Dorothea Alewell

University of Hamburg, Hamburg, Hamburg, Germany

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Publications (23)7.03 Total impact

  • Source
    Sven Hauff, Dorothea Alewell, Nina Katrin Hansen
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    ABSTRACT: In the literature, it is often assumed that traditional, control-oriented HRM systems are increasingly being replaced by commitment-based HRM systems because the latter generally result in higher firm performance. However, an HRM system’s effectiveness may depend on an organization’s external and internal context, and neither control nor commitment HR systems are without disadvantages. Thus, the empirical validity of this claim is not clear ex ante. This paper analyzes the empirical diffusion and determinants of control and commitment HRM systems in Germany as well as their impact on HRM outcomes and firm performance. The findings indicate that between the two extreme forms of high-control and high-commitment HRM systems, there are two hybrid forms (long-term-oriented control system and regulated commitment system) that combine elements of both ‘pure’ systems. Commitment HRM systems outperform the high-control HRM system concerning many HRM outcomes and firm performance measures. However, in direct comparison, the high and the regulated commitment HRM systems do not show substantially different outcomes indicating that there is no one best way.
    Human Resource Management Journal 01/2015; · 1.39 Impact Factor
  • Nina Katrin Hansen, Dorothea Alewell
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    ABSTRACT: In this article, we analyze how a transaction cost and information economic theoretical analysis of two archetype employment systems can enhance our understanding of a firm's knowledge governance mechanisms and capability development. We especially analyze the question of how two distinctive employment systems – internal labor markets and high-commitment work systems – differently govern the availability and effectiveness of human capital, on the basis of their specific human resource management (HRM) practices (recruitment, training, staffing and rewards), as well as corresponding learning modes. We, therefore, seek to contribute to current research on organizational capabilities in three ways. We aim to foster the integration of a governance perspective and a capabilities-based perspective through our analysis of employment systems as knowledge governance mechanisms for human capital building and capability development. On the basis of a fully ‘macro-micro-macro’ analysis, we explicitly account for disregarded micro-mechanisms of current knowledge constructs and, furthermore, facilitate the link between capabilities-based and (strategic) HRM research for a better understanding of organizational capabilities and human capital pools.
    The International Journal of Human Resource Management 01/2013; 24(11). · 1.04 Impact Factor
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    Dorothea Alewell, Sven Hauff
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    ABSTRACT: Purpose – The purpose of this paper is to analyze the determinants of employers’ motives behind outplacement activities, the relationship between these motives, and the specific activities of firms in outplacement. Design/methodology/approach – Theoretical assumptions were tested on a sample of 431 German firms, differentiating between specific outplacement activities and asking in detail about motives and rationales of outplacement. Factor analysis and Mann-Whitney U-Tests are applied. Findings – Different types of motives can be identified and related to theoretical approaches. The relative importance of different motives is influenced by several situational and structural factors. The types of motives have an impact on the termination benefits offered to redundant employees. Originality/value – Termination benefits are increasingly gaining importance, but the theoretical and empirical knowledge about the incidence, structure, motives, and effects of outplacement is still limited. This paper extends previous studies by shedding more light on the economic motives of employers to invest in outplacement activities, the determinants of these motives and the relationship between motives and specific bundles of activities.
    Personnel Review 01/2013; 42(4):466-487. · 0.70 Impact Factor
  • Dorothea Alewell, Nina Katrin Hansen
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    ABSTRACT: Human Resource Management Systems – A Structured Review of Research Contributions and Open Questions.
    Industrielle Beziehungen / The German Journal of Industrial Relations. 01/2012;
  • Dorothea Alewell, Sven Hauff
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    ABSTRACT: Although the use of temporary agency work (TAW) in firms is heavily debated in the literature, the decision processes and motives behind using or not using TAW are often neglected or only analyzed in rough categories. We address these issues using a theoretical framework for HR outsourcing decisions. Specifically, we ask what triggers the decision about usage of TAW, whether firms have internal alternatives to using TAW, and what their expectations were when they made the decision. We focus on detailed expectations about the effects and analyze how users an d non-users of TAW differ in their respective expectations. Our analyses show that TAW is not a personnel service used by the majority of firms. Besides monetary costs, quality, and flexibility effects, stakeholder and transaction cost effects are relevant for the make-or-buy decisions. Users and non-users of TAW differ significantly in their expectations about some of the effect categories.
    The International Journal of Human Resource Management 09/2011; 22(15):3127-3145. · 1.04 Impact Factor
  • International Journal of Manpower 01/2011; 32(4):394 - 409. · 0.56 Impact Factor
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    ABSTRACT: Purpose – The purpose of this paper is to analyse how characteristics of the HR department and HR work, which relate to resource availability and resource needs, influence HR outsourcing. The study examines the subject of human resource (HR) outsourcing. Design/methodology/approach – The potential influence of firms' characteristics on HR outsourcing is analysed theoretically and empirically. The dataset (n=1,021) covers a broad spectrum of personnel services and is based on computer-aided telephone interviews with chief executives and human resource managers of German firms. Findings – Generally, we find that firm size and previous reorganization activities significantly raise the probability of an HR outsourcing. In contrast, there is no overall significant influence of central characteristics of HR work or the HR department on HR outsourcing in general. Originality/value – Although there is a trend toward the outsourcing of work, little research is being done on the relationship between the expected effects of outsourcing, the make-or-buy decision of decision makers, and the firm's characteristics themselves. This study sheds some more light on the relationship between HR outsourcing and firms' characteristics and finds some interesting relationships.
    International Journal of Manpower 01/2011; 32(July):394-409. · 0.56 Impact Factor
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    ABSTRACT: Purpose – The purpose of this article is to analyse the relationship between HR outsourcing and service quality by focusing on motivational and incentive aspects. Design/methodology/approach – The paper applies a game-theoretic model of procurement decisions allowing for variable degrees of vertical integration and confronts the implications of its analysis with HR outsourcing data on a large sample of German firms. Findings – The paper presents evidence for HR service quality being generally higher when procured from an external instead of an in-house provider. Furthermore, the relationship between HR outsourcing and service quality is considerably stronger if the provided services are complex and if the potential for monitoring an internal provider is low. Practical implications – The findings have immediate practical implications concerning the make-or-buy decision of HR services: the more complex the HR service under consideration and the lower the potential to monitor its in-house provision, the more attractive is the external provision of HR services. Originality/value – While most of the literature on HR outsourcing is based on transaction cost theory or follows a resource-based approach, this paper uses a game-theoretic model to analyse the make-or-buy decision of HR services, allowing the incentives of an internal or external provider to deliver high-quality services to be focused on. Furthermore, for the empirical analysis the paper uses an original data set comprising more than 1,000 German firms.
    Personnel Review 01/2010; 20(3):364-382. · 0.70 Impact Factor
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    ABSTRACT: This paper takes an explanatory approach to the triggers of Human Resource (HR) outsourcing decisions and evaluates them empirically. Our data show that many German firms have never explicitly considered outsourcing of HR functions. Obviously, explicit outsourcing decisions do not come into being automatically but have to be triggered. We analyze theoretically and empirically which triggers are relevant. In our definition, HR outsourcing includes a broad range of internal HR functions and the respective, externally procured personnel services (e.g., temporary agency work, payroll accounting, interim management, outplacement services, HR consulting, placement services and others).
    The International Journal of Human Resource Management 07/2009; 20(7):1599-1617. · 1.04 Impact Factor
  • Source
    Dorothea Alewell, Kerstin Pull
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    ABSTRACT: "In times of massive employment reduction, outplacement services are increasingly popular. However, the empirical knowledge of the provision of outplacement services is limited. In our paper we present the results of an original survey of more than 1,000 German firms that systematically renders information on the use of externally provided outplacement services in Germany as well as on the determinants of outplacement provision. Theoretically we recur on the work by Pull (2008) who unfolds different rationales of outplacement provision, and derive implications for the determinants of outplacement provision. In a second step the implications from theory are confronted with empirical evidence. Our empirical analysis renders support for an accounting-based logic of outplacement provision according to which the provision of outplacement services is motivated by immediate and direct cost savings, as well as for a signalling based logic where firms use the provision of outplacement services as a signal to future job applicants. Implications based on gift exchange theory as well as those based on collective bargaining do not find support in the data." (Author's abstract, IAB-Doku) ((en))
    Zeitschrift für ArbeitsmarktForschung 01/2009; 42(2):155-169.
  • Dorothea Alewell, Andreas Nicklisch
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    ABSTRACT: Equal pay for equal work is discussed in many different legal and political contexts. Our study explores one consequence of this formula, the effect of social comparison for wage acceptance, in multilateral ultimatum games. The results of our laboratory experiments indicate that the availability of information concerning ultimatum offers to other responders influences acceptance behavior even if responders have differing outside options. Particularly, behavior is only partly influenced by self-regarding social comparison; that is, the probability of acceptance decreases significantly for offers that put responders at a substantial disadvantage compared with others. On the contrary, responders are also partly concerned about unfavorable discrimination against others. However, we find that in our setting, i.e. in a setting where the wage offer relation is endogenously chosen, a slightly unequal relation maximizes the joint acceptance frequency for both responders.
    International Review of Law and Economics. 01/2009;
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    ABSTRACT: Bis heute fehlen in der empirischen Forschung zum HR-Outsourcing umfangreiche verlaessliche Daten hinsichtlich der Nutzung von Personaldienstleistungen durch Unternehmen. Anhand der Auswertungen unserer Befragung von 1021 Unternehmen untersuchen wir die Charakteristika der Nachfrager nach Personaldienstleistungen und versuchen mit dem vorliegenden Beitrag die Wissensluecke zu schliessen. Wir untersuchen den Zusammenhang zwischen Unternehmenscharakteristika wie Groesse, Branche, Region, Tarifbindung und Existenz eines Betriebsrats und dem HR-Outsourcing. Unsere empirischen Analysen zeigen, dass Unternehmensgroesse einen grossen Einfluss auf die Nutzungswahrscheinlichkeit jeder einzelnen Personaldienstleistung hat und zudem auch einen positiven Einfluss auf die Anzahl der genutzten Personaldienstleistungen hat.
    Zeitschrift fuer Personalforschung. German Journal of Research in Human Resource Management. 01/2008; 22(4):346-346.
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    Dorothea Alewell, Sven Hauff
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    ABSTRACT: Das Outsourcing von Unternehmensbereichen ist ein in Theorie und Praxis viel diskutiertes Themenfeld. In jüngerer Zeit gerät auch der Personalbereich verstärkt in den Fokus von Outsourcing-Planungen und -prozessen. Doch welche Folgen können daraus für die Mitbestimmungspraxis in den Unternehmen resultieren? Und inwieweit werden die für die betriebliche Mitbestimmung relevanten Konsequenzen überhaupt im Entscheidungskalkül des Managements berücksichtigt?
    WSI Mitteilungen. 01/2008; 91(9):492-499.
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    ABSTRACT: We study the relevance of fairness norms in an experimental scenario in which hired and rented hands are co-employed and stochastic influences and multiple reference points for fairness further increase complexity. Co-employment of hired and rented hands is an example out of a broader class of situations with multiple fairness standards. Co-employment has high political relevance and topicality in Europe, and especially in Germany, where a new equal payment rule affecting temporary work agencies has become law. To shed new light on the relevance of fairness norms in complex settings, we explore theoretically and experimentally the possible fairness considerations of the participants.
    Schmalenbach Business Review (sbr). 01/2007; 59(1):2-28.
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    ABSTRACT: This paper develops a comprehensive explanatory approach to the outsourcing of Human Resource (HR) functions and the resulting demand or non-demand for personnel services by companies (e.g., interim management, outplacement services, consulting in the field of HR management). Starting from the deficits of approaches that currently dominate the outsourcing debate (cost accounting approach, transaction cost approach, resource-based view of the firm), a modified and expanded framework to explain outsourcing HR management/functions is presented which includes other theoretical approaches as well. On the one hand, potential costs and benefits of outsourcing HR functions are systematically analysed, incorporating so far neglected aspects. On the other hand, triggers as well as situational and structural factors which potentially influence the outsourcing decision via the perceived alternatives or via the expectations that are formed concerning cost and benefits of outsourcing HR functions are also included in the analysis.
    management revue. The International Review of Management Studies. 01/2007; 18(3):271-292.
  • Dorothea Alewell, Katrin Bähring, Anne Canis, Sven Hauff
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    ABSTRACT: Dieses Buch enthält eine ausführliche Dokumentation von Experteninterviews zur Nachfrage nach Personaldienstleistungen durch Unternehmen. Behandelt wird das ganze Spektrum von Dienstleistungen, von der Zeitarbeit über Interimsmanagement, Personalberatung, Arbeitsvermittlung, Unternehmensberatung im HR-Bereich, Outplacement, arbeits- und sozialrechtliche Beratung und Lohn- und Gehaltsabrechnung bis hin zur Übernahme der gesamten Personalarbeit durch Dienstleister. Der Text steht an der Schnittstelle von Wissenschaft und Praxis und ist für verschiedene Lesergruppen interessant: Geschäftsführer und Personalverantwortliche in den Unternehmen erfahren etwas über Wirkungen des Outsourcings von Personalfunktionen und über Faktoren, die den Entscheidungsprozess beeinflussen. Anbieter von Personaldienstleistungen können in systematischer Form Einblick in die Denkwelt ihrer Kollegen und ihrer Kunden nehmen und deren Erfahrungen mit ihren eigenen Vorstellungen vergleichen. Wissenschaftler finden in diesem Buch eine ausführliche, explorativ geprägte Ausleuchtung des Praxisfeldes 'Personaldienstleistungen und Outsourcing von Personalfunktionen' aus der Sicht der nachfragenden sowie der anbietenden Unternehmen.
    01/2007; Hampp., ISBN: 3866181078
  • Dorothea Alewell, Simone Martin
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    ABSTRACT: Ein häufig verwendeter Bezugsrahmen personalwirtschaftlicher Forschung ist der Transaktionskostenansatz. Dieser ist im Prinzip gut geeignet, leidet jedoch bisher unter einigen Anwendungsproblemen, die mit der Spezifität von Humankapital, dem zentralen Effizienzkriterium und den verschiedenen Transaktionsebenen in der Personalarbeit zu tun haben. Dieser Beitrag widmet sich diesem Problem, indem der Transaktionskostenansatz kritisch auf seine Schwachstellen hin durchleuchtet wird. Darauf aufbauend wird eine modifizierte, leistungsfähigere Version des Transaktionskostenansatzes präsentiert. Durch die Modifikation werden die innere Konsistenz des Ansatzes verbessert und Probleme mit dem Effizienzkriterium vermindert. Zudem können in der veränderten Fassung Transaktionsprobleme unter Berücksichtigung von Anreiz- und Risikoallokationsaspekten sowie auch unabhängig von inhaltlich definierten spezifischen Qualifikationen sinnvoll analysiert werden, wodurch der Transaktionskostenansatz für Analysen personalwirtschaftlicher Transaktionen eine breitere Anwendung als zuvor finden kann.
    Zeitschrift für Management 06/2006; 1(3):282-302.
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    Dorothea Alewell, Andreas Nicklisch
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    ABSTRACT: Recent experimental literature in labor economics shows that fairness concerns make a substantial difference for working decisions. Our study systematically explores how the existence of multiple fairness foci influences wage setting and acceptance thresholds. Particularly, we focus on the effect of horizontal fairness concerns, i.e., the wage comparison among employees. For our experiment, we use an institutional design of wage negotiations among employers, employees and temporary agency workers. Working agencies hire these workers and rent them out to firms. Thereby, we create a heterogeneous background of the labour force. Although temporary agency workers do the same work, typically, they receive lower wages due to the intermediate agency. The results of our laboratory experiments indicate that the availability of information concerning co-employee’s wage offers strongly influences the wage set and participants’ acceptance of contracts. Whereas the relation of average wages is not influenced by the order of the decisions, the absolute level of wages is dependent on the decisions. We find that temporary agency workers who decide on a wage offer after permanent employees receive a premium in addition to their wages, while permanent employees take a cut in wages if they get their wage offer after temporary workers have decided on their offers. These results are more influenced by self-regarding social comparison preferences than by other-regarding horizontal fairness concerns.
    04/2006;
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    Dorothea Alewell, Kerstin Pull
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    ABSTRACT: "It has often been discussed whether institutional regulations aimed at protecting specific groups of the labour market have indeed succeeded in achieving the intended goal or whether they have actually aggravated the labour market position of these groups. In our paper we analyse German maternity and parental leave regulations, concentrating on potentially negative implications of these regulations on the labour market position of mothers and young women respectively. We identify three main cost components that might influence the employment and wage position of young women: costs of wage subsidies borne by the employers during maternity leave, costs of human capital depreciation during maternity and parental leave and costs of reorganisation. We summarise empirical evidence regarding these aspects and conclude with legal and political implications concerning the improvement of the employment situation of women." (Author's abstract, IAB-Doku) ((en))
    Zeitschrift für ArbeitsmarktForschung - Journal for Labour Market Research. 01/2005; 38(2/3):341-356.
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    Kerstin Pull, Dorothea Alewell
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    ABSTRACT: Das Urteil des Bundesverfassungsgerichtes verpflichtet den Gesetzgeber, bis Ende 2005 eine neue Regelung zur Finanzierung der Lohnersatzleistungen während des Mutterschutzes zu erlassen. Das Bundesverfassungsgericht hat in seinem Urteil zwar offen gelassen, welche Finanzierungsvariante der Gesetzgeber wählen sollte. Jedoch wird eine Ausweitung des in Deutschland für Kleinbetriebe mit bis zu 20 Mitarbeitern bereits praktizierten Umlageverfahrens U2 auf alle Betriebe in die Diskussion gebracht. Prof. Dr. Dorothea Alewell, Universität Jena, und Prof. Dr. Kerstin Pull, Universität Tübingen, kommen zu dem Ergebnis, dass ein Übergang vom individuellen Arbeitgeberzuschuss hin zu einer allgemeinen Umlagefinanzierung bzw. Pflichtversicherung zwar eine Minderung der Benachteiligung von Frauen auf dem Arbeitsmarkt erwarten lässt, die arbeitgeberseitig anfallenden Kosten des Mutterschutzes würden jedoch weiterhin auf den Faktor Arbeit überwälzt (nunmehr auf Männer und Frauen) mit den zu befürchtenden negativen Auswirkungen auf die Beschäftigung. Eine steuerfinanzierte Lösung wäre aus ihrer Sicht deutlich vorzuziehen, weil sie das gesellschaftliche Ziel des Schutzes von Schwangeren und jungen Müttern auf eine breite gesellschaftliche Finanzierungsbasis stellt und dabei zugleich negative Wirkungen auf die Arbeitsmarktposition von Frauen vermeidet.
    Ifo Schnelldienst. 01/2005; 58(04):22-27.

Publication Stats

25 Citations
7.03 Total Impact Points

Institutions

  • 2009–2013
    • University of Hamburg
      • Division of Business Administration
      Hamburg, Hamburg, Germany
  • 2006–2009
    • Max Planck Institute for Research on Collective Goods
      Bonn, North Rhine-Westphalia, Germany
  • 2003–2007
    • Friedrich-Schiller-University Jena
      Jena, Thuringia, Germany