Evolution of Strategic Human Resource Management trough the Lens of High Performance Work System

Bordunos, A.; Kosheleva, Sofia

doi:10.21638/11701/spbu08.2016.302

Cited by 4 publications

(6 citation statements)

References 14 publications

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“…Work systems as frames of reference for HR disclosure РЖМ 17 (3): 309-336 2019ingly routinized it as a standardized internal practice. Institualization of the GRI report ing inspired shift to the sustainable develop ment, associated with the highcom mit ment work system [Bordunos, Kosheleva, 2016].…”

Section: Preference Of Work Systems By Banks In Russiamentioning

confidence: 99%

“…In such situations, the role of banks is reflected in their posi tion in interorganizational networks, in tensified by affiliation with particular busi ness groups, invitation to boards of directors or on management positions representatives of important businesspartners, govern ments, and shareholders [Okhmatovskiy, 2005]. These facts highlight the importance of social capital, suitable for highin volve ment work system [Bordunos, Kosheleva, 2016]. Furthermore, the growing role of tech nology, adjustments in government regula tions, industry consolidation, financial in novation and securitization [Wilson et al, 2010] intensify favoring dynamic capabili ties concept that requires highin volve ment work system.…”

Section: Preference Of Work Systems By Banks In Russiamentioning

confidence: 99%

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Work Systems as Frames of Reference for HR Disclosure

Aleksandra

Sofia

2019

RMJ

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The paper focuses on the challenge of coding and interpreting the human resource disclosures. Treating disclosed signals as positive or negative depends on the implicit contextual frames of reference. Such frames represent a combination of legitimate human resource practices, processes, initiatives, values and beliefs. The research explores applicability of human resource management systems, also known as work systems, within the confines of such frames. Additional attention is paid to the reasons of variety in the human resource disclosures and the rationale of preferring one work system over the other despite limited freedom of choice among available standards. Through analysis of the content, extent and quality of the employees-related disclosure by 18 top banks in Russia for the 2016 period, the research discusses opportunities and barriers of work systems as the frames of reference for HR disclosure. Research design relies on thematic and content analysis to compare existing standards with the ones proposed by the strategic human resource management literature.

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Section: Preference Of Work Systems By Banks In Russiamentioning

confidence: 99%

Section: Preference Of Work Systems By Banks In Russiamentioning

confidence: 99%

Work Systems as Frames of Reference for HR Disclosure

Aleksandra

Sofia

2019

RMJ

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“…Surprisingly, the review [21] revealed that the alternative fit requirements do not contradict each other, allowing additivity. Challenges cause institutional sophistication (saturation) and institutional voids (gaps).…”

Section: Latent Referent Standards 21 Methodological Concernsmentioning

confidence: 98%

“…Empirically, such approach is even more complicated due to uncertain effects between the mixed patterns [6]. In our previous research [21] we were interested if it is possible to operationalize the concept in a way to avoid a need in a segregation of HRMS into a bunch of patterns. We expected effect similar to the additive RGB color model [22], when latent additive primary lights of certain intensity, been projected jointly on the black background, can reproduce high variety of other colors.…”

Section: Latent Referent Standards 21 Methodological Concernsmentioning

confidence: 99%

HRM Systems Effects as a Basis for Strategic HR Planning

Kosheleva¹,

Bordunos²

2018

Human Resource Planning for the 21st Century

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The chapter illustrates how misalignment of Human Resource Management System (HRMS) creates risks of reduction in organizational performance and well-being of employees. The chapter starts with the analysis of reasons and consequences for choosing particular HRMS by firms and description of criterions to differentiate between the key alternatives: high-productivity, high-commitment and high-involvement-based HRMS. Then it illustrates possible options within an additive approach, which allows reproducing wider variety of HRMS, aiming at identical for organization HR strategy. It also shows how additive approach can intensify positive sides and mitigate the drawbacks of each HRMS in accordance with the organizational health concept. The final part illustrates how to deal with the situation when the most suitable HRMS is not available due to its lower legitimacy, suggesting models with alternative options, or applying additive approach. HRM Systems Effects as a Basis for Strategic HR Planning http://dx.doi.org/10.5772/intechopen.75456 85 HRM Systems Effects as a Basis for Strategic HR Planning http://dx.doi.org/10.5772/intechopen.75456 95

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“…При этом в отечественных научных журналах эти термины употребляются крайне редко, также как и их русскоязычный аналог -ВПРМ, появившийся на государственном уровне уже достаточно давно как некий целевой ориентир. В практике управления организациями реализация обозначаемых данными терминами подходов идет не совсем параллельными путями, примерно так же, как произошло с предложенной в 1999 г. Международной организацией труда концепцией "достойного труда": на уровне макроэкономики и соответствующих социальных процессов исследователи и практики заботятся о минимизации безработицы, равных трудовых правах всех социальных групп и "защищенном уровне оплаты труда" 2 , 3 . При этом на уровне отдельных компаний возможности повышения заработной платы зависят от степени эффективности и конкурентоспособности этих компаний, однако задача создания "достойных рабочих мест", способных повышать эту эффективность (помимо необходимых, но дополнительных затрат, на которые не все компании способны), испытывает трудности в реализации, в том числе и из-за противоречивых трактовок употребляющихся в этой сфере терминов.…”

Section: экономическая социология и менеджментunclassified

“High performance work system”: challenges and good practices of organizations around the world

Ksenofontova

2023

Vestn. Mosk. univ., Ser. 18 Sociol. politol.

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The desire to ensure high productivity of each employee in each organization is characteristic of the entire modern world. However, there is no single term used for this, even within an English-speaking (or Russian-speaking) environment, just as there is no common understanding of the factors that can lead to high productivity of each employee. In Russia statistics are collected and programs are being developed that contribute to the growth in the number “High Productivity Jobs” (at the state level). In English-speaking practice, similar approaches are indicated by the abbreviations HPO, HPHRP, HPWP and HPWS. However, similar to the difficulties encountered in the implementation of the concept of “Decent Work” in the world, problems are also experienced by companies trying to apply “high-performance work organization practices”. The published results of the analysis of world publications over the past 30 years show the connection of “high-performance work systems” a) with a variety of personnel management practices (slightly less than in half of the publications); b) with an intermediary factor in the form of staff satisfaction and their sense of subjective well-being (according to some data, most discussed in publications on “high-performance systems”); c) with the effectiveness and productivity of the organization as a whole, and d) with different, not always explicit, attitudes and expectations of employees (allocated to a separate group). Nevertheless, studies periodically show not only successes, but also unpredictable deterioration of indicators that are significant for organizations. The “emotional burnout” of employees and the “imbalance of work and the rest of life” increase attention to the “psychological contract” as ensuring compliance with the complex of mutual expectations of employers and employees. Part of these expectations is related to the currently developing format of hybrid work for some categories of specialists.

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Evolution of Strategic Human Resource Management trough the Lens of High Performance Work System

Cited by 4 publications

References 14 publications

Work Systems as Frames of Reference for HR Disclosure

Work Systems as Frames of Reference for HR Disclosure

HRM Systems Effects as a Basis for Strategic HR Planning

“High performance work system”: challenges and good practices of organizations around the world

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