academy of management 2016: hrm, employability, and outcomes
TRANSCRIPT
EXAMINING THE RELATIONSHIPS BETWEEN HRM, EMPLOYABILITY AND OUTCOMES
JOS AKKERMANS, MARIA TIMS, & SUSANNE BEIJER ACADEMY OF MANAGEMENT MEETING 2016, ANAHEIM
KEY TAKEAWAYS FROM THIS PRESENTATION
EMPLOYABILITY STIMULATES COMMITMENT AND REDUCES COUNTERPRODUCTIVE BEHAVIOR Except for external employability…
STIMULATING PERCEIVED EMPLOYABILITY Investing in HRM Communication & Participation
THE ROLE OF TIME Understanding the timeframe required for influencing
perceived employability
INTRODUCTION: EXAMINING THE EMPLOYABILITY MANAGEMENT PARADOX
Investing in employees helps them develop their
competencies
But won’t that make them leave the organization and/or become less productive?
SHOULD ORGANIZATIONS INVEST IN EMPLOYABILITY? Mixed evidence so far, but overall positive (AOM Symposium 2014)
Potential advantages: increase in human capital, more competent and committed employees
Potential disadvantages: risk of turnover, risk of employees being less motivated to “do the right thing”
HRM PRACTICES Training & Development Performance Management Communication & Participation
INTRODUCTION: EXAMINING THE EMPLOYABILITY MANAGEMENT PARADOX
CONSERVATION OF RESOURCES THEORY (Hobfoll, 2001; 2002)
People strive to protect their resources + avoid risks of losing them Investing in employability = an increase of resources
SOCIAL EXCHANGE THEORY (Blau, 1964)
Social interactions are shaped by a reciprocal exchange of rewards Investing in employability = setting the “right” example; invitation
to reciprocate HRM investments will enhance commitment and decrease
counterproductive behaviors through perceived employability
INTRODUCTION: INCLUDING SOCIAL CONTEXT
RESEARCH MODEL
HRM T&D
HRM PM
HRM C&P
External PE
Internal PE
Organizational Commitment
Counterproductive Behavior
METHOD
TWO STUDIES Study 1: 2 waves, 6 weeks in between waves Study 2: 2 waves, 1 year in between waves (part of sample 1)
DEMOGRAPHIC CHARACTERISTICS
Study 1: Study 2: N = 469 N = 127 59.5% female, Mage = 35.2 69.3% female, Mage = 36.4
Analyses SEM using Amos 23, bootstrapping to test indirect effects Study 1: x = T1, mediator and outcomes = T2 (6 weeks later) Study 2: x = T1, mediator and outcomes = T2 (1 year later)
RESULTS STUDY 1 (6 WEEKS)
HRM T&D
HRM PM
HRM C&P
Internal PE
Organizational Commitment
Counterproductive Behavior
.206** .201**
-.152**
-.131**
.276**
Fit: χ²=1.843, df=4, p=.765 AGFI=.992, TLI=1.020, RMSEA=.000 Significant indirect effects: HRM T&D -> Organizational Commitment HRM T&D -> Counterproductive Behavior
RESULTS STUDY 2 (1 YEAR)
HRM T&D
HRM PM
HRM C&P
External PE
Internal PE
Organizational Commitment
Counterproductive Behavior
.279**
.304**
.159*
.188**
Fit: χ²=3.169, df=4, p=.530 AGFI=.944, TLI=1.034, RMSEA=.000 Significant indirect effects: HRM C&P -> Organizational Commitment
.258**
-.280**
.181**
WHAT DOES ALL THIS MEAN?
IMPORTANCE OF HRM COMMUNICATION & PARTICIPATION For creating employability as well as stimulating commitment
INTERNAL EMPLOYABILITY As stimulator of organizational commitment and reducer of
counterproductive behavior
DIFFERENTIAL RESULTS FOR STUDY 1 & 2 Role of external employability HRM communication & participation versus training
& development
