Documents Bondarouk, Tanya 3 results

" This paper examines the role of information technology (IT) directly on one central aspect of work in the twenty-first century, its impact on HRM itself. We use the long-established ‘Harvard' model of HRM, offering a more contextualised view of HRM, a more expansive view of stakeholders, and a wider and more long-term approach to outcomes. Applying those principles to the literature on IT and HRM helps us clarify both the advantages and disadvantages to different stakeholders of the intersection between HRM and technology. We show that rapid technological developments offer a new, smart, digital context for HRM practices with the better quality HRM data and enabling a strong HRM ownership by all stakeholders. At the same time, we see a tension in HRM responsibilities between HRM professionals and organizational members who are not directly assigned HRM tasks but are the subject of them. On the basis of that analysis we offer suggestions for future research."

"esearch has shown that employees' innovative work behaviour is important for the competitive advantage of organizations. However, the question of how this innovative work behaviour can be stimulated remains unanswered. The purpose of this paper is to test empirically the effect of perceptions of four high-commitment HR practices on three dimensions of innovative work behaviour by production workers. Disentangling three dimensions of innovative work behaviour makes it conceptually possible to determine how perceived HRM can stimulate three different behavioural types linked to idea generation, idea championing, and idea application. The results of a survey among 328 workers in a Dutch manufacturing company show that four perceived HR practices (supportive supervision, training and development, information sharing, and compensation) have an effect on all three dimensions of innovative work behaviour. Overall, positively perceived supportive supervision was found to be the most beneficial practice for innovative work behaviour."

" Studying innovative employee behaviours within knowledge-intensive public sector organizations (KIPSOs) might seem an odd thing to do given the lack of competitive pressures, the limited identification of the costs and benefits of innovative ideas and the lack of opportunities to incentivize employees financially. Nevertheless, KIPSOs require innovations to ensure long-term survival. To help achieve this goal, this paper explores the role of supervisors in supporting innovative work behaviour (IWB) by considering the unique challenges of KIPSOs and the conditions and characteristics of IWB in this context. Based on our rich qualitative data of a single case study in the Netherlands Fire Services, we demonstrate the ability of public-sector supervisors to engage employees in innovative behaviours. On the downside, implementation failures and a lack of radical innovation projects seem to be the result of loosely coupled bottom-up and top-down innovation projects and decentralization in the KIPSO which requires situational leadership that emphasizes networking activities and lobbying with public managers."