Understanding the congruence of HRM frames in a healthcare organization

Research output: Contribution to journalArticleAcademicpeer-review

5 Citations (Scopus)

Abstract

Purpose – The purpose of this paper is to identify the differences and similarities in the HRM frames of middle-level managers and HR professionals, and to uncover the roots and contents of (dis)agreements in the HRM frames among HR professionals and middle-level managers. Design/methodology/approach – An explorative case study performed in a Dutch homecare organization explored the reasons for the different roots and dynamics of the cognitive frames of HR professionals and middle-level managers. Findings – The research shows that these differences originate in the lack of clarity concerning the experienced philosophy and goals of HRM, leading to different client foci, in the inertia- and intuition-based execution of HRM practices and in the seemingly large distance between central and local HRM administrative functions. The alignment of HRM frames developed from being congruent in the HRM vision towards incongruence in daily HRM execution. Originality/value – This research confirms that HR professionals and middle-level managers have different HRM frames that encompass knowledge, assumptions and expectations. Congruent thinking by both social groups can lead to a better HRM system and to changes in HRM processes, enabling easier progress
Original languageEnglish
Pages (from-to)2-20
JournalBaltic journal of management
Volume11
Issue number1
DOIs
Publication statusPublished - 2016

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Managers
Congruence
Health care organization

Keywords

  • METIS-314037
  • IR-98855

Cite this

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title = "Understanding the congruence of HRM frames in a healthcare organization",
abstract = "Purpose – The purpose of this paper is to identify the differences and similarities in the HRM frames of middle-level managers and HR professionals, and to uncover the roots and contents of (dis)agreements in the HRM frames among HR professionals and middle-level managers. Design/methodology/approach – An explorative case study performed in a Dutch homecare organization explored the reasons for the different roots and dynamics of the cognitive frames of HR professionals and middle-level managers. Findings – The research shows that these differences originate in the lack of clarity concerning the experienced philosophy and goals of HRM, leading to different client foci, in the inertia- and intuition-based execution of HRM practices and in the seemingly large distance between central and local HRM administrative functions. The alignment of HRM frames developed from being congruent in the HRM vision towards incongruence in daily HRM execution. Originality/value – This research confirms that HR professionals and middle-level managers have different HRM frames that encompass knowledge, assumptions and expectations. Congruent thinking by both social groups can lead to a better HRM system and to changes in HRM processes, enabling easier progress",
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Understanding the congruence of HRM frames in a healthcare organization. / Bondarouk, Tatiana; Bos-Nehles, Anna Christina; Hesselink, Xanthe.

In: Baltic journal of management, Vol. 11, No. 1, 2016, p. 2-20.

Research output: Contribution to journalArticleAcademicpeer-review

TY - JOUR

T1 - Understanding the congruence of HRM frames in a healthcare organization

AU - Bondarouk, Tatiana

AU - Bos-Nehles, Anna Christina

AU - Hesselink, Xanthe

PY - 2016

Y1 - 2016

N2 - Purpose – The purpose of this paper is to identify the differences and similarities in the HRM frames of middle-level managers and HR professionals, and to uncover the roots and contents of (dis)agreements in the HRM frames among HR professionals and middle-level managers. Design/methodology/approach – An explorative case study performed in a Dutch homecare organization explored the reasons for the different roots and dynamics of the cognitive frames of HR professionals and middle-level managers. Findings – The research shows that these differences originate in the lack of clarity concerning the experienced philosophy and goals of HRM, leading to different client foci, in the inertia- and intuition-based execution of HRM practices and in the seemingly large distance between central and local HRM administrative functions. The alignment of HRM frames developed from being congruent in the HRM vision towards incongruence in daily HRM execution. Originality/value – This research confirms that HR professionals and middle-level managers have different HRM frames that encompass knowledge, assumptions and expectations. Congruent thinking by both social groups can lead to a better HRM system and to changes in HRM processes, enabling easier progress

AB - Purpose – The purpose of this paper is to identify the differences and similarities in the HRM frames of middle-level managers and HR professionals, and to uncover the roots and contents of (dis)agreements in the HRM frames among HR professionals and middle-level managers. Design/methodology/approach – An explorative case study performed in a Dutch homecare organization explored the reasons for the different roots and dynamics of the cognitive frames of HR professionals and middle-level managers. Findings – The research shows that these differences originate in the lack of clarity concerning the experienced philosophy and goals of HRM, leading to different client foci, in the inertia- and intuition-based execution of HRM practices and in the seemingly large distance between central and local HRM administrative functions. The alignment of HRM frames developed from being congruent in the HRM vision towards incongruence in daily HRM execution. Originality/value – This research confirms that HR professionals and middle-level managers have different HRM frames that encompass knowledge, assumptions and expectations. Congruent thinking by both social groups can lead to a better HRM system and to changes in HRM processes, enabling easier progress

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