INNOVATING HUMAN RESOURCE MANAGEMENT FOR EMPLOYEE DRIVEN INNOVATION NWO - HUMAN CAPITAL PROGRAMME PROF. DR.
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1 INNOVATING HUMAN RESOURCE MANAGEMENT FOR EMPLOYEE DRIVEN INNOVATION NWO - HUMAN CAPITAL PROGRAMME PROF. DR. TANYA BONDAROUK
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3 CONTENTS Who? What? How? When? 3
4 WHO? PhD researchers Jorrit van Mierlo, MSc Supervisors Maarten Renkema, MSc Milana Korotka, MSc Dr. Jeroen Meijerink Dr. Anna BosNehles Prof. Dr. Tanya Bondarouk Dr. André Veenendaal 4
5 WHO? CONSORTIUM PARTNERS Werkgeversvereniging (WGV) Zorg & Welzijn: The expertise center for HRM and human capital in the healthcare sector (140 service providers) General hospital, 3000 beds 22,000 employees 56 establishments Services for personal well-being of older and needy people Directoraat-Generaal Bestuur en Koninkrijksrelaties (DGBK) Bureau Verkenningen en Onderzoek 5
6 WHAT: MAIN CONCEPTS (1) : HRM Human Resource Management (HRM) is a strategic approach to systematically managing people and the workplace culture and environment. HRM professionals, middle-level and line managers, first line supervisors, - are all dealing with issues related to the people in an organization. The challenge for every manager is to keep staff motivated, involved and productive in spite of all the changes taking place. 6
7 WHAT: MAIN CONCEPTS (2) : INNOVATION Innovation is the intentional introduction and employment of novel ideas, products, activities, services, technologies and processes that aim to meet social needs of individuals, groups, and organizations within society; and to advance social relationships and social organization. Innovativeness of Human Capital - the abilities, motivation and opportunities of employees to develop and implement innovative ideas. 7
8 WHAT: MAIN CONCEPTS (3): EDI Employee-Driven Innovation (EDI) is the intentional development and implementation of novel ideas, products, activities, services, technologies and/or by front-line employees. Not only R&D departments! 8
9 WHAT: ADDRESSING THE CHALLENGE 1. The mono-level HRM research misses benefits of the multilevel multi-acting approach. We need to examine cross-leve effects. 2. The micro-level foundations of managing Human Capital is not (yet) well examined. We need to understand the EDI. 9
10 WHAT: PROJECT OVERVIEW Main R.Q.: In which way do innovations in HRM on the organizational level enhance the innovation performance of organizations through enhancing the Human Capital and innovative work behavior on the employee level? 10
11 HOW: SUB-PROJECTS FOCI (1) Dynamic process Implementationcentered R. Q.: What are the mechanisms of the HRM implementation? Structuration theory (Giddens, 1984) Case studies (BZK) (Retrospective, current, pro-spective) 11
12 HOW: SUB-PROJECTS FOCI (2) Multilevel thinking about HRM innovation performance R.Q.: What is the multilevel impact of HRM on firm innovation performance, through human capital and innovative work behavior of employees Multilevel theory (Kozlowski & Klein, 2000) Large-scale surveys 14
13 HOW: SUB-PROJECTS FOCI (3) Configuration theory (Elias, 1990) Healthcare sector Case studies HRM interventions are flexible, plastic, contextual, - bundled R.Q.: What are the most effective HRM configurations to enhance innovation performance? 17
14 HOW: PHD PROCESS - TRAINING Managing Change and Human Resources - UT Philosophy of Science Oxford University Advanced PhD HRM Course Dutch HRM Network Summer school: Case study methods summer school (U. of St.Gallen) Summer school: Introduction to Multilevel Analysis (Utrecht U.) Presentation skills - UT Technical Writing & Editing - UT Perfecting your Publication - UT Teaching and supervising skills - UT 19
15 WHEN: PLANNING Since September 2014: 1. Major training is finalized 2. Qualifier exams May/ June Outputs: 2 papers p.p. are ready: Conceptual works One joint paper submitted for the International peer refereed journal Everyone: one conference paper for the Dutch HRM (International) conference, November 2015; and papers for the AOM Two meetings with the consortium partners 5. November-December 2015: starting the field work 20
16 KNOWLEDGE DISSEMINATING Deliverables Number Planning HR Policy documents (with WGV and BZK) 2016 and onwards HR process overviews (with WGV) 2016 and onwards Research instrument for SWOT and internal benchmarking purposes Professional publications (refereed: Tijdschrift voor HRM, People Management; nonrefereed: Gids voor Personeelsmanagement, Personeelsbeleid, Zorg+Welzijn Magazine White papers (in collaboration with BZK) Books (in collaboration with WGV Zorg & Welzijn) Newsletters / magazines (by WGV Zorg & Welzijn and BZK) Education: design of customized curriculum units (with WGV Zorg & Welzijn) Practitioner meetings (in collaboration consortium partners: Ministry of the Interior and WGV Zorg & Welzijn) Social Media (Twitter + LinkedIn Group Research Platform HR Shared Services with > 75 member-organisations interested in HR function) 1 6/ and onwards and onwards From 2015 Ongoing 21
17 (BACK TO) HOW 22
18 THANK YOU FOR YOUR ATTENTION
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