Academic discussion Welbeing and HRM

Academic discussion 
Well-being and HRM
by Wei Soon (i6340919) & Luca (i6286679)
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GeographySpecial Education

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Academic discussion 
Well-being and HRM
by Wei Soon (i6340919) & Luca (i6286679)

Slide 1 - Slide

What to do?
1. Go to: LessonUp.app
2. Enter student pin 
3. Enter your name
4. Have fun! 

Slide 2 - Slide

Overview of today
  • Introduction 
  • The relationship between HRM and Well-being
  • Research by Cañibano
  • Research by Kowalski & Loretto

  • Recap!

Slide 3 - Slide

Introduction

Slide 4 - Slide

Context 
  • Organizations around the world are changing 
  • People are changing 

Slide 5 - Slide

Relevance 
"... many organisations are introducing innovative HRM practices assuming that they will improve performance. However if possible well-being effects are counterbalanced by  negative unintended outcomes on other well-being dimensions... Being aware of the possible side-effects and managing  them should optimize the benefits." 
(Cañibano, 2013)

Slide 6 - Slide

Relationship between HRM & Well-being

Slide 7 - Slide

What is well-being?

Slide 8 - Open question

Definition of the WHO 
"a three-dimensional concept composed of physical, psychological and social aspects"
(Cañibano, 2013)

Slide 9 - Slide

What is innovative HRM?

Slide 10 - Mind map

  • HRM appears to have a positive effect on performance and employee-wellbeing  
  • There is a consensus about the link to performance, however there is no consensus on the link between HRM and employee wellbeing
(Cañibano, 2013)

Slide 11 - Slide

Two schools of thought 
Mutual gains 
Conflicting outcomes
employers and employees equally benefit from the implementation of innovative HRM and the implementation also boosts employee well-being 
implementation of innovative HRM boosts organisational performance at the expense of the well-being of employees
Mutual Gains

Conflicting Outcomes

Slide 12 - Drag question

Two schools of thought
(Cañibano, 2013)

Slide 13 - Slide

statements
Statements 1/3
"A company adopts a flexible work arrangement policy that allows employees to choose their working hours and location. This approach promotes work-life balance and employee well-being, resulting in increased job satisfaction and productivity. Employees feel empowered and motivated to perform their best, leading to improved organizational performance and higher retention rates."
What do you think?
Stand up: Mutual gains
Remain seated: Conflicting outcomes 

Slide 14 - Slide

statements
Statements 1/3
"A company adopts a flexible work arrangement policy that allows employees to choose their working hours and location. This approach promotes work-life balance and employee well-being, resulting in increased job satisfaction and productivity. Employees feel empowered and motivated to perform their best, leading to improved organizational performance and higher retention rates."
What do you think?
Stand up: Mutual gains
Remain seated: Conflicting outcomes 

Slide 15 - Slide

statements
Statements 2/3
"An organization implements comprehensive health and wellness initiatives, such as providing gym facilities, wellness programs, and mental health support. By prioritizing employee well-being, the company witnesses reduced absence, increased employee morale, and improved work satisfaction. Healthy and happy employees are more likely to perform at their best, leading to enhanced organizational performance."
What do you think?
Stand up: Mutual gains
Remain seated: Conflicting outcomes 

Slide 16 - Slide

statements
Statements 2/3
"An organization implements comprehensive health and wellness initiatives, such as providing gym facilities, wellness programs, and mental health support. By prioritizing employee well-being, the company witnesses reduced absence, increased employee morale, and improved work satisfaction. Healthy and happy employees are more likely to perform at their best, leading to enhanced organizational performance."
What do you think?
Stand up: Mutual gains
Remain seated: Conflicting outcomes 

Slide 17 - Slide

statements
Statements 3/3
"A company embraces innovative HRM practices by implementing advanced technology and automation to streamline processes and increase efficiency. However, some employees may experience resistance or difficulty adapting to the technological changes, leading to decreased job satisfaction and performance. The conflicting outcomes arise as the organization faces a trade-off between technological advancement and employee well-being."
What do you think?
Stand up: Mutual gains
Remain seated: Conflicting outcomes 

Slide 18 - Slide

statements
Statements 3/3
"A company embraces innovative HRM practices by implementing advanced technology and automation to streamline processes and increase efficiency. However, some employees may experience resistance or difficulty adapting to the technological changes, leading to decreased job satisfaction and performance. The conflicting outcomes arise as the organization faces a trade-off between technological advancement and employee well-being."
What do you think?
Stand up: Mutual gains
Remain seated: Conflicting outcomes 

Slide 19 - Slide

Research by Cañibano

Slide 20 - Slide

Research and methods

  • exploring the implementation of 3 innovative HRM practices 
  • Spanish division of a major international consultancy firm 
  • Qualitative methods: 50 semi-structured interview + document analysis

Slide 21 - Slide

3 innovative HRM practices 

  • Telework
  • Communication 
  • Participation 

Slide 22 - Slide

Teleworking
Split in 3 groups! Each group should come up with a positive/negative outcome of the HRM practice in terms of well-being
physical 
psychological
-social 

Slide 23 - Slide

Teleworking

Slide 24 - Slide

Communication
Split in 3 groups! Each group should come up with a positive/negative outcome of the HRM practice in terms of well-being
- physical 
- psychological
-social 

Slide 25 - Slide

Communication

Slide 26 - Slide

Participation
Split in 2 groups! Each group should come up with a positive/negative outcome of the HRM practice in terms of well-being
- psychological
-social 

Slide 27 - Slide

Participation

Slide 28 - Slide

Results 
(Cañibano, 2013)

Slide 29 - Slide

Limitations
  • The innovative HRM practices have not been analyzed 
  • factors such as personality etc. have not been taken into account 
  • the analysis is exploratory and bounded to this single case, so results cannot simply be generalized
(Cañibano, 2013)

Slide 30 - Slide

BREAK
Take some time to walk around, get coffee or check your Instagram! 
What is still about to come? 
  • Research by Kowalski & Loretto

  • Recap and Conclusion!

Slide 31 - Slide

In the changing workplace?
How about...
(Kowalski & Loretto, 2017)

Slide 32 - Slide

From Kowalski and Loretto:
"It is commonly reported in the HR literature that it is the people, or human capital, that can provide companies with the competitive advantage, further supporting the rationale to place employee well-being at the forefront of HR strategy in the twenty-first century."
From Kowalski and Loretto:
(Kowalski & Loretto, 2017)

Slide 33 - Slide

This is a mindmap.
What comes to mind when you think about:
The implications of well-being in organisations
timer
1:00000

Slide 34 - Mind map

Changing nature of work
Ageing
Population
Extended working lives
Greater precarity in work
Higher geographical mobility
(Kowalski & Loretto, 2017)

Slide 35 - Slide

1.
"An Australian piece of research by Bahn (2015) highlighted that due to the ongoing skills shortage there, reliance on skilled migrant workers is high"
A
Ageing population
B
Ext. working lives
C
Higher geographical mobility
D
Greater precarity in work

Slide 36 - Quiz

2.
"rise of advances in communication technologies"
A
Ageing population
B
Ext. working lives
C
Higher geographical mobility
D
Greater precarity in work

Slide 37 - Quiz

3.
"move away from permanent contracts and a shift towards less routine systems, such as temporary and zero hour contracts"..."in parallel with the rise of the ‘gig economy’"
A
Ageing population
B
Ext. working lives
C
Higher geographical mobility
D
Greater precarity in work

Slide 38 - Quiz

4.
"it is a common assumption that in the contemporary workplace organisations workload is intensifying and employees are being required to ‘do more with less’"
A
Ageing population
B
Ext. working lives
C
Higher geographical mobility
D
Greater precarity in work

Slide 39 - Quiz

Changing role of HR

Slide 40 - Slide

Changes in HR practices
  • a shift towards a more strategic role for HR practitioners 
  • a trend towards outsourcing and outsourcing of the HR provision itself 
  • greater opportunities for flexible working
  • managing a multi-generational workforce
  • devolvement of some HR functions to line managers
(Kowalski & Loretto, 2017)

Slide 41 - Slide

Flexible working
How can it affect the way HR professionals work?

Slide 42 - Slide

Flexible working
How can it affect the way HR professionals work?
  • presents a challenge in terms of managing remote/virtual teams
  • should processes be measured? or outputs?

Is investing in well-being then a mutual gain or can it lead to conflicting outcomes?
(Kowalski & Loretto, 2017)

Slide 43 - Slide

Revisiting Well-Being
Why does it still matter?

Slide 44 - Slide

Quick Recap
Quick Recap

Slide 45 - Slide

Challenges in defining well-being
Can be categorized in many ways:
  • Employee Engagement
  • Job Satisfaction
  • Even "Burnout"

No singular definition - creating one may even be more obstructive and oversimplistic than useful
(Kowalski & Loretto, 2017)

Slide 46 - Slide

The New Economics Foundations' 
‘5 ways to well-being’
(Kowalski & Loretto, 2017)

Slide 47 - Slide

Connect
Be Active
Take Notice
Keep Learning
Give
Investing time in people around you
Community Service
Go for a walk or run
Bouldering
Being curious
Savouring the moment
Reflect on your experiences
Signing up for a new self-defense course
Take on a different responsibility at work
Rediscover an old interest
Reaching out to neightbours
Thank someone

Slide 48 - Drag question

Current:
  • existing focus on the relationship between HRM and performance ‘has been pursued at the expense of a concern for employee well-being’ (Guest, 2017)

  • lack of context and external considerations in HRM practices contributing to well-being
(Kowalski & Loretto, 2017)

Slide 49 - Slide

Current:
Proposed:
  • existing focus on the relationship between HRM and performance ‘has been pursued at the expense of a concern for employee well-being’ (Guest, 2017)

  • lack of context and external considerations in HRM practices contributing to well-being
  • taking an 'alternative route to high performance', with well-being at the 'centre stage' (Guest, 2002, 2011)



  • consider a more empirical and comprehensive method in conducting further research about well-being
(Kowalski & Loretto, 2017)

Slide 50 - Slide

Sustaining employee well-being

Slide 51 - Slide

Challenges in sustaining employee well-being

Slide 52 - Slide

Challenges in sustaining employee well-being
Rapidly advancing technologies
Toxic leadership
Bullying
Cyber-Bullying
Rise in performance pressure
High workload
Poor communication methods
(Kowalski & Loretto, 2017)

Slide 53 - Slide

Is well being the responsibility of the individual? Or the organisation?
Individual
Organisation

Slide 54 - Poll

Joint Responsibility in Well-Being

"It is not disputed here that this is important and worthwhile, however, this continuing spotlight on individuals and the individual response to working conditions, casts a shadow over looking at the broader organisational and contextual issues described earlier which can serve to influence well-being at work too."
(Kowalski & Loretto, 2017)

Slide 55 - Slide

Joint Responsibility in Well-Being
  • Calvard and Sang: individual approaches alone prevent more close scrutiny of governments and organisations taking place, which in turn can serve to reinforce power imbalance and inequality in the workplace.

  • Veld and Alfes: in an austere working environment, doing more with less employees can still enable high levels of wellbeing if organisation fosters a climate that makes employees feel valued.
(Kowalski & Loretto, 2017)

Slide 56 - Slide

Joint Responsibility in Well-Being
Franco-Santos and Doherty in performance management:

"Directive" HR practices:

  • giving orders, rules and regulations
  • negatively related to staff perceptions of wellbeing
"Enabling" HR practices:

  • high staff involvement and communication
  • more positive relationship with employee perceptions
(Kowalski & Loretto, 2017)

Slide 57 - Slide

Positive factors facilitating
work life balance
(pg. 17)

Slide 58 - Mind map

Implications for the future?

Slide 59 - Slide

                  Benefits

  • focus on individual characteristics and coping mechanisms
  • mindfulness and resilience training
  • extremely valuable in terms of strengthening individual psychological capital
Downsides

  • Can detract from what organisations can be doing
  • providing decent work, fair pay and working conditions, or legislative changes
(Kowalski & Loretto, 2017)

Slide 60 - Slide

To conclude...
We need to shift from a notion of 'best practices' to one that encourages 'good practices' all around.

‘One size does not fit all’ - if contextual factors are not taken into account, this can potentially have adverse consequences for the effectiveness of any intervention. Further research should strive for a holistic approach to HRM and well being.
(Kowalski & Loretto, 2017)

Slide 61 - Slide

Let's recap!

Slide 62 - Slide

What did you learn today?

Slide 63 - Mind map

Thank you for your attention and participation
Thank you for your attention and participation!

Slide 64 - Slide

References 
  •  Cañibano, A. (2013). Implementing innovative HRM: trade-off effects on employee wellbeing. Management Department, 51(3) pp. 643-660. 
  • Kowalski, T. H. P. & Loretto, W. (2017). Well-being and HRM in the changing workplace. The international Journal of Human Resource Management, 28(16) pp. 2229-2255.

Slide 65 - Slide