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This study aims to examine the direct link between strategic human resource practices (SHRPs) and knowledge-oriented human resource practices (KHRPs) to determine their complementarity for promoting knowledge management (KM) activities.

The authors collected data from 387 employees working in top 20 IT and consulting firms in India through a questionnaire survey. Data is analysed using exploratory factor analysis and regression technique.

SHRPs have a significant and positive relationship with KHRPs, suggesting SHRPs have a positive predictive capacity for influencing KHRPs. It suggests there needs to be internal alignment between the core human resource (HR) practices and knowledge-based HR activities to promote KM. It shows that core HR practices of hiring, training, job design, performance and compensation management facilitate knowledge sharing and creation through HR practices.

The cross-sectional design limits its ability to reflect cause–effect relationship, and further studies can adopt a longitudinal design. Further research can explore other different HR configurations on KHRP.

The study explored the suitability of core HR practices with knowledge-based HR practices theoretically contributing to the HR configurational internal fit perspective, and KM literature. Practically, it suggests firms to consider core HR practices while designing organizations’ KM strategies. In the context of knowledge-intensive organizations, the study applies the HR configurational fit perspective that purports synergistic relationship among the various HR sub-systems for achieving organizational goals.

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.

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

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.

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.

Understanding employees’ multi-dimensional motivations is at the core of realizing the potential of a well-designed human resource (HR) system. This study aims to investigate whether the effects of HR practices on employee motivations, and their performance would be dependent on the service orientation of HR department.

The authors collected data in two surveys: a pilot survey and a main survey with a two-wave design. The pilot survey with 93 respondents was to verify the newly developed HR service orientation scale. In the main survey, a total of 276 supervisor-subordinate pairs from 48 companies were valid for analysis.

The authors find support for their hypothesis that promotion-oriented motivation mediates the relationship between discretionary HR practices and employee outcomes [in-role performance and organizational citizenship behavior (OCB)]. Furthermore, the indirect effect of discretionary HR practices on employee outcomes is stronger when the HR service orientation is higher. Transactional HR practices, however, are not evidenced to relate to employee prevention-focused motivation and outcomes.

The findings illustrate a comprehensive process of HR practices on employees’ multi-dimensional motivations. High service skills of HR professionals in handling internal employees’ needs could amplify employees’ promotion-focused motives, which in turn increase their in-role performance and OCB.

In sum, the authors' study contributes to both human resource management (HRM) and employee motivation literature by demonstrating the different impacts of discretionary and transactional HR practices on employees’ motivations. In addition, by revealing HR service orientation as an important contingency factor, the authors shed greater light on when and how HR practices can motivate employees.

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

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

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.

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.

The research examines the role of Smart HRM 4.0 in developing dynamic capabilities and its impact on human resources and organizational performance.

The authors used a grounded theory approach and conducted interviews of 39 senior HR managers from IT, ITeS, consulting, services and E-commerce companies through a semi-structured questionnaire. The authors analyzed the interview data with NVivo 8.0 to identify the themes related to the dynamic capabilities to Smart 4.0 HR practices.

The study provides a conceptual framework for organizational performance using dynamic capabilities built due to Smart HRM 4.0 practices. Organizations use Smart HRM 4.0 to develop dynamic capabilities: building learning and knowledge sharing capability and integration, reconfiguration capabilities. Further, the dynamic capabilities contribute to HR and organizational performance.

This study divulges the role of Smart HRM 4.0 practices in developing dynamic capabilities in Indian firms. The study provides an appealing insight into the structural link between Smart HRM 4.0 and dynamic capabilities, which are yet to be explored. This study extends the Smart HRM 4.0 and dynamic capabilities concepts for senior HR professionals and contributes to human resource management and organizational performance literature.

Due to the fact that most employees have been forced to work remotely during the lockdown resulting from the COVID-19 pandemic, there is great concern about how to alleviate increased stress among employees through human resource (HR) practices. Drawing upon the job demands-control (JDC) model and the job demands-resources (JDR) model, this study empirically investigated the direct effect of HR practices on employee stress in enforced remote work and the mediating role of sources of stress (SoS) and sense of control (SoC).

Data were collected through an online survey platform called Wenjuanxing from March 15 to 22, 2020 in Hubei, China and from April 22 to 29, 2022 in Shanghai, China. Respondents scanned the QR code on WeChat to enter the platform. A total of 511 valid questionnaires were received with a response rate of 75.4%. After controlling demographic variables, the authors used the mediation modeling and PROCESS tool to test the proposed hypotheses.

HR practices negatively affect stress in enforced remote work among employees. Both SoS and SoC partially mediate the relationship between HR practices and stress. HR practices can alleviate stress via decreasing SoS and enhancing SoC, respectively. Moreover, employee care and training are found to be two key factors of HR practices to help employees alleviate stress in enforced remote work.

Lockdown as an extreme external condition has brought great challenges in employee work arrangement as well as HR practices. Although the relationship between HR practices and job stress was studied previously, there is a lack of research on the effects of HR practices on stress in enforced remote work due to lockdown. It advances knowledge on HR practices' stress-reducing effect in the context of remote work and provides suggestions for HR practitioners on ways of alleviating employee stress in remote work.

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.

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.

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.

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.

The purpose of this paper is to review two work groups’ (local vs foreign) perceptions, attitudes and behavior and propose a moderated mediation model to examine perceived HR practices’ impact on identification with the company and organizational citizenship behavior (OCB).

This paper selects 320 local and foreign production operators at high-tech firms in Taiwan. The hypotheses are tested using SEM-AMOS, and the mediation effects are analyzed by Sobel test with bootstrapping.

Results show that: first, the relationship influence between identification with the company and OCB is stronger for foreign workers than for local workers; and, second, the moderated mediation of work status exists in perceived practice of rewards for the whole worker model.

To concentrate on research objective, the authors only consider the same characteristics in local and foreign workers’ job environment, neglecting differences in employment conditions, living environment and cultural background.

Two major implications are that: first, different perceptions on HR practices are based on employees’ work status; and, second, in addition to adopting appreciative HR practices for the target group, firms should help employees develop a stronger identification with the company in order to encourage OCB.

This paper studies employees’ perception on HR practices, compares a three-variable model between local and foreign workers, and proposes a moderated mediation model to handle HR practices’ effects on identification with the company and OCB.

Purpose – The purpose of this paper is to contribute to the broad debate regarding universalistic and contingency perspectives of human resource management (HRM). Design/methodology/approach – Building on recent evidence of HRM differentiation within organisations, the present article studies variation in experienced HR practices across job level and whether the impact of HR practices on commitment, intention to quit and well‐being across job level is best explained by universalistic or contingency claims. Findings – Both studies found that employees in higher job levels report a greater number of HR practices. Findings further indicated that the associations between HR practices and the three outcomes were largely invariant across job level, thus supporting universalistic notions of HRM across job levels. Research limitations/implications – Data from both studies were cross‐sectional and single‐source, thus limiting causal inferences. More generally, there is a need to better understand HR differentiation within organisations and whether it offers an effective HR strategy. Originality/value – Few studies have examined systematic variation in HR practices across employee groups and universalistic/contingency arguments within organisations. The studies presented are among the first to offer an evaluative as well as descriptive analysis of the issues under investigation.

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.

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).

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.

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.