From bureaucratic forms towards team-based knowledge work systems: implications for human resource management

2009 ◽  
Vol 1 (2) ◽  
pp. 160 ◽  
Author(s):  
Niclas L. Erhardt ◽  
Carlos Martin Rios ◽  
Sean A. Way
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Knowledge Work ◽  
Work Systems

Rewarding Knowledge Workers

2011 ◽  
pp. 309-320
Author(s):  
Sofiane Sahraoui
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Customer Service ◽  
Knowledge Workers ◽  
Knowledge Work ◽  
Goods And Services ◽  
New Strategy ◽  
Intellectual Assets ◽  
Primary Focus

In a business environment characterized by digitization, globalization, mobility, workgroups, immediacy, and disintermediation (Tapscott, 1996), organizations have become ever more reliant on delivering maximum value to their customers to keep competitive. Knowledge workers using computing and communication technologies produce intangible goods and services. They represent the primary leverage through which organizations maximize the value offered to their customers. Leveraging the intellectual assets of knowledge workers should be the primary focus of planning processes where customer service systems are designed along with accompanying IT solutions. Knowledge work will require new forms of management and, implicitly, a new strategy for human resource management (Collins, 1998). Consequently, human resource management is increasingly trying to reinvent itself around the emerging concepts of knowledge work and core competencies (Lawler, 2000).

scholarly journals Human resource management en work systems

2003 ◽  
Vol 77 (7/8) ◽  
pp. 359-366
Author(s):  
Paul Boselie
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Control ◽  
Work Systems

Human resource management (HRM) houdt zich meer en meer bezig met de meerwaarde van medewerkers voor een organisatie, getuige de vele publicaties op het gebied van (strategisch) HRM van de afgelopen tien jaar (Osterman, 1994; Huselid, 1995; Wright en Snell, 1998). Dit artikel geeft een theoretisch overzicht van de belangrijkste ontwikkelingen in de afgelopen jaren op het gebied van strategisch management en management control binnen de context van human resource management. Deze input vormt een opmaat voor de discussie omtrent nieuwe vormen van ‘work systems’ in organisaties.

scholarly journals The effect of high-performance work systems according to AMO model on HRM performance outcomes: An analytical study on the banking sector

2021 ◽  
pp. 1755-1764
Author(s):  
Fatimah Mohamed Mahdy ◽  
Asia Yagoub Alhadi
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
High Performance ◽  
Management Practices ◽  
Performance Outcomes ◽  
Work Systems ◽  
High Performance Work Systems ◽  
Human Resource Management Practices ◽  
The Impact

This research paper aims to study the impact of high-performance work systems (HPWS) according to the AMO includes three human resource management practices which are (Ability-enhancing human resource management practices, motivation-enhancing human resource management practices, and opportunities -enhancing human resource management practices). The authors select a random sample of 400 individuals from 10 banks in Saudi Arabia, Egypt, Sudan to prove the validity of the hypotheses; The study found a set of results and one of them indicate that there is a significant positive relationship among high-performance work systems according to the AMO model on the results of human resource performance.

Human Resource Management and Knowledge Work

2009 ◽  
pp. 124-143
Author(s):  
Sue Newell ◽  
Maxine Robertson ◽  
Harry Scarbrough ◽  
Jacky Swan
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Knowledge Work

scholarly journals Sustainable Human Resource Management Nurtures Change-Oriented Employees: Relationship between High-Commitment Work Systems and Employees’ Taking Charge Behaviors

2019 ◽  
Vol 11 (13) ◽  
pp. 3550 ◽  
Author(s):  
Shao-Long Li ◽  
Fang Sun ◽  
Mingze Li
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Work Systems ◽  
Business World ◽  
Sustainable Performance ◽  
Taking Charge ◽  
High Level ◽  
Motivation Model

In today’s business world, the environment is changing rapidly. Employers need to rely upon their employees in order to produce long-term competitive advantage and sustainable performance. However, little research has investigated whether sustainable human resource management could prompt change-oriented behaviors in employees. By integrating the job demands–resources (JD-R) model and the proactive motivation model with the existing literature on sustainable human resource management, we explored the relationship between high-commitment work systems (HCWS) and the employees’ taking charge behaviors. Data from 352 employees of 96 organizations provided support for the positive effect of HCWS on the employees’ taking charge behaviors. The results of this study showed that HCWS affect the employees’ taking charge behaviors through their work engagement only when they felt a high level of impact. Based on these results, we not only provide several theoretical contributions to the literature on HCWS and taking charge, but also provide some practical suggestions for how to nurture change-oriented employees using sustainable human resource management within the organizations.

The role of knowledge-based psychological climates in human resource management systems

2016 ◽  
Vol 54 (5) ◽  
pp. 1222-1246 ◽  
Author(s):  
David Meyer ◽  
Steve Dunphy
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Work Conditions ◽  
Equation Modeling ◽  
Work Systems ◽  
High Involvement ◽  
Content Type ◽  
Knowledge Based ◽  
Employment Security

Purpose – Responding to Colbert’s (2004) call for research examining the complexity of work systems’ effect on performance, and following Meyer and Dunphy’s (2014, 2015) work determining the general manner by which the complex mechanism of strategy choice and its implementation effect corporate performance, the purpose of this paper is to specify and test a model of the effects of workplace factors affecting employee responses to the demand for increased knowledge in using technology. Design/methodology/approach – Drawing on the literature on the resource-based view of strategy and the knowledge-based (KB) view of human resource management system implementation, theory is developed, and hypotheses are generated, regarding employee attitudes toward skill development, technology, employment security, and feedback and their impact on competence and impact. Meaningfulness, self-determination, work conditions, and intensity are controlled for. Data from a sample of 888 employees, 24 managers, and corporate executives across eight Detroit-area automotive supplier firms are used to test the model using structural equation modeling. Findings – Individual psychological states of competence and impact are positively and strongly associated with KB psychological climates that foster and condition positive beliefs about the importance of learning new skills and about the effects of the diffusion of new technologies on employees. Research limitations/implications – The complexity of the interactions of management implementation of workplace practices on employee performance still needs more sorting out. Only unionized employers pursuing high-involvement work systems were studied. Other types of employers would have very different workplace climates. Practical implications – Only unionized employers pursuing high-involvement work systems were studied. Other types of employers would have very different workplace climates. Social implications – In order to have employees be receptive to changing technology and the resulting, increased demands for knowledge and skill, employers have to provide long-term employment security. Originality/value – The results provide the specific manner by which employers can increase employee receptiveness to increase workplace knowledge and training to have more impact on their performance.

scholarly journals Designing Remuneration Systems of Organizations for Sustainable HRM: The Core Characteristics of an Emerging Field

2020 ◽  
Vol 10 (2) ◽  
pp. 252
Author(s):  
Gintautas Radvila ◽  
Violeta Šilingienė
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Labor Cost ◽  
Work Intensity ◽  
Structured Interviews ◽  
Work Systems ◽  
Economic Criterion ◽  
Theoretical Concepts ◽  
Remuneration System

Successful business trends in the 21st century cover new factors where economic viability and sustainability should address not only the economic criterion, but also the human managerial one. This leads to the creation of effective sustainable work systems including remuneration systems as a part of sustainable human resource management. The basic research object of sustainable work systems is work intensity, which covers many possible approaches including remuneration systems of organizations. Effective remuneration systems enhance the performance and contribution of employees by controlling labor cost, motivating employees and involving them in organizational processes. Nevertheless, there is a lack of evidence for the sustainability of both theoretical and empirical research of remuneration systems. This article pursues validating theoretical concepts related to sustainable human resource management (SHRM) and remuneration systems by empirical disclosure of the expression of SHRM principles in the characteristics of remuneration systems. The purpose of this paper is to reveal the characteristics of remuneration systems of organizations in real SHRM in enterprises in Lithuania. In order to achieve this, a qualitative study was conducted using semi-structured interviews with 21 corporate HR managers. The study empirically substantiated the relationship between the principles of sustainable human resource management and remuneration characteristics. Results disclosed that as many as 10 of the 12 SHRM principles allow to identify the remuneration system as a sustainable work system. All the identified characteristics of the remuneration system reveal various principles of SHRM through different features and indicators. Furthermore, it confirms the economic, social and environmental nature of sustainable remuneration systems.

Investigating knowledge workers’ productivity using work design theory

2017 ◽  
Vol 66 (6) ◽  
pp. 822-834 ◽  
Author(s):  
Margaret Moussa ◽  
Mathew Bright ◽  
Maria Estela Varua
Keyword(s):  
Knowledge Management ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Design Theory ◽  
Knowledge Workers ◽  
Knowledge Work ◽  
Well Being ◽  
Work Design ◽  
Content Type

Purpose The purpose of this paper is to examine the suitability of job and work design theory for investigating knowledge workers’ productivity. The review is a response to recommendation and adoption of the motivational human resource management approach by a number of knowledge management researchers. The authors show that the existing literature on this topic overlooks key criticisms of HRM job and work design theory itself. The authors suggest modifications. Design/methodology/approach The paper proceeds by outlining knowledge management researchers’ arguments rejecting the application of traditional measurement approaches to investigating knowledge workers’ productivity. The review develops to examine the various arguments for adopting work design theory and considers the key contributions and critiques in this field. Drawing on the insights of key HRM work design critics, the paper concludes by offering suggestions for a model suitable for examining the drivers of knowledge work productivity in process. Findings The principle finding is that Morgeson and Humphrey’s (2006) Work Design Questionnaire (WDQ) stand as the most conceptually consistent and methodologically considered human resource management work design theory. However, this model must itself be modified to include a category of organizational contextual work characteristics. For application to the filed of knowledge management, WDQ must also be expanded to include knowledge sharing, role breadth self-efficacy and employee well-being as key work design mediators and outcomes. Research limitations/implications Greater consideration needs to be given to the distinction between knowledge sharing as a work design mediator and as a work design outcome. Morgeson and Humphrey themselves note that the “common method variance” problems arising in psychometric research have been reduced but not completely eliminated from their model. Practical implications Survey instruments based on the recommended model potentially provide a valuable means for understanding and enhancing productivity in a variety of knowledge intensive service industries. The pronounced benefit of this model is that it is applicable in cross-industry and cross-occupational contexts, unlike many existing knowledge worker productivity models. This is an advantage, given the centrality of the inter-connectivity of different types of activities and industries in knowledge work. Social implications Work design prioritizes employee motivation and support and links this to the quality of work and the well-being of clients. The benefits of well-designed knowledge work extend well beyond the generation of specific innovations and macroeconomic productivity improvements. Originality/value Job design and work design theory have been applied in the field of knowledge management. However, the applications have largely overlooked key critiques of the established models in the human resource management literature. The paper fills this gap. Its original suggestions for modifying Moregeson and Humphry’s (2006) WDQ reflect the authors’ in-depth analysis of the literature.

Human resource development and human resource management levers for sustained competitive advantage: Combining isomorphism and differentiation

2016 ◽  
Vol 24 (4) ◽  
pp. 533-550 ◽  
Author(s):  
Elizabeth F Chapman ◽  
Faye A Sisk ◽  
Jeff Schatten ◽  
Edward W Miles
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource Development ◽  
Human Resource ◽  
High Performance ◽  
Management Practices ◽  
Resource Development ◽  
Work Systems ◽  
High Performance Work Systems ◽  
Human Resource Management Practices

AbstractNumerous studies have investigated human resources as a source of sustained competitive advantage, indicating that the high-performance work systems created by certain human resource development and human resource management practices lead to greater firm performance. Though the mechanism by which this link exists remains a ‘black box,’ substantial evidence shows organizations benefit by adopting the human resource development and human resource management practices that lead to high-performance work systems. We discuss two divergent perspectives, institutional theory and resource-based view, and their impact on high-performance work systems. We argue that organizations adhering to tenets of institutional theory experience isomorphism in certain human resource development and human resource management practices, whereas resource-based view attributes create ways that firms differentiate their practices. We posit that to be competitive firms must balance the push–pull effect of institutional pressure with that of resource-based view differentiation.

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