Implementing innovative HRM: trade‐off effects on employee well‐being

Cañibano, Almudena

doi:10.1108/00251741311309706

Cited by 30 publications

(30 citation statements)

References 47 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Other PWB practices that may have a counter impact are employee communication practices enabling participation and involvement. The positive impact of such practices is limited as, through the passage of time, staff may feel the practices become invasive and stressful (Cañibano, 2013). The need to accommodate 'more' communication may also impede the speed of decision-making (Boxall & Macky, 2010).…”

Section: Paradoxical Pwb Practicesmentioning

confidence: 99%

The paradox of employee psychological well-being practices: an integrative literature review and new directions for research

Loon

Otaye‐Ebede

Stewart

2018

The International Journal of Human Resource Management

View full text Add to dashboard Cite

It is well established that many HR practices aimed at increasing employees' psychological wellbeing (PWB) and organisational performance conflict and even contradict one another. We address this long-standing issue by undertaking an innovative integrative literature review using the paradox metatheory as a lens. Unlike the contingency approach, a paradox perspective deems real-world tensions as normal, which can also be harnessed, and benefit employees and the organisation. We make three contributions; firstly, we identify contradictory employee PWB and organisational performance HR practices; secondly, we offer a solution in addressing the inherent tension between PWB and organisational performance by developing a new sensemaking conceptual framework; and thirdly, we offer a more nuanced perspective of prevailing arguments by distinguishing endogenous factors that organisations can influence to enhance the synergies between employee PWB and organisational performance HR practices. The intended impact of this paper is to instigate a paradigm shift and shape a new trajectory of thinking about how employee PWB and organisational performance practices can exist side-by-side.

show abstract

Section: Paradoxical Pwb Practicesmentioning

confidence: 99%

The paradox of employee psychological well-being practices: an integrative literature review and new directions for research

Loon

Otaye‐Ebede

Stewart

2018

The International Journal of Human Resource Management

View full text Add to dashboard Cite

show abstract

“…Furthermore, according to EFQM (EFQM, 2013), it is designed to care for, communicate, reward and recognize, in a way that motivates people, builds commitment and enables them to use their skills and knowledge for the benefit of the organization. This may develop innovative HRM practices that will lead to a superior performance (Cañibano, 2013). Thus, HRM, considered in relation to the People criterion may contribute to improved organizational performance, provided that these HR practices encourage committed and efficient employees (Tracey, 2012).…”

Section: Leadershipmentioning

confidence: 99%

“…Calvo-Mora et al, 2006). The literature in this field shows the benefits of adopting proactive HRM strategies (Cañibano, 2013). These arguments are also taken into account by the People criterion of the EFQM model.…”

Section: Leadershipmentioning

confidence: 99%

The link between people and performance under the EFQM excellence model umbrella

Para‐González¹,

Jiménez

Martínez‐Lorente

2018

Total Quality Management & Business Excellence

View full text Add to dashboard Cite

Despite the growing attention that human resources have received in the management literature, the strategic role of the HR function is still being questioned. The main target of this paper is to determine whether firms that follow the strategy, leadership and personnel suggestions proposed by the EFQM Model contributes to improve organizational performance, and also determining if the strategic management of human resources plays a mediating effect between the personnel management and the results of the company. The study was performed using a questionnaire on a sample of 200 mediumsized industrial Spanish firms, and employing Structural Equations Modelling methodology. Our findings suggest that, under the EFQM Model, the influence of both leadership and strategy on people allows organizations to improve their performance. Moreover, a strategic approach in the management of human resources helps to enhance the contribution of personnel in the results of the company. This fact had not been broadly studied in prior literature and, moreover, it has not been found any joint framework linking leadership, strategy, personnel, strategic human resource management and performance in QM organizations. This study helps managers to identify what types of strategy and relationships with their staff can be most effective in improving the company's results. At the same time, it is a stimulus for the personnel directors who defend a strategic approach to the human resources function in their companies.

show abstract

“…Esto es, las prácticas de Dirección de RRHH deben tenerse en cuenta cuando un sistema de calidad se desarrolla dentro de la organización (Martínez-Jurado et al, 2013). Dichas prácticas de Dirección de RRHH llevarán a la organización a obtener mejores resultados (Cañibano, 2013). En consecuencia, la Dirección de RRHH contribuye a la obtención de mejores resultados, siempre que las actividades de RRHH implementadas favorezcan el compromiso y la eficiencia de los empleados (Tracey, 2012).…”

Section: Relación Entre El Sistema De Prácticas De Rrhh Orientado a Lunclassified

“…Los resultados en general de este estudio determinan que los programas de Gestión de la Calidad exitosos deben, además, implicar y motivar a los empleados, a través de la mejora en el compromiso y el empowerment de los mismos (Cañibano, 2013). De hecho, se requiere de un elevado compromiso y empowerment de los empleados para lograr mejorar el valor y la singularidad del capital humano y, en consecuencia, los resultados en los empleados.…”

Section: VIunclassified

Implications of total quality management in human resource management: An empirical approach under the EFQM model optic

González¹

View full text Add to dashboard Cite

From the eighties, the importance of Total Quality Management (TQM) in business has been considered as essential for the development of competitive advantages in organizations. In fact, over the years several quality models and prizes have appeared, such as the EFQM model in Europe (European Foundation for Quality Management). This model is based in the consecution of excellent results concerning key, clients, people and society results, through leadership, people, strategy, partnerships and resources, and products, services and processes (EFQM, 2013). Among these elements, human resource management (HRM) is contemplated as a very important factor for the excellent performance of organizations. Given this scenario, few researches have determined if the implementation of a TQM system in an organization and/or the EFQM model, promote the adoption of a qualityoriented HRM system and, if this one, in turn, encourages organizational results. For this purpose, the role of the attitudes of employees favorable to quality, regarding commitment and empowerment, and the role of the human capital existing in the organization, have been contemplated as specially relevant. Therefore, in this study a hypotheses model is proposed, that analyses, on the one hand, the relationship among TQM and some criteria of the EFQM model, concretely the following: Leadership, Strategy and People. On the other hand, the hypotheses model deepens in the relationship between TQM and the adoption of a quality-oriented HRM system, and the possible similarity between People criterion and that system. Last, the influence of the variable quality-oriented HRM system over commitment and empowerment of employees and over human capital value and uniqueness is examined, in order to determine finally its impact on the organizational results (regarding employees and key results). The model has been tested in the context of a sample of 200 companies, from which Human Resource, Innovation, Production and Quality managers participated, getting consequently, four responses from each one of the organizations that took part in the research. The methodology employed to contrast the hypotheses derived from the literature review has been Partial Least Squares (PLS). Regarding results, they show a positive relationship among TQM and People criterion of the EFQM model, Leadership, Strategy and Key results in an organization. In fact, from the EFQM model, it can be empirically concluded that personnel management (represented by the People criterion) is conditioned, most of all, by a good Leadership and an appropriate Strategy, criteria that, in turn, are positively related between them. Furthermore, the results support the need of using quality-oriented HRM systems, in contrast to the use of individual practices. All these quality-oriented human resource practices are adjusted to the People criterion of the EFQM model, facilitating thus continuous improvement in the organization, and acquiring indirectly, better organizational results, both regarding employees and conce...

show abstract

Implementing innovative HRM: trade‐off effects on employee well‐being

Cited by 30 publications

References 47 publications

The paradox of employee psychological well-being practices: an integrative literature review and new directions for research

The paradox of employee psychological well-being practices: an integrative literature review and new directions for research

The link between people and performance under the EFQM excellence model umbrella

Implications of total quality management in human resource management: An empirical approach under the EFQM model optic

Contact Info

Product

Resources

About