Jim Andersén and Annelie Andersén
Although most studies on HPWS focus on various firm-level outcomes, there has been an increasing interest in how employees are affected by HPWS. However, most of these studies use…
Abstract
Purpose
Although most studies on HPWS focus on various firm-level outcomes, there has been an increasing interest in how employees are affected by HPWS. However, most of these studies use social exchange theory and, based on an idea of reciprocal exchange, implicitly assume that all employees become more affectively committed to organizations using HPWS. Based on social identity theory, the authors argue that management position and gender likely influence how individuals respond to HPWS. Thus, the purpose of this paper is to examine how HPWS affects AC among managers, subordinates, men and women.
Design/methodology/approach
Hierarchical linear model analysis of 356 employees in 26 Swedish small- and medium-sized manufacturing companies.
Findings
In the sample examined, managers and women show increased affective commitment (AC) in organizations using HPWS. For men with non-managerial positions, the results indicate a reversed relationship, i.e. HPWS could actually reduce AC.
Originality/value
The findings indicate the need to consider individual differences when examining the effect of HPWS, and highlight the usefulness of relational-oriented theories when studying the employee outcomes of HRM-systems.
Details
Keywords
Jim Andersén and Annelie Andersén
The purpose of this paper is to illustrate how social representation theory (SRT) can be used to understand the concept of resistance to change. SRT is a growing theory in social…
Abstract
Purpose
The purpose of this paper is to illustrate how social representation theory (SRT) can be used to understand the concept of resistance to change. SRT is a growing theory in social psychology research. SRT is about how individuals co-construct representations of various objects in different social settings. These social representations govern the attitudes and actions of individuals and groups. In spite of the growing interest in SRT in various fields, no studies have used SRT to understand resistance to organizational change.
Design/methodology/approach
This study reviews the relevant literature on resistance to change and SRT to develop a conceptual framework for understanding resistance from the standpoint of SRT.
Findings
The authors develop a model that illustrates how three interrelated objects, i.e. the organizational process and the pre-and post-change situation, are co-constructed in social contexts. Also, the authors discuss how representations of these objects can co-exist (cognitive polyphasia). Our study illustrates the complexity of resistance to change by deconstructing the concept.
Originality/value
Application of SRT to analyze resistance to organizational change is a novel approach that provides several new insights. For example, where most publications regard advocates of change as sense-givers in the change recipient’s sense-making process, the authors argue for a more constructionist approach. Thus, all actors involved in the change process will affect each other and together co-construct the social representations. These social representations govern attitudes to change.