Are High-Performance Work Systems always a valuable retention tool? The roles of workforce feminization and flexible work arrangements

Stirpe, Luigi; Zárraga‐Oberty, Celia

doi:10.1016/j.emj.2016.04.002

Cited by 33 publications

(27 citation statements)

References 57 publications

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“…Consistent with other studies (e.g., Griffeth et al, ), we also found that workforce ageing is positively associated with retention in Models 2 through 4. Finally, we found a nonsignificant association between FWPs and retention, which is consistent with previous research showing that such programmes tend to have more noticeable effects when there is a more salient presence of employee groups that may benefit more from them (e.g., employees with household responsibilities; see, for instance, Heywood & Miller, ; Stirpe & Zárraga‐Oberty, ). Model 5 then introduced the interaction between HPWS and workforce ageing.…”

Section: Resultsmentioning

confidence: 99%

“…For instance, FWPs tend to record stronger relationships with the organisational commitment, job satisfaction and work-family balance of employees with family responsibilities (Scandura & Lankau, 1997;Shockley & Allen, 2007). In turn, workplaces with more women tend to have less absenteeism (Heywood & Miller, 2014) and better retention outcomes with FWPs (Stirpe & Zárraga-Oberty, 2017).…”

Section: Workforce Ageing Fwps and Retention Ratementioning

confidence: 99%

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Retaining an ageing workforce: The effects of high‐performance work systems and flexible work programmes

Stirpe

Trullén

Bonache

2018

Human Res Mgmt Journal

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Older workers make up a growing proportion of the workforce, and research on how best to manage them is being conducted accordingly. Here, we explored the employee retention payoff of high‐performance work systems (HPWS) and flexible work programmes (FWPs) when used with an older workforce. Drawing from the job demands‐resources model, we hypothesised that HPWS retention outcomes decrease as the workforce ages, whereas the retention capacity of FWPs increases. We also explored how the parallel provision of HPWS and FWPs affects workforce retention in more ageing workplaces. The results suggest that workforce age composition affects the HPWS‐retention relationship. However, the value of FWPs as retention tools does not vary significantly with workforce ageing. Furthermore, the provision of FWPs alongside HPWS appears to be a less‐than‐optimal approach to this retention. These findings may contribute to a better understanding of the HRM‐performance relationship, while inspiring further research into successful age‐differentiated HR strategies.

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Section: Resultsmentioning

confidence: 99%

Section: Workforce Ageing Fwps and Retention Ratementioning

confidence: 99%

Retaining an ageing workforce: The effects of high‐performance work systems and flexible work programmes

Stirpe

Trullén

Bonache

2018

Human Res Mgmt Journal

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“…The index was composed of three main HCE HRM items: selective staffing, comprehensive training, and developmental performance appraisal. Selective staffing was reflected in whether (a) skills are important in recruiting new employees; (b) use of personality/attitude tests; (c) performance/competency tests in selection of nonmanagerial employees; and (d) availability of induction programs for the LOG (e.g., Stirpe & Zárraga‐Oberty, ; all binary, 1 = yes , 0 = no ). An overall sum of selective staffing was calculated.…”

Section: Methodsmentioning

confidence: 99%

A multilevel examination of skills‐oriented human resource management and perceived skill utilization during recession: Implications for the well‐being of all workers

Okay–Somerville

Scholarios

2018

Human Resource Management

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This article examines whether organizations can enhance employee well‐being by adopting human resource management (HRM) practices strategically targeted to improve skill development and deployment in a recessionary context. Employee skill utilization is proposed as the mediating mechanism between HRM practice and well‐being. The role of workplace skill composition is also examined as a boundary condition within which HRM differentially impacts employee outcomes. Using a nationally representative survey of UK workplaces (Workplace Employment Relations Survey 2011) and matched management and employee data, the analysis focused on organizations that had implemented some recessionary action following the 2008–2009 global financial and economic crisis. The findings show that human capital enhancing HRM and enriched job design positively influenced both job satisfaction and work‐related affective well‐being through increased employee skill utilization. Organizations with predominantly high‐skilled workforces were more likely to adopt these skills‐oriented HRM practices. Nevertheless, the effects of HRM on employee outcomes via skill utilization applied across organizations, regardless of workforce skill composition. The findings demonstrate employee skill utilization as a driver of HRM outcomes and the sustainability of “best practice” HRM arguments across all skill levels, even in the face of recession.

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“…Analysis of theoretical research works and empirical studies of Gajendran and Harrison (2007), Shockley and Allen (2007) Eldridge andNisar (2011), Dutcher (2012), Lee and DeVoe (2012), Booth and van Ours (2013), Lake (2013), Cotti, Haley and Miller (2014), Possenriede (2014), Gordon (2014), Ashoush, Elsayed and Younis (2015), Allen and Eby (2016), Choo, Desa and Asaari (2016), Heathfield (2016), Taylor (2016), Stirpe and Zarraga-Oberty (2017) let to reveal the main advantages of flexible work arrangements (see table 1). The main benefits of FWAs for employee and employer can be considered through different dimensions: economic, environmental, social, psychological, and health issues.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…Research works of Gajendran and Harrison (2007), Shockley and Allen (2007), Pitt-Catsouphes and Matz-Costa (2008), Casper and Harris (2008), Pitt-Catsouphes, Besen (2009), Russell, O'Connell andMcGinnity (2009), Joyce et al (2010), Kelliher and Anderson (2010), McNall, Nicklin, and Masuda (2010), Eldridge and Nisar (2011), Carlson et al (2011), Giannikis andDimitrios (2011), Dutcher (2012), Lee and DeVoe (2012), Booth and van Ours (2013), Lake (2013), Cotti, Haley, and Miller (2014), Possenriede (2014), Gordon (2014), Allen and Eby (2016), Choo, Desa, and Asaari (2016), Heathfield (2016), Taylor (2016), Hyondong and Yaping (2016), Townsend, McDonald, Cathcart (2016), Stirpe and Zarraga-Oberty (2017) and many others have been exploring different work flexibility issues.…”

Section: Introductionmentioning

confidence: 99%

Flexible Work Arrangements from Generation and Gender Perspectives: Evidence from Lithuania

Čiarnienė

Vienažindienė

2018

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The demand for employee-oriented and individualized work arrangements and practices that permit temporal and spatial flexibility in work processes and help to fit changing personal needs and environmental conditions is constantly increasing. A growing number of private companies and public organizations are adopting flexible work arrangements (FWAs) to help employees balance their work-family demands, and companies cope with variations in demand, reduce expenses, and be more attractive for employees. Employees representing different age and sex groups have different expectations and priorities towards work, and, it is likely that they evaluate and respond to flexible work practices differently as well. The paper investigates how different genders and generations evaluate and respond to flexibility at work. Empirical research was conducted in Lithuania, 316 employees participated in the poll. According to the research, high expression of flexible work arrangements is observed in Lithuanian organizations. Flexible work schedule and flexible work load are dominating in the organizations. Work flexibility in terms of time and load is more attractive to employees than flexibility in terms of working place. Research revealed that representatives of generations B and Y are most satisfied in the forms of flexible work arrangements applied in their organizations. It was also revealed that women tend to work flexibly slightly more than men; women emphasize coordination of work and family interests, decrease of stress, positive effect on health, time and cost saving, and ability to earn according to their needs.

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Are High-Performance Work Systems always a valuable retention tool? The roles of workforce feminization and flexible work arrangements

Cited by 33 publications

References 57 publications

Retaining an ageing workforce: The effects of high‐performance work systems and flexible work programmes

Retaining an ageing workforce: The effects of high‐performance work systems and flexible work programmes

A multilevel examination of skills‐oriented human resource management and perceived skill utilization during recession: Implications for the well‐being of all workers

Flexible Work Arrangements from Generation and Gender Perspectives: Evidence from Lithuania

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