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Your search keyword '"developmental HRM"' showing total 4 results
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4 results on '"developmental HRM"'

1. Mitigating medical brain drain: the role of developmental HRM and the focus on opportunities in reducing the self-initiated expatriation of young professionals.

Author

Goštautaitė, Bernadeta, Mayrhofer, Wolfgang, Bučiūnienė, Ilona, and Jankauskienė, Danguolė

Subjects
BRAIN drain, PERSONNEL management, EXPATRIATION, EMERGING markets, FINANCIAL security
Abstract

Although 'brain drain' from emerging economies is a well-documented problem, research on how Human Resource Management (HRM) can potentially address it is still scarce. Based on Signaling Theory, we argue that developmental HRM practices in home countries reduce self-initiated expatriation (SIE) of young healthcare professionals by increasing their focus on opportunities in their home country. Additionally, we hypothesize that individual financial stability as a personal resource constitutes an important boundary condition, as developmental HRM's positive effect on the focus on opportunities and its indirect negative effect on SIE intention may be even stronger for individuals with lower financial resources. We tested and found support for our hypotheses using a sample of 184 junior doctors in Lithuania in a time-lagged study. By bridging the HRM and SIE literature, our study extends the existing knowledge about the outcomes of HRM and highlights the importance of home country HRM in explaining SIE intention above and beyond its traditionally considered antecedents. In this way, our study has major theoretical and practical implications for decision-makers at organizational and national levels in managing brain drain from emerging economies. [ABSTRACT FROM AUTHOR]

Published
2024
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2. Human Resource Management in the Germanic Context

Author

Krebs, Benjamin P., Wach, Bernhard A., Wehner, Marius C., Reichel, Astrid, Mayrhofer, Wolfgang, Sender, Anna, Staffelbach, Bruno, Ligthart, Paul, Parry, Emma, book editor, Morley, Michael J., book editor, and Brewster, Chris, book editor

Published
2021
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3. How Do Developmental and Accommodative HRM Enhance Employee Engagement and Commitment?

Subjects
optimization and compensation (SOC) theory, employee work engagement, developmental HRM, selection, affective commitment, accommodative HRM, transactional and relational psychological contract
Abstract

In the context of the changing workforce, this study introduced two perspectives on HRM and distinguished universalistic developmental HRM from contingent accommodative HRM. We predicted two separate pathways for the effects on two employee outcomes: work engagement and affective commitment. We expected that developmental HRM would universally relate to employee outcomes by rebalancing the psychological contract between the employee and organization into a less transactional to a more relational contract. We also predicted that accommodative HRM would relate to outcomes only when fulfilling specific needs of employees, associated with their selecting, optimizing, and compensating strategies. Results of a multilevel study among 1058 employees in 17 healthcare units fully supported our expectations regarding the role of the psychological contract. Additionally, we found support for the expected roles of selection and compensation, but not for optimization strategy. This study contributes to the literature by demonstrating that HRM relates to employee outcomes through multiple pathways, which can be either universal or contingent.

Published
2013

4. How Do Developmental and Accommodative HRM Enhance Employee Engagement and Commitment?: The Role of Psychological Contract and SOC Strategies

Author

Bal, P. Matthijs, Kooij, Dorien T. A. M., and De Jong, Simon B.

Subjects
optimization and compensation (SOC) theory, employee work engagement, developmental HRM, selection, affective commitment, accommodative HRM, transactional and relational psychological contract
Abstract

In the context of the changing workforce, this study introduced two perspectives on HRM and distinguished universalistic developmental HRM from contingent accommodative HRM. We predicted two separate pathways for the effects on two employee outcomes: work engagement and affective commitment. We expected that developmental HRM would universally relate to employee outcomes by rebalancing the psychological contract between the employee and organization into a less transactional to a more relational contract. We also predicted that accommodative HRM would relate to outcomes only when fulfilling specific needs of employees, associated with their selecting, optimizing, and compensating strategies. Results of a multilevel study among 1058 employees in 17 healthcare units fully supported our expectations regarding the role of the psychological contract. Additionally, we found support for the expected roles of selection and compensation, but not for optimization strategy. This study contributes to the literature by demonstrating that HRM relates to employee outcomes through multiple pathways, which can be either universal or contingent.

Published
2013

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