Abstract
Additionally, based on the second empirical part, results indicate that none of the HRM
configurations designed by HR professionals is made up solely by the cooperative HR
practices presented in the first empirical section. Implications and future research is discussed.
| Original language | English |
|---|---|
| Publication status | Published - 10 Nov 2017 |
| Event | 10th Biennial International Conference of the Dutch HRM Network: Sustainable HRM - Radboud University, Nijmegen, Netherlands Duration: 9 Nov 2017 → 10 Nov 2017 Conference number: 10 |
Conference
| Conference | 10th Biennial International Conference of the Dutch HRM Network |
|---|---|
| Country | Netherlands |
| City | Nijmegen |
| Period | 9/11/17 → 10/11/17 |
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HR professionals exploring cooperative configurational human resource management using a serious game: what do they miss? / Collou, Luuk Dirk; Bruinsma, Guido Wybe Jan; van Riemsdijk, Maarten.
2017. Paper presented at 10th Biennial International Conference of the Dutch HRM Network, Nijmegen, Netherlands.Research output: Contribution to conference › Paper › Academic › peer-review
TY - CONF
T1 - HR professionals exploring cooperative configurational human resource management using a serious game: what do they miss?
AU - Collou, Luuk Dirk
AU - Bruinsma, Guido Wybe Jan
AU - van Riemsdijk, Maarten
PY - 2017/11/10
Y1 - 2017/11/10
N2 - Configurational thinking in HRM is expected to increase understanding of the HRM-firm performance link and potentially aid HR professionals in the complex task of designing effective HRM. Here, we specify configurational theory in HRM to a level of detail that has been lacking. We present two empirical sections in this paper. First, we assess the extent to which specific HR practices align with cooperative, adhocratic, mechanistic and market strategy according to HR professionals (N=122). Secondly, we assess the ability of HRM professional to design a cooperative HRM configuration using a serious game (N= 40). By specifying configurational HRM to this level of detail, both the complexity and enormity of HRM configuration design become evident. Based on the first empirical part of this study, a cooperative HRM configuration made up by the HR practices recruitment, selection, job design, development and training, performance appraisal and compensation is presented.Additionally, based on the second empirical part, results indicate that none of the HRMconfigurations designed by HR professionals is made up solely by the cooperative HRpractices presented in the first empirical section. Implications and future research is discussed.
AB - Configurational thinking in HRM is expected to increase understanding of the HRM-firm performance link and potentially aid HR professionals in the complex task of designing effective HRM. Here, we specify configurational theory in HRM to a level of detail that has been lacking. We present two empirical sections in this paper. First, we assess the extent to which specific HR practices align with cooperative, adhocratic, mechanistic and market strategy according to HR professionals (N=122). Secondly, we assess the ability of HRM professional to design a cooperative HRM configuration using a serious game (N= 40). By specifying configurational HRM to this level of detail, both the complexity and enormity of HRM configuration design become evident. Based on the first empirical part of this study, a cooperative HRM configuration made up by the HR practices recruitment, selection, job design, development and training, performance appraisal and compensation is presented.Additionally, based on the second empirical part, results indicate that none of the HRMconfigurations designed by HR professionals is made up solely by the cooperative HRpractices presented in the first empirical section. Implications and future research is discussed.
M3 - Paper
ER -