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Arbeids- en organisatiepsychologie --- Personeelsbeleid en -opleiding. --- kennismanagement --- loopbaanontwikkeling --- retoriek --- Personnel management --- HRM (human resource management) --- #KVHB:Personeelsbeleid --- #KVHB:Arbeids- en organisatiepsychologie --- aanwinstenlijst september 05 --- 097 Personeelsbeleid --- Beroepskwalificaties 331.543 --- Personeelsbeleid 658.3 --- Loopbaan 658.312 --- Carrière Loopbaan --- Formation continuée Permanente opleiding --- Gestion des connaissances Kennisbeheer --- Rémunération Bezoldiging --- Academic collection --- 658.3 --- #SBIB:316.334.2A553 --- 331.3 --- BE / Belgium - België - Belgique --- 658.300 --- human resources management --- personeelsbeleid --- personeelsevaluatie --- personeelswerving --- 658.3 Personnel. Human factor. Human relations (Staff relations. Personal or interpersonal relations). Working atmosphere --- Personnel. Human factor. Human relations (Staff relations. Personal or interpersonal relations). Working atmosphere --- Personeelsbeleid en loonbeleid, functieclassificaties --- Personeelsbeleid. Human resources management. Strategisch HRM --- Industriële psychologie en ergonomie. Arbeidsverrijking. --- Industriële psychologie en ergonomie. Arbeidsverrijking --- Personeelsmanagement --- Management

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In this dissertation we aim to explore how line managers can contribute to bringing about an effective Human Resource Management (HRM) in the organisation. More specifically, our objectives are to investigate (1) the prerequisites of effective HRM implementation by line managers and (2) the importance of HRM implementation by exploring the link between (in)effective HRM implementation by line managers and employee outcomes.We add to Strategic HRM literature by focusing on line management; a neglected but important HR actor. We also add to HR devolution literature - which has up till now been rather descriptive and a-theoretical - by providing a theoretical base that can explain how effective HRM implementation is realised, and why it is important in terms of employee and organisational outcomes.A first important finding is that HRM implementation effectiveness differs between line managers and that both organisational and individual prerequisites of effective HRM implementation seem to be of importance. Furthermore, an effective HRM implementation by line managers is positively related to employees' affective commitment to the organisation, above and beyond the leadership behaviour of the line manager. Finally, we found evidence that the HR department should remain directly accessible to employees - even in the case of an advanced HRM implementation responsibility for line managers in the organisation - since employees' perceptions of the service quality by the HR department are also positively related to their organisational commitment.

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For a long time, HR practices have been assumed to be standardized within a company or across a large group of employees such that all employees are allocated the same resources (e.g. money, goods, training, and information) through the same practices (Kinnie et al., 2005; Wright & Boswell, 2002). Recently, however, arguments are being raised in favor of HR differentiation, rather than HR standardization. HR differentiation refers to allocating resources – and thus implementing HR practices – differently between groups of employees or between individual employees, e.g. based on performance or needs. Yet, research on the impact of HR differentiation is scarce and focuses nearly exclusively on its strategic value for the organization (e.g. in terms of increasing ROI and organizational performance). As a consequence, the social psychological impact of HR differentiation on individual employees is generally overlooked. This dissertation focuses on unraveling how HR differentiation affects employee perceptions of HR and subsequently their attitudes and behavior.We firstly argued that HR differentiation can signal employees that their individuality (e.g. their individual talents, interests and expectations) is taken into account. As such, HR differentiation can give rise to perceptions of individualization of HR practices among employees which can give rise to positive attitudes and behaviors. This line of thought was subsequently tested in the first empirical study using self-determination theory. Our results showed that when employees perceive their individual talents, interests and expectations to be taken into account, their autonomy and relatedness satisfaction are fostered which subsequently generates favorable outcomes (e.g. higher affective organizational commitment and work engagement and lower turnover intention). Moreover, we found that this perceived degree of individualization generally has a stronger impact on autonomy and relatedness satisfaction and subsequently outcomes than the mere presence of an HR practice. Secondly, we addressed an issue which can give rise to negative outcomes, i.e. social comparison. From social comparison research, we know that employees tend to compare their outcomes with others to assess the favorability of their outcomes (Greenberg et al., 2007). As HR differentiation creates differences between employees in the outcomes they receive from HR practices (e.g. money, training, information…), this social comparison can expose these differences leading to perceptions of favorability concerning HR practice outcomes. More specifically, this can lead some employees to perceive that they are relatively favorably treated by the organization compared to their colleagues, while others may feel relatively unfavorably treated. This line of reasoning was tested in the second and third empirical study. In the second study, we focused on investigating whether the perceived favorability of HR practice outcomes influences affective organizational commitment. We found that the perceived favorability of HR practice outcomes is positively associated with affective organizational commitment but the relationship is attenuated at positive levels. Thus, differentiation may be a double-edged sword as the losses among employees feeling set back may temper, neutralize or even outweigh the benefits among those feeling advantaged. The relationships found were especially salient for work practices (e.g. autonomy) compared to economic practices (e.g. bonuses). Developmental practices were found to be least suited for differentiation across employees. In the third study, we focused on the impact of perceptions of unfavorability on distributive justice and subsequent behavioral reactions. We did so in a context of i-deals, i.e. exceptional arrangements negotiated by an employee (i.e. the i-dealer) with his or her employer that benefit both parties (Rousseau, 2005). I-deals lead to a situation in which co-workers perceive the i-dealer to have an arrangement or working condition which they do not have, i.e. perceived unfavorability. We found that perceptions of distributive injustice of an i-deal generate behavioral reactions among co-workers which can render an i-deal ineffective (e.g. voice and withholding effort). In addition, financial i-deals were found to be perceived less distributively fair than flexibility i-deals and workload reduction i-deals. Finally, i-deals were perceived less distributively fair when co-workers are dependent on the i-dealer in theexecution of their work. In conclusion, we aimed to unravel the impact of HR differentiation, taking into account both the positive impact HR differentiation can have on employees as well as potential downsides because of social comparison and justice issues. In the empirical part of the dissertation, we confirmed that HR differentiation can affect individual employees positively when it leaves them with the perception that their individuality is taken into account. However, we also confirmed that HR differentiation is not unequivocally beneficial as it can create a group of employees who feel relatively unfavorably treated in comparison to their colleagues. This can lead to reduced affective organizational commitment and even counterproductive behavior such as withholding effort. As such, we provided the strategic HRM literature on HR differentiation with both a theoretical and empirical critical perspective, refining the current literature that mainly stresses the strategic benefits of HR differentiation.