Maarten van Riemsdijk

Implementing Human Resource Management Successfully: A First-Line Management Challenge

In this paper we will address the success of Human Resource Management (HRM) implementation, concentrating not on the HR function but on first-line managers. First-line managers find implementing HR practices at the operational level difficult and show reluctance with their HR responsibilities. However, they have become increasingly responsible for the implementation of HRM and thus, their performance is critical for HRM effectiveness. Previous research pointed to five factors that could lead to HRM implementation difficulties. Four case studies in four different multinational business units are presented here to investigate the salience of these factors. Results show that first-line managers perceive four of the five factors hindering, but that the challenges faced vary per business unit.

Company labour flexibility strategies in The Netherlands: an institutional perspective

Despite important differences in labour flexibility patterns in different countries and despite clear indications of the important role of institutional factors with respect to HRM, to date there has been little research on the interaction between the institutional context and the HRM of companies. This paper seeks to address this issue with regard to labour flexibility strategies and reveals a promising approach to learning how the development of a topic, such as labour flexibility, takes place in practice. The case of The Netherlands clearly shows the interaction between the institutional context and company flexibility strategies. The institutional context was found to influence company strategies but, in return, these strategies were later seen to impact the institutional setting. In The Netherlands the system of labour relations has been adapted in response to calls from companies for more flexible labour relations. This has led to changes in labour laws and regulations, which, in turn, have stimulated new company strategies.

Theory repositories via the Web for problem-based learning

This paper describes a series of experiments conducted at the School of Management Studies at the University of Twente designed to improve students’ concentration on the theoretical study materials in a particular course. In 1997 a problem-based learning approach was introduced into a course on organization theory. After the first year it was apparent that acquisition and application of the theoretical principles of the course by student groups was below expectation. In an attempt to remedy this problem, a Web–based collaborative work environment was introduced in 1998 with the intention of encouraging students to read relevant theoretical material and also to reflect more on what they had read, via writing notes about the materials and making these available to others in their group. The collection of reflective documents is called a “theory repository” (King & Star, 1990). In addition to hosting a theory repository, the collaborative work environment was designed to control the flow of work and to enforce rules for groups’ access to the output of other groups, based on their own performance. Further changes were made after the evaluation of the 1998 cycle and a third version of the course was run and evaluated in 1999. A description of the educational setting and of the Web–based collaborative work environment and its theory repository is presented. The three editions of the course are described and the evaluation results over the period 1997-1999 are presented and discussed. The extent to which the discipline of reading improved is evaluated, as are the effects on insight into theory. The evaluation shows that the technical realization works well, but uptake of the instructional tasks for reflection only takes place if these tasks are perceived by the students as being pertinent to their performance in terms of assessment in the course.

Transformational leadership and organisational commitment in manufacturing and service small to medium-sized enterprises

Purpose – The purpose of this paper is to investigate whether the generally positive impact of transformational leadership on organizational commitment in large organizations can be extended to small- and medium-sized businesses (SMEs) in the manufacturing and service industry. The authors investigate the possible moderator effects of a participative and directive leadership style. Design/methodology/approach – The collected data from 588 employees who rated 93 supervisors within 35 Dutch SMEs in both manufacturing and service industry. The authors analyse the nested data by means of multilevel modelling. Findings – Transformational leadership, defined as visionary leadership and development stimulation, was positively related to organizational commitment for service SMEs, but not for manufacturing SMEs. While a participative leadership style did not moderate the relationship between transformational leadership and organizational commitment in either industry, a directive leadership style strengthened the...

Labour flexibility in SMEs: the impact of leadership

Purpose – The purpose of this paper is to investigate the relationship between transformational and transactional leadership, and labour flexibility within small to medium-sized enterprises (SMEs). Using a sample comprising 755 employees, rating 121 supervisors within 50 Dutch small and medium-sized companies, the authors examined the relationship between transformational and transactional leadership on the one hand, and temporal and functional flexibility on the other. Further, to test whether the expected associations could be perceived as a social exchange between supervisor and employees, this study investigated the mediating role of affective organisational commitment. Design/methodology/approach – Because data were nested, the authors used multilevel analysis for hypothesis testing. Findings – Both dimensions of transformational leadership, visionary leadership and coaching, were positively related to temporal flexibility; also two dimensions of transactional leadership, contingent reward and active management by exception, were also positively associated with temporal flexibility. All of these associations were mediated by affective organisational commitment, indicating social exchange relationships. As opposed to expectations, passive management by exception, representing poor transactional leadership, was positively related to temporal and functional flexibility. Affective commitment did not mediate these relationships. Practical implications – SMEs are therefore advised to improve visionary leadership, coaching skills, contingent reward, and active management by exception. Originality/value – The paper shows that, remarkably, labour flexibility can be increased by both effective and poor leadership. On the one hand, effective leadership seems to promote temporal flexibility by creating employees’ commitment to the organisation. Poor leadership, on the other hand, does not call for peoples affective commitment and thus seems to be forcing employees into demonstrating flexible behaviours, as a way of compensating for bad management

Considering Leadership Climate Strength: Affective Commitment Within Supermarkets in Central Europe

Using data from 5,695 employees in 345 supermarkets in Czech Republic, Poland, and Slovakia, the authors examined whether leadership climate strength (LCS), defined as the shared perceptions of employees concerning their supervisors, is related to employees’ affective commitment (AC) to the supermarket and to colleagues. In addition, the authors examined if LCS moderates the relationship between the individual perceptions of the supervisor and AC. Two-level analyses (supermarket and employee) showed that LCS has an added effect for both foci of AC in that LSC strengthens the relationship between individual perceptions and AC to the supermarket.

Successes and Failures of SAP Implementation: A Learning Perspective

In this article, we conceptualize the implementation process associated with SAP_HR as an experiential learning one (Kolb, 1984), and analyze qualitative data collected using discourse analysis during a sixmonth case study. We saw that a lack of communication plus misunderstandings between the different parties involved in the project led to mistakes in working with the system. However, with encouragement from the “top†to improve learning, working with the system became easier for the whole group involved and for the individual users. Although Kolb’s theory is widely acknowledged by academics as a fundamental concept that contributes towards our understanding of human behavior, we propose another use: to consider this theory in association with an IT implementation strategy to identify the mechanism of IT adoption in an organization.

Antecedents of perceived intra‐ and extra‐organisational alternatives

Purpose – The purpose of this paper is to explore antecedents of perceived intra‐ and extra‐organisational alternatives among employees in the Czech Republic, Poland and the Slovak Republic.Design/methodology/approach – Data were collected from 9,068 low‐educated supermarket employees at 360 supermarkets. LISREL analysis was employed.Findings – Age, job autonomy and organisation size predict both forms of perceived alternatives. Tenure appears to influence both forms of perceived alternatives positively. Job challenge and sex only predict perceived extra‐organisational alternatives. Unexpectedly, despite relatively high unemployment rates, the respondents perceive extra‐organisational alternatives.Research limitations/implications – Some of the antecedents of perceived alternatives identified in research among workers in Western societies seem to have a different or no impact on the perceived alternatives of employees in these countries. The study comprises only cross‐sectional data. In order to test caus...

Flexible Labour Strategy in the Dutch Automotive Industry

Labour flexibility is a major way for companies to become more flexible. Why companies use flexible labour relations varies widely per industry. We assess the development of labour flexibility within the Dutch automotive industry. Four cases, together representing the production chain, are presented. We show how and why these companies arrived at the high level of sophistication in labour relations they currently have and what combinations of internal and external, numerical and functional forms have emerged. The process has been one of trial and error, characterised by emerging rather than deliberate strategy. It has a clear pattern over time. In three out of our four companies, an innovative labour use strategy emerged, finely tuned to market demands, new institutional realities and specific company needs.

Innovating HRM implementation: the influence of organizational contingencies on the HRM role of line managers

Purpose The social innovation of devolving HRM responsibilities to line managers results in many debates about how well they implement HRM practices. The implementation constraints line managers perceive in their HRM role are researched by taking organisational contingencies into consideration. Design/Methodology/Approach We present four case studies in which our findings are based on quantitative and qualitative data from the cases. The qualitative data allow us to explain some of our quantitative results in terms of organisational differences. Findings The HRM implementation effectiveness as perceived by line managers depends on the line managers’ span of control, his/her education level and experience and his/her hierarchical position in the organisation. Each HRM implementation constraint knows additional organisational contingencies. Research Limitations/Implications We did not consider possible influences of one organisational characteristic on another, and the effect of this combined effect on the HRM implementation factors. In order to overcome this limitation, we would suggest using a structural equation model (SEM) in future research. Practical Implications This chapter offers HR professionals solutions on how to structure the organisation and design the HRM role of line managers in order to implement HRM practices effectively. Social Implications We see many differences on how HRM implementation is managed in organisations. This chapter offers solutions to policy makers on how to equalise the HRM role of line managers. Originality/Value The focus of this chapter is on the line manager (instead of HR managers) as implementer of HRM and the impact of organisational contingencies on HRM implementation