e-HR goals and architectures, and positive and negative e-HR outcomes. This relationship is moderated by a number of key factors, including the organization and resources of the HR function, the absorptive capacity of HR, the skills and preferred styles of HR professionals, the levels of technology acceptance among employees and line managers and the models of change used in implementing e-HR programs. We illustrate certain features of this model using data from a case study of a leading international oilfield services provider. These data provide a partial confirmation of the model's validity but show the need for a more dynamic understanding of the links between e-HR variables and the importance of context in explaining differences between line managers' acceptance of e-HR.     

Concurrent and disconnected change programmes: strategies in support of servitization and the implementation of business partnering

For many leading engineering companies, the integration of services into product offerings is seen to comprise an important shift in the underlying business model. This movement has been termed the ‘servitization of business’. Within this debate, however, scant attention has been given to the human resource (HR) implications of servitization. An exploratory case study illustrates the HR challenges associated with servitization and the way in which these interact with a concurrent change programme concerned with the implementation of ‘business partnering’. The findings highlight the emergent complexities resulting from these two change programmes being rolled out simultaneously. Although contested across different divisions, the shift to servitization continuously disrupts the implementation of business partnering with little alignment between the two espoused initiatives. Furthermore, the rate of strategic change within the company in response to changing markets continuously acts to erode the coherence of the acclaimed move to business partnering. In consequence, the HR policies and practices struggle to maintain contact with the company's strategic direction.     

Strategic human resource management at Lucent

This article describes the HR Management system in place at Lucent Technologies, Inc. Lucent's HR structure is organized around a client service model that focuses on the leaders in the major business units and the movement of as much of the HR infrastructure as possible to these business units. Key emphases include (1) HR operational excellence, (2) compensation and performance management that encourages employees to build a successful future with the firm, as well as to share in that success, and (3) building an operating style and culture that supports Lucent's mission and strategy. Key challenges for the future include (1) organizational renewal in a period of growth, (2) identifying and developing new HR competencies, (3) developing a unique HR structure to support the needs of HR at Bell Labs, and (4) effective labor relations in a rapidly changing industry. © 1999 John Wiley & Sons, Inc.     

Variability in HRM implementation among line managers and its effect on performance: a 2-1-2 mediational multilevel approach

Over the last few decades, a substantial body of research has examined the relationship between human resource management (HRM) and performance. However, little attention has been given to the implementation of HRM, although an HR policy can be implemented in various ways within an organization. In addressing recent calls in the literature to examine this issue more closely, we study the role of line managers in implementing HRM and the influence of employees' perceptions of HRM. In a multilevel study of 315 employees and 41 line managers drawn from various work-units of a Dutch municipality, we tested whether HR practices, as implemented by line managers, affect employees' perceptions of HRM and whether these perceptions in turn relate to perceived unit performance. The analysis shows that implemented HR practices differed between work-units. More specifically, our study shows that these differences can be explained by a line manager's leadership style. Moreover, our findings indicate that employees' perceptions of the HR practices implemented mediate the relationship between the HR practices implemented by line managers and perceived unit performance. These findings contribute to our understanding of how HRM affects performance.     

Reducing intentions to resist future change: Combined effects of commitment‐based HR practices and ethical leadership

Change management, and particularly the human side of change, is a central tenet of the strategy of contemporary organizations. However, there is little evidence concerning how strategic HR practices influence how individuals anticipate and react to the implementation of a major change and how direct supervisors influence that process. With a sample of 191 employees from multiple organizations, who completed two surveys with a four‐week lag, we examined the role of commitment‐based HR practices on employees’ intentions to resist future change. We found that commitment‐based HR practices contribute to a decrease in intentions to resist future change, measured four weeks later, via increased affective commitment to change. Moreover, we found that this relationship is conditional on ethical leadership, in that it is significant when ethical leadership is high but not when it is low. Building on social exchange and uncertainty reduction theories, our findings contribute to the literature by examining how and under what boundary conditions HR practices are an effective means for organizations to anticipate and manage change.     

Workplace bullying and employee outcomes: a moderated mediated model

Abstract

This paper investigates the relationship between workplace bullying and employee outcomes in a healthcare setting. Drawing on HR process theory, we investigate the mediating role of the perceived effectiveness of implementation of anti-bullying practices on employee outcomes and whether targeted line manager training was a moderator of that relationship. Our multi-level analysis (utilising responses from 1507 employees within 47 hospitals with matched HR Director interviews), finds that the relationship between workplace bullying and employee outcomes is partially mediated by employees’ perceived effective implementation of intended anti-bully practices. The mediated relationship is moderated by targeted line manager training in anti-bullying practices. The mediated moderation model illustrates that it is effective implementation of anti-bullying practices enhanced by targeted training that is required to reduce bullying probabilities and their associated negative employee outcomes. The paper contributes to resource based view of the firm, HR process and human capital theories. The implications for future research and practice are discussed.     

Organizational change cynicism: The role of employee involvement

Organizational change efforts can bring about a range of outcomes: some intended, such as organizational survival and profitability, and some unintended, such as heightened levels of organizational change cynicism (OCC) among employees. This article focuses on processes for managing OCC: we examine the role of information sharing and involvement in decision making as ways to lessen employee reports of OCC. While both of these strategies have the potential to be effective, they rest on a significant assumption—namely, that employees will enthusiastically embrace any opportunities to become involved. In this research, we investigate this assumption through an analysis of the relationship between an employee's willingness to become involved (”active orientation”) on employee reports of their OCC. We find, using data from 1,214 public‐sector employees, that an active orientation toward involvement plays a significant role as a moderator in reducing employee reports of OCC. The findings suggest that HR practitioners concerned about OCC should encourage their line managers to adopt a participatory style of management (information sharing, involvement in decision making), especially in those workplaces where employees are more likely to embrace the opportunities for involvement. © 2008 Wiley Periodicals, Inc.     

Strategic human resource management at Sears

This article describes the HR Management System in place at Sears. Key emphases of Sears' HR management infrastructure include: (1) formulating and communicating a corporate mission, vision, and goals, (2) employee education and development through the Sears University, (3) performance management and incentive compensation systems linked closely to the firm's strategy, (4) validated employee selection systems, and (5) delivering the "HR Basics” very competently. Key challenges for the future include: (1) maintaining momentum in the performance improvement process, (2) identifying barriers to success, and (3) clearly articulating HR's role in the change management process. © 1999 John Wiley & Sons, Inc.     

Issues in the implementation of proactive environmental strategies

Management consultants, environmental groups, and industry trade associations have all recently offered guidelines for companies to improve environmental performance.¹ The guidelines suggest ways that companies can implement strategic change to move beyond compliance with regulation, assume responsibility for the environmental impacts of their products, and gain public credibility. Much of the advice offered can be useful to managers who are responding to rapidly changing environmental pressures. Nevertheless, implementation of some of the general guidelines could impose undue costs or introduce untoward organisational consequences for certain companies. While mentioned as an issue in the management literature, companies need more systematic advice on how best to tailor these broad guidelines for environmental strategic change to the specific needs and capabilities of their companies. In addition, as many companies are comprised of diverse business units that are sometimes linked together only through financial controls, managers must adapt environmental management programs to unique ‘substructures’ within the firm. These substructures can differ dramatically in their environmental performance and their management capabilities. Elsewhere we have offered a framework for analysing environmental strategies and management programs.² In this paper, we identify some of the implementation issues that confront companies when they introduce environmental strategic change. We argue that environmental strategies are most effectively implemented when they are consistent with the organisational characteristics and operating context of the company involved. We use Volvo's experience with environmental strategic change to highlight many of the difficulties that companies may encounter when altering their approach to environmental performance. The case illustrates how a company can modify its own strategy and management programs for more effective change. It is an interesting case to study because of the proactive and comprehensive nature of Volvo's environmental strategy and management programs.     

HR and analytics: why HR is set to fail the big data challenge

The HR world is abuzz with talk of big data and the transformative potential of HR analytics. This article takes issue with optimistic accounts, which hail HR analytics as a ‘must have’ capability that will ensure HR's future as a strategic management function while transforming organisational performance for the better. It argues that unless the HR profession wises up to both the potential and drawbacks of this emerging field and engages operationally and strategically to develop better methods and approaches, it is unlikely that existing practices of HR analytics will deliver transformational change. Indeed, it is possible that current trends will seal the exclusion of HR from strategic, board‐level influence while doing little to benefit organisations and actively damaging the interests of employees.     

Actions speak louder than words: how employees mind the implementation gap

Abstract

Integral to employees’ working lives are the HR policies and more importantly, the practices that follow those and their implementation, which employees experience directly. To date, research on HR implementation considers how HRM is ‘done to’ employees by management and therefore ignores the agency of individuals to shape how HRM is ‘done to them’. Taking the perspective of employees, in a qualitative study of female lawyers, this paper examines employees’ roles in shaping HR implementation, addressing a lack of understanding about the role of ‘others’ in the process. Drawing on the concept of social power, the article focuses on the implementation of agile working practices within UK-based law firms. It finds that despite lacking legitimate position power to influence processes, employees draw on a variety of other power sources (e.g. referent, information, coercive) and tactics (e.g. leveraging membership of professional networks) in order to influence their working environment with respect to HR policy and practice, particularly in response to perceived implementation gaps. The current study underlines that employees may be integral to bridging the gap between policy and practice and therefore to ensuring the link between HRM and organisational performance. It also proposes that behavioural responses to HR practices should be considered in future theorising of the HRM-performance relationship.     

IT企业员工压力分析及对策

在竞争日益激烈的新经济时代,企业员工的生活压力、工作压力与日俱增,员工的压力问题已成为企业管理者必须面对的尖锐问题。文章分析了IT企业员工压力产生的根源,提出了缓解员工压力的爱心管理策略,为新形势下开发人力资源提供了一条有效途径。     

Multi-level analysis in information systems research: the case of enterprise resource planning system usage in China

Information technology (IT) usage within organisations is a multi-level phenomenon that is influenced by individual-level and organisational-level variables. Yet, current theories, such as the unified theory of acceptance and use of technology, describe IT usage as solely an individual-level phenomenon. This article postulates a model of organisational IT usage that integrates salient organisational-level variables such as user training, top management support and technical support within an individual-level model to postulate a multi-level model of IT usage. The multi-level model was then empirically validated using multi-level data collected from 128 end users and 26 managers in 26 firms in China regarding their use of enterprise resource planning systems and analysed using the multi-level structural equation modelling (MSEM) technique. We demonstrate the utility of MSEM analysis of multi-level data relative to the more common structural equation modelling analysis of single-level data and show how single-level data can be aggregated to approximate multi-level analysis when multi-level data collection is not possible. We hope that this article will motivate future scholars to employ multi-level data and multi-level analysis for understanding organisational phenomena that are truly multi-level in nature.     

IT企业员工压力分析及对策

在竞争日益激烈的新经济时代,企业员工的生活压力、工作压力与日俱增,员工的压力问题已成为企业管理者必须面对的尖锐问题。文章分析了IT企业员工压力产生的根源,提出了缓解员工压力的爱心管理策略,为新形势下开发人力资源提供了一条有效途径。     

A framework for disability in the new ways of working

Organizations have been increasingly introducing new ways of working (NWW). Yet, it is still unclear how these new work practices (e.g. unassigned-desk policies; self-managing teams; telework) may affect the inclusion of people with disabilities (PWD). The framework developed in this paper theorizes the mechanisms through which NWW can enable or disable PWD's work outcomes (i.e. work-impairment coordination, perceptions of justice, isolation and privacy concerns). Additionally, we use the ideal worker concept to reason that, when combined, NWW practices create expectations for employees that can be incompatible with how PWD are often stereotypically perceived in the workplace. This article helps understand how NWW offer both opportunities and challenges for the socio-economic advancement of PWD and provides HR managers with specific recommendations to balance the enabling and disabling effects of the NWW.