Tailoring human resource management practices to suit different employee groups: Insights from Ireland into the value of bespoke practice design
Human Resource Management International Digest
ISSN: 0967-0734
Article publication date: 19 October 2020
Issue publication date: 7 January 2021
Abstract
Purpose
This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.
Design/methodology/approach
This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.
Findings
This research paper determines whether employees react in diverse ways to a uniform HRM approach, and whether bespoke approaches tailored to individual employee group identities should therefore be implemented by HR. The results revealed that professionals aligned with their overarching profession more than they do with their employer, that low responsibility employees were engaged with HRM practices, that supervisors were deficient in HRM-led motivation, and that training and development was the most important vehicle of HRM value delivery across all employee groups. Hence it seems a risky strategy to remain static by not tailoring HR to defined employee group values.
Originality/value
The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.
Keywords
Citation
(2021), "Tailoring human resource management practices to suit different employee groups: Insights from Ireland into the value of bespoke practice design", Human Resource Management International Digest, Vol. 29 No. 1, pp. 45-47. https://doi.org/10.1108/HRMID-09-2020-0220
Publisher
:Emerald Publishing Limited
Copyright © 2020, Emerald Publishing Limited