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  • 'The mission or the margin?' A high-performance work system in a non-profit organisation

    Author(s)
    Kellner, Ashlea
    Townsend, Keith
    Wilkinson, Adrian
    Griffith University Author(s)
    Townsend, Keith J.
    Wilkinson, Adrian J.
    Year published
    2017
    Metadata
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    Abstract
    Competitive and economic pressures have encouraged many non-profit organisations (NPOs) to implement high-performance work systems (HPWS); however, the objectives of such systems can contradict a ‘values-based approach’ to managing people. In this article, we ask how these two approaches to human resource management (HRM) can coexist and still result in a ‘strong HRM system’ and climate. Our unique case is an Australian Catholic NPO that combines a private and public hospital under the banner of Mercy Healthcare; the former must generate a surplus to fund the budget shortfall of the latter. Eighty-three interviews are combined ...
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    Competitive and economic pressures have encouraged many non-profit organisations (NPOs) to implement high-performance work systems (HPWS); however, the objectives of such systems can contradict a ‘values-based approach’ to managing people. In this article, we ask how these two approaches to human resource management (HRM) can coexist and still result in a ‘strong HRM system’ and climate. Our unique case is an Australian Catholic NPO that combines a private and public hospital under the banner of Mercy Healthcare; the former must generate a surplus to fund the budget shortfall of the latter. Eighty-three interviews are combined with a range of secondary data, outlining the crises that motivated the implementation of a HPWS in a NPO. We identify a modified HPWS tempered by a values-orientation, softening potentially conflicting elements of strategic HRM and complementing the organisation’s deeply rooted Catholic values. Despite some conflict between what interviewees term ‘the balance between the mission and the margin’, careful alignment of organisational values with the HPWS resulted in a stronger climate, positive employee outcomes, and a high-performing HRM system. This article informs our understanding of how HPWS can contribute to NPO performance, and addresses the call for research on HRM in NPOs, and in particular, values-based systems of HRM.
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    Journal Title
    International Journal of Human Resource Management
    DOI
    https://doi.org/10.1080/09585192.2015.1129636
    Note
    This publication has been entered into Griffith Research Online as an Advanced Online Version.
    Subject
    Human resources and industrial relations
    Publication URI
    http://hdl.handle.net/10072/99343
    Collection
    • Journal articles

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