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More Roads Lead to Rome. HR Configurations and Employee Sustainability Outcomes in Public Sector Organizations

Author

Listed:
  • Roel Schouteten

    (Institute for Management Research, Radboud University, NL-6500 HK Nijmegen, The Netherlands)

  • Beatrice van der Heijden

    (Institute for Management Research, Radboud University, NL-6500 HK Nijmegen, The Netherlands
    Faculty of Management, Open Universiteit, NL-6419 AT Heerlen, The Netherlands
    Department of Marketing, Innovation and Organisation, Ghent University, B-9000 Ghent, Belgium
    Business School, Hubei University, Wuhan 430062, China)

  • Pascale Peters

    (Institute for Management Research, Radboud University, NL-6500 HK Nijmegen, The Netherlands
    Center for Strategy, Organization and Leadership, Nyenrode Business Universiteit, NL-3620 AC Breukelen, The Netherlands)

  • Sascha Kraus-Hoogeveen

    (Institute for Management Research, Radboud University, NL-6500 HK Nijmegen, The Netherlands
    Financial Economical Management, University of Applied Science Arnhem and Nijmegen, NL-6826 CC Arnhem, The Netherlands)

  • Leonie Heres

    (Utrecht School of Governance, Utrecht University, NL-3511 ZJ Utrecht, The Netherlands)

Abstract

In linking human resource management (HRM) to organizational sustainability, linear variance-based methods are not suited for addressing the complexity of how various HRM practices interact and have an impact on sustainability outcomes for multiple stakeholders. However, so far, empirical evidence for a configurational approach, acknowledging synergy and equifinality between various practices, is scant. Therefore, this study aims to provide empirical evidence for synergistic effects and equifinality in the link between sustainable HRM practices and employee sustainability outcomes. Building on the Ability Motivation Opportunity (AMO) model, this study adopts a configurational approach to unveil how sustainable HRM practices, in various combinations and in different ways, can impact employee sustainability outcomes (commitment and job satisfaction). The study applied a fuzzy set Qualitative Comparative Analysis (fsQCA) on a secondary data set consisting of employee surveys in 30 Dutch public sector organizations. The findings reveal that combinations of various AMO-enhancing practices are especially conducive to commitment and job satisfaction. Moreover, aligning these practices with work context factors (transformational leadership style and low work pressure) can lead to relatively high levels of commitment and job satisfaction. This study indicates that configuration matters and that there is not one best way to achieve employee sustainability outcomes. This leaves ample leeway for human resource managers to design a suitable and integrative HRM system for their own organization.

Suggested Citation

  • Roel Schouteten & Beatrice van der Heijden & Pascale Peters & Sascha Kraus-Hoogeveen & Leonie Heres, 2021. "More Roads Lead to Rome. HR Configurations and Employee Sustainability Outcomes in Public Sector Organizations," Sustainability, MDPI, vol. 13(21), pages 1-21, October.
    • Handle: RePEc:gam:jsusta:v:13:y:2021:i:21:p:11698-:d:662849
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    References listed on IDEAS

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    Cited by:

    1. Aline Elias & Karin Sanders & Jing Hu, 2023. "The Sustainable Human Resource Practices and Employee Outcomes Link: An HR Process Lens," Sustainability, MDPI, vol. 15(13), pages 1-18, June.

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