Strategic HRM as process: how HR system and organizational climate strength influence Chinese employee attitudes

Li, Xiaobei; Frenkel, Stephen J.; Sanders, Karin

doi:10.1080/09585192.2011.573965

Cited by 151 publications

(182 citation statements)

References 60 publications

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“…The finding here differs from that demonstrated by Li et al (2011) and Coelho et al (2012) in that, it is not only distinctiveness that is salient about HRM process strength, but that consistency and consensus also make contributions to the overall construct of HRM process strength. Figure 2depicts the To summarize: HRM process strength characteristics are multi-dimensional and contribute to an overall construct of HRM process strength.…”

Section: Confirmatory Factor Analysiscontrasting

confidence: 57%

“…A third study by Li, Frenkel and Sanders (2011) involving employees of three Chinese five-star hotels associated the three metafeatures of distinctiveness, consistency and consensus with high performance HRM practices related to training, internal promotion, employee participation, results-oriented pay, and job security, and measured their contribution to employees' work satisfaction, vigor and intention to quit. More "distinctive" HRM practices were found to contribute significantly to employees' work satisfaction and vigor, and reduced intention to quit.…”

Section: Features Of Hrm System Process -Empirical Studiesmentioning

confidence: 99%

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HRM Process Advantage for Firm Performance

Sridhar

2015

MOS

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To date, most research focused on the possibility of a link between HRM and Organizational Performance has tended to home in on the content of HRM policies, practices, and strategies, and explore which of them make a difference to organizational outcomes. The presupposition in such research is that "what is done is more critical than how it is done".In this study, based on social context and social influence theories, the HRM-Organizational Performance relationship has been examined from an HRM process vantage point. It was proposed that employees' perceptions of organizational level characteristics of the HRM process would reflect the "strength" of HRM. This strength would influence the formation of an organizational HRM climate for empowerment, commitment and citizenship. Further, HRM process strength would influence employee performance and voluntary employee turnover. The construct of HRM process strength was validated using Structural Equation Modeling analysis. Regression and Hierarchical Linear Modeling Analyses showed that HRM process strength influences employees' attitudes and behaviors, their performance, and voluntary employee turnover.

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Section: Confirmatory Factor Analysiscontrasting

confidence: 57%

Section: Features Of Hrm System Process -Empirical Studiesmentioning

confidence: 99%

HRM Process Advantage for Firm Performance

Sridhar

2015

MOS

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“…In line with this research, this study adopts an approach to HRM that devotes attention to the process -as opposed to the content of HR practices-through which employees interpret and gain a sense of the behaviors that are expected and rewarded in an organization (Bowen and Ostroff, 2004;Ehrnrooth and Björkman, 2012;Li, Frenkel and Sanders, 2011;Sanders, Dorenbosch and De Reuver, 2008). A growing body of work has begun to unpack how organizations achieve a shared understanding of HRM among employees with a specific focus on the implementation and usage of HRM (Alvesson and Kärreman 2007;Den Hartog et al, 2013;Khilji and Wang, 2006).…”

Section: Process-based Approach To Hrmmentioning

confidence: 99%

Employee perceptions of HRM and well-being in nonprofit organizations: unpacking the unintended

Baluch

2016

The International Journal of Human Resource Management

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Adopting a process-based HRM lens, this study addresses how nonprofit workers perceive their HR practices and the ways in which these perceptions of HRM impact their wellbeing. Drawing on a multiple case study of eight social services NPOs in the UK, the impact of the employment relationship on the psychological, social and physical dimensions of wellbeing is examined in this climate of austerity. The findings highlight the increasing precariousness of this employment relationship alongside relatively weak HR systems characterized by low consistency and consensus, leading to variation in the interpretation and application of HR practices at the level of line managers and the front-line. Moreover, the analysis shows how these divergent perceptions amongst HR system features manifest themselves in unintended consequences. By examining employee perceptions of HR practices, this study contributes to ongoing debates on why nonprofit employees view HRM in unintended ways and why HR practices may fail to bring about their intended effects.

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“…First, the stream of HRM system strength (Bowen & Ostroff, 2004;Ostroff & Bowen, 2016) is characterised by studies in which HRM practices or HRM systems are distinctive and consistent, and where consensus between policy makers exists (see Sanders, Shipton, & Gomes, 2014). Influential studies in this stream are those of Delmotte, De Winne, and Sels (2012), Sanders, Dorenbosch, and de Reuver (2008), Li, Frenkel, andSanders (2011), Nishii et al (2008), and Bednall, Sanders, and Runhaar (2014). A second stream of HRM implementation researchers study the difference between HRM (practices or systems) as intended and the way it is actually applied, along with the way organisational members (most often employees) perceive it.…”

Section: Hrm Implementationmentioning

confidence: 99%

The dynamic nature of HRM implementation: a structuration perspective

Mierlo

Bondarouk

Sanders

2018

The International Journal of Human Resource Management

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Over the past decades, scholars have dedicated substantial attention to the process of HRM implementation. Most progress has been made with debates on HRM system strength, roles of organisational actors in HRM implementation, and intended, actual and perceived HRM. In this paper, we challenge the current view on HRM implementation as being too static and one-directional. By building on structuration theory, we show that the process of HRM implementation is less straightforward than has been previously assumed. After their initial introduction, HRM practices evolve through turbulent developments. Furthermore, instead of neatly distributed roles following meticulously scheduled planning, HRM practices are influenced by various organisational actors. For successful implementation, HRM practices need to become inscribed into the interpretive schemes of organisational actors, resources have to be distributed, the HRM practice has to gain legitimacy. We develop a comprehensive framework that assists in understanding the process of HRM implementation.

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Strategic HRM as process: how HR system and organizational climate strength influence Chinese employee attitudes

Cited by 151 publications

References 60 publications

HRM Process Advantage for Firm Performance

HRM Process Advantage for Firm Performance

Employee perceptions of HRM and well-being in nonprofit organizations: unpacking the unintended

The dynamic nature of HRM implementation: a structuration perspective

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