Dark-side perspective
Mutual gains perspective: positive perspective (win-win) - all HR practices implemented will both fulfill
the needs of the organization and the employees. —> we have already investigated this
• AMO-framework
• human capital, social exchange (theory) and empowerment
• SHRM process model: intended practices lead through variate steps to performance outcomes
Critical perspective / dark-side perspective: (win-lose) organization is winning but at the costs of the
(individual) employees.
• Tension and conflicts between the organization and individual employees
• On paper it might look good, but is it really working out? —> Rhetoric vs reality
RAMSAY article
1. Labour process theory: minimize the returns on investment on labour - maximize profits - very
negative view. Seen as a resource.
2. Work intensification theory (more detailed): if you implemented more HR practices (HPWS) it gives
you more involvement, but also intensifies your work. Employees feel that more effort is expected
from them. HPWS are thus not always good.
An example is KLM-AIR France, who offered their employees three options: do slightly more
work hours and keep the same salary, do much more work hours and increase in salary, stay
around the same amount of working hours and get a decrease in salary.
VAN DE VOORDE ET AL 2012 article
= win-win (weak mutual gain perspective)
= mutual gains
= win-lose. good for the organization but not for the well-being of the employees
Two parallel outcomes
= win-lose and work intensification. By exploitation, putting pressure on employees, their well-being
decreases but organizational performance increases.
Mutual gains perspective: positive perspective (win-win) - all HR practices implemented will both fulfill
the needs of the organization and the employees. —> we have already investigated this
• AMO-framework
• human capital, social exchange (theory) and empowerment
• SHRM process model: intended practices lead through variate steps to performance outcomes
Critical perspective / dark-side perspective: (win-lose) organization is winning but at the costs of the
(individual) employees.
• Tension and conflicts between the organization and individual employees
• On paper it might look good, but is it really working out? —> Rhetoric vs reality
RAMSAY article
1. Labour process theory: minimize the returns on investment on labour - maximize profits - very
negative view. Seen as a resource.
2. Work intensification theory (more detailed): if you implemented more HR practices (HPWS) it gives
you more involvement, but also intensifies your work. Employees feel that more effort is expected
from them. HPWS are thus not always good.
An example is KLM-AIR France, who offered their employees three options: do slightly more
work hours and keep the same salary, do much more work hours and increase in salary, stay
around the same amount of working hours and get a decrease in salary.
VAN DE VOORDE ET AL 2012 article
= win-win (weak mutual gain perspective)
= mutual gains
= win-lose. good for the organization but not for the well-being of the employees
Two parallel outcomes
= win-lose and work intensification. By exploitation, putting pressure on employees, their well-being
decreases but organizational performance increases.
