TY - JOUR
T1 - Getting to what works: How frontline HRM relationality facilitates high-performance work practice implementation
AU - Krachler, Nick
N1 - Funding Information:
I would like to thank the policymakers and respondents who gave their valuable time and knowledge. I would also like to thank the editors Geoffrey Wood and Anders Dysvik for their invaluable guidance and the reviewers for their constructive comments. Many thanks also go to Rose Batt, Graeme Currie, Ginny Doellgast, Louise Fitzgerald, Kate Kellogg, Adam Seth Litwin, Pam Tolbert and Kim Weeden for their constructive comments on the research and earlier versions of this article. Moreover, I would like to thank Jody Hoffer Gittell, Ian Kessler and Dimitrios Spyridonidis for their equally constructive and generous comments on a recent draft of this article. This research benefited from a Cornell Engaged research grant.
Publisher Copyright:
© 2023 The Authors. Human Resource Management Journal published by John Wiley & Sons Ltd.
PY - 2023/11
Y1 - 2023/11
N2 - The lack of an efficient support system for people with multiple, long-term health conditions has increased costs, worsened health outcomes, and prompted policymakers to implement a boundary-spanning role within healthcare settings. While scholars have demonstrated the benefits of coordination roles and other such high-performance work practices (HPWPs) in this sector, the actual implementation of these practices is less clear. Based on a comparative case study approach, 153 interviews, and other qualitative data, this article explores frontline managers' HR philosophies and practices (‘frontline HRM relationality’) to explain possible variation in efforts to implement the boundary-spanning role of care coordinators (CCs). Despite strong policy support for the role, coordination has improved unevenly because of varying degrees of HRM relationality: findings show that higher frontline HRM relationality was associated with lower inter-occupational professionalization differences and higher boundary-spanning coordination. The article contributes to a nascent literature on HPWP implementation by theorizing frontline HRM relationality as a continuum that moderates professionalization-related coordination problems and highlights the importance of frontline HRM relationality for implementing HPWPs in professionalized settings.
AB - The lack of an efficient support system for people with multiple, long-term health conditions has increased costs, worsened health outcomes, and prompted policymakers to implement a boundary-spanning role within healthcare settings. While scholars have demonstrated the benefits of coordination roles and other such high-performance work practices (HPWPs) in this sector, the actual implementation of these practices is less clear. Based on a comparative case study approach, 153 interviews, and other qualitative data, this article explores frontline managers' HR philosophies and practices (‘frontline HRM relationality’) to explain possible variation in efforts to implement the boundary-spanning role of care coordinators (CCs). Despite strong policy support for the role, coordination has improved unevenly because of varying degrees of HRM relationality: findings show that higher frontline HRM relationality was associated with lower inter-occupational professionalization differences and higher boundary-spanning coordination. The article contributes to a nascent literature on HPWP implementation by theorizing frontline HRM relationality as a continuum that moderates professionalization-related coordination problems and highlights the importance of frontline HRM relationality for implementing HPWPs in professionalized settings.
UR - http://www.scopus.com/inward/record.url?scp=85152020250&partnerID=8YFLogxK
U2 - 10.1111/1748-8583.12502
DO - 10.1111/1748-8583.12502
M3 - Article
SN - 0954-5395
VL - 33
SP - 1053
EP - 1073
JO - HUMAN RESOURCE MANAGEMENT JOURNAL
JF - HUMAN RESOURCE MANAGEMENT JOURNAL
IS - 4
ER -