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PurposeThe purpose of this study is to investigate if a supportive psychological climate specifically aimed at older workers (i.e. employee perceptions that the organization supports and activates older workers) will result in higher levels of older workers' vitality and dedication mediated through increased levels of older workers' perceived organizational support (POS).Design/methodology/approachThe authors conducted a two-wave survey study among 209 older university employees (aged above 45 years) using structural equation modeling.FindingsThe results revealed that a change in supportive psychological climate is positively associated with a change in vitality and dedication, which was mediated by a change in POS.Practical implicationsSince workforces are aging around the world, one of the most pressing challenges for human resource managers is to find effective strategies to encourage older workers to remain engaged and active members of the workforce for as long as possible. In this study, the authors demonstrate that a supportive psychological climate for older workers is particular important in this regard.Originality/valueThe main contribution of this study is that it identifies the important role of a supportive psychological climate for older workers in predicting older workers engagement i.e. vitality and dedication, while also shedding light on the underlying mechanisms involved.

This study investigates whether employee perceptions of High Involvement Work Systems (HIWS) mediate the positive relationship between implemented-HIWS and the parallel outcomes of employee well-being and organisational performance. To test these relationships, data was collected from 20,646 employees and 2066 managers in 198 organisations from Spanish industrial companies (mainly small and medium enterprises, SMEs). Results from a 2-1-2 multilevel structural equation modelling analysis showed that implemented-HIWS are positively related to perceived-HIWS, which in turn, are positively associated with both financial performance and the well-being outcomes of job satisfaction and positive affect while being negatively associated with the well-being outcome of negative affect. Finally, the study also showed a direct negative effect of implemented-HIWS on job satisfaction suggesting that the source from which HIWS are rated matters for their consequences on some well-being outcomes. We discuss the implications of these results for theory and practice.

PurposeThis study aims to examine the relationship between the agile way of working and team performance and engagement. Furthermore, psychological safety climate was investigated as a mediator of this relationship. As organizations are increasingly adopting the agile way of working method beyond the information technology (IT) setting, the authors researched its effects in teams across a variety of functional domains.Design/methodology/approachSurvey data was collected from 97 agile teams working in various functional domains in a multinational bank. The data was analyzed using structural equation modeling.FindingsResults indicated that the agile way of working is directly and positively related to team engagement and performance. Moreover, psychological safety climate acted as a partial mediator of each of the respective outcomes.Originality/valueThis study illustrated that the agile way of working is beneficial for teams beyond the IT setting, as it is positively associated with psychological safety climate, engagement and performance across functional domains.

Hoe werknemers HR-activiteiten beleven, is belangrijk voor organisaties. Uit wetenschappelijke litera- tuur blijkt namelijk dat de werknemersbeleving van HR-activiteiten van cruciaal belang is om beoogde doelen van geïmplementeerd HR-beleid te behalen. In dit artikel, dat gebaseerd is op de belangrijkste resultaten van een promotieonderzoek, wordt ingegaan op vier uitdagingen waarmee (HR-)managers en onderzoekers worden geconfronteerd als het gaat om de werknemersbeleving van HR-activiteiten. De vier uitdagingen, geformuleerd in vraagvorm, zijn: (1) wat verstaan we onder de werknemersbele- ving van HR-activiteiten? (2) hoe beïnvloedt de werknemersbeleving van (bundels van) HR-activiteiten werknemersuitkomsten (bijvoorbeeld bevlogenheid en betrokkenheid van de werknemer bij de organi- satie)? (3) hoe beïnvloedt de aansluiting van de aangeboden HR-activiteiten op de behoeften van de werknemer de werknemersuitkomsten? en (4) hoe beïnvloedt overeenstemming tussen de HR-beleving van werknemers en managers de werknemersuitkomsten? Tot slot worden de praktische implicaties van de resultaten van het proefschrift besproken.

With the growing number of studies investigating employee perceptions of HR practices, the field of SHRM is challenged with monitoring how cumulative insights develop. This paper presents a systematic review on employee perceptions of HR practices in terms of 1) how they are examined (as an antecedent, mediator, or outcome), 2) the theoretical perspectives that explain this construct, and 3) the type of conceptualizations of employee perceptions of HRM that have been used in the extant SHRM research. The findings illustrate how scattered current approaches are in terms of how employee perceptions of HRM have been examined. In addition, a range of theoretical frameworks that advocate and support the employee perspective on HRM have been used, showing that a single perspective on employee perceptions of HRM seems infeasible. Finally, a variety of descriptive and evaluative conceptualizations have been used. Recommendations and avenues for future research to gain a more comprehensive understanding of employee perceptions of HRM are provided.

This study explores the employees’ views on the effectiveness of HR practices for their job performance, drawing from a needs-supplies (N-S) fit approach. Findings based on 465 employees show a positive association between the N-S fit of present HR practices (i.e., employees perceiving supplied practices as needed) and engagement and proactive behaviour. The N-S fit of absent HR practices (i.e., employees indicating they do not need the non-offered practices) is positively associated with engagement and negatively with proactive behaviour. Additionally, proactive behaviour and engagement are higher when employees experience present practices as effective and absent practices as irrelevant for their functioning. Also, these outcomes are higher when employees experience supplied practices as effective while missing essential practices, than when the supplied practices are ineffective and absent practices are irrelevant. Organizations can use this approach to revisit HR practices that waste organizational resources and introduce HR practices that improve employee functioning.

Although Human Resource Management (HRM) scholars have frequently called for a more contextualized approach to HRM, there is still a limited understanding of how the HRM-employee outcome relationship varies under different conditions. This study tests a model that positions workload as a moderator of the relationship between perceived skill-, motivation- and opportunity-enhancing High Performance Work Systems (HPWS) and employee absenteeism. Using data from 194 employees, the results revealed that under high workloads, perceived opportunity-enhancing HPWS practices reduce absenteeism. However, workload did not influence the relationship between skill-enhancing and motivation-enhancing HPWS and absenteeism. The findings highlight that demanding work conditions in the form of a high workload can alter the relationship between HRM and key employee outcomes in such a way that the benefits of some HR practices become particularly useful when employees really need them. In addition, the findings underline the need to focus on the differential effects of skill-, motivation- and opportunity-enhancing HPWS practices for a richer understanding of the HRM–employee outcome relationship.

While it is generally assumed that employees who feel well are also productive, research has shown that this is not always the case. Specifically, some employees seem to experience low well-being while performing, and vice versa. As employee well-being and performance are both required to achieve corporate sustainability, the purpose of this research was to identify energy-related well-being/job performance profiles among 5729 employees from the Dutch division of a large bank and identify their antecedents. Using latent profile analysis, we found five profiles: 1. low well-being/low performance, 2. low well-being/medium performance, 3. high well-being/medium performance, 4. high well-being/high performance, and 5. high well-being/top performance. Using multinomial regression, we found that more learning and development opportunities, more social support from colleagues, more autonomy, and less role-conflict were related to the high well-being profiles. Second, more role clarity, more performance feedback, more autonomy, and less work-pressure were related to the high- and top-performance profiles. Finally, communication and social support from the manager were found to be relatively weak antecedents of the different profiles. This study thus highlights that the job demands and resources of employees may affect their well-being and performance.

The authors provide an up-to-date theoretically based qualitative review of research dealing with the relationship between HRM, employee well-being, and individual/organisational performance (HRM-WB-IOP research). The review is based on a systematic critical analysis of all HRM-WB-IOP studies (N = 46) published in 13 core HRM and management journals in the 2000 to 2018 period. The authors first identify different theoretical models of the HRM-WB-IOP relationship, which they then use to map research in the area. The results show that mutual gains conceptualisations play a dominant role in extant HRM-WB-IOP research, at the expense of alternative conflicting outcomes and mutual losses models, which are also shown to receive very limited empirical support across the 46 studies. As part of this mapping exercise, the authors identify important knowledge gaps in the area and conclude by setting out a number of key recommendations for future research to address these gaps.

PurposeThe purpose of this paper is to explore the key ingredients that people analytics teams require to contribute to organizational performance. As the information that is currently available is fragmented, it is difficult for organizations to understand what it takes to execute people analytics successfully.Design/methodology/approachTo identify the key ingredients, a narrative literature review was conducted using both traditional people analytics and broader business intelligence literature. The findings were summarized in the People Analytics Effectiveness Wheel.FindingsThe People Analytics Effectiveness Wheel identifies four categories of ingredients that a people analytics team requires to be effective. These are enabling resources, products, stakeholder management and governance structure. Under each category, multiple sub-themes are discussed, such as data and infrastructure; senior management support; and knowledge, skills, abilities and other characteristics (KSAOs) (enablers).Practical implicationsMany organizations are still trying to set up their people analytics teams, and many others are struggling to improve decision-making by using people analytics. For these companies, this paper provides a comprehensive overview of the current literature and describes what it takes to contribute to organizational performance using people analytics.Originality/valueThis paper is designed to provide organizations and researchers with a comprehensive understanding of what it takes to execute people analytics successfully. By using the People Analytics Effectiveness Wheel as a guideline, scholars are now better equipped to research the processes that are required for the ingredients to be truly effective.

Given that various studies have linked Human Resource (HR) attributions to important individual and organizational outcomes, the question that arises is what causes these HR attributions. By taking an interpersonal perspective it is examined how employees both individually as well as collectively interpret HR practices. Based on social information processing theory this study among 87 line manager-employee-coworker triads shows that line managers affect HR attributions of employees, and that employees also mutually influence each other's HR attributions. This mutual influence process between coworkers is strengthened by similarity in work-related motivations. Our findings support the proposition that employees' social environment at work, particularly their line manager and coworker, matters in HR attribution processes. This stresses the importance of considering the social environment at work to more fully understand the factors that shape employees' understandings of HR practices.

Integrating the strategic HRM literature with key aspects of the job demands-resources (JDR) model, we propose in this study that empowerment-focused HRM and labour productivity influence work engagement of employees by shaping task-related resources and demands. A total of 311 employees nested within 46 work units of a general hospital rated their task-related resources, demands and work engagement. The line managers from these work units rated the implemented empowerment-focused HR practices in, and the relative labour productivity of, their work unit. Results indicate that job variety positively mediates the influence of empowerment-focused HRM on work engagement. In addition, job demands negatively mediate the influence of labour productivity on work engagement. The findings shed light on the way empowerment-focused HRM and labour productivity influence work engagement and highlight the importance of taking into account key aspects of the JDR model (job demands and resources for employees during work) as mediating mechanisms.

Thus far, the empirical evidence about the role of employees in the relationship between HRM and employee and organizational outcomes shows that it is the perception of employees regarding the HR p...

Research in the field of human resource management has, for the past 30 years, focused on understanding the effects of HRM practices. The empirical evidence largely supports the proposition that HR...

The authors provide a systematic evaluation of the emerging multilevel paradigm in human resource management (HRM) research focusing, in particular, on multilevel mediation analyses of the HRM-outcomes relationship. They first distinguish different types of multilevel models and then identify a number of best practice theoretical and methodological criteria for the conduct of multilevel research derived from the literature. These criteria are used to analyze and evaluate all multilevel mediation studies ( N = 46) of the HRM-outcomes relationship published in 11 core management and HRM journals in the 2000 to 2016 period. The results suggest that progress in the application of the multilevel paradigm has been slow and uneven and that the new paradigm has not as yet taken firm root in the field of HRM. On the basis of this evaluation, the authors identify key areas for improvement in the application of the multilevel approach to the analysis of the HRM-outcomes relationship. In the process, they highlight important ways in which the further development of a multilevel perspective can enhance both strategic and employee-centered HRM research by contributing to a fuller substantive understanding of the processes and mechanisms through which HRM systems affect outcomes of interest at different levels of analysis.

BackgroundSpeaking up is important for patient safety, but healthcare professionals often hesitate to voice their concerns. Direct supervisors have an important role in influencing speaking up. However, good insight into the relationship between managers’ behaviour and employees’ perceptions about whether speaking up is safe and worthwhile is still lacking.AimTo explore the relationships between control-based and commitment-based safety management, climate for safety, psychological safety and nurses’ willingness to speak up.MethodsWe conducted a cross-sectional survey study, resulting in a sample of 980 nurses and 93 nurse managers working in Dutch clinical hospital wards. To test our hypotheses, hierarchical regression analyses (at ward level) and multilevel regression analyses were conducted.ResultsSignificantly positive associations were found between nurses’ perceptions of control-based safety management and climate for safety (β=0.74; pConclusionResults provide initial support that nurses who perceive higher levels of commitment-based safety management feel safer to take interpersonal risks and are more willing to speak up about patient safety concerns. Furthermore, nurses’ perceptions of control-based safety management are found to be positively related to a climate for safety, although no association was found with speaking up. Both control-based and commitment-based management approaches seem to be relevant for managing patient safety, but when it comes to encouraging speaking up, a commitment-based safety management approach seems to be most valuable.

Although research has shown that the use of high-performance work systems (HPWS) is associated with employee outcomes, our knowledge of the meanings employees attach to HPWS systems and how these shape employee outcomes is still limited. This study examines the signalling impact of enacted HPWS on HR well-being and HR performance attributions, and how these influence happiness- and health-related outcomes. Using multilevel data (1,065 employees nested within 150 work units) obtained from multiple sources (line managers and employees), our results show that coverage of HPWS was positively associated with the two HR attributions. In addition, HR well-being attributions were associated with higher levels of commitment and lower levels of job strain. HR performance attributions were associated with higher levels of job strain. The findings of this study highlight the importance of taking into account how employees attach meaning to enacted HPWS in order to predict employee outcomes.

Research over the past three decades has explored the relationship between strategic human resource management (SHRM) practices and performance. Thus far, empirical evidence suggests that HRM is la...

In light of an aging teacher population, this study investigates the influence of school climate and personschool (P-S) value fit on teachers' perspectives regarding their career futures. The results, based on a sample of 147 teachers, indicate that P-S value fit is positively associated with remaining career opportunities, over and above the negative effect of age. In addition, both climate for performance/academic press and climate for socialization affect teachers' future career perspectives through a P-S value fit mechanism. These findings imply that schools can enhance teachers’ perceived remaining careeropportunities by creating strong school climates and improving perceived value fit.Keywords: Occupational future time perspective; Career opportunities; Person-school value fit; School climate; Teachers

Contains fulltext : 116515.pdf (Publisher’s version ) (Open Access) High performance work practices (HPWPs) are human resource management practices aimed at stimulating employee and organisational performance. The application of HPWPs is not widespread in small organisations. We examine whether the implementation of coherent bundles of HPWPs (aimed at employee ability, employee motivation or at the opportunity to perform) depends on the scarcity of resources, as reflected in the size of the company, and on strategic decision-making in small firms related to the owner’s expertise and attitudes. In our research, a total of 211 employees from 45 small organisations were asked to rate the presence of HPWPs in their organisation. These averaged perceptions were linked to information provided by the owner–managers on the size of their firm and their own expertise and attitudes. The findings support that smaller but coherent bundles of HPWPs can be found in small organisations and that the implementation of these bundles depends on available resources, strategic decision-making and the combination of the two. These findings highlight the need to integrate the notions of resource poverty and strategic decision-making to understand the uptake of bundles of HPWPs within small firms.

There is a lack of consensus on the role of employee well-being in the human resource management–organizational performance relationship. This review examines which of the competing perspectives –‘mutual gains’ or ‘conflicting outcomes’– is more appropriate for describing this role of employee well-being. In addition, this review examines whether study attributes such as the measurement of key variables, the level of analysis and the study design affect a study's outcomes. The review covers 36 quantitative studies published from 1995 to May 2010. Employee well-being is described here using three dimensions: happiness, health and relationship. The main findings are that employee well-being in terms of happiness and relationship is congruent with organizational performance (mutual gains perspective), but that health-related well-being appears to function as a conflicting outcome. Directions for future research and theoretical development are suggested.

In this study, we used the lifespan theories of selection optimization and compensation (SOC) and the socio-emotional selectivity theory (SST) to integrate the disengagement and activity perspectives on aging and to explain intra-individual changes in work motivation. A two-wave longitudinal survey study was conducted among 600 Dutch university employees to test relations between intra-individual changes in subjective general health, future time perspective (FTP), and generativity and development motives. In line with the two lifespan theories, two processes were found. First, consistent with the disengagement perspective on aging, losses in subjective general health negatively predicted open-ended FTP, and open-ended FTP was positively associated with an increase in growth motives. Secondly, consistent with the activity perspective on aging, losses in subjective general health positively predicted limited FTP, and limited FTP was positively associated with an increase in generativity motives. In addition, initial open-ended FTP predicted future open-ended FTP through a change in subjective general health. Finally, these relations were found to differ across age groups, and thus over the lifespan. More specifically, losses in subjective general health and increases in limited FTP particularly result in lower development motives and higher generativity motives among middle-aged workers, indicating that interventions aimed at preventing losses in health are probably most effective for maintaining development motives in this group.

Thus far, the empirical evidence about the effects of HR practices on employee outcomes shows that while HR practices have a positive effect on employee well-being, HR practices also cause side eff...

Although SHRM research has progressed in integrating employee perceptions of HR practices in the HRM – performance chain, much is still unclear concerning how individual workers perceive HR practic...

Contains fulltext : 179428.pdf (Publisher’s version ) (Open Access) New ways of working (NWW) is a type of work organization that is characterized by temporal and spatial flexibility, often combined with extensive use of information and communication technologies (ICT) and performance-based management. In a three-wave intervention study, we examined the effects of NWW on both the organization of work (changes in control over time and place of work; working hours and work location; and other key job characteristics), and on employees? outcomes (work?nonwork balance; health and well-being; and job-related outcomes). We applied a quasi-experimental design within a large Dutch financial company (N = 2,912). We studied an intervention group (n = 2,391) and made comparisons with a reference group (n = 521). There were three study waves: (i) one/two months before, and (ii) 4 months and (iii) 10 months after implementation of NWW. Repeated measures analyses of covariance (involving 361 participants from the intervention group and 80 participants from the reference group) showed a large and significant shift from hours worked at the office to hours worked at home after implementation of NWW. Accordingly, commuting time was reduced. Employees remained working on week days and during day time. Psychosocial work-characteristics, work-nonwork balance, stress, fatigue, and job-related outcomes remained favourable and largely unaffected, but the health score in the intervention group decreased (medium effect). These findings suggest that the implementation of NWW does not necessarily lead to changes in psychosocial work characteristics, well-being or job-related outcomes. 15 p.

Research dealing with the relationship between human resource management (HRM) and performance has been highly dynamic and has evolved over time, both theoretically and empirically. We provide a selective overview of relevant theory and research in the area as it has developed over the past 20 years. We first review the empirical evidence concerning the association between HRM and performance. We then examine key conceptual and theoretical developments in the area focusing, in particular, on core issues having to do with the nature of both HRM and performance, major potential mediators and moderators of the HRM-performance relationship, and the growth of multilevel approaches in the area. We conclude by highlighting important avenues for future research. Keywords: human resource management; organizational performance; HRM-performance relationship; overview; mediators of the HRM-performance relationship; moderators of the HRM-performance relationship

Thus far, the empirical evidence about the effects of HPWS on both organizational and employee outcomes shows that while HPWS have a positive effect on organizational performance through establishi...

This study is designed to test the mediating role of work satisfaction in the relationship between work unit climate and labour productivity. Two work unit climate facets are examined: goals and service orientation. Longitudinal data obtained from more than 14,000 employees in 171 branches of a financial services organization provided no evidence for work satisfaction as a mediator of the relationship between work unit climate and productivity. An increase in service orientation and an increase in goals orientation are both associated with an increase in work satisfaction. An increase in work satisfaction is not associated with an increase in productivity, thereby precluding a mediation effect. An increase in service orientation is related to increased labour productivity, but an increase in goals orientation is not. In addition, relationships across time are reported and interpreted. In this study no evidence was found for work satisfaction as an intermediary mechanism, however, results highlight the importance of differential effects of the two work unit climate facets on work satisfaction and labour productivity.Keywords: Longitudinal study, Productivity, Work unit climate, Work satisfaction

Contains fulltext : 90719.pdf (Publisher’s version ) (Open Access) Organisations are increasingly using strategy tools such as workforce scorecards to keep track of human resource management related change processes that have been implemented and the effects of these on business unit performance. However, in this area, the challenge of finding appropriate indicators, establishing temporal relationships and providing useful management information still remains. Using longitudinal archival data from 171 branches of a large financial service organisation, this study examines to what extent employee surveys can serve as a predictor of better financial performance at the branch level. Results from a series of models in AMOS (Analysis of Moment Structures) showed that a significant part of branch profits could be predicted using employee surveys after correcting for prior profits. Based on extrapolation to all branches of this organisation, the changes in employee survey scores predict higher yearly profits of 178 million euros (17.9 per cent of the total yearly profits) across the entire company. Implications for research and practice are discussed.

While numerous studies have suggested that HPWS positively affect organizational level outcomes such as productivity, less is known about the effects of HPWS on individual employees, including the ...

This multi-level study (264 employees within 40 wards) investigates the mediating role of two exchange relationships types (social and economic exchange) in the relationship between climate for wel...

What comes first: organizational climate or organizational performance? What comes first: organizational climate or organizational performance? K. van de Voorde & M. van Verldhoven, Gedrag & Organisatie, volume 20, September 2007, nr. 3, pp. 217-237 This paper presents a two-wave cross-lagged study (average interval of two years) on time precedence in the relationship between organizational climate and organizational performance in 171 branches of a financial services organization. On the basis of organizational climate theory it was hypothesized that organizational climate influences organizational performance, but also that organizational performance influences organizational climate. It was also hypothesized that both processes are present simultaneously. Results of a series of competing models in AMOS show that organizational climate at time point 1 influences organizational performance at time point 2.