Revitalizing social dialogue in the workplace: the impact of a cooperative industrial relations climate and sustainable HR practices on reducing employee harm

Prins, Peggy De; Stuer, David; Gielens, Tim

doi:10.1080/09585192.2017.1423098

Cited by 66 publications

(74 citation statements)

References 39 publications

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“…Therefore, we see that a mutual gain ER climate will have an influence over voice behaviour, starting with the design of the HPWS and inclusion of voice mechanisms that provide the opportunity to voice on organisation and employee interests (Saridakis et al , 2017); second, through HR practices that support and motivate employees to voice (De Prins et al , 2020); and third, by signalling to employees they can trust their organisation (Pyman et al , 2006). Given trust has already been identified as an antecedent to informal voice behaviour (Gao et al , 2011), we propose then that under this arrangement, employees will be more likely to voice on both organisation and employee interests.…”

Section: Integrated Model Of Employee Voice Systems and Behaviour Within Hpwsmentioning

confidence: 99%

High-performance work systems and employee voice behaviour: an integrated model and research agenda

Mowbray

Wilkinson

Tse

2020

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PurposeThe purpose of this paper is to develop a conceptual model drawing together and integrating research from employment relations (ER), human resource management (HRM) and organizational behaviour (OB) to identify how high-performance work systems (HPWS) encourage voice behaviour.Design/methodology/approachThe authors identify shortcomings in research on the relationship between HPWS practices and employee voice behaviour, attributable to the disparate conceptualization of voice across management disciplines. The authors then present a conceptual model using the ability, motivation and opportunity (AMO) framework to theorize how the ER climate influences the design of the HPWS and subsequently how the HPWS encourages voice behaviour. Practical implications and recommendations for future studies are provided.FindingsThe mutual gains ER climate will influence the design of the HPWS; in turn the HPWS' practices will influence line manager AMO to manage voice and the employees' AMO to engage in voice behaviour, resulting in the encouragement of both employer and employee interest forms of voice.Practical implicationsThe HPWS-voice behaviour interaction model sheds light on the types of HR practices organisations can implement to optimize employee voice behaviour.Originality/valueThe conceptual model demonstrates how ER, HRM and OB factors influence voice behaviour within a HPWS, which has not previously been considered by voice scholars. The integrated conceptual model encourages a multidisciplinary approach to studying employee voice in future research.

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Section: Integrated Model Of Employee Voice Systems and Behaviour Within Hpwsmentioning

confidence: 99%

High-performance work systems and employee voice behaviour: an integrated model and research agenda

Mowbray

Wilkinson

Tse

2020

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“…Some studies only refer to the term ‘S-HRM’ as ‘socially responsible HRM’ that has significant impact on organisation’s social and environmental outcomes linking it with CSR or Green HR initiatives. Some studies such as Mariappanadar (2012, 2014a), Sotome and Takahashi (2014) and De Prins, Stuer, and Gielens (2018) emphasise on the negative impact of existing HRM approaches on employees due the overwhelming focus of business strategy only on financial outcomes.…”

Section: Discussionmentioning

confidence: 99%

Sustainable Human Resource Management: A Literature-based Introduction

Randev

Jha

2019

NHRD Network Journal

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The concept of sustainability has deeply penetrated in all functions of management such as supply chain, organisational behaviour, human resource, strategic management and so on. But recently, sustainable human resource management (S-HRM) has garnered a significant amount of attention from industry practitioners and academicians due to the escalation of adverse impact of existing HRM approaches on employees, society and the environment ( Mariappanadar, 2003 , International Journal of Social Economics, 30(8), 906–923; 2014a, Human Resource Management Review, 24(4), 313–329; 2014b, Sustainability and Human Resource Management, Springer). Human resource sustainability is being desired by all because of its notable implications for both the employees and the organisations. Previous literature establishes that human resource management (HRM) practices play a vital role in determining organisational success and survival. Furthermore, the harmful impact of high performance work systems and their existing HRM practices on the well-being of employees and their families has made it even more pertinent for industry practitioners to identify mechanisms to reduce employee harm and increase human resource sustainability for organisational growth and well-being. A research report by the Society for Human Resource Management in 2010 and a few other scholars claim that S-HRM can help HRM practitioners to reduce the negative impact of business practices on employees, society and the environment ( Cohen & Taylor, 2012 , HR’s role in corporate social responsibility and sustainability; Daily & Huang, 2001 , International Journal of Operations & Production Management, 21(12), 1539–1552; Dumitrana, 2009 , Human resources role in sustainable development). However, S-HRM has been studied sporadically, and there is a lack of convergence in its understanding. It has been broadly defined with the help of various perspectives borrowed from literature on strategic HRM, corporate social responsibility, Green HRM and sustainable work systems. This article aims to explore the existing literature of S-HRM to develop a deeper understanding of the concept. Through a comprehensive literature review, this article also highlights the evolution of S-HRM along with its implications for employees, HR managers and the organisations that have been studied in the previous literature.

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“…Selain itu fungsi dari employee relations bagi perusahaan juga dapat digunakan untuk mendapatkan datadata yang lengkap tentang sikap dan tingkah laku pegawai. Selanjutnya data-data tersebut dapat digunakan untuk melakukan proses pembinaan, pengorganisasian, kerjasama, koordinasi dan evaluasi terhadap pegawai (De Prins et al, 2020 (Hiltrop, 1996).…”

Section: Berdasarkan Penelitian University Of East Anglia DI Inggris Danunclassified

Effect of Employee Relations on Work Motivation of PT. Joop Fine Interiors

Arifin

2020

JSK

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This study uses the theory of the Strategic Employee Communication Model for variable X, and uses the theory of factors that influence motivation from Khomsarial Romli. This research uses a quantitative approach and explanative research type. The population in this study were 55 employees of PT Joop Fine Interiors using census sampling technique. The data collection technique used in this study was a questionnaire, then the respondents' answers were processed using a Likert scale and the data analysis technique used was simple linear regression analysis with the help of SPSS version 20 for Windows. The conclusion of this study on the employee relations variable the majority of respondents answered strongly agree and agree with a total score of 2,946 with a mean of 4.12. On the employee work motivation variable, the majority of respondents answered strongly agree and agree with a total score of 3,207 and a mean of 4.16. The next conclusion, this study proves the influence of employee relations on employee motivation at PT Joop Fine Interiors. The results of this study indicate that employee relations has a positive effect on employee motivation at PT Joop Fine Interiors. This can be seen from the results of the simple linear regression test on the coefficient of determination is 0.462 which indicates that employee relations has a strong effect, amounting to 46.2% of the work motivation of PT Joop Fine Interiors employees and the remaining 53.8% is influenced by other factors outside this research. Based on the hypothesis test, this study proves that there is a significant influence with tcount> ttable (6,745.2007), so Ho is rejected and Ha is accepted, which means that the regression coefficient is significant, that is, there is an effect of employee relations on employee motivation at PT. Joop Fine Interiors.

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Revitalizing social dialogue in the workplace: the impact of a cooperative industrial relations climate and sustainable HR practices on reducing employee harm

Cited by 66 publications

References 39 publications

High-performance work systems and employee voice behaviour: an integrated model and research agenda

High-performance work systems and employee voice behaviour: an integrated model and research agenda

Sustainable Human Resource Management: A Literature-based Introduction

Effect of Employee Relations on Work Motivation of PT. Joop Fine Interiors

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