Modelling the Role of Human Resource Management in Continuous Improvement

Although it is widely acknowledged that both Human Resource Management (HRM) and Continuous Improvement have the potential to positively influencing organizational performance, very little attention has been given to how certain HRM practices may support CI, and consequently, a company's performance. The objective of this paper is to take a first step in developing a theoretical model for the role of HRM in CI, based on the current literature from both fields. In particular, elements from the CI Maturity Model (Bessant and Caffyn, 1997) and a model depicting the role of HRM in innovation developed by de Leede and Looise (2005) serve as the framework for examining how specific bundles of HRM practices utilized during different phases of the CI implementation process may contribute to sustained organizational performance and enhanced operational performance. The primary contribution of the paper is theoretical in nature, as the model developed provides a greater understanding of how HRM can contribute to CI; however, the model also has practical value in that it suggests important relationships between various HRM practices and the behaviors necessary for successful CI. The paper concludes with a number of possible research avenues derived from the presented model