Details
Originalsprache | Englisch |
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Publikationsstatus | Veröffentlicht - 2011 |
Veranstaltung | 71st Annual Meeting of the Academy of Management - West Meets East: Enlightening, Balancing, Transcending, AOM 2011 - San Antonio, TX, USA / Vereinigte Staaten Dauer: 12 Aug. 2011 → 16 Aug. 2011 |
Konferenz
Konferenz | 71st Annual Meeting of the Academy of Management - West Meets East: Enlightening, Balancing, Transcending, AOM 2011 |
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Land/Gebiet | USA / Vereinigte Staaten |
Ort | San Antonio, TX |
Zeitraum | 12 Aug. 2011 → 16 Aug. 2011 |
Abstract
A greater emphasis on demonstrating effectiveness and efficiency has emerged as nonprofit organizations (NPOs) seek to improve performance and face the increased demand for services while spending fewer resources. Human Resource Management (HRM) is claimed to play an important role in enhancing the performance of NPOs. Research suggests that the effects of HRM do not stem from single HR practices alone but from the configuration of interrelated HR practices within the organization's HR architecture. The nonprofit literature, however, investigates mainly into the relationship between single HR practices and their effects. Therefore, this paper aims to conceptualize about how and why HR practices are configured into an HR architecture in NPOs and how and why such HR architectures affect HR outcomes and organizational performance. Drawing on the theoretical perspectives of the strategic and the resource based approaches, a typology of ideal HR architectures in NPOs is introduced that considers the specific characteristics of NPOs. We advance a conceptual model that captures the relationship between the types of HR architectures and performance in NPOs. According to this model, theoretical propositions are developed that explain how strategic and HR orientations shape the HR architectures in NPOs. Furthermore, we propose that the relationship between these HR architectures and organizational performance is mediated by HR outcomes. As a result, this paper contributes to the nonprofit literature by providing a better understanding of the configuration of HR practices into HR architectures in NPOs and their effects.
ASJC Scopus Sachgebiete
- Betriebswirtschaft, Management und Rechnungswesen (insg.)
- Management-Informationssysteme
- Betriebswirtschaft, Management und Rechnungswesen (insg.)
- Technologie- und Innovationsmanagement
- Betriebswirtschaft, Management und Rechnungswesen (insg.)
- Arbeitgeber-Arbeitnehmer-Beziehungen
Ziele für nachhaltige Entwicklung
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- BibTex
- RIS
2011. Beitrag in 71st Annual Meeting of the Academy of Management - West Meets East: Enlightening, Balancing, Transcending, AOM 2011, San Antonio, TX, USA / Vereinigte Staaten.
Publikation: Konferenzbeitrag › Paper › Forschung › Peer-Review
}
TY - CONF
T1 - The whole is more than the sum of its parts? How HRM is configured in NPOs and why it matters
AU - Ridder, Hans Gerd
AU - Baluch, Alina Mc Candless
AU - Piening, Erk P.
PY - 2011
Y1 - 2011
N2 - A greater emphasis on demonstrating effectiveness and efficiency has emerged as nonprofit organizations (NPOs) seek to improve performance and face the increased demand for services while spending fewer resources. Human Resource Management (HRM) is claimed to play an important role in enhancing the performance of NPOs. Research suggests that the effects of HRM do not stem from single HR practices alone but from the configuration of interrelated HR practices within the organization's HR architecture. The nonprofit literature, however, investigates mainly into the relationship between single HR practices and their effects. Therefore, this paper aims to conceptualize about how and why HR practices are configured into an HR architecture in NPOs and how and why such HR architectures affect HR outcomes and organizational performance. Drawing on the theoretical perspectives of the strategic and the resource based approaches, a typology of ideal HR architectures in NPOs is introduced that considers the specific characteristics of NPOs. We advance a conceptual model that captures the relationship between the types of HR architectures and performance in NPOs. According to this model, theoretical propositions are developed that explain how strategic and HR orientations shape the HR architectures in NPOs. Furthermore, we propose that the relationship between these HR architectures and organizational performance is mediated by HR outcomes. As a result, this paper contributes to the nonprofit literature by providing a better understanding of the configuration of HR practices into HR architectures in NPOs and their effects.
AB - A greater emphasis on demonstrating effectiveness and efficiency has emerged as nonprofit organizations (NPOs) seek to improve performance and face the increased demand for services while spending fewer resources. Human Resource Management (HRM) is claimed to play an important role in enhancing the performance of NPOs. Research suggests that the effects of HRM do not stem from single HR practices alone but from the configuration of interrelated HR practices within the organization's HR architecture. The nonprofit literature, however, investigates mainly into the relationship between single HR practices and their effects. Therefore, this paper aims to conceptualize about how and why HR practices are configured into an HR architecture in NPOs and how and why such HR architectures affect HR outcomes and organizational performance. Drawing on the theoretical perspectives of the strategic and the resource based approaches, a typology of ideal HR architectures in NPOs is introduced that considers the specific characteristics of NPOs. We advance a conceptual model that captures the relationship between the types of HR architectures and performance in NPOs. According to this model, theoretical propositions are developed that explain how strategic and HR orientations shape the HR architectures in NPOs. Furthermore, we propose that the relationship between these HR architectures and organizational performance is mediated by HR outcomes. As a result, this paper contributes to the nonprofit literature by providing a better understanding of the configuration of HR practices into HR architectures in NPOs and their effects.
KW - Human resource management
KW - Nonprofit organizations
KW - Organizational performance
UR - http://www.scopus.com/inward/record.url?scp=85009423878&partnerID=8YFLogxK
U2 - 10.1016/j.hrmr.2011.11.001
DO - 10.1016/j.hrmr.2011.11.001
M3 - Paper
T2 - 71st Annual Meeting of the Academy of Management - West Meets East: Enlightening, Balancing, Transcending, AOM 2011
Y2 - 12 August 2011 through 16 August 2011
ER -