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HRM
Terms modified by HRM Selected AbstractsInnovation and HRM: Towards an Integrated FrameworkCREATIVITY AND INNOVATION MANAGEMENT, Issue 2 2005Jan De Leede This paper explores the connection between innovation (management) and human resource management. Much has been written about the both concepts separately, but there is no integrated conceptual framework available for the combination of the two. Our goal here is to develop such a framework. We do this in a number of steps, starting with a presentation of the existing approaches and models with respect to innovation (management) and HRM. This is followed by a search for the linkage between the two traditions, as a starting point for an integrated model and an in-depth case study regarding the link between innovation and HRM, in order to further develop our model. We conclude with the presentation of our model and with suggestions for further research. [source] Managing People to Promote InnovationCREATIVITY AND INNOVATION MANAGEMENT, Issue 2 2005Helen Shipton There is growing evidence available to suggest that Human Resource Management (HRM) practice is an important predictor of organizational performance. Drawing upon organizational learning perspectives, we argue that HRM systems also have the potential to promote organizational innovation. We present longitudinal data from thirty-five UK manufacturing organizations to suggest that effective HRM systems , incorporating sophisticated approaches to recruitment and selection, induction, appraisal and training , predict organizational innovation in products and production technology. We further show that organizational innovation is enhanced where there is a supportive learning climate, and inhibited (for innovation in production processes) where there is a link between appraisal and remuneration. [source] Identity in Flexible Organizations: Experiences in Dutch OrganizationsCREATIVITY AND INNOVATION MANAGEMENT, Issue 4 2003Michiel Schoemaker In the information economy, flexible organizations have evolved. Work and labour relations have become more flexible than in industrial organizations. This has consequences for the identity of organizations. Organizations tend to become opportunity coalitions when the identity is too fragmented or neglected. The key questions this article adresses is what is identity in a flexible organization and to what extent is it possible to ,manage' the construction of identity in flexible organizations? This key question was split up into three sub-questions. We were interested in how (1) organizations organize their talent management, (2) how organizations manage their labour relations and (3) how organizations manage identity. These three subjects come forward in recent publications in the field of organizational development and HRM as being critical of management of a flexible and innovative organization. In the article, the characteristics of flexible organizations are defined. These characteristics are translated into the relationship between these organization and individual: the way flexible organizations manage their work, labour relations and identity is studied in 20 Dutch organizations. Striving for an optimum in flexible work and flexible labour relations, combined with managing a specific organizational identity seems to be the HR-strategy Dutch organizations implement to reach flexibility and innovation. [source] The effect of business strategies and HRM policies on organizational performance: The Greek experienceGLOBAL BUSINESS AND ORGANIZATIONAL EXCELLENCE, Issue 6 2008Anastasia A. Katou This article investigates the relationship between simultaneity in decisions regarding business strategies and human resource management (HRM) policies and their impact on organizational performance. The research is based on a sample of 178 organizations operating in the Greek manufacturing sector. The results of this study support the hypothesis that when business strategies and HRM policies are developed simultaneously, they positively affect organizational performance. This is more valid for decisions taken simultaneously with respect to quality and employee development, innovation and employee rewards and relations, and cost and employee resourcing. © 2008 Wiley Periodicals, Inc. [source] Spectrum of PEX6 mutations in Zellweger syndrome spectrum patients,HUMAN MUTATION, Issue 1 2010Merel S. Ebberink Abstract The autosomal recessive Zellweger syndrome spectrum (ZSS) disorders comprise a main subgroup of the peroxisome biogenesis disorders. The ZSS disorders can be caused by mutations in any of 12 different currently identified PEX genes resulting in severe, often lethal, multi-systemic disorders. Defects in the PEX6 gene are the second most common cause for ZSS disorders. The encoded protein PEX6 belongs to the AAA ATPase family and contains two AAA cassettes and an AAA protein family signature. The PEX6 gene consists of 17 exons and previously mutations in the PEX6 gene were found to be scattered over all exons. We developed a post-PCR high-resolution melting (HRM) curve assay to scan the PEX6 gene for potential sequence variations followed by selective sequencing to identify these. We analyzed the PEX6 genes of 75 patients assigned to the PEX6 complementation group. We identified a total of 77 different mutations of which 47 mutations have not been reported previously, and 14 polymorphic variants. © 2009 Wiley-Liss, Inc. [source] Genetic and cellular studies of oxidative stress in methylmalonic aciduria (MMA) cobalamin deficiency type C (cblC) with homocystinuria (MMACHC),HUMAN MUTATION, Issue 11 2009Eva Richard Abstract Methylmalonic aciduria (MMA) cobalamin deficiency type C (cblC) with homocystinuria (MMACHC) is the most frequent genetic disorder of vitamin B12 metabolism. The aim of this work was to identify the mutational spectrum in a cohort of cblC -affected patients and the analysis of the cellular oxidative stress and apoptosis processes, in the presence or absence of vitamin B12. The mutational spectrum includes nine previously described mutations: c.3G>A (p.M1L), c.217C>T (p.R73X), c.271dupA (p.R91KfsX14), c.331C>T (p.R111X), c.394C>T (p.R132X), c.457C>T (p.R153X), c.481C>T (p.R161X), c.565C>A (p.R189S), and c.615C>G (p.Y205X), and two novel changes, c.90G>A (p.W30X) and c.81+2T>G (IVS1+2T>G). The most frequent change was the known c.271dupA mutation, which accounts for 85% of the mutant alleles characterized in this cohort of patients. Owing to its high frequency, a real-time PCR and subsequent high-resolution melting (HRM) analysis for this mutation has been established for diagnostic purposes. All cell lines studied presented a significant increase of intracellular reactive oxygen species (ROS) content, and also a high rate of apoptosis, suggesting that elevated ROS levels might induce apoptosis in cblC patients. In addition, ROS levels decreased in hydroxocobalamin-incubated cells, indicating that cobalamin might either directly or indirectly act as a scavenger of ROS. ROS production might be considered as a phenotypic modifier in cblC patients, and cobalamin supplementation or additional antioxidant drugs might suppress apoptosis and prevent cellular damage in these patients. Hum Mutat 30:1,9, 2009. © 2009 Wiley-Liss, Inc. [source] Identifying sequence variants in the human mitochondrial genome using high-resolution melt (HRM) profiling,HUMAN MUTATION, Issue 6 2009Steven F. Dobrowolski Abstract Identifying mitochondrial DNA (mtDNA) sequence variants in human diseases is complicated. Many pathological mutations are heteroplasmic, with the mutant allele represented at highly variable percentages. High-resolution melt (HRM or HRMA) profiling was applied to comprehensive assessment of the mitochondrial genome and targeted assessment of recognized pathological mutations. The assay panel providing comprehensive coverage of the mitochondrial genome utilizes 36 overlapping fragments (301,658,bp) that employ a common PCR protocol. The comprehensive assay identified heteroplasmic mutation in 33 out of 33 patient specimens tested. Allele fraction among the specimens ranged from 1 to 100%. The comprehensive assay panel was also used to assess 125 mtDNA specimens from healthy donors, which identified 431 unique sequence variants. Utilizing the comprehensive mtDNA panel, the mitochondrial genome of a patient specimen may be assessed in less than 1 day using a single 384-well plate or two 96-well plates. Specific assays were used to identify the myopathy, encephalopathy, lactic acidosis and stroke-like episodes (MELAS) mutation m.3243A>G, myoclonus epilepsy, ragged red fibers (MERRF) mutation m.8344A>G, and m.1555A>G associated with aminoglycoside hearing loss. These assays employ a calibrated, amplicon-based strategy that is exceedingly simple in design, utilization, and interpretation, yet provides sensitivity to detect variants at and below 10% heteroplasmy. Turnaround time for the genotyping tests is about 1,hr. Hum Mutat 30,1,8, 2009. © 2009 Wiley-Liss, Inc. [source] An exploratory study of governance in the intra-firm human resources supply chainHUMAN RESOURCE MANAGEMENT, Issue 5 2010Elaine Farndale Abstract The human resource management (HRM) literature has paid insufficient attention to supply chain management (SCM) when exploring the architecture of human resources (HR). Drawing on an SCM perspective, this study develops our understanding of (1) the intra-firm HR supply chain, and (2) how this HR supply chain influences corporate governance processes within large organizations. We argue that the HR function, represented as an internal professional service supply chain, needs appropriate governance principles as it operates through multiple delivery channels and with a wide variety of HRM practices. Exploratory findings from a qualitative empirical study of seven large organizations investigating governance and risk management in the HR supply chain are presented. These in-depth interviews uncover how formal governance is relatively easy for these organizations to achieve, supported by outcome-focused monitoring tools, but informal governance mechanisms can fail due to insufficient attention. Although standardized approaches to HR delivery can maximize the opportunity for HR governance, little evidence was found that the organizations were considering the related governance implications explicitly. © 2010 Wiley Periodicals, Inc. [source] Guest editors' introduction: Emerging patterns of HRM in the new Indian economic environmentHUMAN RESOURCE MANAGEMENT, Issue 3 2010Pawan Budhwar First page of article [source] Context-bound configurations of corporate HR functions in multinational corporationsHUMAN RESOURCE MANAGEMENT, Issue 1 2010Elaine Farndale Abstract Considerable attention has focused on how multinational corporations (MNCs) deal with the simultaneous pressures of globalization and localization when it comes to human resource management (HRM). HR function activities in this process, however, have received less focus. The study presented here identifies configurations of the corporate HR function based on international HRM (IHRM) structures, exploring how issues of interdependency shape corporate HR roles. The study is based on 248 interviews in 16 MNCs based in 19 countries. The findings are applied to develop a contextually based framework outlining the main corporate HR function configurations in MNCs, including new insights into methods of IHRM practice design. © 2010 Wiley Periodicals, Inc. [source] Encouraging knowledge sharing among employees: How job design mattersHUMAN RESOURCE MANAGEMENT, Issue 6 2009Nicolai J. Foss Abstract Job design is one of the most frequently researched practices in the Human Resource Management (HRM) literature, and knowledge sharing has become an important and heavily researched managerial practice. The links between these practices, however, have received little attention in the literature. We argue that job design matters to knowledge sharing for motivational reasons. Specifically, jobs contain characteristics that stimulate different kinds of motivation toward knowledge sharing, which have different effects on individual knowledge sharing behavior. We develop six hypotheses that unfold these ideas and test them on the basis of individual-level data collected within a single firm. The hypotheses are tested in a LISREL model that confirms that job characteristics, such as autonomy, task identity, and feedback, determine different motivations to share knowledge, which in turn predict employees' knowledge sharing behaviors. © 2009 Wiley Periodicals, Inc. [source] Bringing the knowledge perspective into HRMHUMAN RESOURCE MANAGEMENT, Issue 4 2009Dana Minbaeva In this introduction to this Special Issue, we briefly describe the knowledge perspective that has emerged in management research over the last two decades, discuss its current and potential future relations to Human Resources Management (HRM) research, and summarize the papers in this issue. [source] Knowledge as a mediator between HRM practices and innovative activityHUMAN RESOURCE MANAGEMENT, Issue 4 2009Alvaro Lopez-Cabrales Abstract The objective of this paper is to test how human resources management (HRM) practices and employees' knowledge influence the development of innovative capabilities and, by extension, a firm's performance. Results confirm that HRM practices are not directly associated with innovation unless they take into account employees' knowledge. Specifically, our analyses establish a mediating role for the uniqueness of knowledge between collaborative HRM practices and innovative activity, a positive influence of knowledge-based HRM practices on valuable knowledge, and a positive contribution of innovations to the company's profit. We tested hypotheses in a sample of firms from the most innovative Spanish industries through structural equation modeling. © 2009 Wiley Periodicals, Inc. [source] Strategic HRM in China: Configurations and competitive advantageHUMAN RESOURCE MANAGEMENT, Issue 4 2008Irene H. Chow The strategic HR literature suggests that a firm will perform better through internal appropriate fit among HRM practices (the configuration fit) and through external appropriate fit between a firm's HRM practices and business strategy. The present study adopts a configuration approach to identify unique patterns of HR practices and business strategy that are posited to be maximally effective. The proposed relationships were empirically tested by surveying with a sample of 241 business firms in Guangzhou, South China, to find out the extent that four HR configurations could be successfully adopted in the Chinese context. The results revealed that HR configurations are significantly related to effect in predicting overall outcome performance and turnover, but not significantly related to effect on sales growth and profit growth rates. Research findings showed not only competitive strategies are significantly related to effect on HR configurations. The results also showed significant interaction effects between HR configurations and business strategy in their effect on profit and sales growth. These results further extended support for a contingency perspective in strategic HRM to the Chinese context, with significant practical implications for managing HRM in China. © 2008 Wiley Periodicals, Inc. [source] Country-of-origin, localization, or dominance effect?HUMAN RESOURCE MANAGEMENT, Issue 4 2007An empirical investigation of HRM practices in foreign subsidiaries This article contributes to two recurring and very central debates in the international management literature: the convergence vs. divergence debate and the standardization vs. localization debate. Using a large-scale sample of multinationals headquartered in the United States, Japan, and Germany, as well as subsidiaries of multinationals from these three countries in the two other respective countries, we test the extent to which HRM practices in subsidiaries are characterized by country-of-origin, localization, and dominance effects. Our results show that overall the dominance effect is most important (i.e., subsidiary practices appear to converge to the dominant U.S. practices). Hence, our results lead to the rather surprising conclusion for what might be considered to be the most localized of functions,HRM,that convergence to a worldwide best practices model is clearly present. The lack of country-of-origin effects for Japanese and German multinationals leads us to a conclusion that is of significant theoretical as well as practical relevance. Multinationals might limit the export of country-of-origin practices to their core competences and converge to best practices in other areas. © 2007 Wiley Periodicals, Inc. [source] The making of twenty-first-century HR: An analysis of the convergence of HRM, HRD, and ODHUMAN RESOURCE MANAGEMENT, Issue 1 2004Wendy E. A. Ruona Twenty-first-century HR is emerging to uniquely combine activities and processes of human resource management (HRM), human resource development (HRD), and organization development (OD),three fields that "grew up" distinct from each other. Contributing strategically to organizations demands that HRM, HRD, and OD coordinate, partner, and think innovatively about how they relate and how what they do impacts people and organizations. An analysis of the evolutions of these fields helps to explain why the distinctions between them continue to blur and how the similarities among them provide the necessary synergy for HR to be a truly valued organizational partner. © 2004 Wiley Periodicals, Inc. [source] Promoting organizational learning and self-renewal in Taiwanese companies: The role of HRMHUMAN RESOURCE MANAGEMENT, Issue 3 2003Bih-Shiaw Jaw This study identifies key characteristics of human resource management (HRM) practices that contribute to promoting positive learning attitudes and creating a self-renewal organizational climate. We use a behavioral perspective to develop a framework to show the relationships among learning-oriented HRM, positive learning attitudes, and a self-renewal organizational climate. Structural equation analysis is applied to empirically test the relationships and the path model suggests that a learning-oriented HRM plays an important role in either directly creating a self-renewal organizational climate or indirectly facilitating positive learning attitudes that foster organizational self-renewal. © 2004 Wiley Periodicals, Inc. [source] Divergence or convergence: a cross-national comparison of personnel selection practicesHUMAN RESOURCE MANAGEMENT, Issue 1 2002Y. Paul Huo Striking a balance between globalization and localization in human resource management (HRM) requires a better understanding of the cross-national differences in terms of both the status quo and the socially desirable HRM practices. With this purpose in mind, we examined the hiring practices in ten different countries or regions using the Best International Human Resource Management Practices Survey (BIHRMPS). Our empirical findings revealed more divergence than convergence in current recruiting practices, but they also suggest that organizations around the world are indeed in the process of converging on ways of recruitment even though the current selection criteria may still be driven by each country's prevalent cultural values. © 2002 Wiley Periodicals, Inc. [source] Metrics: HRM's Holy Grail?HUMAN RESOURCE MANAGEMENT JOURNAL, Issue 4 2009A New Zealand case study What gets measured in business is noticed and acted on. The importance of human resource management (HRM) to be noticed as a vital key to business success has been argued profusely by the HRM profession over the last three decades. While the importance of human resource (HR) measurement is not disputed by business managers, the search for meaningful generic HR metrics is like HRM's Holy Grail. The purpose of this research is to investigate the issues confronting a sample of business organisations concerning measurement issues. It examines the current measurement practices used and their HR measurement needs. Developing appropriate HR measures, in terms of adding value, allows organisations to refocus their resources for leverage. Inappropriate measures simply encourage inappropriate behaviours not in the long-term interests of the business. We know that HRM is less prepared than other business functions (like finance or management information systems) to quantify its impact on business performance. Our results suggest that HR metrics as the Holy Grail of HRM remain elusive. This research signals the importance of developing relevant and meaningful HR measurement models, while acknowledging that the actual metrics used (unlike accounting measures) may vary from business to business. [source] Unravelling the complexities of high commitment: an employee-level analysisHUMAN RESOURCE MANAGEMENT JOURNAL, Issue 2 2009Edel Conway Research within HRM has faced criticism for failing to focus adequately on employee experiences of HR practice. In particular, the ,high-commitment' models fail to recognise employee perspectives on HRM, the complexities of the commitment construct and the possibility that organisations configure HR systems in various ways. This paper explores the impact of employee attitudes towards HR practices on affective, continuance and normative commitment, and intention to leave in three organisational contexts. The findings suggest that different HR systems can yield different attitudes towards HR practices, which in turn can impact on different forms of commitment and levels of intention to leave. The findings provide insights into the ways in which organisations manage the commitment process through HR practices and the response by employees to these interventions. [source] Changes in HRM and job satisfaction, 1998,2004: evidence from the Workplace Employment Relations SurveyHUMAN RESOURCE MANAGEMENT JOURNAL, Issue 3 2008Andrew Brown This paper examines the relationship between human resource management practices and job satisfaction, drawing on data from the 1998 and 2004 Workplace Employment Relations Surveys. The paper finds significant increases in satisfaction with the sense of achievement from work between 1998 and 2004; a number of other measures of job quality are found to have increased over this period as well. It also finds a decline in the incidence of many formal human resource management practices. The paper reports a weak association between formal human resource management practices and satisfaction with sense of achievement. Improvements in perceptions of job security, the climate of employment relations and managerial responsiveness are the most important factors in explaining the rise in satisfaction with sense of achievement between 1998 and 2004. We infer that the rise in satisfaction with sense of achievement is due in large part to the existence of falling unemployment during the period under study, which has driven employers to make improvements in the quality of work. [source] Foreign subsidiary perspectives on the mechanisms of global HRM integrationHUMAN RESOURCE MANAGEMENT JOURNAL, Issue 2 2008Adam Smale Often in connection with the integration-responsiveness dilemma, research on HRM in multinational corporations (MNCs) speaks more to explaining the appearance of HRM practices in foreign subsidiaries than to the mechanisms through which such practices are globally integrated. Accordingly, and adopting a subsidiary perspective, the present study has two main aims. The first is to identify the key mechanisms of global HRM integration, how they are used and by whom, and the second is to investigate the factors that explain their usage. The study uses qualitative data from 40 personal interviews conducted with general managers and the most senior HR personnel across 20 Finnish-owned subsidiaries in China. Based on the contingency view of organisations, explanations for mechanism usage are attributed to certain internal characteristics of the subsidiaries and to the Chinese institutional environment. [source] A job to believe in: recruitment in the Scottish voluntary sectorHUMAN RESOURCE MANAGEMENT JOURNAL, Issue 1 2008Dennis Nickson The voluntary sector is an important source of employment in the UK and is increasingly providing services previously provided by the public sector. However, the ability of the sector to provide such services is dependent on the quantity and quality of suitable labour. This article examines recruitment issues in seven case-study voluntary organisations offering social care in Scotland. Interviews were conducted with 137 managers and employees in these organisations. In addition, to assess potential labour supply, interviews and focus groups were conducted with careers advisers and potential employees. The findings suggest that, with a tightening labour market, uncompetitive pay and misconceptions about the sector, recruitment is a problem. However, job satisfaction is high for current employees, and potential employees whose values are commensurate with the sector might be attracted. The findings thus have relevance not just for the case-study organisations, but for HRM in the voluntary sector generally. [source] Private equity and HRM in the British business systemHUMAN RESOURCE MANAGEMENT JOURNAL, Issue 3 2007Ian Clark Who owns the firm? Do changes in owner matter? Will change affect the operational and strategic role of the HR function? For some, the answer will be no precisely because mergers and acquisitions, takeovers, buyouts and privatisations are central activities for a British-based business where short-term value for shareholders and financial engineering are key management objectives that structure and inform the work of HR professionals. For other readers, the answer may well be yes; ownership and owner strategies do matter, particularly if a firm is acquired by a relatively new actor in the market for corporate control , the private equity firm. [source] Working for the familyHUMAN RESOURCE MANAGEMENT JOURNAL, Issue 2 2007Sandy MacDonald Recent writing about the ,service encounter' suggests that high-quality service requires employee commitment and this will involve a more developed and sophisticated approach to HRM than has traditionally characterised the sector. Through an in-depth study of a sample of high service level hotels in the US and UK this paper argues, in contrast, that commitment can be created through a workplace culture that draws on family discourses and practices. It explores the ways in which this culture is developed and endorsed by both management and employees. This approach to generating commitment has costs in terms of the time and priority employees can give to their ,real' friends and family. By drawing on the highly gendered and hierarchical organisation of the family, it is argued that culture also contributes to gender stereotyping and hierarchies within and outside the workplace in ways that limit women's career opportunities. [source] Front-line managers as agents in the HRM-performance causal chain: theory, analysis and evidenceHUMAN RESOURCE MANAGEMENT JOURNAL, Issue 1 2007John Purcell Research on the link between HRM and organisational performance has neglected the role of front-line managers, yet it is these managers who are increasingly charged with the implementation of many HR practices. Using an employee survey in 12 ,excellent' companies we explore the extent to which employee commitment towards their employer and their job are influenced by the quality of leadership behaviour and by satisfaction with HR practices. Both have a strong effect on employee attitudes. The article concludes with a case study of a planned effort to improve front-line managers' skills in people management. [source] Lost in translation: exploring the link between HRM and performance in healthcareHUMAN RESOURCE MANAGEMENT JOURNAL, Issue 1 2007Timothy Bartram Using data collected in 2004 from 132 Victorian (Australia) public healthcare providers, comprising metropolitan and regional hospital networks, rural hospitals and community health centres, we investigated the perceptions of HRM from the experiences of chief executive officers, HR directors and other senior managers. We found some evidence that managers in healthcare organisations reported different perceptions of strategic HRM and a limited focus on collection and linking of HR performance data with organisational performance management processes. Using multiple moderator regression and multivariate analysis of variance, significant differences were found in perceptions of strategic HRM and HR priorities between chief executive officers, HR directors and other senior managers in the large organisations. This suggested that the strategic human management paradigm is ,lost in translation', particularly in large organisations, and consequently opportunities to understand and develop the link between people management practices and improved organisational outcomes may be missed. There is some support for the relationship between strategic HRM and improved organisational outcomes. Implications of these findings are drawn for managerial practice. [source] Ethnic minority women: a lost voice in HRMHUMAN RESOURCE MANAGEMENT JOURNAL, Issue 2 2006Nicolina Kamenou Strategic themes within HRM imply an organisational commitment towards the full deployment of all employees in order to meet business goals and objectives. The rhetoric of equality within HRM has been challenged but these discussions have typically focused on gender issues, ignoring ethnicity, culture and religion. Individuals' social group cultures and other cultural and religious aspects have been largely absent in HR literature. By examining ethnic minority women's struggles to fit into white Western organisations, this article seeks to provide a discussion on an area where limited research has been conducted. Our emphasis is placed on organisational expectations in relation to ethnic minority women's demonstrated behaviours and appearance, the latter being expressed through dressing, hairstyles and mannerisms. The empirical data show that ethnic minority women are often required to fit into the existing culture if they want to penetrate influential networks or be given opportunities for career development and advancement. Extending the critique of others who argue that organisations must move away from the existing male-dominant culture rather than expecting women to move towards it, we contend that management must also acknowledge and better understand religious and cultural differences instead of requiring ethnic minority women to fit into a narrow mono-culture. The article concludes with a discussion of human resource implications for organisations engaged in diversity management. [source] HRM as a predictor of innovationHUMAN RESOURCE MANAGEMENT JOURNAL, Issue 1 2006Helen Shipton There is growing evidence available to suggest that HR practice is an important predictor of organisational performance. In this article, we argue that HR practices also have the potential to promote organisational innovation. We describe a longitudinal study of 22 UK manufacturing companies and examine the relationship between such practices and product and technological innovation. Results reveal that training, induction, team working, appraisal and exploratory learning focus are all predictors of innovation. Contingent reward, applied in conjunction with an exploratory learning focus, is positively associated with innovation in technical systems. Furthermore, training, appraisal and induction, combined with exploratory learning focus, explain variation between companies in product and technological innovation above and beyond the main effects observed. [source] Satisfaction with HR practices and commitment to the organisation: why one size does not fit allHUMAN RESOURCE MANAGEMENT JOURNAL, Issue 4 2005Nicholas Kinnie This article examines the links between employees' satisfaction with HR practices and their commitment to the organisation. It draws on recently collected data to examine these links for three groups of employees: professionals, line managers and workers. Satisfaction with some HR practices appears to be linked to the commitment of all employees, while the link for others varies befuwn the three employee groups. These findings pose a challenge to the universalistic model of HRM and have implications for those seeking to design practices that will improve organisational commitment. 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