LOGIN TO YOUR ACCOUNT

Username
Password
Remember Me
Or use your Academic/Social account:

CREATE AN ACCOUNT

Or use your Academic/Social account:

Congratulations!

You have just completed your registration at OpenAire.

Before you can login to the site, you will need to activate your account. An e-mail will be sent to you with the proper instructions.

Important!

Please note that this site is currently undergoing Beta testing.
Any new content you create is not guaranteed to be present to the final version of the site upon release.

Thank you for your patience,
OpenAire Dev Team.

Close This Message

CREATE AN ACCOUNT

Name:
Username:
Password:
Verify Password:
E-mail:
Verify E-mail:
*All Fields Are Required.
Please Verify You Are Human:
fbtwitterlinkedinvimeoflicker grey 14rssslideshare1
Okay-Somerville, Belgin; Scholarios, Dora
Languages: English
Types: Other
Subjects: HD28
This developmental paper examines the role of skills-based contingencies in the UK service sector (i.e., the service sector segment within which the organisation operates and workforce differentiation within organisations) that may influence pre-recession adoption of High Performance Work Practices (HPWPs) and the extent to which different bundles of HPWPs improve post-recession organisational performance over time. The study is informed by the Workplace Employment Relations Surveys (WERS), which provides panel data from 812 UK service sector organisations. Preliminary findings show that ability- and motivation-enhancing practices are of particular importance for improving service quality for organisations that rely on low-skilled work. The study highlights the role of skills-based contingencies that are relevant for skills demand and utilisation in the service sector as significant precursors of HPWP adoption.
  • The results below are discovered through our pilot algorithms. Let us know how we are doing!

    • Batt, R., 2000. Strategic segmentation in front-line services: matching customers, employees and human resource systems. International Journal of Human Resource Management, 11(3), pp.540-561.
    • Bevan, S. (2012). Good work, high performance and productivity. London: The Work Foundation.
    • Boselie, P., Dietz, G. and Boon, C., 2005. Commonalities and contradictions in HRM and performance research. Human Resource Management Journal, 15(3), pp.67-94.
    • Boxall, P., 2003. HR strategy and competitive advantage in the service sector. Human Resource Management Journal, 13(3), pp.5-20.
    • CIPD, 2014. Megatrends: Are UK organisations getting better at managing their people?, Chartered Institute of Personnel Development, http://www.cipd.co.uk/binaries/megatrends_2014-uk-organisations-managingpeople.pdf
    • Datta, D.K., Guthrie, J.P. and Wright, P.M., 2005. Human resource management and labor productivity: does industry matter?. Academy of management Journal, 48(1), pp.135- 145.
    • De Vos, A. and Dries, N., 2013. Applying a talent management lens to career management: The role of human capital composition and continuity.The International Journal of Human Resource Management, 24(9), pp.1816-1831.
    • Frenkel, S.J., 2000. Introduction: service work and its implications for HRM. International Journal of Human Resource Management, 11(3), pp.469-476.
    • Goos, M., Manning, A. and Salomons, A., 2009. Job polarization in Europe.The American Economic Review, 99(2), pp.58-63.
    • Guest, D.E., 2011. Human resource management and performance: still searching for some answers. Human Resource Management Journal, 21(1), pp.3-13.
    • Guest, D.E., Michie, J., Conway, N. and Sheehan, M., 2003. Human resource management and corporate performance in the UK. British journal of industrial relations, 41(2), pp.291-314.
    • Hurrell, S.A., 2016. Rethinking the soft skills deficit blame game: Employers, skills withdrawal and the reporting of soft skills gaps. Human Relations, 69(3), pp.605-628.
    • Huselid, M.A. and Becker, B.E., 2010. Bridging micro and macro domains: Workforce differentiation and strategic human resource management. Journal of management.
    • Katou, A.A. and Budhwar, P., 2015. Human resource management and organisational productivity: A systems approach based empirical analysis. Journal of Organizational Effectiveness: People and Performance, 2(3), pp.244-266.
    • Kato, T. and Morishima, M., 2002. The productivity effects of participatory employment practices: Evidence from new Japanese panel data. Industrial Relations: A Journal of Economy and Society, 41(4), pp.487-520.
    • Kintana, M.L., Alonso, A.U. and Olaverri, C.G., 2006. High-performance work systems and firms' operational performance: the moderating role of technology. The International Journal of Human Resource Management,17(1), pp.70-85.
    • Krausert, A., 2014. HRM systems for knowledge workers: Differences among top managers, middle managers, and professional employees. Human resource management, 53(1), pp.67-87.
    • Lepak, D.P. and Snell, S.A., 1999. The human resource architecture: Toward a theory of human capital allocation and development. Academy of management review, 24(1), pp.31-48.
    • Lepak, D.P. and Snell, S.A., 2002. Examining the human resource architecture: The relationships among human capital, employment, and human resource configurations. Journal of management, 28(4), pp.517-543.
    • Lepak, D. and Snell, S.A., 2007. Employment subsystems and the 'HR architecture'. Oxford Handbook of Human Resource Management, The, p.210.
    • Lloyd, C., Warhurst, C. and Dutton, E., 2013. The weakest link? Product market strategies, skill and pay in the hotel industry. Work, Employment & Society, 27(2), pp.254-271.
    • Malach-Pines, Ayala, and Nurit Zaidman. "5. The mark of recession in the high-tech industry: high stress and low burnout." The Psychology of the Recession on the Workplace (2013): 89.
    • Messersmith, J.G., Patel, P.C., Lepak, D.P. and Gould-Williams, J.S., 2011. Unlocking the black box: exploring the link between high-performance work systems and performance. Journal of Applied Psychology, 96(6), p.1105.
    • Paauwe, J. and Boselie, P., 2005. HRM and performance: what next?.Human Resource Management Journal, 15(4), pp.68-83.
    • Payne, J. and Keep, E.J., 2011. One step forward, two steps back? Skills policy in England under the coalition government. SKOPE Research Paper No. 102, Cardiff: SKOPE.
    • Pina, K. and Tether, B.S., 2016. Towards understanding variety in knowledge intensive business services by distinguishing their knowledge bases. Research Policy, 45(2), pp.401-413.
  • No related research data.
  • Discovered through pilot similarity algorithms. Send us your feedback.

Share - Bookmark

Download from

Cite this article