The purpose of this research was to understand the extent to which firms apply different human resource management systems to different occupations within the same organization (HR differentiation), and how this influences both firm and employee outcomes. We conducted two studies pertaining to these questions. The first study was based on data collected from managers and the results showed that firms differentiate their HR investments based on the strategic value of occupations, which was further associated with the human capital of those occupations; differentiation in human capital was also associated with firm performance. The second study was based on data obtained from non-management employees. The findings of this study indicated that employees who were recipients of less HR system investment had lower fairness perceptions, which were further associated with turnover intentions and organizational citizenship behavior. Although the evidence from these studies suggests that firms may realize benefits from HR differentiation, managers should carefully consider how to balance the effects of differentiation on firm performance and employee well-being before implementing such systems.Keywords: human resource management; high performance work systems; human capital; turnover; fairness perceptions; organizational citizenship behavior EFFECT OF STRATEGIC HR DIFFERENTIATION 3 The Effects of Strategic HR System Differentiation on Firm Performance and Employee OutcomesA core objective of strategic human resource (HR) management research is to understand how firm investment in HR systems and practices affects organizational performance (Delery & Doty, 1996). However, one area that has received relatively little theoretical and empirical attention is the extent to which firms make differential investments across occupation groups within the same organization, and what impact this has on employee attitudes, behavioral intentions, and on firm performance. One of the earliest perspectives in strategic HR management, the universal approach, proposed that greater organizational investment in HR would unilaterally improve firm performance by increasing the ability and motivation of all employees in the organization (Huselid, 1995). In contrast, scholars emphasizing a contingency approach have shown that an important factor for understanding the HR-performance linkage is the alignment between the type and amount of HR investment with the firm's competitive environment and operational strategies (e.g., Datta, Guthrie, & Wright, 2005;Delery & Doty, 1996;Youndt, Snell, Dean, & Lepak, 1996). Theory in this latter tradition, as well as limited empirical research, has more recently focused on the application of different HR systems across different occupations within the same firm based on the strategic value of the occupational skill set required for each occupation, the firm-specific nature of the required skill sets, and the availability of the occupational skills in the labor market (Lepak & Snell, 1999;Lepak, Taylo...
Using a qualitative approach, this study fi lls a void in
Union impact research has been hindered by an underdeveloped conceptualization of management response, contributing to inconclusive empirical findings. Integrating the collective voice/institutional response model with the appropriateness framework, we propose that an employee-focused business strategy is a critical moderating variable in the relationship between union density and organizational outcomes that mitigates the negative effects of unions and enhances the positive effects by sending a clear signal of management's intentions to co-operate. Using a dataset of Canadian organizations over six years, we provide empirical evidence to support our arguments. Implications for theory and practice are discussed.
We tested the organization‐level effects of manager pay‐for‐performance practices on nonmanagement employee turnover within the context of agency theory and equity theory—two frameworks commonly applied to understand compensation policy and practice. We also propose an alternative theoretical perspective that predicts that managerial pay‐for‐performance policies may strain the employment relationship and increase nonmanagement employee turnover, unless there are HR practices that train and incentivize managers to treat employees well. We compare these alternative models to establish how well each framework explains the observed effects. Agency theory and equity theory receive limited empirical support in our lagged panel data set of organizations, whereas broader empirical support is established for the strain effect of manager pay‐for‐performance on the employment relationship. We discuss the implications of our findings for compensation theory, research, and practice.
The question of when committed employees retire is important to consider under a defined-benefit pension plan, which credits employees with benefits of lower overall value for retiring either too early or too late. We find employees with higher levels of affective commitment more likely to plan to retire later and past the age when it is most financially attractive for them to leave the organization. In contrast, employees with moderate to high levels of continuance commitment plan to retire earlier and at ages when it is most attractive for them to do so. Implications for HR policy and practice are discussed. © 2008 Wiley Periodicals, Inc.Keywords: retirement, affective and continuance commitment, definedbenefit pension plan, self-determination theory, regulatory focus theory, social policy H Hu um ma an n R Re es so ou ur rc ce e M Ma an na ag ge em me en nt
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