Table 2 HRM systems approach HR... | Emerald Publishing

Table 2

HRM systems approach

HR practices that are part of the systems approach	Generic description (Boon et al., 2011)	Specific description	Special aspects in a healthcare setting
Participation and job design	Employees are involved in decisions and have the opportunity to take responsibility for their own tasks	Employees are involved in quality decisions and have the opportunity to take responsibility for their own tasks (e.g. Dal Pont et al., 2008; Zu and Fredendall, 2009)	Professionals are trained to act with autonomy. They are, together with their colleagues, responsible for delivering quality of care
Training and development	Employees receive training and there are opportunities to develop new skills and knowledge	Both managers and employees receive training on quality management. There are opportunities to develop new skills and knowledge (e.g. Birdi et al., 2008; Shah and Ward, 2003)	Professionals are highly trained individuals with a specific expertise. Performing tasks or development outside their area of expertise is unusual
Performance appraisal and rewards	Employees receive feedback on and are rewarded for their performance	Employees receive feedback on quality performance of their team and are rewarded for quality improvement (e.g. Anand and Kodali, 2009; McKone et al., 2001)	Quality of care is highly appreciated and rewarded in healthcare organizations
Team working and autonomy	not applicable	Teams are formed to solve problems. Teams are encouraged to try to solve their problems as much as possible (e.g. Bonavia and Marin, 2006; Cua et al., 2001)	Health care is usually provided by multidisciplinary teams of professionals and support services
Employment security	Employees have an employment contract that offers job security (Zacharatos et al., 2007)	not applicable	Increasing expenditures create pressure on organizations
Work-life balance	Employees have the possibility to work flexible hours and arrange their work schedule	not applicable	Consumers are increasingly putting higher demands and expectations on healthcare professionals. Therefore, it is challenging to balance the needs of work and life for professionals

HR practices that are part of the systems approach	Generic description (Boon et al., 2011)	Specific description	Special aspects in a healthcare setting
Participation and job design	Employees are involved in decisions and have the opportunity to take responsibility for their own tasks	Employees are involved in quality decisions and have the opportunity to take responsibility for their own tasks (e.g. Dal Pont et al., 2008; Zu and Fredendall, 2009)	Professionals are trained to act with autonomy. They are, together with their colleagues, responsible for delivering quality of care
Training and development	Employees receive training and there are opportunities to develop new skills and knowledge	Both managers and employees receive training on quality management. There are opportunities to develop new skills and knowledge (e.g. Birdi et al., 2008; Shah and Ward, 2003)	Professionals are highly trained individuals with a specific expertise. Performing tasks or development outside their area of expertise is unusual
Performance appraisal and rewards	Employees receive feedback on and are rewarded for their performance	Employees receive feedback on quality performance of their team and are rewarded for quality improvement (e.g. Anand and Kodali, 2009; McKone et al., 2001)	Quality of care is highly appreciated and rewarded in healthcare organizations
Team working and autonomy	not applicable	Teams are formed to solve problems. Teams are encouraged to try to solve their problems as much as possible (e.g. Bonavia and Marin, 2006; Cua et al., 2001)	Health care is usually provided by multidisciplinary teams of professionals and support services
Employment security	Employees have an employment contract that offers job security (Zacharatos et al., 2007)	not applicable	Increasing expenditures create pressure on organizations
Work-life balance	Employees have the possibility to work flexible hours and arrange their work schedule	not applicable	Consumers are increasingly putting higher demands and expectations on healthcare professionals. Therefore, it is challenging to balance the needs of work and life for professionals