Implementability of HR-policies: a multiple-case study of factors that permit HRM-programmes to be put into practice

Ben Emans, Marijke van der Klok Postema, Ad Peelen, Gerald Weering

Research output: Contribution to conferencePaperOther research output

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Abstract

By means of an interview based multiple case study the impact of six manageable factors, called implementation levers, on the implementability of HRM programmes within organizations was investigated. The levers that were studied were: programme flexibility (opposite of programme standardization), programme embeddednes (fit with existing organizational processes), participative programme development (programme users being involved in the programme development), attention to politics (intra-organizational power relations being taken into account), HRM’s coworkership (programme users being supported by HRM department) and HRM’s accessability (HRM department being contactable for programme users). The interview outcomes confirm the expectations about the impact of each of the levers. In addition to that, they articulate those expectations by highlighting a variety of mechanisms that explain the impact. They furthermore also point to instances of reversed impact, that is either a negative impact of the presence of a lever or a positive impact of the absence of a lever. Mechanisms that produced reversed impact were identified for all levers except HRM’s accessability. The remaining ones thus can be said to have a bright side (as was expected) but a dark side as well.
Original languageEnglish
Number of pages20
Publication statusPublished - 2009
Event6th International Conference of the Dutch HRM network 2009: 'Capitalizing on Diversity in HRM Research' - VU University, Amsterdam, Netherlands
Duration: 13 Nov 200914 Nov 2009
Conference number: 6th
http://www.feweb.vu.nl/nl/afdelingen-en-instituten/accr/conferenties/hrm-network-2009/Index.aspx

Conference

Conference6th International Conference of the Dutch HRM network 2009
CountryNetherlands
CityAmsterdam
Period13/11/0914/11/09
Internet address

Keywords

  • hrm
  • organization psychology
  • policy implementation

Cite this

Emans, B., van der Klok Postema, M., Peelen, A., & Weering, G. (2009). Implementability of HR-policies: a multiple-case study of factors that permit HRM-programmes to be put into practice. Paper presented at 6th International Conference of the Dutch HRM network 2009, Amsterdam, Netherlands.
Emans, Ben ; van der Klok Postema, Marijke ; Peelen, Ad ; Weering, Gerald. / Implementability of HR-policies : a multiple-case study of factors that permit HRM-programmes to be put into practice. Paper presented at 6th International Conference of the Dutch HRM network 2009, Amsterdam, Netherlands.20 p.
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abstract = "By means of an interview based multiple case study the impact of six manageable factors, called implementation levers, on the implementability of HRM programmes within organizations was investigated. The levers that were studied were: programme flexibility (opposite of programme standardization), programme embeddednes (fit with existing organizational processes), participative programme development (programme users being involved in the programme development), attention to politics (intra-organizational power relations being taken into account), HRM’s coworkership (programme users being supported by HRM department) and HRM’s accessability (HRM department being contactable for programme users). The interview outcomes confirm the expectations about the impact of each of the levers. In addition to that, they articulate those expectations by highlighting a variety of mechanisms that explain the impact. They furthermore also point to instances of reversed impact, that is either a negative impact of the presence of a lever or a positive impact of the absence of a lever. Mechanisms that produced reversed impact were identified for all levers except HRM’s accessability. The remaining ones thus can be said to have a bright side (as was expected) but a dark side as well.",
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Emans, B, van der Klok Postema, M, Peelen, A & Weering, G 2009, 'Implementability of HR-policies: a multiple-case study of factors that permit HRM-programmes to be put into practice' Paper presented at 6th International Conference of the Dutch HRM network 2009, Amsterdam, Netherlands, 13/11/09 - 14/11/09, .

Implementability of HR-policies : a multiple-case study of factors that permit HRM-programmes to be put into practice. / Emans, Ben; van der Klok Postema, Marijke; Peelen, Ad; Weering, Gerald.

2009. Paper presented at 6th International Conference of the Dutch HRM network 2009, Amsterdam, Netherlands.

Research output: Contribution to conferencePaperOther research output

TY - CONF

T1 - Implementability of HR-policies

T2 - a multiple-case study of factors that permit HRM-programmes to be put into practice

AU - Emans, Ben

AU - van der Klok Postema, Marijke

AU - Peelen, Ad

AU - Weering, Gerald

PY - 2009

Y1 - 2009

N2 - By means of an interview based multiple case study the impact of six manageable factors, called implementation levers, on the implementability of HRM programmes within organizations was investigated. The levers that were studied were: programme flexibility (opposite of programme standardization), programme embeddednes (fit with existing organizational processes), participative programme development (programme users being involved in the programme development), attention to politics (intra-organizational power relations being taken into account), HRM’s coworkership (programme users being supported by HRM department) and HRM’s accessability (HRM department being contactable for programme users). The interview outcomes confirm the expectations about the impact of each of the levers. In addition to that, they articulate those expectations by highlighting a variety of mechanisms that explain the impact. They furthermore also point to instances of reversed impact, that is either a negative impact of the presence of a lever or a positive impact of the absence of a lever. Mechanisms that produced reversed impact were identified for all levers except HRM’s accessability. The remaining ones thus can be said to have a bright side (as was expected) but a dark side as well.

AB - By means of an interview based multiple case study the impact of six manageable factors, called implementation levers, on the implementability of HRM programmes within organizations was investigated. The levers that were studied were: programme flexibility (opposite of programme standardization), programme embeddednes (fit with existing organizational processes), participative programme development (programme users being involved in the programme development), attention to politics (intra-organizational power relations being taken into account), HRM’s coworkership (programme users being supported by HRM department) and HRM’s accessability (HRM department being contactable for programme users). The interview outcomes confirm the expectations about the impact of each of the levers. In addition to that, they articulate those expectations by highlighting a variety of mechanisms that explain the impact. They furthermore also point to instances of reversed impact, that is either a negative impact of the presence of a lever or a positive impact of the absence of a lever. Mechanisms that produced reversed impact were identified for all levers except HRM’s accessability. The remaining ones thus can be said to have a bright side (as was expected) but a dark side as well.

KW - hrm

KW - personeelsbeleid

KW - organisatiepsychologie

KW - hrm

KW - organization psychology

KW - policy implementation

M3 - Paper

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Emans B, van der Klok Postema M, Peelen A, Weering G. Implementability of HR-policies: a multiple-case study of factors that permit HRM-programmes to be put into practice. 2009. Paper presented at 6th International Conference of the Dutch HRM network 2009, Amsterdam, Netherlands.