Details
| Original language | English |
|---|---|
| Pages (from-to) | 1-14 |
| Journal | Human Resource Management Review |
| Volume | 22 |
| Issue number | 1 |
| Early online date | 26 Nov 2011 |
| Publication status | Published - Mar 2012 |
| Event | 71st Annual Meeting of the Academy of Management - West Meets East: Enlightening, Balancing, Transcending, AOM 2011 - San Antonio, TX, United States Duration: 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.
Keywords
- Human resource management, Nonprofit organizations, Organizational performance
ASJC Scopus subject areas
- Business, Management and Accounting(all)
- Management Information Systems
- Business, Management and Accounting(all)
- Management of Technology and Innovation
- Business, Management and Accounting(all)
- Industrial relations
Sustainable Development Goals
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In: Human Resource Management Review, Vol. 22, No. 1, 03.2012, p. 1-14.
Research output: Contribution to journal › Article › Research › peer review
}
TY - JOUR
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 - 2012/3
Y1 - 2012/3
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 - Article
AN - SCOPUS:83155180170
VL - 22
SP - 1
EP - 14
JO - Human Resource Management Review
JF - Human Resource Management Review
SN - 1053-4822
IS - 1
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 -