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1 – 10 of 743Faisal Iddris, Philip Opoku Mensah, Charlotte Adjanor-Doku and Florence Yaa Akyiaa Ellis
This paper aims to investigate the influence of human resource management (HRM) practices on the level of innovativeness observed within the service sector of Ghana, taking into…
Abstract
Purpose
This paper aims to investigate the influence of human resource management (HRM) practices on the level of innovativeness observed within the service sector of Ghana, taking into account the potential mediating role of innovation capability.
Design/methodology/approach
The research used a quantitative methodology to fulfill the study's objectives. A Web-based survey questionnaire was designed to gather data from a sample of 168 respondents, selected through a convenient sampling technique. The proposed model was tested using the Process Macro Model 4 by Hayes in SPSS version 26.
Findings
The study’s outcomes indicate that there is no statistically significant correlation between HRM practices and firm innovativeness. However, the mediating role of innovation capability was observed to fully account for the relationship between human HRM practices and firm innovativeness. Additionally, a positive and significant association was identified between HRM practices and innovation capability, as well as between innovation capability and firm innovativeness.
Research limitations/implications
It is important to note that the findings are limited to the perspective of employees within the service sector of Ghana. Therefore, future research could explore the manufacturing and/or extraction industries in Ghana to obtain a more comprehensive understanding. Furthermore, a larger sample size could be considered in future studies.
Originality/value
To the best of the authors’ knowledge, this study presents a novel examination of the hypothesized model within the Ghanaian context, providing valuable insights into the relationship between HRM practices, innovation capability and firm innovativeness.
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Chao-chao Liu, Miao Wang, Zhanwen Niu and Xun Mo
The view that dynamic capabilities theory can help explain how lean organizations improve has been put forward by scholars. However, there is still a lack of research on the…
Abstract
Purpose
The view that dynamic capabilities theory can help explain how lean organizations improve has been put forward by scholars. However, there is still a lack of research on the matching relationship between the application of lean practice and the internal elements of enterprise organization from the perspective of dynamic capabilities. The purpose of this study is to validate the moderating effect of dynamic capabilities on the relationship between lean practices and operational performance.
Design/methodology/approach
This study used the method of survey and empirical research to collect sample data from 263 enterprises in China. Through literature review, this study put forward the moderating hypotheses around dynamic capabilities, lean practices and operation performance and used the method of regression analysis to validate these hypotheses.
Findings
The results showed that dynamic capabilities have a partially moderating effect on the application of lean practices. Specifically, dynamic capabilities have a significant moderating effect on the relationship between just-in-time, total quality management, total preventive maintenance and operational performance, while dynamic capabilities have no significant moderating effect on the relationship between human resource management and operational performance.
Originality/value
The research conclusion complements and enriches the lean practices literature from the perspective of dynamic capabilities. Existing studies mainly focus on the moderating role of external environmental factors, while there is a lack of empirical research on the role of dynamic capabilities in lean practices literature. The research results will help enterprises further understand the matching relationship between lean practices and dynamic capabilities and then improve the success of lean practices application.
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Lien Thi Nguyen and Phong Ba Le
Given the important of knowledge resource and human capital for improving innovation competence, the purpose of this study is to examine the influence of knowledge-based HRM…
Abstract
Purpose
Given the important of knowledge resource and human capital for improving innovation competence, the purpose of this study is to examine the influence of knowledge-based HRM practices on product and process innovation of firms via the mediating role of knowledge management capability and moderating role of innovative culture.
Design/methodology/approach
The paper used structural equation modeling and empirical data collected from 271 participants in 156 manufacturing and service firms to examine the level of how knowledge-based HRM practices and knowledge management affect product and process innovation under the moderating role of innovative culture.
Findings
The research findings confirm the mediating roles of knowledge management between knowledge-based HRM practices and two specific types of innovation namely product and process innovation. It also firstly reveals the positive moderating role of innovative culture in enhancing the effects of knowledge management on product innovation. The results underline the necessity of building an innovative climate and knowledge-based HRM practices to stimulate knowledge management for improving innovation capability of firms in the developing and emerging markets.
Research limitations/implications
The paper helps bring deeper insights to leaders and practitioners about the new knowledge-based approach that enhances innovation competence for organizations.
Originality/value
The paper significantly contributed to theoretical and practical initiatives on theory of HRM practices and knowledge management by showing different moderating and mediating mechanism thereby firms can follow to enhance innovation capability of firms in developing and emerging markets.
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Shweta Jaiswal Thakur, Jyotsna Bhatnagar, Elaine Farndale and Prageet Aeron
Based on resource-based and dynamic capabilities theorizing, this study explores how human resource analytics (HRA) can improve human resource management (HRM) performance and…
Abstract
Purpose
Based on resource-based and dynamic capabilities theorizing, this study explores how human resource analytics (HRA) can improve human resource management (HRM) performance and organizational performance, with creative problem-solving capability (CPSC) as an underlying mediator for creating value from HRA. It also explores how data quality and HRA personnel expertise act as moderators in this relationship.
Design/methodology/approach
Hypotheses are tested in an empirical study including 191 firms using partial least square structural equation modeling technique.
Findings
The findings confirm the direct and indirect effect of HRA use and maturity on HRM and organizational performance, as well as the mediating role of CPSC. HRA personnel expertise was found to moderate the relationship between HRA and CPSC, data quality being an important factor.
Originality/value
The findings contribute to the sparse evidence of value creation from HRA use/maturity on HRM and organizational outcomes, providing a theoretical logic of resource-based view and dynamic capabilities view based on the underlying causal mechanism through which HRA creates value. The study identified complementary capabilities which when combined with HRA use/maturity and CPSC result in value creation.
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Mohammad Shahin, Chin Wei Chong and Adedapo O. Ojo
Studies have demonstrated the role of human resource management (HRM) practices and knowledge management processes (KMPs) in innovative performance. However, there is limited…
Abstract
Purpose
Studies have demonstrated the role of human resource management (HRM) practices and knowledge management processes (KMPs) in innovative performance. However, there is limited focus on the role of HRM practices in facilitating KMPs in organizations, most especially in small and medium enterprises (SMEs) that are constrained by lack of adequate resources, making them dependent on external sources of knowledge. In addressing this gap, this study aims to investigate the link between knowledge-based HRM practices and open innovation (OI) activities through KMPs in Jordanian SMEs.
Design/methodology/approach
Following the survey method, 500 manufacturing SMEs in Jordan were randomly selected as participants, with a total of 335 responses collated. The structural equation modeling technique, based on AMOS, was used in analyzing the collected data.
Findings
The findings revealed a significant positive relationship between knowledge-based HRM practices and OI. In addition, KMPs was determined to be a significant mediator of the relationship between knowledge -based HRM practices and OI.
Originality/value
The study contributes to the literature by emphasizing the organizational elements that boost OI in SMEs. The findings hold significant implications for enhancing the performance of innovativeness, competitiveness and the socioeconomic advancement in the SMEs sector.
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Jeevan Jyoti and Rabia Choudhary
The dynamic environment has necessitated searching for new ways for managing and grooming people for better performance. The purpose of this study is to explore ambidexterity in…
Abstract
Purpose
The dynamic environment has necessitated searching for new ways for managing and grooming people for better performance. The purpose of this study is to explore ambidexterity in human resource management (HRM) for better management of paradoxical tensions and its effect on employee performance. Further, this research also addresses the black box in this relationship by evaluating the extraneous (managers’ ambidextrous orientation) and mediating (individual ambidexterity) variables in this relationship.
Design/methodology/approach
A quantitative research methodology has been used to explore the ambidexterity in HRM and its impact on employee performance. Around 470 banks have been contacted for data collection. The data have been thoroughly examined for reliability and validity. Further, it has also been checked for common method variance.
Findings
The findings revealed that individual ambidexterity mediates the relationship between ambidextrous HRM and employee performance. Further, managers’ ambidextrous orientation moderates the relationship between ambidextrous HRM and individual ambidexterity.
Originality/value
The present study makes an important contribution to the strategic HRM literature in general. The theoretical and practical implications have also been put forth for academic and practical fields. Lastly, the study contributes towards ambidexterity literature by examining it from an HRM perspective.
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Jane F. Maley, Marina Dabić, Alain Neher, Lucia Wuersch, Lynn Martin and Timothy Kiessling
This conceptual work examines how, in times of post-COVID-19 paradigm shift, the employee performance management (PM) process can help multinational corporations (MNCs) strengthen…
Abstract
Purpose
This conceptual work examines how, in times of post-COVID-19 paradigm shift, the employee performance management (PM) process can help multinational corporations (MNCs) strengthen their talent management and, at the same time, meet their future needs.
Design/methodology/approach
We take a conceptual approach and present our perspective on what we see as the most critical trends shaping PM and talent management. Contingency theory and Volatility, Uncertainty, Complexity, and Ambiguity (VUCA) theory provide a sound theoretical framework for understanding and responding to the complex and rapidly changing business context post-COVID-19.
Findings
Drawing on these theories, we create a framework providing a means of understanding why and how MNCs can maintain talent and, at the same time, develop new talent through the PM process.
Practical implications
Importantly, our study emphasizes the critical role that project management and talent management techniques play for both practitioners and scholars. In order to gain and sustain a competitive edge in the ever-changing VUCA (Volatility, Uncertainty, Complexity, and Ambiguity) landscape, these processes necessitate ongoing reassessment and adaptation. As Plato eloquently stated, “Our Need Will Be the Real Creator,” encapsulating our vision for the proactive and dynamic nature of effective project management and talent management practices.
Originality/value
The study establishes the benefits of an agile and flexible PM approach to help develop talent and pave the way for future research in this increasingly critical area
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Francisco Fermín Mallén-Broch, Ricardo Chiva, Alma Rodríguez-Sánchez and Jacob Guinot
The paper analyzes and develops Chiva's (2014) proposal on the common welfare HRM system and uncovers its relationship with innovativeness, using altruism as a mediator.
Abstract
Purpose
The paper analyzes and develops Chiva's (2014) proposal on the common welfare HRM system and uncovers its relationship with innovativeness, using altruism as a mediator.
Design/methodology/approach
The common welfare HRM system implies a certain human and organizational development of the classic control and commitment HRM systems, and its main goal is to promote innovation through a prosocial approach. To this end, the authors investigated its HRM practices, developed a measurement instrument and provided initial illustrative evidence of some of its main implications for innovativeness and altruism. They tested these relationships on a sample of 269 Spanish firms using structural equations and bootstrapping to confirm the significance of the mediated effect.
Findings
Results confirm the study’s hypotheses, thus supporting the common welfare HRM system as a relevant tool for developing innovativeness through the power of altruism. This paper therefore provides empirical evidence of these relationships.
Practical implications
This study has implications that can help managers to increase innovativeness through a specific HRM system. The findings reveal that a coherent set of HRM practices based on common welfare principles and a high level of consciousness creates a climate of altruism that results in innovativeness.
Originality/value
This research shows that humanistic HRM practices also have an impact on performance variables such as innovativeness, through altruistic employees' behaviors. It also develops a measurement instrument for the common welfare HRM system and provides some initial illustrative evidence of some of its main implications.
研究目的
本文分析並發展Chiva (2014) 關於共同福祉人力資源管理系統的建議;同時,擬以利他主義為中介變量、揭示共同福祉人力資源管理系統與創新意念之間的關係。
研究設計/方法/理念
共同福祉人力資源管理系統暗示了典型的管制和承諾型人力資源管理系統的人類與組織發展;而共同福祉人力資源管理系統的主要目的是以親社會理念去鼓勵創新。為此,我們探討了共同福祉人力資源管理措施,制訂了測量儀器,並為共同福祉人力資源管理可幫助帶來創新意念和利他主義的啟示,提供了初步的例證。研究的樣本為269間西班牙公司;我們以結構方程去檢測共同福祉人力資源管理與創新意念和利他主義之間的關係,並創造環境,俾能確認有關之中介效應的重要性。
研究結果
研究結果證實了我們的假設,就是說,研究結果確認了透過利他主義的影響力,共同福祉人力資源管理系統是可以成為促進創新意念的工具的。就此而言,本文提供了關於這些關係的經驗證據。
研究的原創性
本研究顯示了人文主義的人力資源管理措施,亦可透過僱員無私的行為,影響著各個績效變量,像是創新意念。研究亦為共同福祉人力資源管理系統制訂了測量儀器,並提供了初步的例證,確認了該人力資源管理系統所給予我們的主要啟示。
實務方面的啟示
本研究為管理人員提供了啟示,協助他們透過特定的人力資源管理系統去增強創新意念。研究結果顯示、建基於共同福祉的原則和高度意識水平的一整套連貫的人力資源管理措施,能創造一個引來創新意念的利他主義氣氛。
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Shahbaz Sharif, Shahab Alam Malik, Nimra Arooj and Omaima Munawar Albadry
This study aims to investigate the effects of HRM practices on administrative and faculty members’ work engagement and organizational commitment at Minhaj University Lahore…
Abstract
Purpose
This study aims to investigate the effects of HRM practices on administrative and faculty members’ work engagement and organizational commitment at Minhaj University Lahore, Pakistan. The primary objectives of the research are to investigate how HRM practices – such as selection and recruitment, training and development, rewards and compensation, job security, employee, participation and performance appraisal, directly and indirectly, influence organizational commitment via work engagement.
Design/methodology/approach
The study uses a quantitative research methodology using a survey questionnaire given to academic and administrative staff at Minhaj University Lahore. For descriptive statistics, SPSS was used, and Smart PLS 3.3.3 was used for structural equation modelling (SEM).
Findings
The results indicate that while selection and recruitment, rewards and compensation and job security do not show a significant direct impact, training and development, employee participation and performance appraisal significantly influence work engagement. Moreover, work engagement also influenced organizational commitment. In addition, work engagement significantly mediates the relationship between training and development, employee participation, performance appraisal and organizational commitment. However, selection and recruitment, rewards and compensation and job security do not show significant mediation effects.
Practical implications
To enhance work engagement in Pakistani HEIs, focus on tailored training, active faculty participation, effective appraisals and competitive compensation while fostering a supportive environment and recognizing accomplishments to increase commitment and institutional performance.
Originality/value
This study emphasizes the importance of particular tactics catered to the regional academic context for institutional performance and sustainability, providing novel insights into enhancing work engagement and organizational commitment in Pakistani higher education.
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Gopal Krushna Gouda and Binita Tiwari
Smart HR 4.0 is a new concept characterized by adopting innovative technologies of Industry 4.0 (I4.0) in the HR domain. This study attempts to identify the key factors of Smart…
Abstract
Purpose
Smart HR 4.0 is a new concept characterized by adopting innovative technologies of Industry 4.0 (I4.0) in the HR domain. This study attempts to identify the key factors of Smart HR 4.0 to foster organizational innovation ambidexterity.
Design/methodology/approach
Based on review of literature and survey from expert opinions by using the Delphi method, 12 factors were found most suitable for this study. Further, the fuzzy-TISM technique was used to establish contextual relationships and develop a hierarchical model on the identified factors. Subsequently, the MICMAC analysis was applied to classify these factors according to their driving and dependence power.
Findings
This study framed a conceptual hierarchical model of Smart HR 4.0 and established contextual relationships among identified factors. Result shows that smart organic structure, industry–institute interface, IT-enabled system and ambidextrous leadership are important factors as they have the highest driving power. Further, knowledge management, learning culture and psychological empowerment are the linkage factors having both driving as well as dependency power in the whole system.
Practical implications
This study can guide the managers in smoothly implementing these practices to manage their human capital amidst digital disruption, ensuring innovation competitiveness of the firm. The structural hierarchical framework of Smart HR 4.0 may serve as a blueprint for HR professionals and business leaders to attain organizational innovation ambidexterity in the current wave of digital disruptions (Industry 4.0).
Originality/value
This study provides a holistic model of smart HR 4.0 integrating innovation ambidexterity in I4.0.
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