‘Change or hold: reexamining HRM to meet new challenges and demands’: the future of people at work: a reflection on diverging human resource management policies and practices in Dutch organizations

Tissen, René J.; Deprez, F.R.E. Lekanne; Stormbroek-Burgers, R.G.B.M. van; Montfort, Kees van

doi:10.1080/09585191003658813

Cited by 9 publications

(8 citation statements)

References 12 publications

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“…The knowledge-based economy and sustainable HRM are paving the way for a new type of human resources management where employees' task performance is no longer the only core result [1]. Research reveals the need to attend to other performance and well-being indicators that might contribute strongly to employees' sustainable development and organizational change, such as creative performance or eudaimonic well-being [2,3].…”

Section: Introductionmentioning

confidence: 99%

Human Resource Practices, Eudaimonic Well-Being, and Creative Performance: The Mediating Role of Idiosyncratic Deals for Sustainable Human Resource Management

2019

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Traditional Human Resource Management (HRM) focusing on maintaining the status quo is no longer in the spotlight. Sustainable HRM has become the new approach, emphasizing the need to attend to organizational results directed toward reaching different goals and integrating the needs of diverse stakeholders. Moreover, in response to the challenges that organizations face in volatile, uncertain, complex, and ambiguous (VUCA) environments, Human Resource (HR) practices can contribute to the development of idiosyncratic deals (negotiation of individual HR practices) that might facilitate employees’ creativity and eudaimonic well-being in the long term and, thus, the sustainability of these organizations. Thus, the aim of this study is to test the mediating role of idiosyncratic deals (i-deals) in the unfolding relationship between HR practices, eudaimonic well-being and creative performance. Using a longitudinal database (three waves), the hypotheses are tested using structural equations modeling. The results support the idea that HR practices function as an antecedent for i-deals. More specifically, i-deals fully mediate the relationship between HR practices and eudaimonic well-being. In turn, i-deals and eudaimonic well-being fully mediate the relationship between HR practices and creative performance, which suggests that, through i-deals, HR practices become more beneficial for both employees and employers. In conclusion, these results are important for sustainable HR development, because HR practices enhance i-deals, which increase well-being, enhancing performance in the long term.

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Section: Introductionmentioning

confidence: 99%

Human Resource Practices, Eudaimonic Well-Being, and Creative Performance: The Mediating Role of Idiosyncratic Deals for Sustainable Human Resource Management

2019

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“…Today's young workers, who have been referred to variably as Millennials, Generation Y and GenMe (Cogin, 2012;Tissen, Lekanne Deprez, Burgers, & van Montfort, 2010;Twenge et al, 2010), have been the subject of much international research attention in recent years. A growing body of international research documents differences in the work values of millennial-aged workers (i.e.…”

Section: Introductionmentioning

confidence: 99%

A comparative analysis of the work values of Greece's ‘Millennial’ generation

Papavasileiou

Lyons

2014

The International Journal of Human Resource Management

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This study adds to the growing body of international evidence concerning the millennial generation (i.e. those born after 1980), by documenting the work values of millennial-aged undergraduate students (N=649) in Greece, using an adapted version of the Lyons Work Value Survey. Our results show that millennial-aged Greeks place most importance on intrinsic and social aspects of work, and less importance on extrinsic and prestige values. We statistically compare our results to those of published studies of millennial-aged respondents from other countries and find that Greek respondents hold a unique work value profile, although they demonstrate some similarities to counterparts in other countries. Our findings do not clearly support the notion of a 'global youth generation', as young people in various countries hold different work value priorities. This suggests that employers seeking to recruit, engage and retain young workers internationally must tailor their offerings to the specific cultural context.

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“…The embracing of alternative development stances to meet the "real" needs of workers needs further regard for the future. Tissen et al (2010) further move from a changing environment debate by suggesting that simply there has been a shift in the employment relationship. Any "dis-connect" (Thompson, 2003) from a financialised human capital model (MacKenzie et al, 2012) might leave further impotence for any weakened aspirations towards more virtuous HRD.…”

Section: Post-gfc -A New Era For the Uk?mentioning

confidence: 99%

HRD challenges faced in the post-global financial crisis period – insights from the UK

Keeble-Ramsay

Armitage

2015

European Journal of Training and Development

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Purpose -The paper aims to report initial empirical research that examines UK employees' perceptions of the changing nature of work since the Global Financial Crisis (GFC) to consider how the financial context may have constrained HRD practice and more sustainable approaches. Design/methodology/approach -Focus group research was facilitated through collective group discussion. Through template analysis of the findings, thematic analysis was undertaken to extend prior research. Themes used by Hassard et al. (2009) in terms of the changing nature of the workplace between 2000 and 2008, were used to provide new data on HRD realities. Findings -Participants reported diminishing personal control over changes within the workplace and a cultural shift towards a harsher work climate. HRD was considered as silenced or absent and associated solely with low cost-based e-learning rather than acting in strategic role supporting sustainable business objectives. Research limitations/implications -Whilst providing only indications from employee perceptions, the research identifies a weakened HRD function. The key contribution of this paper lies with empirical evidence of post-GFC constraints placed upon HRD strategies. It further identifies whether alternative development approaches, mediated by organisational learning capabilities, might emancipate UK HRD. Social implications -This paper engenders a debate around the status of HRD within the UK organisations, further to the global financial crisis (GFC), where HRD might be viewed as at a juncture to argue a need for a shift from a financialised mode for people management towards one of greater people focus. Originality/value -This research provides initial findings of the impact of the economic climate. It considers new approaches which might resolve expiring HRD through more sustainable practices.

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‘Change or hold: reexamining HRM to meet new challenges and demands’: the future of people at work: a reflection on diverging human resource management policies and practices in Dutch organizations

Cited by 9 publications

References 12 publications

Human Resource Practices, Eudaimonic Well-Being, and Creative Performance: The Mediating Role of Idiosyncratic Deals for Sustainable Human Resource Management

Human Resource Practices, Eudaimonic Well-Being, and Creative Performance: The Mediating Role of Idiosyncratic Deals for Sustainable Human Resource Management

A comparative analysis of the work values of Greece's ‘Millennial’ generation

HRD challenges faced in the post-global financial crisis period – insights from the UK

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