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5 results on '"Boon, Corine"'

1. Ethical and Passive Leadership and Their Joint Relationships with Burnout via Role Clarity and Role Overload.

Author

Vullinghs, Jesse T., De Hoogh, Annebel H. B., Den Hartog, Deanne N., and Boon, Corine

Subjects
PSYCHOLOGICAL burnout, LEADERSHIP, MANAGEMENT, BUSINESS ethics, JOB descriptions, ROLE ambiguity, OCCUPATIONAL roles, ROLE expectation
Abstract

Burnout has important ramifications for employees and organizations and preventing burnout forms an ethical issue for managers. However, the role of the leader and especially the role of ethical aspects of leadership have received relatively little attention in relation to burnout to date. We conducted a survey among employees (N = 386) of a Dutch retail organization, nested in 122 teams with a leader. Our first contribution is that we empirically show the hypothesized opposing relationships of ethical and passive leadership behavior with follower burnout. Furthermore, we examined two job characteristics as mechanisms that link these forms of leadership and burnout. Lastly, we show that the positive relationship of ethical leadership with burnout via role clarity (but not overload) is dependent on the degree of passive leadership the leader is perceived to display. Our results suggest that organizations should promote ethical leadership behaviors and limit passive leadership behaviors by stimulating leaders to be active in their role and use their social influence to promote ethical conduct. [ABSTRACT FROM AUTHOR]

Published
2020
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2. Integrating strategic human capital and strategic human resource management

Author

Boon, Corine, Eckardt, Rory, Lepak, David P., Boselie, Paul, Management Studies, UU LEG Research USG Public Matters Organization and Management, UU LEG Research USG Public Matters, Management Studies, UU LEG Research USG Public Matters Organization and Management, UU LEG Research USG Public Matters, Leadership and Management (ABS, FEB), and Faculteit Economie en Bedrijfskunde

Subjects
Human resource management system, Organizational Behavior and Human Resource Management, Knowledge management, strategic human capital, Strategic alignment, strategic human resource management, Strategy and Management, review, Strategic human resource planning, Human capital, human resource management, Management of Technology and Innovation, 0502 economics and business, Business and International Management, Strategic financial management, Means of production, Individual capital, business.industry, 05 social sciences, 050209 industrial relations, Management, Human resource management, Industrial relations, business, 050203 business & management
Abstract

Human capital is an important construct in a variety of fields spanning from micro scholarship in psychology to macro scholarship in economics. Within the various disciplinary perspectives, research focuses on slightly different aspects and levels of human capital within organizations, which may give opportunities for integration. The current paper aims to increase knowledge about human capital within organizations by integrating two streams of research which focus directly on human capital, but have approached human capital in different ways: strategic human capital (SHC), and strategic HRM. We describe both SHC and strategic HRM research streams and propose areas of integration, and directions for future research on human capital in organizations.

Published
2018
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3. The relationship between perceptions of HR practices and employee outcomes: examining the role of person-organisation and person-job fit.

Author

Boon, Corine, Den Hartog, Deanne N., Boselie, Paul, and Paauwe, Jaap

Subjects
EMPLOYEE attitudes, PERSONNEL management, ATTITUDE (Psychology), CORPORATE culture, ATTITUDES toward work, MANAGEMENT
Abstract

Human resource management (HRM) practices can play an important role in matching people with the organisations and the jobs they work in. However, little is known about how employees perceive and interpret HR practices and whether or how these perceptions relate to perceptions of person-organisation (P-O) and person-job (P-J) fit. This study aims to bridge strategic HRM and person-environment fit literature by examining possible mediating and moderating roles of P-O and P-J fit in the relationship between employee perceptions of a broad set of HR practices and employee attitudes and behaviours. Results from a sample of 412 employees support direct relationships as well as a mediating and moderating role of P-O and P-J fit in the relationship between perceived HR practices and employee outcomes. [ABSTRACT FROM AUTHOR]

Published
2011
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4. Institutional pressures and HRM: developing institutional fit

Author

Paul Boselie, Jaap Paauwe, Corine Boon, Deanne N. Den Hartog, Leadership and Management (ABS, FEB), Department of Human Resource Studies, Business Economics, Applied Economics, Boon, Corine, Paauwe, Jaap, Boselie, Paul, Den Hartog, Deanne N, Managing Social Issues, and LSG Management of Meaning (MOM)

Subjects
Organizational Behavior and Human Resource Management, Resource dependence theory, Industrial Relations & Labor, Competitor analysis, Strategic human resource planning, human resource strategies, Management, human resource management, organizational theory, International, Business & Economics, Human resource management, Psychology, Organizational theory, Business, Institutional theory, Organizational effectiveness, Applied Psychology, Industrial organization, Legitimacy, Psychology, Applied
Abstract

PurposeResearch in strategic human resource management (HRM) has focused mainly on the effects of HRM practices or systems on organizational effectiveness. However, institutional theory argues that besides being financially successful, organizations also need legitimacy to survive. Owing to the tension between competitive and institutional pressures, organizations balance between the degree of conformity and the degree of differentiation from competitors regarding HRM. The purpose of this paper is to address how institutional pressures help shape HRM.Design/methodology/approachUsing the concepts of leeway, human agency and strategic choice, differences in three types of institutional fit are highlighted: innovative, conformist and deviant. A comparative case study approach is used in order to illustrate the framework, using document analysis and 43 interviews in three organizations in The Netherlands.FindingsThis paper shows how balancing competitive and institutional pressures in organizations affects HRM. The cases illustrate the proposed theoretical framework, showing leeway, human agency, strategic choice and the nature of institutional fit. The organizations each illustrate a type of institutional fit. Moreover, not the institutional context itself, but the organization's response seems to make a difference for the nature of institutional fit.Originality/valueWhile previous studies focus on the effects of HRM on organizational effectiveness, this paper examines how the balance between competitive and institutional pressures affects HRM and aims to show that institutional fit can contribute to strategic HRM by providing insight in this more balanced goal setting of organizations.

Published
2009
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5. The relationship between perceptions of HR practices and employee outcomes: examining the role of Person-Organization and Person-Job fit

Author

Paul Boselie, Corine Boon, Deanne N. Den Hartog, Jaap Paauwe, Business Economics, Applied Economics, Leadership and Management (ABS, FEB), Boon, Corine, Den Hartog, Deanne N, Boselie, Paul, Paauwe, Jaap, UU LEG Research USG Public Matters Managing Social Issues, LS Manag. en Org. van de Dienstverlening, UU LEG Research USG Public Matters, and Department of Human Resource Studies

Subjects
person-organisation fit, Organizational Behavior and Human Resource Management, Matching (statistics), Employee research, Strategy and Management, media_common.quotation_subject, employee attitudes, Sample (statistics), employee behaviours, Management, human resource management, employee perceptions, person-job fit, Management of Technology and Innovation, Perception, Human resource management, International, Industrial relations, Employee engagement, Business and International Management, Set (psychology), Organizational effectiveness, Psychology, Social psychology, media_common
Abstract

Human resource management (HRM) practices can play an important role in matching people with the organisations and the jobs they work in. However, little is known about how employees perceive and interpret HR practices and whether or how these perceptions relate to perceptions of person-organisation (P-O) and person-job (P-J) fit. This study aims to bridge strategic HRM and person-environment fit literature by examining possible mediating and moderating roles of P-O and P-J fit in the relationship between employee perceptions of a broad set of HR practices and employee attitudes and behaviours. Results from a sample of 412 employees support direct relationships as well as a mediating and moderating role of P-O and P-J fit in the relationship between perceived HR practices and employee outcomes. Refereed/Peer-reviewed

Published
2011

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