Summary Articles of the Strategic HRM for Pre-master students course
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Vak
Strategic HRM (760435B4)
Instelling
Tilburg University (UVT)
Artikelen van het vak SHRM:
- Peccei, R. & van de Voorde, K. (2014). HRM and performance. In: Encyclopaedia of Human
Resource Management. Guest, D. & Needle, D. (Eds). Chichester: Wiley-Blackwell.1
- Jiang, K., Lepak, D., Hu, J. & Baer, J. (2012). How does human resource manageme...
Strategic HRM Articles
Inhoudsopgave
Week 1: Black Box debate.............................................................................................................................. 3
Article 1 – Peccei and Van de Voorde; HRM and Performance............................................................................3
Hypotheses......................................................................................................................................................3
HRM-performance Relationship......................................................................................................................3
Results..............................................................................................................................................................5
Article 2 – Den Hartog; HRM, Communication, Satisfaction, and Perceived Performance: A Cross-Level Test. .5
RQ....................................................................................................................................................................5
Conceptual model............................................................................................................................................6
Hypotheses......................................................................................................................................................6
Results............................................................................................................................................................10
Practical implementation:.............................................................................................................................11
Limitations.....................................................................................................................................................11
Article 3 – Jiang; How does HRM influence organizational outcomes? A Meta-analytic investigation of
mediating mechanisms......................................................................................................................................11
RQ..................................................................................................................................................................11
Hypotheses....................................................................................................................................................11
Operationalization.........................................................................................................................................13
Results:...........................................................................................................................................................14
Conceptional model.......................................................................................................................................15
Conclusion......................................................................................................................................................16
Article 4 - Liao et al; do they see eye to eye.......................................................................................................16
RQ..................................................................................................................................................................16
Figure + conceptional model.........................................................................................................................17
Within article.................................................................................................................................................17
Horizontal fit..................................................................................................................................................17
Vertical fit.......................................................................................................................................................17
Hypotheses:...................................................................................................................................................18
Results............................................................................................................................................................19
Practical implications.....................................................................................................................................19
Week 2: Contingency approach.................................................................................................................... 19
Article 1 – Wood; Human resource management and performance.................................................................19
Hypotheses....................................................................................................................................................20
Results............................................................................................................................................................21
Conclusions....................................................................................................................................................21
Article 2 – Tzabber; A bridge over troubled water: Replication, integration and extension of the relationship
between HRM practices and organizational performance using moderating meta-analysis...........................22
Results............................................................................................................................................................23
Discussion......................................................................................................................................................23
Conclusion......................................................................................................................................................23
Article 3 – Datta; HRM and labor productivity: Does industry matter?.............................................................23
Hypotheses....................................................................................................................................................24
Conclusion......................................................................................................................................................24
Article 4 – Toh; Human Resource Configurations: Investigating Fit With the Organizational Context.............25
RQ..................................................................................................................................................................25
ASA framework:.............................................................................................................................................25
Week 3: Dark-side perspective..................................................................................................................... 29
Article 1 – Van de Voorde et al; Employee well-being and the HRM-organizational performance relationship:
A review of quantitative studies.........................................................................................................................29
RQ..................................................................................................................................................................29
Previous research..........................................................................................................................................29
Hypotheses....................................................................................................................................................29
Results (vaag).................................................................................................................................................30
Conclusion......................................................................................................................................................31
Main findings:................................................................................................................................................31
Article 2 – Ramsay et al; Employees and High-Performance Work Systems: Testing inside the Black Box......31
Hypotheses related to HPWS + Conceptual models.....................................................................................31
Results............................................................................................................................................................32
Conclusion......................................................................................................................................................33
Limitations:....................................................................................................................................................33
Article 3 – De Voorde & Beijer; The role of employee HR attributions in the relationship between high-
performance work systems and employee outcomes........................................................................................33
Previous research:.........................................................................................................................................33
Hypotheses....................................................................................................................................................34
Conclusion:....................................................................................................................................................35
Article 4 – Jensen et al; High-performance work systems and Job control: Consequences for anxiety, role
overload, and turnover intentions.....................................................................................................................36
Previous research:.........................................................................................................................................36
Results:...........................................................................................................................................................38
Conclusion:....................................................................................................................................................39
Week 4: Differentiated Workforce................................................................................................................ 39
Article 1 – Lepak & Snell; The Human Resource Architecture: Toward a Theory of Human Capital Allocation
and Development...............................................................................................................................................39
Figure.............................................................................................................................................................41
conclusion......................................................................................................................................................43
Article 2 – Huselid & Becker; Bridging Micro and Macro Domains: Workforce Differentiation and Strategic
Human Resource Management.........................................................................................................................43
Previous research:.........................................................................................................................................44
Conclusion......................................................................................................................................................45
Article 3 – Lepak et al; An examination of the use of high-investment human resource (HIHR) systems for core
and support employees......................................................................................................................................45
Theories.........................................................................................................................................................46
Hypothesis.....................................................................................................................................................46
Conclusion......................................................................................................................................................48
Article 4 – Schmidt et al; Strategic HR system differentiation between jobs: The effects on firm performance
and employee outcomes....................................................................................................................................48
Previous research:.........................................................................................................................................48
overall conclusion..........................................................................................................................................52
Week 5: HR devolution................................................................................................................................ 52
Article 1 – Caldwell; The changing role of personnel managers: old ambiguities, new uncertainties..............52
Conclusion......................................................................................................................................................54
, Article 2 – Sikora & Ferris; SHR practice implementation: The critical role of line management......................55
hypotheses.....................................................................................................................................................56
Conclusion......................................................................................................................................................58
Article 3 – Kulik & Perry; WHEN LESS IS MORE: THE EFFECT OF DEVOLUTION ON HR’S STRATEGIC ROLE AND
CONSTRUED IMAGE...........................................................................................................................................58
Past research.................................................................................................................................................58
Hypotheses....................................................................................................................................................59
Conceptual model..........................................................................................................................................60
Conclusions....................................................................................................................................................60
Article 4 – Bos-Nehles et al; Employee perceptions of line management performance: applying the AMO
theory to explain the effectiveness of line managers’ HR implementations......................................................60
Past research:................................................................................................................................................60
Work-performance (AMO) theory;................................................................................................................60
Hypotheses....................................................................................................................................................61
Figure.............................................................................................................................................................61
Practical.........................................................................................................................................................62
Conclusion......................................................................................................................................................62
Questions per article:
- RQ
- Figure + conceptual model
- Hypothesis + theory
- Context
- Main findings
- Answer RQ + practical
- Answer what is important for HR manager in article
Week 1: Black Box debate
Article 1 – Peccei and Van de Voorde; HRM and Performance
Hypotheses
HRM-performance Relationship
Adoption by organization of a more advanced or sophisticated set of HR practices can have a
sig positive impact on various aspects of employee and organizational performance
- Recruitment and selection
- Training and development
- Performance management
- Pay and benefits
- Job design
- Participation
- Communication
- Job security
- Employee welfare
Positive relationship between: HRM and performance
- Still have to look at the nature of both
, HRM bundles and systems models:
- HPWS
o Most important
o Looks at progressive’ HR practices in the areas of selection, training,
performance management, rewards, job design, communication
Positive contribution to organizational performance
- High commitment
- High involvement
AMO framework contributes in enhancing employee skills, motivation and opportunity to
contribute at work
Performance dimension
1. Diff aspects or dimensions of organizational performance
a. Proximal vs distal
2. Behavioral perspective
a. Employee well-being, attitudes and behavior
b. Gain vs conflict outcome models
Mediators (Theoretical Explanations) of the HRM-Performance Relationship
Black box debate:
1. Resource-based view:
= argues that organizations can build competitive advantage based on valuable, rare,
inimitable, and non-substitutable resources.
- Human capital adv
- Human processes adv
2. AMO
= argues that bundles of HR practices positively influence organisational performance by
enhancing employee skills, competencies and abilities (A), by stimulating employee
motivation and commitment (M), and by providing skilled and motivated employees with the
opportunity to perform (O)
- Ability
o Human capital theory
- Motivation
o Social exchange theory
- Opportunity
o Job design theory
3. Distinction between intended implemented models by senior management and
implementation by line managers and individuals reaction and evaluation
Moderators of the HRM-Performance Relationship
Approaches of understanding the effect of HRM bundles and systems;
1. Models effect depends on the context or situation involved
a. Mixed support
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