Strategic human resource management and the decline of employee focus

Buren, Harry J. Van; Greenwood, Michelle; Sheehan, Cathy

doi:10.1016/j.hrmr.2011.02.004

Cited by 134 publications

(87 citation statements)

References 33 publications

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“…Where there is a concern that the role of HRM is starting to shift back to a strategy focus (van Buren III et al 2011), the findings of this study indicate that employee focus is also of importance. Employees' perceptions and interpretations of HR practices should not be discarded but organizations should synchronize the intended and implemented HR practices as it is essential to understand the employees' reactions to HR practices (Piening et al 2014).…”

Section: Resultsmentioning

confidence: 80%

“…Employees' perceptions and interpretations of HR practices should not be discarded but organizations should synchronize the intended and implemented HR practices as it is essential to understand the employees' reactions to HR practices (Piening et al 2014). As suggested by van Buren III et al (2011), HRM professionals should champion both the management's and the employees' needs because they are of equal importance to achieving the organizational outcomes.…”

Section: Resultsmentioning

confidence: 99%

“…Despite the recognized increasing importance of the psychological process to explain the HRM-performance link, on the other side of the coin, van Buren III et al (2011) raised concerns that the role of HRM had shifted to a strategy focus -focusing on accomplishing goals that are valuable to the organization -at the expense of an employee focus; meaning that the focus is more on the organizational needs rather than the employee needs. This results in the employees' view that organizations are not prioritizing their employees' well-being, but on the other hand are only using them for the organization's economic means.…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

The Link between HR Attributions and Employees’ Turnover Intentions

Tandung

2016

GADJAH MADA INT. J. BUS.

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Human Resources Management (HRM) is part of the organizational functions that contribute to the effectiveness of a firm's performance, and brings an organization a competitive advantage through the implementation of its Human Resources (HR) practices. HR practices adopted by management are perceived or attributed subjectively by individual employees, and can in turn affect the emp loyees' attitudes and behavior (e.g. Job satisfaction and turnover intention). The purpose of this study is to contribute to the process-based approach by investigating the effect of HR attributions on turnover intentions, with job satisfaction playing a mediating role. The analysis is on the individual level, with 454 respondents from various organizations within the Netherlands. The results show that HR attributions can affect the turnover intention, through the presence of job satisfaction. Thus, it can be said that it is important to always consider the employees' attitudes and behavior when examining their perception of HR practices, and in predicting their intention to leave. Abstrak:Manajemen sumber daya manusia (MSDM) adalah bagian fungsi organisasi yang berkontribusi pada keefektifan kinerja perusahaan dan juga merupakan sumber keunggulan kompetitif organisasi yang dicapai melalui implementasi praktik-praktik pengelolaan sumber daya manusia (SDM). Berbagai praktik pengelolaan SDM yang d iadopsi oleh manajemen dipersepsikan atau diatribusikan secara subjektif oleh para karyawan, dan selanjutnya hal ini dapat mempengaruhi sikap dan perilaku karyawan (misalnya: kepuasan kerja dan intensi untuk keluar). Penelitian ini bertujuan untuk berkontribusi pada pendekatan berbasis proses dengan menginvestigasi efek atribusi SDM terhadap intensi keluar, dengan menggunakan kepuasan kerja sebagai variabel pemediasi. Analisis penelitian ini dilakukan pada tingkat individual dengan menggunakan 454 responden yang bekerja pada berbagai perusahaan di Belanda yang bergerak di beragam sektor industri. Hasil penelitian menunjukkan bahwa atribusi SDM mempengaruhi intensi untuk keluar dari perusahaan, hanya jika hubungan tersebut dimediasi oleh kepuasan kerja. Oleh karena itu, sangat penting untuk mempertimbangkan sikap dan perilaku karyawan, ketika menganalisa bagaimana persepsi mereka terhadap praktik-praktik pengelolaan SDM, dan memprediksi intensi mereka untuk keluar dari perusahaan.

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Section: Resultsmentioning

confidence: 80%

Section: Resultsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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The Link between HR Attributions and Employees’ Turnover Intentions

Tandung

2016

GADJAH MADA INT. J. BUS.

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“…For example, according to Greenwood (2002) the ethical analysis of HRM has taken two forms: (i) the application of Kantian and utilitarian ethical theories to the whole of HRM, and (ii) the application of justice and fairness theories to specific HRM practices. Immoral HRM practices and unethical treatment towards employees in organizations, have contributed to the long-standing "ethics-HRM" debate (Greenwood, 2002;Greenwood, 2005;Greenwood & De Cieri, 2007;Heeray, 2008;Jack et al, 2012;Legge 1998;Winstanley, Woodall & Heery, 1996;Winstanley & Woodall, 2000;Van Buren, Greenwood & Sheehan, 2011). Researchers have identified that, HR ethical issues were mostly connected with lack of respect and concern for the employees and their sustainable well-being.…”

Section: Ethics-hrm Debatementioning

confidence: 99%

Towards Extending the Ethical Dimension of Human Resource Management

Silva¹,

Opatha²,

Gamage³

2016

IBR

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Enduring interest in the "social" aspect of the ethical dimension of Human Resource Management (HRM) on employees and society is a positive trend towards humanity. To maintain justice, fairness and well-being towards its stakeholders, it is necessary for an organization to perform HRM functions ethically. Authors identified two possible meanings to the ethical dimension of HRM. In addition to the above, a second possible connotation was recognized, and labeled as "Ethical Orientation of HRM or EOHRM". This is "to direct HRM functions to create, enhance and maintain ethicality within employees, to make an ethical workforce in the organization". EOHRM is conceptualized based on three dimensions: acquire, develop and retain. Elements of EOHRM are the functions of these three HRM fields. Ethical characteristics would be embedded into elements and question items of the instrument, in order to measure EOHRM. It seems that this concept has been unexplored by scholars in the existent HRM literature. This article attempts to bridge this knowledge gap to a significant extent. EOHRM is offered as a novel concept to HRM architecture, and it gives favorable directions towards future research.

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“…As part of this, the profession sought, perhaps opportunistically, to gain legitimacy through establishing its role in contributing to the 'bottom line' and strategy, and distancing itself from the more 'human' aspects of the role and in particular employees (e.g. Van Buren, Greenwood and Sheehan, 2011). In addition, as a result of becoming 'perfect agents' of top management in enforcing business strategy, it has been argued that HR lost sight of its roots and importantly of its essential role in adding value through the human side of the enterprise and supporting employees (Kochan 2004(Kochan , 2007.…”

Section: The Hr Role In Ethics and Responsibilitymentioning

confidence: 99%

Ethics and social responsibility – do HR professionals have the ‘courage to challenge’ or are they set to be permanent ‘bystanders?’

Parkes¹,

Davis²

2013

The International Journal of Human Resource Management

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This paper considers the role of HR in ethics and social responsibility and questions why, despite an acceptance of a role in ethical stewardship, the HR profession appears to be reluctant to embrace its responsibilities in this area. The study explores how HR professionals see their role in relation to ethical stewardship of the organisation, and the factors that inhibit its execution. A survey of 113 UK-based HR professionals, working in both domestic and multinational corporations, was conducted to explore their perceptions of the role of HR in maintaining ethical and socially responsible action in their organisations, and to identify features of the organisational environment which might help or hinder this role being effectively carried out. The findings indicate that although there is a clear understanding of the expectations of ethical stewardship, HR professionals often face difficulties in fulfilling this role because of competing tensions and perceptions of their role within their organisations. A way forward is proposed, which draws on the positive individual factors highlighted in this research to explore how approaches to organisational development (through positive deviance) may reduce these tensions to enable the better fulfilment of ethical responsibilities within organisations. The involvement and active modelling of ethical behaviour by senior management, coupled with an open approach to surfacing organisational values and building HR procedures, which support socially responsible action, are crucial to achieving socially responsible organisations. Finally, this paper challenges the HR profession, through professional and academic institutions internationally, to embrace their role in achieving this.

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Strategic human resource management and the decline of employee focus

Cited by 134 publications

References 33 publications

The Link between HR Attributions and Employees’ Turnover Intentions

The Link between HR Attributions and Employees’ Turnover Intentions

Towards Extending the Ethical Dimension of Human Resource Management

Ethics and social responsibility – do HR professionals have the ‘courage to challenge’ or are they set to be permanent ‘bystanders?’

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