HRM Systems Effects as a Basis for Strategic HR Planning

Abstract

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

Determinants of return to work after maternity leave in Russia: A logistic regression approach

“…Entrepreneurial spirit matches specific frame of management and inclusion of employees, known as high-involvement work system [Kosheleva, Bordunos, 2018]. This frame is still new in both contexts -Western and Russian.…”

“…It implies that such employees in Russia meet less organizational barriers with returns. Determinants of return to work after maternity leave in Russia: A discourse perspective РЖМ 18 (3): 363-382 2020The most suitable frame for their management and inclusion was generalized as high-commitment work system [Kosheleva, Bordunos, 2018], matching imaginary of parents-activists [Wilks, 2019] and requiring empowerment [Kabeer, 1999] for inclusion. Firstly, it implies access to resources and ability for future claims of extra materials, and rights to choose among alternatives.…”

“…Work system is an integrated approach of human resource management toward the alignment of the human resource functions with the firm strategy [Wei, Lau, 2010], aiming to facilitate corporate competitive advantage [Becker, Huselid, 2006]. The novelty of the current research lays in a discourse perspective on the role of work systems in inclusion, treating work systems as idealised frames of reference for decision makers [Kosheleva, Bordunos, 2018;Bordunos, Kosheleva, 2019], "locked in" on their "path-dependance track" [Dobusch, Kapeller, 2013].…”

“…Russian environment legitimized the frame suitable for employees with human resources of low uniqueness, but high value, also known as high-performance work system [Kosheleva, Bordunos, 2018]. [Lepak, Snell, 1999] highlighted that this approach is suitable for job-based employees, valued for their productivity-based human resources.…”