HRM systems between control and commitment: occurrence, characteristics and effects on HRM outcomes and firm performance

Abstract

In the literature, it is often assumed that traditional, control-oriented HRM systems are increasingly being replaced by commitment-based HRM systems because the latter generally result in higher firm performance. However, an HRM system's effectiveness may depend on an organisation's external and internal context, and neither control nor commitment HR systems are without disadvantages. Thus, the empirical validity of this claim is not clear ex ante. This paper analyses the empirical diffusion and determinants of control and commitment HRM systems in Germany as well as their impact on HRM outcomes and firm performance. The findings indicate that between the two extreme forms of high-control and high-commitment HRM systems, there are two hybrid forms (long-term-oriented control system and regulated commitment system) that combine elements of both 'pure' systems. Commitment HRM systems outperform the high-control HRM system concerning many HRM outcomes and firm performance measures. However, in direct comparison, the high and the regulated commitment HRM systems do not show substantially different outcomes, indicating that there is no one best way.

Linking HRM Practices and Institutional Setting to Collective Turnover: An Empirical Exploration

“…The most important contribution is that we explicitly define well-being practices as an essential element of HR practices that deserves separate attention. This takes our perspective on high commitment HR one step further than, for example, the study of Hauff et al [53] who also confirmed the potential beneficial influence of high commitment HRM operationalized in a more traditional way. This HR well-being bundle has clearly been neglected in previous research for its role of in collective turnover, as is exemplified by its not being included in Heavey et al's recent meta-analysis [21].…”

When affective well-being is empowered: the joint role of leader-member exchange and the employment relationship

“…By conceptualizing HRM as a continuum from low to high commitment rather than as distinct HRM approaches, past research may have been unable to show how the leader compensates for transactional HRM approaches. Thus, our findings add to the existing research by studying multiple distinct HRM approaches instead of a continuum from low to high commitment (Guest et al, 2012;Hauff et al, 2014). This approach has allowed us to further unravel the joint role of HRM and the leader.…”

“…Studying the employment relationship would be fruitful because it offers a conceptualization of multiple, distinct HRM approaches (Tsui & Wu, 2005). This allows a more nuanced study of HRM than a control-commitment continuum (Guest, Paauwe, & Wright, 2012;Hauff, Alewell, & Hansen, 2014). Specifically, by introducing the employment relationship as a moderator, it is our aim to further the insights on the joint role of HRM and the leader (Kuvaas & Dysvik, 2010;Purcell & Hutchinson, 2007).…”

The Integration of Strategic Resources of a Company in the Context of the New Economy: A Conceptual Model

“…Одна из базовых классификаций стратегий УЧР выделяет стратегию, ориентированную на контроль, и стратегию, ориентированную на приверженность [Arthur, 1994;Hauff, Alewell, Hansen, 2014]. Эти стратегии опре-деляют основные компоненты системы УЧР (какие практики УЧР обеспечивают нужный результат) и формируют целевое представление о человеческом капита-ле компании (какими должны быть сотрудники).…”

“…В реальности существует ряд про-межуточных типов стратегий: в одних доминирует контроль, в других -привер-женность, в третьих -сочетаются характеристики обеих стратегий (см., напр. : [Arthur, 1994;Hauff, Alewell, Hansen, 2014] Сильно выражено С о с т а в л е н о п о: [Arthur, 1992;1994;Bae, Lawler, 2000;Lepak, Snell, 2002;Toh, Morgeson, Campion, 2008;Wang, Shyu, 2008;Chow, Liu, 2009;Chow, Teo, Chew, 2013;Hauff, Alewell, Hansen, 2014;Rompho, 2017].…”