IT HRM practices: best practices vs. configurations
Pages 46 - 49
Abstract
The management of information technology (IT) professionals is an important managerial concern. The way that IT organizations manage their IT professionals is essentially manifested in their implementation of human resource management (HRM) practices, such as those related to career development, pay, and job security. Ferratt et al. (2005) describe two contrasting modes of theorizing about how HRM practices should be combined to yield desired outcomes: universalistic (or "best-practices") and configurational. They call for an examination of the assumptions underlying these modes of theorizing. Our examination yields the following proposition: The complex configurational mode of theorizing has value in explaining a success criterion (such as turnover) beyond that of the simple universalistic mode. We collected data from members of a national professional organization of IT employees on a number of IT HRM practices and a success criterion. Analysis of variance allows us to test the proposition. The independent variables are the IT HRM practices plus a profile variable representing various configurations of practices. A significant profile variable indicates that the variance in the success criterion explained by configurations is significantly greater than the variance explained by the individual IT HRM practices acting independently, thereby supporting an inference of synergism in combining the practices. The results of these tests, when completed, will be used to suggest directions for managing IT professionals and future IT HRM theory development and testing.
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Index Terms
- IT HRM practices: best practices vs. configurations
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April 2006
368 pages
ISBN:1595933492
DOI:10.1145/1125170
- General Chair:
- Conrad Shayo,
- Program Chairs:
- Kate Kaiser,
- Terry Ryan
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Published: 13 April 2006
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SIGMIS-CPR06: Forty Four Years of Computer Personnel Research: Achievements, Challenges and the Future
April 13 - 15, 2006
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