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Modelling the role of human resource management in Continuous Innovation

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conference contribution
posted on 06.12.2017, 00:00 by F Jørgensen, L Kofoed, Paul HylandPaul Hyland
Although it is widely acknowledged that both Human Resourse Management (HRM) and Continuous Improvement have the potential to positively influencing organizational performance, very little attention has been given to how certain HRM practices may support CI, and consequently, a company's performance.The objective of this paper is to take a first step in developing a theoretical model for the role of HRM in CI, based on the current literature from both fields. In particular, elements from the CI maturity Model (Bassant and Caffyn, 1997) and a model depicting the role of HRM in innovation developed by de Leede and Looise (2005) serve as the framework for examining how specific bundles of HRM practices utilzed during different phases of the CI implementaion process may contribute to sustained organizational performance and enhanced operational performance. The primary contribution of the paper is theoretical in nature, as the model developed provides a greater understanding of how HRM can contribute to CI; however, the model also has practical value in that it suggests important relationships between various HRM practices and the behaviors necessary for successful CI. The paper concludes with a number of possible research avenues derived from the presented model.

Funding

Category 1 - Australian Competitive Grants (this includes ARC, NHMRC)

History

Start Page

431

End Page

442

Number of Pages

12

Start Date

01/01/2006

ISBN-10

9077360077

Location

Lucca, Italy

Publisher

Continuous Innovation Network

Place of Publication

The Netherlands

Peer Reviewed

Yes

Open Access

No

Era Eligible

Yes

Name of Conference

International CINet Conference