Employee perceptions of HRM and well-being in nonprofit organizations : unpacking the unintended
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Adopting a process-based HRM lens, this study addresses how nonprofit workers perceive their HR practices and the ways in which these perceptions of HRM impact their wellbeing. Drawing on a multiple case study of eight social services NPOs in the UK, the impact of the employment relationship on the psychological, social and physical dimensions of wellbeing is examined in this climate of austerity. The findings highlight the increasing precariousness of this employment relationship alongside relatively weak HR systems characterized by low consistency and consensus, leading to variation in the interpretation and application of HR practices at the level of line managers and the front-line. Moreover, the analysis shows how these divergent perceptions amongst HR system features manifest themselves in unintended consequences. By examining employee perceptions of HR practices, this study contributes to ongoing debates on why nonprofit employees view HRM in unintended ways and why HR practices may fail to bring about their intended effects.
Baluch , A M 2017 , ' Employee perceptions of HRM and well-being in nonprofit organizations : unpacking the unintended ' , International Journal of Human Resource Management , vol. 28 , no. 14 , pp. 1912-1937 . https://doi.org/10.1080/09585192.2015.1136672
International Journal of Human Resource Management
© 2016, Taylor & Francis. This work is made available online in accordance with the publisher’s policies. This is the author created, accepted version manuscript following peer review and may differ slightly from the final published version. The final published version of this work is available at www.tandfonline.com / http://dx.doi.org/10.1080/09585192.2015.1136672
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