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Edwards School of Business

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Browsing Edwards School of Business by Author "Willness, Chelsea"

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    The Effects of Strategic HR System Differentiation on Firm Performance and Employee Outcomes
    (Human Resource Management, 2018-09-04) Schmidt, Joseph; Pohler, Dionne; Willness, Chelsea
    The purpose of this research was to understand the extent to which firms apply different human resource management systems to different occupations within the same organization (HR differentiation), and how this influences both firm and employee outcomes. We conducted two studies pertaining to these questions. The first study was based on data collected from managers and the results showed that firms differentiate their HR investments based on the strategic value of occupations, which was further associated with the human capital of those occupations; differentiation in human capital was also associated with firm performance. The second study was based on data obtained from non-management employees. The findings of this study indicated that employees who were recipients of less HR system investment had lower fairness perceptions, which were further associated with turnover intentions and organizational citizenship behavior. Although the evidence from these studies suggests that firms may realize benefits from HR differentiation, managers should carefully consider how to balance the effects of differentiation on firm performance and employee well-being before implementing such systems.
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    Human Resource Management Practices and Voluntary Turnover: A Study of Internal Workforce and External Labor Market Contingencies
    (The International Journal of Human Resource Management, 2016-03-30) Schmidt, Joseph; Willness, Chelsea; Jones, David; Bourdage, Joshua
    We tested relationships between employee quit rates and two bundles of human resource (HR) practices that reflect the different interests of the two parties involved in the employment relationship. To understand the boundary conditions for these effects, we examined an external contingency proposed to influence the exchange-based effects of HR practices on subsequent quit rates—the local industry-specific unemployment rate—and an internal contingency proposed to shape employees’ conceptualization of their exchange relationship—their employment status (i.e., full-time, part-time, and temporary employment). Analyses of lagged data from over 200 Canadian establishments show that inducement HR practices (e.g., extensive benefits) and performance expectation HR practices (e.g., performance-based bonuses) had different effects on quit rates, and the former effect was moderated by unemployment rate. The effects of HR practices on quit rates did not differ between FT and PT employees, but a different pattern of main and interactive effects was found among temporary workers. These findings suggest that employees’ exchange-based decisions to leave may be less affected by the number of hours they expect to work each week, and more by the number of weeks they expect to work.