Chair of Organisation and Human Resource Management


We follow two principles in our research. First, we contribute to knowledge creation and advance theories in the fields of Organisation and HRM. Second, our research has high impact, in that we answer research questions that are relevant to the practitioner community.

In order to do so, we mainly rely on quantitative research methods and develop and test theoretically derived models using different data sources, such as socio-economic data sets or self-distributed questionnaires and experiments. We regularly interact with the scientific community and often collaborate with international colleagues in our research projects.

Our research centers on the individual employee's role in the organisation. Current research areas are:

  • Strategic Human Resource Management
    We explore the importance of high-performance HRM practices in influencing employees' attitudes and behaviours, as well as overall company performance. We are also interested in understanding the role of line managers in the implementation of HRM practices

  • Engagement
    Engagement is a state in which employees bring their whole selves to work and are simultaneously physically, cognitively, and emotionally present at work. We demonstrate the importance of an engaged workforce for the success of a company and analyse how organisations can increase the engagement levels of their workforce. In addition, we pay specific attention to volunteering and explore what non-profit organisations can do, to increase the loyalty, engagement, retention and performance of their volunteers.

  • Overqualification
    One in three European employees is overqualified for their job, i.e. their skills and the job's skill demands do not match. Overqualified employees are often less satisfied but outperform their adequately qualified team members. We investigate under which conditions overqualification can have a positive impact on individuals and their organisation.

  • Leadership
    With the growing complexity and knowledge intensity in many sectors, leaders in organisations are faced with the challenge of effectively motivating and leading their employees to perform well. In our research, we aim to examine the antecedents of different leadership and team behaviours and their impact on employee performance. We are particularly interested in the effects of seemingly contrasting, so called ambidextrous behaviours.

  • Digitalisation
    In the world one Billion smartphones have been sold in 2013, which represents a growth of 43% since 2010. The goal of digitalisation is to improve daily routines through more flexibility and efficiency thanks to faster information sharing. Since the introduction of new technologies organisations and individuals have experienced a dramatic progress of performance, though this new era begins to show its limits.