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Article
Publication date: 3 October 2016

Jing Yi Yong and Yusliza Mohd-Yusoff

The purpose of this paper is to examine the influence of strategic human resource (HR) competencies of HR professionals on the adoption of green human resource management…

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Abstract

Purpose

The purpose of this paper is to examine the influence of strategic human resource (HR) competencies of HR professionals on the adoption of green human resource management (HRM) practices.

Design/methodology/approach

A quantitative research approach using survey was employed to get insights from 87 HR professionals from Malaysian manufacturing and service companies.

Findings

The findings revealed that only strategic positioner and change champion are significantly related to green HRM practices. Specifically, strategic positioner associates positively with all green HRM practices including green analysis and description of job position, green recruitment, green selection, green training, green performance assessment, and green rewards. Additionally, change champion is positively related to green analysis and description of job position, and green rewards.

Originality/value

The extant literature suggests HR professionals’ competencies can play a key role in adopting green HRM. However, examining the relationship between strategic HR competencies and each of the green HRM practices has been limited. As such, this study is timely to address the existing gap in the literature and provide fresh insights and implications in this regard.

Details

Industrial and Commercial Training, vol. 48 no. 8
Type: Research Article
ISSN: 0019-7858

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Article
Publication date: 12 October 2021

Swati Dhir and Tanusree Chakraborty

This paper aims to understand the role of perception of HR capability, HR service quality, along with HR inducements, which, in turn, provides satisfaction with HR

Abstract

Purpose

This paper aims to understand the role of perception of HR capability, HR service quality, along with HR inducements, which, in turn, provides satisfaction with HR practices and affects employee performance.

Design/methodology/approach

The data of 155 managers have been collected through a questionnaire to understand the relationship among the studied constructs using partial least square structured equation modeling (PLS-SEM).

Findings

The results suggest that employers should attempt to create a positive perception by providing quality services in the HR domain, and quality services will certainly enhance employee performance.

Originality/value

This study is unique in terms of its contribution. This study has tried to link service quality and satisfaction to HR practices with employee performance. Further, it also shows that HR should be capable and have high HR inducements to provide the necessary and expected HR services, which leads to employee satisfaction with HR practices and employee performance.

Details

International Journal of Productivity and Performance Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1741-0401

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Article
Publication date: 10 May 2021

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

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225

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 draws lessons from firms in Portugal to understand how HR practices and organizational culture impact the construction of an organization's innovative capability. It was revealed that the combination of four cultural traits – namely mission, consistency, adaptability, and involvement – has marked direct impacts on innovative capability promotion. Furthermore, these traits positively facilitate HR practice implementation. Specifically innovation-focused HR practices were found to boost innovative capability by fifty percent more than generic HR practices alone. Yet it remains crucial for HR practitioners to concentrate on both generic and specifically innovation-focused HR practices when designing and building their HR systems.

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.

Details

Human Resource Management International Digest , vol. 29 no. 3
Type: Research Article
ISSN: 0967-0734

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Book part
Publication date: 16 July 2018

Shane Connelly and Brett S. Torrence

Organizational behavior scholars have long recognized the importance of a variety of emotion-related phenomena in everyday work life. Indeed, after three decades, the span…

Abstract

Organizational behavior scholars have long recognized the importance of a variety of emotion-related phenomena in everyday work life. Indeed, after three decades, the span of research on emotions in the workplace encompasses a wide variety of affective variables such as emotional climate, emotional labor, emotion regulation, positive and negative affect, empathy, and more recently, specific emotions. Emotions operate in complex ways across multiple levels of analysis (i.e., within-person, between-person, interpersonal, group, and organizational) to exert influence on work behavior and outcomes, but their linkages to human resource management (HRM) policies and practices have not always been explicit or well understood. This chapter offers a review and integration of the bourgeoning research on discrete positive and negative emotions, offering insights about why these emotions are relevant to HRM policies and practices. We review some of the dominant theories that have emerged out of functionalist perspectives on emotions, connecting these to a strategic HRM framework. We then define and describe four discrete positive and negative emotions (fear, pride, guilt, and interest) highlighting how they relate to five HRM practices: (1) selection, (2) training/learning, (3) performance management, (4) incentives/rewards, and (5) employee voice. Following this, we discuss the emotion perception and regulation implications of these and other discrete emotions for leaders and HRM managers. We conclude with some challenges associated with understanding discrete emotions in organizations as well as some opportunities and future directions for improving our appreciation and understanding of the role of discrete emotional experiences in HRM.

Details

Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-1-78756-322-3

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Book part
Publication date: 8 July 2008

Shyh-jer Chen

The traditional Confucian management system is considered distinctly different from Western-based management. This study draws data from indigenous Taiwanese firms listed…

Abstract

The traditional Confucian management system is considered distinctly different from Western-based management. This study draws data from indigenous Taiwanese firms listed on its public stock market and examines the associations among various human resource (HR) systems and organizational performance. First, factor analysis is used to explore a wide range of HR practices. Then, cluster analysis is used to classify indigenous Taiwanese firms with regard to their HR practices. Indigenous Taiwanese firms were found to use various HR systems, ranging from traditional Confucian HR to high-involvement HR practices. Companies that used high-involvement HR systems were found to perform better than those using a traditional Confucian HR system.

Details

The Global Diffusion of Human Resource Practices: Institutional and Cultural Limits
Type: Book
ISBN: 978-0-7623-1401-0

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Book part
Publication date: 18 September 2006

David P. Lepak, Hui Liao, Yunhyung Chung and Erika E. Harden

A distinguishing feature of strategic human resource management research is an emphasis on human resource (HR) systems, rather than individual HR practices as a driver of…

Abstract

A distinguishing feature of strategic human resource management research is an emphasis on human resource (HR) systems, rather than individual HR practices as a driver of individual and organizational performance. Yet, there remains a lack of agreement regarding what these systems are, which practices comprise these systems, how these systems operate, and how they should be studied. Our goal in this paper is to take a step toward identifying and addressing several conceptual and methodological issues regarding HR systems. Conceptually, we argue that HR systems should be targeted toward some strategic objective and operate by influencing (1) employee knowledge, skills, and abilities, (2) employee motivation and effort, and (3) opportunities for employees to contribute. Methodologically, we explore issues related to the relationships among policies and practices, sampling issues, identifying the appropriate referent group(s), and who should serve as key informants for HR system studies.

Details

Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-1-84950-426-3

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Book part
Publication date: 1 January 2006

Hristos Doucouliagos and Patrice Laroche

Organizational performance improves through several channels, including changes in efficiency, innovation and technological change. Most of the extant research has focused…

Abstract

Organizational performance improves through several channels, including changes in efficiency, innovation and technological change. Most of the extant research has focused on overall performance, often measured by partial measures of productivity, with little attention given to the components of performance. The aim of this paper is to analyze the impact of HR practices and unionization on one important channel – organization efficiency - as measured by technical and scale efficiency. Using French industry survey data, the paper shows that HR practices do influence efficiency, but this is moderated by the existence of unions. The results show a rather complex set of associations. We find robust results that show that in France, HR practices have a positive effect on scale efficiency but this effect is dampened in the presence of unions. On their own, HR practices have no effect on technical efficiency. However, some of the results suggest that HR practices can exert a positive influence when combined with unions.

Details

Advances in Industrial & Labor Relations
Type: Book
ISBN: 978-1-84950-470-6

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Article
Publication date: 29 April 2021

Rajasshrie Pillai and Brijesh Sivathanu

To understand human resource (HR) practices outcomes on HR decision making, strategic human resource management (HRM) and organizational performance by exploring the HR

Abstract

Purpose

To understand human resource (HR) practices outcomes on HR decision making, strategic human resource management (HRM) and organizational performance by exploring the HR data quality along with descriptive and predictive financial and non-financial metrics.

Design/methodology/approach

This work utilizes the grounded theory method. After the literature was reviewed, 113 HR managers of multinational and national companies in India were interviewed with a semi-structured questionnaire. The collected interview data was analyzed with NVivo 8.0 software.

Findings

It is interesting to uncover the descriptive and predictive non-financial and financial metrics of HR practices and their influence on organizational performance. It was found that HR data quality moderates the relationship between the HR practices outcome and HR metrics. This study found that HR metrics help in HR decision-making for strategic HRM and subsequently affect organizational performance.

Originality/value

This study has uniquely provided the descriptive and predictive non-financial and financial metrics of HR practices and their impact on HR decision making, strategic HRM and organizational performance. This study highlights the importance of data quality. This research offers insights to the HR managers, HR analysts, chief HR officers and HR practitioners to achieve organizational performance considering the various metrics of HRM. It provides key insights to the top management to understand the HR metrics' effect on strategic HRM and organizational performance.

Details

International Journal of Productivity and Performance Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1741-0401

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Article
Publication date: 26 February 2021

Yennef Vereycken, Monique Ramioul, Sam Desiere and Michiel Bal

Recent research has shown that the implementation of Industry 4.0 requires companies to (re)adjust their human resource (HR) policies. This article focuses on the…

Abstract

Purpose

Recent research has shown that the implementation of Industry 4.0 requires companies to (re)adjust their human resource (HR) policies. This article focuses on the relationship between Industry 4.0 and three HR practices: i.e. employee involvement, job design and skill development.

Design/methodology/approach

We use data of the European Company Survey (ECS) (2019). This nationally representative survey in the EU28 gathers data on workplace practices among managers from establishments employing at least 10 employees. We focus on 5,609 establishments in the manufacturing sector.

Findings

Firstly, employee involvement shows a strong positive correlation with Industry 4.0, irrespective of the digital technology used, country or firm size. Secondly, weak but significant correlations are found with increasing job complexity and skill development.

Research limitations/implications

Research should engage in fine-grained analyses of the alignment between particular digital technologies and their respective HR practices.

Practical implications

Our results stress the importance of involving employees during the implementation of Industry 4.0.

Originality/value

Despite frequent acknowledgement across Industry 4.0 roadmaps and maturity models, the predictions for HR practices are empirically incomplete and theoretically inconclusive.

Details

Journal of Manufacturing Technology Management, vol. 32 no. 5
Type: Research Article
ISSN: 1741-038X

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Article
Publication date: 20 May 2020

Bin Hu, Aaron McCune Stein and Yanhua Mao

Based on the socioemotional selectivity theory, this study aims to explore the differential influences of control and commitment human resource (HR) practices on employee…

Abstract

Purpose

Based on the socioemotional selectivity theory, this study aims to explore the differential influences of control and commitment human resource (HR) practices on employee job crafting as well as the mediating role of occupational future time perspective (OFTP).

Design/methodology/approach

This study used a two-wave design to survey 53 HR managers and 339 employees of 53 Chinese firms. The hypotheses were tested by conducting multilevel structural equation modeling in Mplus 7.4.

Findings

The results show that control HR practices are negatively related to job crafting, while commitment HR practices are positively related to job crafting. Further, control HR practices are negatively associated with the remaining opportunities dimension of OFTP, whereas commitment HR practices are positively associated with remaining opportunities. However, both types of HR practices have no significant relationship with the remaining time dimension of OFTP. Finally, remaining opportunities mediate the relationships between both types of HR practices and job crafting.

Practical implications

Managers should be aware of how to promote or inhibit employee job crafting by implementing different HR practices.

Originality/value

This study contributes to the job crafting research by demonstrating that the relationship between HR practices and job crafting depends on the type of HR practices in use, as well as contributing to OFTP research by showing that different types of HR practices have differential relationships with the remaining opportunities dimension of OFTP.

Details

Journal of Managerial Psychology, vol. 35 no. 5
Type: Research Article
ISSN: 0268-3946

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