Search results

The purpose of this paper is to examine “black box” links between HRM innovations and organizational performance by investigating the perspective of a workforce often excluded from the HR realm. Professional Independent Contractors (IPros) play a vital role in achieving workforce flexibility and innovation. While the use of such arrangements has been examined often using a compliance-oriented lens, the authors explore the value of adding a commitment aspect.

In total, 375 IPros working in Australian organizations completed an online questionnaire distributed by a national business support services provider.

Results show organizational support significantly predicted work engagement and affective commitment. Self-efficacy, age and gender were also significant predictors.

The cross-sectional nature of this study and reliance on self-reported data limit the reliability of the findings. In addition, the findings may be specific to the Australian labor market.

The study present the views of a difficult to reach population and the findings suggest by adopting an innovative hybrid commitment-compliance HR configuration, practitioners may positively increase desirable contractor outcomes.

Concerns that organizational imperatives for efficiency, quality and high performance will be compromised by considering the human side of non-employee work arrangements are not supported. Indeed, as previously outlined, much of the concern with the employee/non-employee dichotomy is legally based and an artefact of a system of labor law that in many settings has failed to move with the times.

Few investigations of the impact of high commitment HRM practices have incorporated the perspective of professional, non-employees. While IPros are recipients of compliance focused contractor management practices, carefully integrated commitment-based HRM aspects have the potential to deliver positive outcomes for both individuals and organizations.

This paper explores the use of social media (SM) in Human Resource Management (HRM). Building on the configurational approach, the study investigates the existence of different configurations of social e-HRM, their consequences for the organizations and their predictors.

This empirical study draws on a survey administered to HR directors of 176 companies operating in Italy. Two-step cluster analysis, test for variance and logistic regressions were employed for data analysis.

Three social e-HRM configurations emerged – non-use, relational use and extended relational use – which distinguish different goals for using SM in HRM. The three configurations lead to similar outcomes for organizations, even if SM users, in general, enjoy greater success than non-users. Certain structural, strategic and HRM factors are systematically and variously associated with each configuration.

The study is based on cross-sectional research, and thus it is difficult to identify causal links between the variables. The study also relies on data collected in a specific national context, which limits the generalizability of the results.

The study suggests that different and equally effective social e-HRM configurations exist and that their presence is predicted by specific structural, strategic and HRM factors.

The study contributes to an emerging and still scarce literature on types, drivers and outcomes of SM use in HRM.

The purpose of this paper is to provide an inside-out perspective on the practices and effects of talent management (TM) in a multinational organization.

The study adopts an autoethnographic approach focusing on the experiences of the first author during her employment in a multinational organization. This approach contributes to the literature by providing an insider talent perspective that thus far has not been presented in TM research.

Applying autoethnography as a means to address the inside-out perspective in TM reveals a tension. The authors label this phenomenon the “talent paradox,” defined as the mix of simultaneously occurring opportunities and risks for individuals identified and celebrated as a talent.

The paper may be of value to TM scholars and practitioners, as well as to employees who have been identified as high potentials or talents in their organizations. In contrast with the TM literature’s optimism, the findings illuminate that being identified as a talent may paradoxically produce both empowerment and powerlessness. Attending to personal aspects of TM processes is relevant for organizations as well as for individuals as it enables reflection and sensemaking.

Whilst an urgent need for collaboration is increasingly seen in education to better respond to socio-educational challenges, in practice, collaboration between primary school teachers and their partners is hampered by barriers. The aim of this study is to shed light on these barriers from a human resource management (HRM) angle, using the ability, motivation and opportunity (AMO) framework.

Quantitative and qualitative data were collected amongst staff in 16 child centres offering joint pre-school, education and childcare.

The authors' findings suggest that in general, both teachers and childcare workers perceive themselves as skilled and motivated for collaboration. They perceive aspects of opportunity to perform as most important barriers.

Based on this research, school leaders are advised to organise opportunities for collaboration, especially by fostering an inclusive organisational climate and scheduling sufficient time for collaboration.

This paper contributes to the relatively scarce body of research on HRM within the education sector. Furthermore, it illustrates the applicability of the AMO model for gaining insight into how educational management can be utilised to foster increased collaboration between teachers and childcare workers.

This paper aims to explore how artificial intelligence (AI) technologies have redefined the hospitality industry. It develops a theoretical framework to evaluate its impact on employee engagement, retention and productivity levels, stemming from its potential implications for service quality and customer satisfaction.

Based on the exploration of relevant literature, role theory and service-profit chain were used to develop – role-service-profit chain.

Role-service-profit chain is an analytical tool which has strong implications for investment and deployment analysis of the new technologies in hospitality and tourism businesses. It proposes how managers can evaluate how the role expectation of technological innovations relate to service quality and customer satisfaction through its impact on employee-related outcomes (such as employee engagement, retention and productivity), and assess the corresponding impact on profitability and growth, in the context of their own unique internal environment and position in the market.

Although an empirical assessment of the hypothesised relationships in the model is required to evaluate and validate it in the hospitality industry, role-service-profit chain presents promising implications for tourism and hospitality practice and future research.

Role-service-profit chain is an analytical tool from which managers can make improvements on talent and talent management practices and adjust expectations and behaviours in ways that facilitate improvements in service quality and customer satisfaction.

This paper makes an important contribution to hospitality and tourism literature, as it explores how AI technologies implemented to improve on talent and talent management practices impact on service quality and customer satisfaction, and develops analytical tools by which this may be evaluated.

The purpose of this study is to examine the role of interaction in supporting value co-creation during pre-purchase customer journey stages when selling professional B-to-B services. First, value co-creation in professional service firms (PSFs) is reviewed, and, second, the role of interaction in the different stages of a customer’s pre-purchase journey is explored, specifically in the context of B-to-B human resource management services.

Qualitative, semi-structured interview data was collected from potential B2B customers of a PSF in question, providing a broad coverage of prospective clients in architecture, engineering and IT sector.

In general, the findings of this study indicate that interaction plays a crucial role in pre-purchasing stages of a customer journey. In particular, these findings form understanding of how various interaction channels and content support PSF’s ability to co-create value with its prospects.

The existing research tends to concentrate on how value is created for existing customers, and far less attention has been paid to the perspective of prospects. This study contributes theoretically by providing novel insights into the current literature on value co-creation in PSFs by providing an understanding of how interactions in pre-purchase phases affect the co-creation of value from the perspective of prospects, which is a less researched viewpoint. Empirically, this study offers managers much-needed, context-specific knowledge of PSFs by comparing differences and pulling together similarities from each customer journey stage of PSF prospects.

The purpose of this paper is to consolidate the state of extant academic research on workplace innovation (WI) by proposing a comprehensive conceptual framework and outlining research traditions on the phenomenon.

This paper systematically reviewed the literature published over the past 20 years, basing on a predefined research protocol. The dimensions of WI were explored with the help of thematic synthesis, while the research perspectives were studied by means of textual narrative synthesis.

The analysis suggests that there exist four research traditions on WI – built container, humanized landscape, socio-material macro-actor, and polyadic network – and each of them comprises its own set of assumptions, foci of study, and ontological bases. The findings suggest that WI is a heterogeneous process of renovation occurring in eight different dimensions, namely work system, workplace democracy, high-tech application, workplace boundaries, workspaces, people practices, workplace experience, and workplace culture. The analysis showed that over years the meaning of innovation within these dimensions changed, therefore it is argued that research should account for the variability of these categories.

The paper includes implications for developing and implementing WI programs. Moreover, it discusses the role of HR in the WI process.

This paper for the first time systematically reviews literature on the topic of WI, clarifies the concept and discusses directions and implications for the future research.

Despite the growth and adoption of human resource (HR) analytics, it remains unknown whether HR analytics can impact organizational performance. As such, this study aims to address this important issue by understanding why, how and when HR analytics leads to increased organizational performance and uncover the mechanisms through which this increased performance occurs.

Using data collected from 155 Irish organizations, structural equation modeling was performed to test the chain mediation model linking HR technology, HR analytics, evidence-based management (EBM) and organizational performance.

The study's findings support the proposed chain model, suggesting that access to HR technology enables HR analytics which facilitates EBM, which in turn enhances organizational performance.

This research contributes significantly to the HR analytics and EBM literature. First, the study extends our understanding of why and how HR analytics leads to higher organizational performance. Second, the authors identify that access to HR technology enables and is an antecedent of HR analytics. Finally, empirical evidence is offered to support EBM and its impact on organizational performance.

The purpose of this study is to discover the factors related to human resource (HR) digital transformation (DT) in Bahrain during coronavirus disease 2019 (COVID-19) and to analyze the impact of e-human resource management (e-HRM) on organizational performance. These factors are funding, information technology (IT) infrastructure, technical support, digital skills or talents, organizational culture, employee resistance and top management support. These factors were tested to determine whether they affected HR DT in Bahrain during COVID-19. There are no findings in the researched literature regarding the proposed factors that affect HR DT in Bahrain during COVID-19 in this study.

For data collection, a quantitative method was applied by conducting an online survey and distributing it to HR executives and employees from multiple organizations in Bahrain, both in the private and public sectors.

This study proposes a DT adoption model based on seven factors extracted from the literature review. A questionnaire was deployed, and accurate data were collected, processed and then analyzed. The logit model shows determinants factor to the DT adoption where all variables have a positive effect.

Using technology in an organization’s HR practices, known as e-HRM or HR DT, is becoming more crucial since the COVID-19 pandemic. Unlike European countries, the HR sector in Bahrain is not prepared to adopt the e-HRM process. This paper proposes a model that enables the HR sector to adopt digital technologies. This model is based on the key factors that enable an effective transition to the sector’s digitalization (e-HRM). Future research is sought to provide additional insights into the same factors and measure their effect on HR DT during COVID-19 in other countries.

The purpose of this study is to target utilizing Human resources (HRs) data analytics that may enhance strategic business, but little study has examined how it affects components. Data analytics, HRM and strategic business require empirical investigations and how to over come HR data analytics implementation issues.

A semi-systematic methodology for its evaluation allows for a more complete examination of the literature that emerges theoretical framework and a structured survey questionnaire for quantitative data collection from IT sector personnel. SPSS analyses data.

Future research is essential for organisations to exploit HR data analytics’ performance-enhancing potential. Data analytics should complement human judgment, not replace it. This paper details these transitions, the important contributions to theory and practice and future research.

Data analytics has grown rapidly and might make HRM practices faster, more efficient and data-driven. HR data analytics may improve strategic business. HR data analytics on employee retention, engagement and organisational success is insufficient. HR data analytics may boost performance, but there is limited proof. The authors do not know how HRM data analytics influences firms and employees.

Data analytics offers HRM new opportunities, along with technical and ethical challenges. This study makes a significant contribution to HR data analytics, evidence-based practice and strategic business literature. In addition to estimating turnover risk, identifying engagement factors and planning interventions to increase retention and engagement, HR data analytics can also estimate the risk of employee attrition.