Architecture de ressources humaines

Abstract

Volume 60, numéro 2, printemps 2005 URI : id.erudit.org/iderudit/011720ar

The Impact of New Ways of Working on Organizations and Employees: A Systematic Review of Literature

“…Second, research made on the HR-Performance link also demonstrate that bundles of HR practices generate greater outcomes on performance and well-being than individual HR practices do (Gooderham et al 2008;Gould-Williams 2003;Guest et al 2004;Min Toh and Campion 2008;Subramony 2009;Wright and Boswell 2002). The "bundle" argument is based on the fact that horizontally integrated and synergistically interacting HR practices are supposed to have a stronger impact than isolated practices (Barrette 2005). As we will show in the discussion about the definitional issues of NWW, NWW are made of several practices which are inherently linked and should be implemented as a bundle in order to generate positive outcomes.…”

“…For decades, countless studies and publications concerning isolated HR practices constituting NWW have been available on such topics as office configurations (Brunia et al 2016;Gorgievski et al 2010;Ruostela et al 2015), time management flexibility and teleworking (Blok et al 2012;de Vries et al 2019), and organizational knowledge use (in relation to knowledge-sharing and organizational learning) (Gerards et al 2018a). Therefore, NWW's newness may lie in the bundle argument defined in HR literature, which claims bundles of HR practices impact people more than isolated HR practices (Wright and Boswell 2002), particularly horizontally integrated and synergistically interacting HR practices (Barrette 2005). In this regard, NWW research should systematically include all related practices as independent variables, not one or two selected practices, to produce scientifically robust results.…”