| The literature on high performance work (HPW) practices and strategic HRM highlights the organizational benefits of synergistic HR practices. Bundles of HR practices can leverage skill development, information exchange, and motivational factors to reduce turnover and enhance key outcomes like productivity, quality, and financial performance (MacDuffie, 1995; Ichniowski, Shaw & Prennushi, 1997; Huselid, 1995; Batt, 2002; Boxall & Purcell, 2016). Though the importance of complementarity and the theoretical mechanisms that link high performance work practices to outcomes are subject to some debate (Chadwick, 2010; Gerhart, 2007, Cappelli & Neumark, 2002; Wright & Snell, 1998), there is clear evidence that relational processes play a crucial role in facilitating superior organizational outcomes (Adler & Kwon, 2002; Collins & Smith, 2006; Pil & Leana, 2009; Gittell, Seidner & Wimbush, 2010; Gittell & Bamber, 2010). These relational processes facilitate the coordination of interdependent tasks, the creation and exchange of knowledge, the development of a shared vision, and the emergence of collective trust – all of which increase performance outcomes of strategic importance to organizations. This symposium aims to establish a bridge between the strategic HR literature, and theoretical frameworks that focus on these relational factors. While taxonomies associated with HRM sometimes fail to explicitly incorporate relational dimensions (see Posthuma, Campion, Masimova, & Campion, 2013 for a review), these relational dimensions are playing an increasingly important role in the literature. Indeed, whether it be relational coordination (Gittell, Seidner & Wimbush, 2010), team level mental models (DeChurch & Mesmer-Magnus, 2010), organization level climate (Takeuchi et al., 2009), social capital (e.g. Leana & Van Buren, 1999; Nahapiet & Ghoshal, 1998) or internal social structure (e.g. Evans & Davis, 2005), the link between HR practices and performance has been theorized to be mediated by relational processes, with substantial evidence to support the argument. The proposed Strategic Relational Human Resource (SRHR) framework extends the traditional strategic HRM perspective by incorporating micro- and meso-level relational factors that are critical to coordinating work, developing new knowledge, or engaging in improvement initiatives. In so doing, SRHR addresses the lack of multi-level theorizing regarding the links between high performance work practices and the intra-organizational processes and behaviors that lead to the superior organizational outcomes associated with those practices (Lepak, Liao, Chung & Harden, 2006; Wright & Boswell, 2002). |
 |
|
A Resource-Based View of Relational Coordination: Diminishing the Negative Impact of Role Conflict
|
Presenter: Na Fu, Trinity College Dublin
Presenter: Patrick Christopher Flood, Dublin City U.
Presenter: Denise M. Rousseau, Carnegie Mellon U.
Presenter: Tim J Morris, U. of Oxford
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Relational Work Systems as a Resource Dependence Response to Medicaid Accountable Care Organizations
|
Presenter: Yaminette Diaz-Linhart, Brandeis U.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Validation of Noncore Role Identity and its Impact on Team Functioning and Outcomes
|
Presenter: Olawale Olaleye, Brandeis U.
Presenter: Lauren Hajjar, Suffolk U.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Relationship-Oriented Human Resource Practices, HR Attribution, and Performance
|
Presenter: Qian Zhang, U. of Toronto
Presenter: Hao Gong, Rutgers U.
Presenter: Yuan Jiang, Harbin Institute of Technology
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|