HRM frames in different enterprises: congruence, consequences and context

Gbur, Markus (2016) HRM frames in different enterprises: congruence, consequences and context.

[img]
Preview
PDF
826kB
Abstract:In academic literature the importance of HRM frames increases, especially in the phase of introducing new HRM sub-systems. Individual HRM frames consist of assumptions, expectations and knowledge about HRM. If individual HRM frames share common contents and structures, these frames are regarded as congruent. According to theory, congruent frames of different stakeholders increase the efficiency of the introduction of organizational changes. This comparative study contrasts HRM frames of HR professionals and line managers among different European companies and industries by the means of a qualitative analysis of 94 semi-structured interviews with HR professionals and line managers. The results suggest a model with four sequential domains: HRM-as-intended, HRM-as-composed, HRM-in-use and HRM-in-integration. Each domain is influenced by different factors that should be considered during the implementation of HR changes. Furthermore it is argued that several overarching contextual mechanisms exist that influence the process of developing HRM frames. First, this study contributes to existing literature (1) by exploring the importance of HRM frames during HR change; (2) by proposing a model that regards and explains HRM as a process. Second, it contributes to literature by applying HRM frames to different contexts. Future research should extend the scope of respondents and include quantitative methods.
Item Type:Essay (Master)
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/69218
Export this item as:BibTeX
EndNote
HTML Citation
Reference Manager

 

Repository Staff Only: item control page