Preferencje help
Widoczny [Schowaj] Abstrakt
Liczba wyników
2020 | nr 5 (136) | 13--34
Tytuł artykułu

Organizational Caring for Employee Wellbeing through Performance Management

Warianty tytułu
Troska organizacji o dobre samopoczucie pracowników poprzez zarządzanie wydajnością
Języki publikacji
W artykule zbadano, czy i jak, oprócz poprawy wydajności, organizacje mogą wspierać dobre samopoczucie pracowników w pracy poprzez praktyki HR związane z zarządzaniem wydajnością. Badanie opiera się na wywiadach z trzydziestoma sześcioma pracownikami, kierownikami sklepów i specjalistami HR z dwóch organizacji. Wyniki pokazują, że poszczególne praktyki HR służące zarządzaniu wydajnością pracowników mogą być również postrzegane przez członków organizacji jako dbające o dobre samopoczucie pracowników. Osiągnięto to w organizacjach badanych poprzez zwykłe wysiłki HR i kierownika sklepu, bez stosowania jakichkolwiek konkretnych praktyk HR poświęconych wyłącznie dobru pracowników. Artykuł kończy się zaleceniami dotyczącymi przyszłych badań oraz implikacjami menedżerskimi dla poprawy samopoczucia pracowników oraz wydajności organizacji. (abstrakt oryginalny)
The paper examines if and how, in addition to improving performance, organizations can foster their employee wellbeing at work through HR practices related to performance management. The study builds on interviews with thirty-six employees, shop managers, and HR professionals from two retail organizations in Lithuania. Findings reveal that individual HR practices designed to manage employee performance may also be perceived by organization members as caring for employee wellbeing. This was attained in the organizations examined in this study through mere HR and shop manager efforts, without the application of any specific HR practices dedicated exclusively to employee wellbeing. The paper concludes with recommendations for future research as well as the managerial implications for the enhancement of employee wellbeing along with organizational performance. (original abstract)
Opis fizyczny
  • University of Management and Economics, Lithuania
  • University of Management and Economics, Lithuania
  • Alvesson M. and Kärreman D. (2007), Unraveling HRM: Identity, Ceremony, and Control in a Management Consulting Firm, Organization Science, 18(4), pp. 711-723.
  • Bakker A. B. and Demerouti E. (2007), The Job Demands-Resources Model: State of the Art, Journal of Managerial Psychology, 22(3), pp. 309-328.
  • Bakker A. B. and Demerouti E. (2017), Job Demands-Resources Theory: Taking Stock and Looking Forward, Journal of Occupational Health Psychology, 22(3), pp. 273-285.
  • Bakker A. B. and Demerouti E. (2018), Multiple Levels in Job Demands-Resources Theory: Implications for Employee Well-Being and Performance, in E. Diener, S. Oishi, and L. Tay (Editors), Handbook of Well-Being, Noba Scholar.
  • Björkman I., Ehrnrooth M., Mäkelä K., Smale A., and Sumelius J. (2014), From HRM Practices to the Practice of HRM: Setting a Research Agenda, Journal of Organizational Effectiveness: People and Performance, 1(2), pp. 122-140.
  • Boyd N. and Gessner B. (2013), Human Resource Performance Metrics: Methods and Processes that Demonstrate You Care, Cross Cultural Management: An International Journal, 20(2), pp. 251-273.
  • Boxall P. (2013), Building Highly-Performing Work Systems: Analysing HR Systems and Their Contribution to Performance, in J. Paauwe, D. Guest, and P. Wright (Editors), HRM and Performance: Achievements and Challenges, pp. 47-59, United Kingdom, John Wiley and Sons.
  • Boxall P., Guthrie J. P., and Paauwe J. (2016), Editorial Introduction: Progressing Our Understanding of the Mediating Variables Linking HRM, Employee Well-Being and Organizational Performance, Human Resource Management Journal, 26(2), pp. 103-111.
  • Buchelt B. (2015), Performance Management in Polish Companies Internationalizing Their Market Activities, The International Journal of Human Resource Management, 26(15), pp. 1965-1982.
  • Cheng S. Y. (2014), The Mediating Role of Organizational Justice on the Relationship between Administrative Performance Appraisal Practices and Organizational Commitment, The International Journal of Human Resource Management, 25(8), pp. 1131-1148.
  • Conway E., Fu N., Monks K., Alfes K., and Bailey C. (2016), Demands or Resources? The Relationship between HR Practices, Employee Engagement, and Emotional Exhaustion within a Hybrid Model of Employment Relations, Human Resource Management, 55(5), pp. 901-917.
  • DeNisi A. S. and Murphy K. R. (2017), Performance appraisal and performance management: 100 years of progress? Journal of Applied Psychology, 102(3), pp. 421-433.
  • Edgar F., Geare A., Saunders D., Beacker M., and Faanunu I. (2017), A Transformative Service Research Agenda: A Study of Workers' Wellbeing, The Service Industries Journal, 37(1), pp. 84-104.
  • Ehnert I. (2009), Sustainable Human Resource Management, A Conceptual and Exploratory Analysis from a Paradox Perspective, Heidelberg.
  • Gioia D. A. and Pitre E. (1990), Multiparadigm Perspectives on Theory Building, Academy of Management Review, 15(4), pp. 584-602.
  • Grant A. M., Christianson M. K., and Price R. H. (2007), Happiness, Health, or Relationships? Managerial Practices and Employee Well-Being Tradeoffs, Academy of Management Perspectives, 21(3), pp. 51-63.
  • Gruman J. A. and Saks A. M. (2011), Performance Management and Employee Engagement, Human Resource Management Review, 21(2), pp. 123-136.
  • Guest D. E. (2017), Human Resource Management and Employee Well-Being: Towards a New Analytic Framework, Human Resource Management Journal, 27(1), pp. 22-38.
  • Heffernan M. and Dundon T. (2016), Cross-Level Effects of High-Performance Work Systems (HPWS) and Employee Wellbeing: The Mediating Effect of Organizational Justice, Human Resource Management Journal, 26(2), pp. 211-231.
  • Janssens M. and Steyaert C. (2009), HRM and Performance: A Plea for Reflexivity in HRM Studies, Journal of Management Studies, 46(1), pp. 143-155.
  • Kostova T. and Roth K. (2002), Adoption of an Organizational Practice by Subsidiaries of Multinational Corporations: Institutional and Relational Effects, Academy of Management Journal, 45(1), pp. 215-233.
  • Langevin-Heavey A., Beijer S., Federman J., Hermans M., Klein F., McClean E., and Wright P. (2013), Measurement of Human Resource Practices: Issues Regarding Scale, Scope, Source and Substantive Content, in J. Paauwe, D. Guest, and P. Wright (Editors), HRM and Performance: Achievements and Challenges, pp. 129-148, United Kingdom, John Wiley and Sons.
  • Loon M., Otaye-Ebede L., and Stewart J. (2019), The Paradox of Employee Psycho-logical Well-Being Practices: An Integrative Literature Review and New Directions for Research, The International Journal of Human Resource Management, 30(1), pp. 156-187.
  • Macky K. and Boxall P. (2008), High-Involvement Work Processes, Work Intensification and Employee Well-Being: A Study of New Zealand Worker Experiences, Asia Pacific Journal of Human Resources, 46(1), pp. 38-55.
  • Madill A., Jordan A., and Shirley C. (2000), Objectivity and Reliability in Qualitative Analysis: Realist, Contextualist and Radical Constructionist Epistemologies, British Journal of Psychology, 91(1), pp. 1-20.
  • Makhecha U. P., Srinivasan V., Prabhu G. N., and Mukherji S. (2018), Multi-Level Gaps: A Study of Intended, Actual and Experienced Human Resource Practices in a Hypermarket Chain in India, The International Journal of Human Resource Management, 29(2), pp. 360-398.
  • Maley J. (2014), Sustainability: The Missing Element in Performance Management, Asia-Pacific Journal of Business Administration, 6(3), pp. 190-205.
  • Marescaux E., De Winne S., and Sels L. (2012), HR Practices and HRM Outcomes: The Role of Basic Need Satisfaction, Personnel Review, 42(1), pp. 4-27.
  • Myers M. D. (2009), Qualitative Research in Business and Management, SAGE Publications Inc.
  • Paauwe J. (2009), HRM and Performance: Achievements, Methodological Issues and Prospects, Journal of Management Studies, 46(1), pp. 129-142.
  • Park S. and Sturman M. C. (2016), Evaluating Form and Functionality of Pay-for-Performance Plans: The Relative Incentive and Sorting Effects of Merit Pay, Bonuses, and Long-Term Incentives, Human Resource Management, 55(4), pp. 697-719.
  • Peccei R. and Van De Voorde K. (2019), Human Resource Management-Well-Being-Performance Research Revisited: Past, Present, and Future, Human Resource Management Journal, 29, pp. 539-563.
  • Peccei R., Van de Voorde K., and Van Veldhoven M. (2013), HRM, Well-Being and Performance: A Theoretical and Empirical Review, in J. Paauwe, D. Guest, and P. Wright (Editors), HRM and Performance: Achievements and Challenges, pp. 15-46, United Kingdom, John Wiley and Sons.
  • Ryan G. W. and Bernard, H. R. (2000), Data Management and Analysis Methods, in N. K. Denzin and Y. S. Linkoln (Editors), Handbook of Qualitative Research, 2nd Edition, pp. 769-802, Thousand Oaks, California, Sage.
  • Saridakis G., Lai Y., and Cooper C. L. (2017), Exploring the Relationship between HRM and Firm Performance: A Meta-Analysis of Longitudinal Studies, Human Resource Management Review, 27(1), pp. 87-96.
  • Saunders M. N. K. (2012), Choosing Research Participants, in G. Symon and C. M. Cassell (Editors), Qualitative Organizational Research: Core Methods and Key Challenges, pp. 35-52, London, Sage.
  • Szabowska-Walaszczyk A., Brzozowski A., and Zawadzka A. M. (2013), Human Resource Development and Performance: The Mediating Effect of Employee Engagement, Human Resource Management [Zarządzanie Zasobami Ludzkimi], 6, pp. 109-124.
  • Taris T. W. and Schaufeli W. B. (2014), Individual Well-Being and Performance at Work: A Conceptual and Theoretical Overview, in M. Van Veldhoven and R. Peccei (Editors), Well-Being and Performance at Work, pp. 15-34, United Kingdom, Psychology Press.
  • Tweedie D., Wild D., Rhodes C., and Martinov-Bennie N. (2019), How Does Performance Management Affect Workers? Beyond Human Resource Management and Its Critique, International Journal of Management Reviews, 21(1), pp.76-96.
  • Van Buren H. J., Greenwood M., and Sheehan C. (2011), Strategic Human Resource Management and the Decline of Employee Focus, Human Resource Management Review, 21(3), pp. 209-219.
  • Van Horn J. E., Taris T. W., Schaufeli W. B., and Schreurs P. J. (2004), The Structure of Occupational Well Being: A Study among Dutch Teachers, Journal of Occupational and Organizational Psychology, 77(3), pp. 365-375.
  • Van De Voorde K. and Boxall P. (2014), Individual Wellbeing and Performance at Work in the Wider Context of Strategic HRM, in M. Van Veldhoven and R. Peccei (Editors), Wellbeing and Performance at Work, pp. 95-111, United Kingdom, Psychology Press.
  • Van De Voorde K., Paauwe J., and Van Veldhoven M. (2012), Employee Well-Being and the HRM-Organizational Performance Relationship: A Review of Quantitative Studies, International Journal of Management Reviews, 14(4), pp. 391-407.
  • Veld M. and Alfes K. (2017), HRM, Climate and Employee Well-Being: Comparing an Optimistic and Critical Perspective, The International Journal of Human Resource Management, 28(16), pp. 2299-2318.
  • Villajos E., Tordera N., Peiró J. M., and Van Veldhoven M. (2019), Refinement and Validation of a Comprehensive Scale for Measuring HR Practices Aimed at Performance-Enhancement and Employee-Support, European Management Journal, 37(3), pp. 387-397.
  • Wall T. D. and Wood S. J. (2005), The Romance of Human Resource Management and Business Performance, and the Case for Big Science, Human Relations, 58(4), pp. 429-462.
  • Wright P. and Nishii L. (2013), Strategic HRM and Organizational Behaviour: Integrating Multiple Levels of Analysis, in J. Paauwe, D. Guest, and P. Wright (Editors), HRM and Performance: Achievements and Challenges, pp. 97-110, United Kingdom, John Wiley and Sons.
Typ dokumentu
Identyfikator YADDA

Zgłoszenie zostało wysłane

Zgłoszenie zostało wysłane

Musisz być zalogowany aby pisać komentarze.
JavaScript jest wyłączony w Twojej przeglądarce internetowej. Włącz go, a następnie odśwież stronę, aby móc w pełni z niej korzystać.