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Employees as Active Consumers of HRM: Linking Employees’ HRM Competences with Their Perceptions of HRM Service Value

Published on Mar 1, 2016in Human Resource Management2.93
· DOI :10.1002/hrm.21719
Jeroen Gerard Meijerink6
Estimated H-index: 6
(UT: University of Twente),
Tanya Bondarouk16
Estimated H-index: 16
(UT: University of Twente),
David P. Lepak32
Estimated H-index: 32
(RU: Rutgers University)
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Abstract
Recognizing the importance for companies of having high-quality employment relationships with employees, previous studies have sought to explain the variability in employees’ perceptions of HRM service value. However, most of these studies view employees as inactive in employment relationships and, therefore, do not consider whether employees’ own attributes affect their perceptions of HRM service value. In accepting the alternative notion that consumers create value “in use,” the current study regards employees as active consumers of HRM practices, and so examines the extent and way in which employees’ HRM competences (i.e., knowledge, skills, and abilities) explain the variability in HRM service value. Based on data collected from 2,002 employees in 19 companies in the Netherlands, a positive relationship has been found between employees’ HRM competences and their perception of HRM service value, albeit one that is mediated by the perceived quality and nonmonetary costs of HRM services. The main implication of our findings is that employees should be seen as active agents in employment relationships who, through coproducing and consuming HRM services as well as leveraging their knowledge and skills, influence the value of HRM services and have the potential to increase or undermine the outcomes of the employment relationship
  • References (61)
  • Citations (18)
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References61
Newest
Chun-Fang Chiang1
Estimated H-index: 1
(CCU: Chinese Culture University),
Kuo-Ping Wu1
Estimated H-index: 1
(CCU: Chinese Culture University)
Service organizations commonly achieve job satisfaction through internal service quality (ISQ), job standardization, and enhanced customer orientation. However, unlike employees working at headquarters, branch employees do not have access to timely responses and organizational support. This study, using flight attendants working offsite as research samples, looked at how workplace supervisor and co-worker support mediate ISQ and job standardization that contribute to job satisfaction. The result...
Published on Sep 1, 2014in Journal of Management Studies5.84
Bård Kuvaas25
Estimated H-index: 25
(BI Norwegian Business School),
Anders Dysvik19
Estimated H-index: 19
(BI Norwegian Business School),
Robert Buch10
Estimated H-index: 10
(BI Norwegian Business School)
To learn more about the role of line managers in the implementation of HR practices, we propose and test a model of line managers' perceptions of enabling HR practices on the one hand and employee outcomes on the other. In a field study of 89 line managers and 631 employees, we observed that the relationship between line managers' perceptions of enabling HR practices and employees' intrinsic motivation, affective organizational commitment, and turnover intention was mediated by employees' percei...
Published on Mar 1, 2014in Academy of Management Learning and Education3.27
Timothy C. Bednall12
Estimated H-index: 12
(UNSW: University of New South Wales),
Karin Sanders27
Estimated H-index: 27
(UNSW: University of New South Wales),
Piety Runhaar10
Estimated H-index: 10
(WUR: Wageningen University and Research Centre)
Employees' participation in informal learning activities benefits their workplace performance, and ultimately their long-term career development. While research has identified several individual- and organizational-level factors that promote participation, to date, the role of human resource management (HRM) in facilitating informal learning activities is not well understood. We investigate the effects of perceptions of performance appraisal quality and HRM system strength on three informal lear...
Published on Feb 1, 2014in European Management Journal2.98
Arjan J. Knol3
Estimated H-index: 3
(UG: University of Groningen),
Marijn Janssen41
Estimated H-index: 41
(TU Delft: Delft University of Technology),
Henk Sol20
Estimated H-index: 20
(UG: University of Groningen)
Shared service centres (SSCs) are an organisational arrangement to deliver services. During SSC development organisations encounter a variety of challenges affecting its success or failure. Yet in this embryonic research field a systematic insight into management challenges is absent. Drawing on literature a taxonomy of 15 challenges is suggested that are illustrated with three case studies. Resource dependence, efficiency, population and knowledge perspectives are used as complementary views to...
Published on Nov 1, 2013in Human Resource Management2.93
Anna Christina Bos-Nehles5
Estimated H-index: 5
(UT: University of Twente),
Maarten van Riemsdijk1
Estimated H-index: 1
(Saxion University of Applied Sciences),
Jan C. Looise9
Estimated H-index: 9
(UT: University of Twente)
Line managers are today seen as increasingly important in effectively implementing HRM practices. Based on the Ability-Motivation-Opportunity (AMO) theory, we predict that line managers' performance in this regard will depend on their ability to apply HRM practices, and that their motivation and the opportunity provided will enhance this effect. Through a survey of 174 line managers and 1,065 of their direct subordinates in two organizations, we found ability to be the best predictor of a line m...
Published on Sep 1, 2013in Journal of Management9.06
Deanne N. Den Hartog44
Estimated H-index: 44
(UvA: University of Amsterdam),
Corine Boon12
Estimated H-index: 12
(UvA: University of Amsterdam)
+ 1 AuthorsMarcel A. Croon25
Estimated H-index: 25
(Tilburg University)
Employee perceptions of HR practices are often assumed to play an important mediating role in the relationship between HR systems and HR outcomes. In a multisource, multilevel study of 2,063 employees and 449 managers in 119 branches of a single large firm, the authors tested how managers’ perceptions of the HR practices implemented in the unit relate to employee perceptions of these HR practices. The authors’ main aim is to explore managers’ communication quality as a moderator of the relations...
Jeroen Gerard Meijerink6
Estimated H-index: 6
(UT: University of Twente),
Tanya Bondarouk16
Estimated H-index: 16
(UT: University of Twente)
Human resource shared service centers (HR SSCs) are foreseen as improving HR service delivery for their end-users: employees, line managers and decentralized HR professionals. Although the concept expects the benefits of HR SSCs to come from centralizing knowledge and decentralizing the control exercised over an HR SSC, research into these two fundamental shared service characteristics is scarce. The purpose of this research is therefore to explore whether resource bundling, combined with busine...
Published on Jan 1, 2013in European Journal of International Management1.35
Jeroen Gerard Meijerink6
Estimated H-index: 6
,
Tanya Bondarouk16
Estimated H-index: 16
,
Marco Maatman1
Estimated H-index: 1
Human resource shared service centres (HR SSCs) are said to make optimal use of information technologies. Especially for MNCs, utilising HR SSCs supported by information technology increases the pressure to standardise or localise the HR SSC operations within their subsidiaries. In this paper, we explore whether what we call the content of HR SSCs (i.e. their HR activities and governance structures) is different in MNC subsidiaries to that of indigenous organisations. In so doing, we build on ne...
Published on Dec 14, 2012in Personnel Review1.36
Elise Marescaux2
Estimated H-index: 2
(Katholieke Universiteit Leuven),
Sophie De Winne2
Estimated H-index: 2
(Catholic University of Leuven),
Luc Sels28
Estimated H-index: 28
(Katholieke Universiteit Leuven)
Integrating soft HRM and self-determination theory, we propose a model in which the presence of five HRM practices and the degree to which an employees’ talents, interests, and expectations are taken into account within these practices influence work outcomes through basic need satisfaction. Data gathered from 5749 Belgian employees showed that different HRM practices satisfy the three basic needs for autonomy, relatedness, and competence and that the degree to which the individual is taken into...
Published on Dec 1, 2012in International Journal of Management Reviews7.60
Karina Van De Voorde7
Estimated H-index: 7
(Radboud University Nijmegen),
Jaap Paauwe32
Estimated H-index: 32
(Tilburg University),
Marc van Veldhoven28
Estimated H-index: 28
(Tilburg University)
There is a lack of consensus on the role of employee well-being in the human resource management–organizational performance relationship. This review examines which of the competing perspectives –‘mutual gains’ or ‘conflicting outcomes’– is more appropriate for describing this role of employee well-being. In addition, this review examines whether study attributes such as the measurement of key variables, the level of analysis and the study design affect a study's outcomes. The review covers 36 q...
Cited By18
Newest
Published on Jun 1, 2019in Human Resource Development Review2.49
Thomas N. Garavan35
Estimated H-index: 35
(Edinburgh Napier University),
Alma McCarthy14
Estimated H-index: 14
(National University of Ireland, Galway),
Ronan Carbery13
Estimated H-index: 13
(UCC: University College Cork)
There has been significant growth of interest in both international human resource development (IHRD) and ecosystems research. Both literatures highlight important characteristics of each concept; however, to date, they have not yet been linked. We propose an ecosystem perspective as an important framework to understand IHRD. Ecosystems emphasize interdependencies, actor centrality, bargaining power, and relationships between actors as important in shaping IHRD. We utilize a meta-synthesis of th...
Published on Apr 3, 2019in Journal of Services Marketing2.42
Achilleas Boukis5
Estimated H-index: 5
(University of Sussex)
This paper aims to re-examine the nature, aim and scope of internal market orientation (IMO) and introduce it as a value creation mechanism for the firm’s internal market. A service-dominant logic (SDL)-based perspective of the IMO notion is advanced, and the key steps and phases for value creation in the internal market are outlined.,This conceptual paper bridges the IM discourse with the SDL literature, and the latter’s implications for internal marketing theory and practice are discussed.,Dra...
Published on Feb 4, 2019in Personnel Review1.36
Xiaoyu Guan1
Estimated H-index: 1
(BNU: Beijing Normal University),
Stephen J. Frenkel26
Estimated H-index: 26
(UNSW: University of New South Wales)
Purpose The purpose of this paper is to investigate the influence of firm training on the job performance of mainly semi-skilled manufacturing employees in the context of changes required to ensure the competitiveness of contemporary Chinese manufacturing. Design/methodology/approach Data were collected using a survey with time-lagged method and from multiple sources. The sample included 348 supervisor-subordinate dyads from two Chinese manufacturing firms. PROCESS macro tool (Hayes) was used to...
Published on Jan 1, 2019in Applied Computer Science
Aneta Karasek (UMCS: Maria Curie-Skłodowska University)
Jorrit van Mierlo1
Estimated H-index: 1
(UT: University of Twente),
Tanya Bondarouk16
Estimated H-index: 16
(UT: University of Twente),
Karin Sanders27
Estimated H-index: 27
(UNSW: University of New South Wales)
AbstractOver 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 b...
Anna Christina Bos-Nehles5
Estimated H-index: 5
(UT: University of Twente),
Jeroen Gerard Meijerink6
Estimated H-index: 6
(UT: University of Twente)
AbstractIn this study, we understand HRM implementation as a social process that depends on the social exchange relationships between line managers and both HRM professionals and employees. As such, we offer a fresh approach to understanding HRM implementation by concentrating on the social exchange among HRM actors. We do so by investigating to what extent these exchange relationships influence HRM implementation, as reflected in employees’ perceptions of the presence of HRM practices and their...
Atieh S. Mirfakhar (Ramon Llull University), Jordi Trullen9
Estimated H-index: 9
(Ramon Llull University),
Mireia Valverde13
Estimated H-index: 13
AbstractDespite the importance of effective implementation of HR policies and practices for the achievement of HR outcomes, this remains an area of research to which HR scholars have paid limited attention, without a clear conceptualization of constructs and a lack of consolidation of research findings. Moreover, the field does not avail of an organized corpus of knowledge to guide how to accomplish the successful implementation of HR practices. As a response to this situation, the present study...
Jeewhan Yoon2
Estimated H-index: 2
(KU: Korea University),
Kevin May1
Estimated H-index: 1
+ 1 AuthorsGeorge T. Solomon18
Estimated H-index: 18
(GW: George Washington University)
Increases in the cost of benefit offerings have led organizations to cut back benefits in an effort to reduce overall labor costs. Since benefits are difficult to change within an employment contract, we investigated how entrepreneurs reconcile the need to stay fiscally competitive while retaining top talent. Using Entrepreneur Magazine’s list of “Hot 500” fast-growth firms, we surveyed the founders of these firms on their emotional self-management and combined these self-reported responses with...
Published on Oct 1, 2018in Journal of Vocational Behavior3.39
Ling Wang1
Estimated H-index: 1
(Capital Normal University),
Fangyuan Yan1
Estimated H-index: 1
(Capital Normal University)
Abstract This study aimed to study the relationship between goal orientation and job search behavior in combination with emotion regulation strategies and job search self-efficacy. In total, 1639 seniors completed the Goal Orientation Scale, Emotion Regulation Questionnaire, Job Search Self-Efficacy Scale, and Job Search Behavior Scale. Results showed that mastery goal and performance-approach goal showed both direct and indirect positive predictions for job search behavior, while performance-av...