Labour hoarding in Dutch manufacturing industry

Summary Comfronting strong output fluctuations, companies are in no position to adjust their labour volume instantly to the technically efficient level. Because of that, they may find themselves with an internal labour reserve at one moment, and be short of labour at another. This phenomenon is called labour hoarding. In this article we propose a new method for the measurement of labour hoarding and apply it to the Dutch manufacturing industry. The results suggest that in the period 1972 to 1982, labour surpluses in that sector varied between five and fifteen percent of employment. Labour shortages appear to have been minor in the same period. Output uncertainty and real wage costs are supposed to be the main causes of the discrepancy between actual and technically efficient employment. Under this assumption an employment function is derived and fitted. The results are in accordance with the theoretical model on which the employment function was based.The author is attached to the Netherlands Economic Institute, Rotterdam.Based on the author's dissertation,Omvang en oorzaken van labour hoarding, Rotterdam, 1987.     

Human resource management and performance: lessons from the Netherlands

The relationship between HRM and firm performance has been a hotly debated topic over the last decade, with the great bulk of the primary scientific research coming from the USA and, to a lesser extent, the UK. We start with an overview of this research to give a frame of reference to compare the findings from the Netherlands. By comparing the results of research in the Netherlands with those in the USA and the UK we hope to reveal the secret of achieving 'competitive advantage through people' (Pfeffer, 1994) in the Netherlands. The comparison may further allow us to supplement resource-based approaches with a more institutional perspective.     

HR research in the Netherlands: imitation and innovation

In this paper we present an overview of Dutch HRM Research in the last decade, based on a content analysis of academic journals in this area. Also included is a comparison between UK and USA research, on the one hand, and Dutch research, on the other. Looking back, we conclude that HRM research in the Netherlands has had a relatively institutional character and has been less focused on HRM activities in a narrow sense. Dutch HRM researchers have paid less attention to the strategic positioning of HRM, to the redesign of HRM tools in the area of through-flow and performance management (appraisal, reward systems, feedback mechanisms) and to the monitoring of the effects of HRM. In this way HRM research has not reflected the key HRM issues occupying the attention of practitioners. From more recent patterns, however, we expect Dutch HRM research increasingly to reflect managerial concerns. This does not imply full convergence with US patterns, especially given the Dutch traditions in industrial relations and personnel management. The challenge for Dutch research on HRM is to find the right balance between market forces and institutional arrangements, including a fair position for the workers; this will have to do justice to the long established tradition of industrial democracy and consultation practices among the various stakeholders.     

Innovation processes in small and medium-size companies

Innovation in small manufacturing companies often proceeds in an unstructured way. For the most part there is no previous well-defined plan. Small companies manage to introduce product and process innovations in a great variety of ways. The activities involved in the innovation process vary from one company to another, as does the total duration of the process.

With product innovations, the market to which the companies orient largely determines how the innovation evolves. With process innovations, it is the novelty of the innovation that determines the mode of evolution.

Next to the know-how invested in the company, sources of information in the business sector are particularly intensively used, such as customers and suppliers. The use of other sources depends strongly on the stage in the innovation process.

These are the most important conclusions from an investigation that has been carried out under commission from the Dutch government. Its objective was to establish how innovation is accomplished in small companies and which sources of information are used at the successive stages of the innovation process.     

HRM and strategic climates in hospitals: does the message come across at the ward level?

This study examined how employees perceive intended strategic goals and HRM at the ward level, and if these perceptions generate the desired effects. The qualitative part of the research reveals that the hospital pursues two strategic goals (i.e. quality and safety). Analysis of the questionnaire data (N = 576 respondents; 59 wards) shows that both climate dimensions could be distinguished. Results showed that the perceived HR system does have a significant influence on both climate dimensions, suggesting that the overall message of the HR system is important for creating strategic climates. Furthermore, the climate for quality partially mediated the relationship between the perceived HR system and commitment.     

People on the verge of death: evidence from impacts of celebrity suicides

We attempt to identify the population who are vulnerable to emotional shocks by exploiting an unprecedented series of celebrity suicides in South Korea during the last decade, including one of the most famous actresses, as well as a former president. Our conservative estimates show that for 5 out of 11 celebrity suicides observed, 1 celebrity suicide on average yielded to more than 10 excessive suicides per day over a time frame of at least 2 weeks. The results indicate that a significant number of people are very much mentally unstable to end their life by emotional shocks that should be irrelevant to their economic status.     

Editorial introduction: HRM and performance: confronting theory and reality

This editorial introduction has twin purposes. The first is to make a wide audience aware of the new Dutch HRM Network. The second is to introduce a set of papers which make a contribution to the connections between HR policies/strategies and organizational performance. These purposes are linked by the fact that the papers come from the inaugural conference of the Network that was held in the Rotterdam School of Economics at Erasmus University at the end of 1999.     

Expatriate career support: predicting expatriate turnover and performance

This study aimed at explaining why multinational companies have difficulty retaining their repatriates as well as how multinational companies can improve in- and expatriate performance. In the study 100 in- and expatriates of a multinational company operating in the food and personal care industry reported the career support they experienced, their perceived career prospects within and outside the home organization, their intentions to leave, and their performance. As predicted, it was found that perceived career support negatively related to intentions to leave. Additionally, it was found that perceived career support positively related to perceived career prospects within the home organization and expatriate performance. Interestingly, no relationship was found between perceived career prospects outside the home organization and intentions to leave. Implications and directions for future research and HR practices in multinational companies are discussed.     

Context‐bound configurations of corporate HR functions in multinational corporations

Considerable attention has focused on how multinational corporations (MNCs) deal with the simultaneous pressures of globalization and localization when it comes to human resource management (HRM). HR function activities in this process, however, have received less focus. The study presented here identifies configurations of the corporate HR function based on international HRM (IHRM) structures, exploring how issues of interdependency shape corporate HR roles. The study is based on 248 interviews in 16 MNCs based in 19 countries. The findings are applied to develop a contextually based framework outlining the main corporate HR function configurations in MNCs, including new insights into methods of IHRM practice design. © 2010 Wiley Periodicals, Inc.