Human Resource Governance - Beyond 'Managerialism'


Speaker


Abstract

CV Professor Paul Boselie
Paul Boselie (PhD, MSc) is Professor in the Utrecht University School of Governance at Utrecht University (The Netherlands). His research traverses human resource management, institutionalism, strategic management and industrial relations. His research is published in the Journal of Management Studies, Human Relations, Applied Psychology, the Human Resource Management Journal, the International Journal of Human Resource Management, the International Journal of Manpower, Managing Service Quality, Management Revue and Personnel Review. Paul's teaching involves executive training in strategic HRM for HR and non-HR professionals, a master course HR Studies and a bachelor course strategic HRM. He is the European Editor of Personnel Review and a member of the Editorial Board of the Journal of Management Studies. In 2010 his text book on Strategic Human Resource Management - A Balanced Approach was published by McGraw-Hill (London). This text book is now widely used in bachelor and master programmes. Paul current research interests cover:
-HRM in international governmental organizations (IGOs) and non-governmental organizations (NGOs)
-The impact of institutional mechanisms on HRM and HR decision making in organisations
-HRM, compliance & risk management
-HRM & health care

Abstract

There is a growing awareness that human resource management (HRM) can contribute to organizational performance (e.g. Combs et al., 2006; Van De Voorde, 2010). The right HRM interventions can lower employee turnover, increase labor productivity and contribute to the profitabiltity of a company (Boselie, 2010). Recent corporate scandals and the financial crisis have shown that employee attitudes and behaviors at all levels of the organization can also seriously damage the organization's and/or sector's reputation. In 2008 we started a large research project on HRM, compliance and risk management in seven multinational companies. We were interested in people management in organizations with high risk operations in which employee attitudes and behaviors potentially cause reputation damage. The case studies include companies in the financial services sector, pharmaceutical industry and the chemical industry. Our empirical findings suggest that these companies have different approaches to minimize risks related to employee attitudes and behaviors. Our new approach is labelled Human Resource Governance and our model includes (traditional) compliance, the governance of the HR function, climate governance and proactive management (Farndale, Paauwe & Boselie, 2010; Boselie, 2011). Critical incidents, professional norms, leadership (and strategic choice), and networks of organizations can contribute to the creation of Human Resource Governance within an organization that ultimately minimizes risks related to employees (Farndale et al., 2010).

Literature

Boselie, P. (2010) Strategic human resource management: A balanced approach. London: McGraw-Hill.

Boselie, P. (2011) Human resource governance: Voorbij 'Managerialism'. Oratie, 21 januari 2011. Utrecht: Utrecht University.

Combs, J., Liu, Y., Hall, A. & Ketchen, D. (2006) How much do high-performance work practices matter? A meta-analysis of their effects on organizational performance. Personnel Psychology, 59(3): 501-528.

Farndale, E., Paauwe, J. & Boselie, P. (2010) An exploratory study of governance in the intra-firm human resources supply chain, Human Resource Management, 49 (5): 849-868.

Voorde, K. van de, (2010). HRM, employee well-being and organizational performance: A balanced perspective. Dissertation, Tilburg University.

Contact information:

Prof.dr. Slawomir Magala
Email