Reflections on the 2014 Decade Award: Is There Strength in the Construct of HR System Strength?

Ostroff, Cheri; Bowen, David

doi:10.5465/amr.2015.0323

Cited by 317 publications

(543 citation statements)

References 127 publications

Supporting

Mentioning

441

Contrasting

Unclassified

Order By: Relevance

“…However, not only do managers have different objectives and goals (Nehles et al, 2006), they also understand the HRM practice differently from the way it was intended and designed by the HRM department (and possibly higher management). This adds to the line of research of Bowen and Ostroff (2004), Ostroff and Bowen (2016) in the sense that not only employees perceive and interpret HRM, but managers and other organisational actors as well.…”

Section: Discussionmentioning

confidence: 76%

“…Firstly, by uncovering the dynamics of the HRM implementation process we add to the HRM-as-a-process debate (Bowen & Ostroff, 2004;Ostroff & Bowen, 2016). Secondly, by revealing organisational actors' roles we extend the literature on the role of not only line managers (Gilbert et al, 2011;Guest & Bos-Nehles, 2013;Nehles, Van Riemsdijk, Kok, & Looise, 2006;Trullen et al, 2016), but also of the broader HRM function (Beer, 1997;Valverde, Ryan, & Soler, 2006).…”

Section: Introductionmentioning

confidence: 93%

“…First, the stream of HRM system strength (Bowen & Ostroff, 2004;Ostroff & Bowen, 2016) is characterised by studies in which HRM practices or HRM systems are distinctive and consistent, and where consensus between policy makers exists (see Sanders, Shipton, & Gomes, 2014). Influential studies in this stream are those of Delmotte, De Winne, and Sels (2012), Sanders, Dorenbosch, and de Reuver (2008), Li, Frenkel, andSanders (2011), Nishii et al (2008), and Bednall, Sanders, and Runhaar (2014).…”

Section: Hrm Implementationmentioning

confidence: 99%

“…Their study helped us to understand that the transformation into information technology-enabled HRM services is not merely a process of designing and applying, but 'a dynamic process in which stakeholders frame and reframe their perceptions and, thus, actually construct the transformation of the HRM function ' (2009, p. 273). Finally, Ostroff and Bowen (2016) suggested that (adaptive) structuration theory (DeSanctis & Poole, 1994) could shed light on the concept of climate strength by demonstrating how groups of employees differ in their perceptions on the climate.…”

Section: Structuration Theory and Its Applications In Hrm Researchmentioning

confidence: 99%

“…Lately, this has embodied research into the implementation of HRM (Bowen & Ostroff, 2004;Nishii, Lepak, & Schneider, 2008;Ostroff & Bowen, 2016;Purcell & Hutchinson, 2007;Wright & Nishii, 2013), which entails broadly the transition process during which HRM policies and practices develop from an idea or goal, into an institutionalised, functioning organisational instrument. We have observed three main foci in the academic study of HRM implementation; even though these are not always termed as such: (i) HRM system strength (Bowen & Ostroff, 2004;Farndale & Kelliher, 2013;Sanders & Yang, 2016), (ii) intended, actual and perceived HRM (Bondarouk, Bos-Nehles, & Hesselink, 2016;Bos-Nehles, Bondarouk, & Labrenz, 2017;Khilji & Wang, 2006;Makhecha, Srinivasan, Prabhu, & Mukherji, 2016;Nishii et al, 2008;Piening, Baluch, & Ridder, 2014;Wright & Nishii, 2013), (iii) roles of line managers in implementing HRM (Bos- Nehles, Bondarouk, & Nijenhuis, 2017;Gilbert, De Winne, & Sels, 2011;Op de Beeck, Wynen, & Hondeghem, 2016;Purcell & Hutchinson, 2007;Trullen, Stirpe, Bonache, & Valverde, 2016;Vermeeren, 2014).…”

Section: Introductionmentioning

confidence: 99%

See 4 more Smart Citations

The dynamic nature of HRM implementation: a structuration perspective

Mierlo

Bondarouk

Sanders

2018

The International Journal of Human Resource Management

View full text Add to dashboard Cite

Over 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 been previously assumed. After their initial introduction, HRM practices evolve through turbulent developments. Furthermore, instead of neatly distributed roles following meticulously scheduled planning, HRM practices are influenced by various organisational actors. For successful implementation, HRM practices need to become inscribed into the interpretive schemes of organisational actors, resources have to be distributed, the HRM practice has to gain legitimacy. We develop a comprehensive framework that assists in understanding the process of HRM implementation.

show abstract

Section: Discussionmentioning

confidence: 76%

Section: Introductionmentioning

confidence: 93%

Section: Hrm Implementationmentioning

confidence: 99%

Section: Structuration Theory and Its Applications In Hrm Researchmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

The dynamic nature of HRM implementation: a structuration perspective

Mierlo

Bondarouk

Sanders

2018

The International Journal of Human Resource Management

View full text Add to dashboard Cite

show abstract

Abandonment issues: A hazard analysis of high‐performance work practices

Rankin

2023

Can J Adm Sci

View full text Add to dashboard Cite

This study examines usage of high‐performance work practices (HPWPs) over time using a unique longitudinal survey of Canadian organizations. Human resource management (HRM) studies tell us HPWPs require long‐term commitment but rarely measure it. Using event history analysis this study finds high rates of HPWP abandonment. The study also examines organizational supports for high‐performance work system (HPWS). A Cox regression analysis finds rates of abandonment are reduced when HPWPs are accompanied by aligned business strategies and HR professional support. The results inform process research on HRM strategies and raise troubling questions for findings in studies that fail to measure duration. For managers, the findings highlight the importance of ensuring strategic alignment with and organizational support for HPWPs if they are to endure.

show abstract

A person‐centered perspective on employees' human resource management values and their implication for organizational commitment

Drouin‐Rousseau,

Morin,

Fernet

et al. 2024

Can J Adm Sci

View full text Add to dashboard Cite

Human resource management (HRM) practices and their associations with employees' job attitudes and behaviors are well‐established, although the psychological mechanisms underlying these associations remain unclear. Based on the ability‐motivation‐opportunity framework, we propose that employees' HRM values play a key role in these associations. Specifically, we propose that employees' perceptions of the HRM practices present in their organization will predict their HRM value profiles which, in turn, will predict their levels of commitment. Latent profile analyses revealed four profiles characterized by very low, low, moderate, and high levels of HRM values. Our results suggest that ability‐enhancing practices play an active role in employees' organizational commitment by shaping their HRM values.

show abstract

Reflections on the 2014 Decade Award: Is There Strength in the Construct of HR System Strength?

Cited by 317 publications

References 127 publications

The dynamic nature of HRM implementation: a structuration perspective

The dynamic nature of HRM implementation: a structuration perspective

Abandonment issues: A hazard analysis of high‐performance work practices

A person‐centered perspective on employees' human resource management values and their implication for organizational commitment

Contact Info

Product

Resources

About