Employee perceptions of HR practices: A critical review and future directions

Abstract

Scholars are directing more attention to employee perceptions of human resources (HR) practices and have explored issues such as whether and how employees’ idiosyncratic or collective perceptions of HR practices shape employee outcomes. To further this area of research, we seek to determine what authors mean when they refer to “employee perceptions of HR practices”. We review 105 articles from leading human resource management journals and find that employee perceptions of HR practices is not a monolithic concept. Rather, following previous scholars, we identify three distinct components of employee perceptions of HR practices: the ‘what’, ‘how’, and ‘why’. We critically summarize extant literature on these three components of employee HR perception and propose future research directions, including enriching the theoretical foundations of HR communication, embracing cross-national contexts, and enhancing practical relevance.     

Rezensionen

Ohne Zusammenfassung     

Management or Politics – or Both? How Management by Objectives May be Managed: A Swedish Example

Rather than manage the government administration in a systematic fashion, the Swedish Government reacts to all sorts of unsystematic information. Thereby, it ignores the decision-model that it has decided to employ. This situation has been criticised, and a coupling of practice to the decision-model has been recommended. However, while the political leaders have not found arguments to renounce a management approach to government, neither have they found means to employ it. In this article, it is suggested that a situation with two decision-models – one that is discussed but not used, and one that is used but not discussed – is a functional solution to this dilemma. Frequent criticism of this situation may help sustain it.     

The Impact of European Integration and German Unification on Industrial Relations in Germany

Can the present turmoil in German industrial relations be attributed to the effects of the Single Market, or to unification, or to other factors? European regulation or legislation may intervene in the German industrial relations system, may remove responsibilities from national actors, or may, by deregulation, induce stronger interdependence between national regimes. Various instances are considered to evaluate the actual and potential EU impact on German industrial relations. The evidence suggests that fears of ‘social dumping’ in the richer member-states are largely unfounded, and that the effects of unification and the recession on German industrial relations are currently more significant than the impact of European integration.     

Bridging knowledge in ambidextrous HRM systems: empirical evidence from hidden champions

Managing the tension between efficiency and flexibility is one of the core challenges that organizations must tackle in order to survive in the global competitive environment. Ambidexterity has been identified in the literature as a key way of managing this tension. Despite the enormous popularity of the concept of ambidexterity, the questions of how HR practices influence exploration and exploitation and support organizational ambidexterity remain underexplored. Drawing on our empirical case studies of three mid-sized ‘hidden champions’ in different high-tech manufacturing industries, we show how an ambidextrous human resource management (HRM) system works. We demonstrate that ambidextrous HRM systems can be regarded as a special type of high-performance work system (HPWS) that facilitates the continuous integration of exploration and exploitation in the pursuit of flexibility and efficiency. In particular, we elucidate how firms apply integrative employment practices and integrative work practices to facilitate collaboration and to create and strengthen a common frame of reference that fosters knowledge integration. Finally, setting up an ambidextrous HRM system supports the complementary interplay between a common frame of reference and a firm's ability to integrate knowledge in order to manage the conflicting demands of exploration and exploitation.     

From feminism to FemInc.ism: On the uneasy relationship between feminism,entrepreneurship and the Nordic welfare state

Feminism in the Nordic countries was primarily formulated in terms of ‘state feminism’. The women’s movement cooperated with feminist government officials and politicians, resulting in societies that can be considered to be the most gender-equal societies in the world. Historically, the state provided for a large publicly-financed welfare sector which made it possible for many women to combine work and family through the state’s implementation of family-friendly policies, while simultaneously providing employment opportunities for many women. However, since the financial crisis of the 1990s, there has been a political change influenced by neo-liberal thought, in which politicians have handed over the welfare state’s responsibilities to the market, and, instead, the politicians have encouraged entrepreneurship, not least among women. Further to this development, there has been a change in emphasis from entrepreneurship (understood as starting and running a business) to entrepreneurialism which, in addition to a belief in the efficacy of market forces, also contains a social dimension where individuals are supposed to be flexible and exercise choice. In this article, we ask whether this entails a change in the feminist project in the Nordic countries, and if so, what the likely consequences are for this project, both in practice and in research. In order to answer this question, we reviewed existing Nordic research on women’s entrepreneurship and examined how this body of work conceptualizes entrepreneurship, gender, the state, and equality. We also considered whether any trends could be identified. We relate our findings to recent changes in government policy and conclude that the current discourse on entrepreneurship challenges, and possibly weakens, state feminism, but we also conclude that this discourse may also provide space for new forms of feminist action, in market terms. We coin the term FemInc.ism to denote feminist action through enterprise and we discuss a number of important challenges that research on this phenomenon is faced with.     

M&A Decisions and US Firms’ Voluntary Adoption of Clawback Provisions in Executive Compensation Contracts

We examine whether US firms’ M&A decisions influence the likelihood of voluntary adoption of clawback provisions in executive compensation contracts and whether clawback adoption improves subsequent M&A decisions. Because prior research finds that poor M&A decisions are associated with future earnings restatements, we predict that clawback adoption is more likely after these transactions. We further conjecture that M&A decisions will improve after clawback adoption, as its presence reduces executives’ willingness to manipulate post‐acquisition earnings. Consistent with our expectations, we find that (1) firms with more negative M&A announcement returns are more likely to adopt clawbacks; (2) firms that acquire targets with relatively poor accounting quality are more likely to adopt clawbacks; (3) clawbacks improve investor perception of M&A quality; and (4) executives are more responsive to the market when completing M&A deals if their compensation contracts include clawbacks. These results suggest that boards take a pro‐active approach and consider factors that may lead to restatements when adopting clawbacks. Our results have implications for US policymakers, as the Dodd‐Frank Act of 2010 requires mandatory adoption of clawbacks. Our results also suggest that non‐US firms can reduce managerial incentives to manipulate post‐takeover earnings by using clawbacks.