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Voice in motion : is relocation an affair between leadership and HRM implementation

Aardenne, S. van (2011) Voice in motion : is relocation an affair between leadership and HRM implementation.

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Abstract:When two locations of an organization integrate, this has a significant influence on the organizational structure, stability, culture, effectiveness and the future of the organization. Bosch Security Systems (BSS) has set a goal: ‘to integrate both locations of Eindhoven and Breda into a new location in Eindhoven with the highest possible retention of personnel in the short and medium term’. Leadership behavior is important in an organizational change situation and aims to influence employee attitudes and behavior and give direction by the way of managing people (Purcell & Hutchinson, 2007). Managers are important implementers of human resource management (HRM). The responsibilities of the HR-department are increasingly being devolved to managers. There might be differences in the way of working and leadership between the locations of Eindhoven and Breda, which might hinder the future relocation. The goal of this research is to explore the leadership style of the managers at BSS Breda and Eindhoven. Differences could influence the way HR-practices are implemented at the work floor of both locations, thus the implementation effectiveness of the managers. Therefore the second goal is to explore whether leadership style has an effect on effective HRM implementation by managers. The three main research questions are: 1. To what extent do managers at BSS locations Breda and Eindhoven differ in leadership style? 2. To what extent does leadership style affect effective HRM implementation? 3. To what extent do constraining/effectiveness factors moderate the relationship between leadership style and effective HRM implementation? The dependent variable of the research model is effective HRM implementation, the independent variables are active and passive leadership (derived from the Full Range Model of Leadership) and the possible moderating variables are constraining/effectiveness factors that might hinder managers to effectively implement HRM: capacity, desire, competences, support and policy & procedures. Managers filled in a questionnaire on the possible moderators. Employees filled in a questionnaire on the independent variable leadership and the dependent variable for satisfaction on effective HRM implementation by their own manager. After processing the first results they were presented to focus groups of employees and managers for additional qualitative data. Analyses have been done by using factor and reliability analyses, t-tests and multiple regression analyses. Conclusions are that managers at BSS locations Breda and Eindhoven differ in leadership style. At location Eindhoven, the managers are more active and less passive than the managers from location Breda. This style does differ for different departments within the BSS organization. Qualitative data indicates that the results should be seen in the light of previous and current circumstances. The impact for employees from Breda is larger than Eindhoven and also the way of handling decision making and communication by senior management has had a negative effect, especially on employees from Breda. Managers could stimulate positivity and encourage the mindset with a more active style to focus on the future and opportunities. Strong evidence has been found that leadership style affects effective HRM implementation. Active leadership has a significant positive effect on effective HRM implementation and passive leadership has a significant negative effect on effective HRM implementation. The results on effective HRM implementation are positive for both locations, while the structural pattern is continued that the scores of the location Eindhoven exceed the scores of location Breda. In general managers are encouraged to effectively perform and implement their HR practices considering the outcomes of the constraining/effectiveness factors. Managers have enough time, are motivated, competent on the basis of experience and training, receive the correct amount of support and are supported by clear policy & procedures. There is evidence that the factor competences is a moderator, but additional research is necessary to conclude this. There are differences between the locations of Eindhoven and Breda for the factor support and a sub dimension of desire: amotivation. Qualitative data provides explanation for these differences.
Item Type:Essay (Master)
Clients:
Bosch Security systems, the Netherlands
Faculty:BMS: Behavioural, Management and Social Sciences
Subject:85 business administration, organizational science
Programme:Business Administration MSc (60644)
Link to this item:http://purl.utwente.nl/essays/62971
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