What do social processes mean for quality of human resource practice?

Publikation: Bidrag til tidsskriftTidsskriftartikelForskningpeer review

Resumé

Well implemented Human Resource Practice (HRP) is linked to increased performance, innovation, and the well-being of both managers and employees. In the literature, a distinction between the hard and the soft HRM-models is drawn: the hard model focuses on employees as a cost, whereas the soft HRM-model treats them as a potential (Nielsen 2008a). However, little is known about the informal aspects of HRP and which social processes actually lead to implementation success or failure. The purpose of this paper is to develop a concept of social processes between managers and employees which can increase the implementation and quality of HR-performance (Nielsen 2008b).
Two studies of HRP within two manufacturing companies are used to illustrate the pros and cons of this new theoretical concept from a performance perspective. Involvement, commitment and competence development are identified as key aspects of the quality of HRP. Moreover, a good psychological working environment and systematic priority of HRP are essential contextual factors which can enable or hinder social processes. Otherwise, production pressure and power relations between managers and employees can hinder the implementation of the new concept. The concept of social processes can help HRP to contribute on social processes between managers and employees as important aspects of quality in work with human resources. However, the influence of team organization and the social processes between employees need to be explored further.
OriginalsprogEngelsk
TidsskriftNordic Journal of Working Life Studies
Vol/bind4
Udgave nummer2
Sider (fra-til)21-45
Antal sider25
ISSN2245-0157
StatusUdgivet - 30 maj 2014

Fingerprint

social process
human resources
employee
manager
performance
Process mean
Human resource practices
Social processes
Employees
Mental Competency
manufacturing
well-being
Organizations
commitment
Psychology
Managers
innovation
Pressure
Costs and Cost Analysis
organization

Emneord

    Citer dette

    @article{dbc7d6410dec436199870e26241071a1,
    title = "What do social processes mean for quality of human resource practice?",
    abstract = "Well implemented Human Resource Practice (HRP) is linked to increased performance, innovation, and the well-being of both managers and employees. In the literature, a distinction between the hard and the soft HRM-models is drawn: the hard model focuses on employees as a cost, whereas the soft HRM-model treats them as a potential (Nielsen 2008a). However, little is known about the informal aspects of HRP and which social processes actually lead to implementation success or failure. The purpose of this paper is to develop a concept of social processes between managers and employees which can increase the implementation and quality of HR-performance (Nielsen 2008b). Two studies of HRP within two manufacturing companies are used to illustrate the pros and cons of this new theoretical concept from a performance perspective. Involvement, commitment and competence development are identified as key aspects of the quality of HRP. Moreover, a good psychological working environment and systematic priority of HRP are essential contextual factors which can enable or hinder social processes. Otherwise, production pressure and power relations between managers and employees can hinder the implementation of the new concept. The concept of social processes can help HRP to contribute on social processes between managers and employees as important aspects of quality in work with human resources. However, the influence of team organization and the social processes between employees need to be explored further.",
    keywords = "Social Process , Quality in Human Resource Practice, HR-performance, Case studies, Evaluation",
    author = "Kjeld Nielsen and Pedersen, {Louise M{\o}ller}",
    year = "2014",
    month = "5",
    day = "30",
    language = "English",
    volume = "4",
    pages = "21--45",
    journal = "Nordic Journal of Working Life Studies",
    issn = "2245-0157",
    publisher = "Danmarks Tekniske Universitet, Ris{\o} Nationallaboratoriet for B{\ae}redygtig Energi",
    number = "2",

    }

    What do social processes mean for quality of human resource practice? / Nielsen, Kjeld; Pedersen, Louise Møller.

    I: Nordic Journal of Working Life Studies, Bind 4, Nr. 2, 30.05.2014, s. 21-45.

    Publikation: Bidrag til tidsskriftTidsskriftartikelForskningpeer review

    TY - JOUR

    T1 - What do social processes mean for quality of human resource practice?

    AU - Nielsen, Kjeld

    AU - Pedersen, Louise Møller

    PY - 2014/5/30

    Y1 - 2014/5/30

    N2 - Well implemented Human Resource Practice (HRP) is linked to increased performance, innovation, and the well-being of both managers and employees. In the literature, a distinction between the hard and the soft HRM-models is drawn: the hard model focuses on employees as a cost, whereas the soft HRM-model treats them as a potential (Nielsen 2008a). However, little is known about the informal aspects of HRP and which social processes actually lead to implementation success or failure. The purpose of this paper is to develop a concept of social processes between managers and employees which can increase the implementation and quality of HR-performance (Nielsen 2008b). Two studies of HRP within two manufacturing companies are used to illustrate the pros and cons of this new theoretical concept from a performance perspective. Involvement, commitment and competence development are identified as key aspects of the quality of HRP. Moreover, a good psychological working environment and systematic priority of HRP are essential contextual factors which can enable or hinder social processes. Otherwise, production pressure and power relations between managers and employees can hinder the implementation of the new concept. The concept of social processes can help HRP to contribute on social processes between managers and employees as important aspects of quality in work with human resources. However, the influence of team organization and the social processes between employees need to be explored further.

    AB - Well implemented Human Resource Practice (HRP) is linked to increased performance, innovation, and the well-being of both managers and employees. In the literature, a distinction between the hard and the soft HRM-models is drawn: the hard model focuses on employees as a cost, whereas the soft HRM-model treats them as a potential (Nielsen 2008a). However, little is known about the informal aspects of HRP and which social processes actually lead to implementation success or failure. The purpose of this paper is to develop a concept of social processes between managers and employees which can increase the implementation and quality of HR-performance (Nielsen 2008b). Two studies of HRP within two manufacturing companies are used to illustrate the pros and cons of this new theoretical concept from a performance perspective. Involvement, commitment and competence development are identified as key aspects of the quality of HRP. Moreover, a good psychological working environment and systematic priority of HRP are essential contextual factors which can enable or hinder social processes. Otherwise, production pressure and power relations between managers and employees can hinder the implementation of the new concept. The concept of social processes can help HRP to contribute on social processes between managers and employees as important aspects of quality in work with human resources. However, the influence of team organization and the social processes between employees need to be explored further.

    KW - Social Process

    KW - Quality in Human Resource Practice

    KW - HR-performance

    KW - Case studies

    KW - Evaluation

    M3 - Journal article

    VL - 4

    SP - 21

    EP - 45

    JO - Nordic Journal of Working Life Studies

    JF - Nordic Journal of Working Life Studies

    SN - 2245-0157

    IS - 2

    ER -