How the impact of HR practices on employee well‐being and performance changes with age

With changing retirement ages and an aging workforce, interest is growing on the potential contribution of relevant bundles of HR practices in eliciting well‐being and performance among aging workers. Drawing on theories on lifespan development and self‐regulation, we distinguished two bundles of HR practices: development HR practices that help individual workers reach higher levels of functioning (e.g. training), and maintenance HR practices that help individual workers maintain their current levels of functioning in the face of new challenges (e.g. performance appraisal). Further, based on lifespan theories, we expected and found that the association between development HR practices and well‐being (i.e. job satisfaction, organisational commitment and organisational fairness) weakens, and that the associations between maintenance HR practices and well‐being, and between development HR practices and employee performance, strengthen with age. In addition, a third bundle of ‘job enrichment’ HR practices emerged that elicited higher job performance among aging workers.     

On the job and co-worker commitment of Dutch agency workers and permanent employees

This article explores the relationship between employment status (agency workers vs. permanent employees) and affective and normative job and co-worker commitment. Our study was conducted on employees from four metal companies in the Netherlands. As HRM practices seem to influence employee commitment, we performed 89 interviews across all four companies and included blue-collar workers, their managers (direct supervisors, HR managers and production managers), as well as works council members. To test our hypotheses on commitment differences, we conducted quantitative research within the companies (permanent employees N = 167; agency workers N = 54), all blue-collar workers. Results show that permanent employees and agency workers express similar degrees of commitment to their job and to their co-workers, apart from affective commitment to co-workers, which is lower for agency workers than for permanent workers. We argue that national legislation, as well as managers' attempts to offer HR practices equal to those of permanent staff, play a prominent role in stimulating agency workers' commitment.     

HR practices for enhancing sustainable employability: implementation,use, and outcomes

Abstract

With the aging of the workforce, organizations need to maintain or improve the sustainable employability of their workforce throughout their working life. This raises the question which HR practices increase workers’ sustainable employability at work. The aim of this study is to investigate the extent to which organizations implement HR practices for enhancing sustainable employability in terms of workers’ health, motivation, and skills and knowledge from the employer’s perspective. In total, 312 owners/directors or HR managers (response rate 13%) filled out the questionnaire. The findings showed that most organizations implemented a range of HR practices to improve the health, motivation, and skills and knowledge of their employees. Perceived effectiveness of these practices were dependent on the number of HR practices that were implemented, employees’ use of and participation in designing these practices. Implementation of HR practices was also related to higher satisfaction with the current employability of employees, and to increased productivity of the organization. Implications for practice and examples of HR practices to enhance sustainable employability are given.     

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.     

The effect of human resource practices on perceived organizational support in the People’s Republic of China

Using a sample of workers and managers employed by a hotel located in Southeastern People’s Republic of China, we investigated the relationship between various human resource management practices and the perceived organizational support (POS) experienced by the employees. We then investigated the effects of POS on employee satisfaction. Our data suggest that hiring practices, training, and compensation practices predict POS. These results are consistent with previous research. We also found that POS influences worker satisfaction and acts as a mediator between select HR practices and satisfaction. This study contributes to the literature by replicating Western-based findings with a Chinese sample and illustrating that the attitudes of Chinese employees can be influenced through the use of HR practices.     

Trust as moderator in the relationship between HRM practices and employee attitudes

The study contributes to the debate in the HRM literature by examining the role of trust in management in moderating the effect of HRM practices on employee attitudes. The novelty of the study lies in our interest in assessing this relationship not only on a system of HR practices, but also considering whether the influence varies according to specific ‘bundles’ of practices. Adopting a Structural Equation Modelling approach, we first test the moderation using an HRM index of seven practices on a sample of 9,000 employees from 46 Italian organisations. Then, following the AMO approach, we assess the relationship on three ‘bundles’ of practices, one oriented to increasing ability, another motivation and the third opportunity to participate. Results confirm the moderation with the overall HRM index. Interestingly, the effect varies depending on the HR bundles, being significant only with the motivation practices and not relevant in the other two bundles.     

HRM implementation by multiple HRM actors: a social exchange perspective

Abstract

In this study, we understand HRM implementation as a social process that depends on the social exchange relationships between line managers and both HRM professionals and employees. As such, we offer a fresh approach to understanding HRM implementation by concentrating on the social exchange among HRM actors. We do so by investigating to what extent these exchange relationships influence HRM implementation, as reflected in employees’ perceptions of the presence of HRM practices and their affective commitment. We collected multilevel data from two sources (line managers and employees) and in two phases in a Dutch engineering firm, and obtained fully matched manager – employee information from 75 employees and 20 line managers. Our results show that employees perceive a larger number of HRM practices when they have a good relationship with their line managers and when their line managers are motivated to implement HRM practices. Line managers, in turn, reciprocate perceived support from the HRM department with greater motivation to implement these practices. We conclude that because HRM actors engage in social interactions, HRM practices will be implemented at the organizational level because employees perceive the presence of HRM practices and then reciprocate this with affective commitment.     

Development or maintenance? Dual-oriented human resource system,employee achievement motivation,and work well-being

Drawing on the person–organization fit theory, this study elaborates a dual-oriented human resource (HR) system and explores when and how two HR bundles (development vs. maintenance) influence work well-being. The results of the confirmatory factor analysis with a sample of 1,946 supervisors from a Chinese high-tech firm show that the dual-oriented HR model fits the data better than a holistic HR system. In another study with a multilevel sample of 64 corporate branches and 434 employees, the findings confirm the proposed joint effect of the dual-oriented HR system and achievement motivation on well-being. Specifically, development-oriented HR practices are more positively related to work well-being only when individual achievement motivation is high; by contrast, maintenance-oriented HR practices are more positively related to work well-being only when individual achievement motivation is low. Work meaning mediates these effects. These findings provide guidance on the effective design of HR practices.     

Human resource management practices and voluntary turnover: a study of internal workforce and external labor market contingencies

We tested relationships between employee quit rates and two bundles of human resource (HR) practices that reflect the different interests of the two parties involved in the employment relationship. To understand the boundary conditions for these effects, we examined an external contingency proposed to influence the exchange-based effects of HR practices on subsequent quit rates – the local industry-specific unemployment rate – and an internal contingency proposed to shape employees’ conceptualization of their exchange relationship – their employment status (i.e. full-time, part-time and temporary employment). Analyses of lagged data from over 200 Canadian establishments show that inducement HR practices (e.g. extensive benefits) and performance expectation HR practices (e.g. performance-based bonuses) had different effects on quit rates, and the former effect was moderated by unemployment rate. The effects of HR practices on quit rates did not differ between FT and PT employees, but a different pattern of main and interactive effects was found among temporary workers. These findings suggest that employees’ exchange-based decisions to leave may be less affected by the number of hours they expect to work each week, and more by the number of weeks they expect to work.     

Finders,keepers? Attracting,motivating and retaining knowledge workers

Attracting, motivating and retaining knowledge workers have become important in a knowledge‐based and tight labour market, where changing knowledge management practices and global convergence of technology has redefined the nature of work. While individualisation of employment practices and team‐based work may provide personal and organisational flexibilities, aligning HR and organisational strategies for competitive advantage has become more prominent. This exploratory study identifies the most and least effective HR strategies used by knowledge intensive firms (KIFs) in Singapore for attracting, motivating and retaining these workers. The most popular strategies were not always the most effective, and there appear to be distinctive ‘bundles’ of HR practices for managing knowledge workers. These vary according to whether ownership is foreign or local. A schema, based on statistically significant findings, for improving the effectiveness of these practices in managing knowledge workers is proposed. Cross‐cultural research is necessary to establish the extent of diffusion of these practices.     

Discretionary HR practices and proactive work behaviour: the mediation role of affective commitment and the moderation roles of PSM and abusive supervision

Proactive work behaviour may drive public employees to proactively improve public service quality. This research seeks an insight into the role of discretionary human resource (HR) practices in fostering proactive work behaviour among public employees through the mediation mechanism of affective commitment. The data for the research variables were harvested from public employees and their direct managers from local governments at the district level in Ho Chi Minh City of Vietnam. The research results shed light on the positive association between discretionary HR practices and public employees’ proactive work behaviour, which was mediated by affective commitment. The research results also supported the role of public service motivation (PSM) as an intensifier and abusive supervision as a negative moderator for the effect of discretionary HR practices on affective commitment and proactive work behaviour. Our research model integrates discretionary HRM and proactive work behaviour research streams into public management literature.     

Human resource strategies and contingent workers: The case of safety and health in the petrochemical industry

One of the most important economic developments in recent years is the growth in the number of temporary and contract employees. Little is known, however, about the implications these contingent employees have for human resource practices. This paper presents the results of a study of one group of contingent workers, contract workers in the petrochemical industry. The primary concern of this study is the consequences contract workers have for safety, a hotly debated and politically charged issue in an industry where safety mishaps can have catastrophic consequences. We find that contract employees offer petrochemical firms an important degree of flexibility in meeting rapid fluctuations in their demand for labor. Contract employment relationships also create stresses with potentially severe adverse effects on workplace safety. Overcoming these threats to safety while maintaining flexibility will require a high level of coordination among human resource professionals, line managers, corporate executives, unions, and government agencies.     

Satisfaction with HR practices and commitment to the organisation: why one size does not fit all

This article examines the links between employees' satisfaction with HR practices and their commitment to the organisation. It draws on recently collected data to examine these links for three groups of employees: professionals, line managers and workers. Satisfaction with some HR practices appears to be linked to the commitment of all employees, while the link for others varies befuwn the three employee groups. These findings pose a challenge to the universalistic model of HRM and have implications for those seeking to design practices that will improve organisational commitment.     

Perceptions of HR practices and innovative work behavior: the moderating effect of an innovative climate

Abstract

The purposes of this paper are to explore the effect that perceived HR practices have on the innovative work behavior (IWB) of individual workers and to examine the role that an innovative climate plays in this relationship. We hypothesize that employees will show greater IWB if they perceive the organizational climate to support innovation and perceive the presence of HR practices related to a compensation system, training and development, information sharing, and supportive supervision. Using data from 463 individuals in four Dutch manufacturing companies, the study tests the effects of employees’ perceptions of HR practices and of an innovative climate on their innovative behaviors. We found that employee perceptions of a compensation system are negatively related to IWB, and that employee perceptions of information sharing and supportive supervision are positively related to IWB. The effect of perceptions of information sharing and training and development on IWB are moderated by an innovative climate, in such a way that information sharing has a stronger effect on IWB and training and development a weaker one. Managers can stimulate innovative behavior by investing in information sharing, supportive supervision, and establishing an innovative climate.     

Managing electronic communications: a new challenge for human resource managers

Advances in information and communication technology are not only changing the way work is conducted but also influencing the development of human resource management (HRM) as a field of practice. In order to understand how HR managers are grappling with this issue we review the misuse of electronic communication in the workplace through the international literature and also recent court and tribunal cases in Australia. In particular, we consider the impact of new communication technologies in blurring of the boundaries between home and work and the way in which this is being dealt with by HR managers. In this paper we draw out the challenge of balancing the interests of employees and organisations, and outline the tension between HR as a strategic partner and employee champion. While not advancing a dystopian view, we argue that in many workplaces new surveillance technologies are being routinely utilised to increase employer control and that such low-trust practices are likely to be counterproductive and may undermine the profession of human resources management.     

Exploring alternative relationships between perceived investment in employee development,perceived supervisor support and employee outcomes

The purpose of this study was to explore alternative relationships between perceived investment in employee development (PIED), perceived supervisor support (PSS), and employee outcomes in the form of attitudes (affective commitment and turnover intention) and work performance (work effort, work quality and organisational citizenship behaviour). A cross-sectional survey among 331 employees from a Norwegian telecommunications organisation showed that the relationship between PSS and employee attitudes was partially mediated by PIED. In addition, PSS was found to moderate the relationship between PIED and three self-report measures of work performance. The form of the moderation revealed a positive relationship only for high levels of PSS. These findings suggest that line managers are of vital importance in implementing developmental HR practices, either because they influence how such practices are perceived by employees, which, in turn, affects employee attitudes, or because positive experiences with both line managers and HR practices seem to be needed in order for developmental HR practices to positively influence employee performance.     

Developing and validating an instrument for measuring managers’ attitudes toward older workers

Three studies were carried out to develop and validate an instrument for measuring managers’ attitudes toward older workers. In the first study we explore (a) managers’ attitudes toward older workers, and (b) retirees’ perceptions about their last experiences before retirement. In the second study, 51 items emerging from the first study and from the literature were developed. The corresponding questionnaire was then applied to a sample of 224 Portuguese managers who were also invited to make decisions in three scenarios involving younger and older workers. The third study replicated the second one with a sample of 249 Brazilian managers. The main findings are: (a) five types of managers’ attitudes toward older workers were identified (adaptability, value of older workers’ competencies, organizational conscientiousness, social capital/generosity and performance); (b) these attitudes predict how managers select older vs. younger workers in hiring and selecting employees to participate in training; (c) the empirical patterns identified in the Portuguese and Brazilian samples are similar; (d) in spite of recognizing positive qualities in older workers, managers discriminate against them; (e) managers develop different attitudinal profiles toward older workers, which has consequences for how they make decisions about those workers.     

Antecedents and Employee Outcomes of Line Managers' Perceptions of Enabling HR Practices

To learn more about the role of line managers in the implementation of HR practices, we propose and test a model of line managers' perceptions of enabling HR practices on the one hand and employee outcomes on the other. In a field study of 89 line managers and 631 employees, we observed that the relationship between line managers' perceptions of enabling HR practices and employees' intrinsic motivation, affective organizational commitment, and turnover intention was mediated by employees' perceived supervisor support. Line managers' perceptions of enabling HR practices, in turn, were predicted by line managers' perceived quality of the HR training they received. Theoretical and practical implications and directions for future research are discussed.     

The effectiveness of more advanced human resource systems in small firms

In this paper, we analyze whether Human Resource (HR) systems in small firms can be associated with higher performance as well as higher wages. Our study, which focuses on Dutch pharmacies, shows that more advanced HR systems do not have any effect on firms' productivity. In these micro firms, it is only employees who significantly benefit from the introduction of both a basic and a more advanced HR system. Our findings that small firms do not significantly benefit from introducing less traditional HR practices offer an explanation for the thresholds in the diffusion of these HR practices in small firms, and suggest that in these firms formal HR practices are less important than personal relations between the employer and his or her employees.     

Line managers' support for older workers

Line managers make a difference when it comes to older workers continuing to participate in the labour market. Depending on their coaching abilities, and their willingness to use these abilities, line managers can offer social support to those older workers that they supervise. This willingness is to an extent dependent on the opportunities for action that the organization provides to line managers. Contrary to earlier research, our study based on a survey of 160 front line managers, failed to find evidence that the social support that line managers provide is influenced by negative stereotypical attitudes about the lack of flexibility and the performance of older workers. This study adds new insights into the determinants of line managers' activities and underlines the essential role that front-line managers play in human resource practices for older workers.