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1 – 10 of 423External factors such as global competition and new technologies, require organizations to be innovative. Such organizational innovations also ask for innovative human resource…
Abstract
Purpose
External factors such as global competition and new technologies, require organizations to be innovative. Such organizational innovations also ask for innovative human resource management (HRM). However, in the current literature, it is not completely clear what innovative HRM means, as it is conceptualized in different ways. This study aims to provide clarity about innovative HRM by suggesting a new measurement scale; formulating hypotheses about some core determinants of innovative HRM; and investigating how innovative HRM relates to organizational innovation.
Design/methodology/approach
Using a sample of 719 Dutch organizations it was possible to investigate the properties of the inventory and examining several determinants of innovative HRM and how it relates to organizational innovation.
Findings
The innovative HRM scale is internally consistent and differs from other HRM indicators. It is explained by external developments, organizational size and stability of the organization. Finally, innovative HRM is a predictor of organizational innovation.
Originality/value
The measure that was developed in this paper is new to the literature. Innovative HRM has not been measured in a similar way to date. Besides that, the innovative HRM Survey is a novel data set.
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Mattia Martini, Dario Cavenago and Elisabetta Marafioti
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…
Abstract
Purpose
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.
Design/methodology/approach
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.
Findings
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.
Research limitations/implications
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.
Practical implications
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.
Originality/value
The study contributes to an emerging and still scarce literature on types, drivers and outcomes of SM use in HRM.
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Jindong Song, Jingbao Zhu and Shanyou Li
Using the strong motion data of K-net in Japan, the continuous magnitude prediction method based on support vector machine (SVM) was studied.
Abstract
Purpose
Using the strong motion data of K-net in Japan, the continuous magnitude prediction method based on support vector machine (SVM) was studied.
Design/methodology/approach
In the range of 0.5–10.0 s after the P-wave arrival, the prediction time window was established at an interval of 0.5 s. 12 P-wave characteristic parameters were selected as the model input parameters to construct the earthquake early warning (EEW) magnitude prediction model (SVM-HRM) for high-speed railway based on SVM.
Findings
The magnitude prediction results of the SVM-HRM model were compared with the traditional magnitude prediction model and the high-speed railway EEW current norm. Results show that at the 3.0 s time window, the magnitude prediction error of the SVM-HRM model is obviously smaller than that of the traditional τc method and Pd method. The overestimation of small earthquakes is obviously improved, and the construction of the model is not affected by epicenter distance, so it has generalization performance. For earthquake events with the magnitude range of 3–5, the single station realization rate of the SVM-HRM model reaches 95% at 0.5 s after the arrival of P-wave, which is better than the first alarm realization rate norm required by “The Test Method of EEW and Monitoring System for High-Speed Railway.” For earthquake events with magnitudes ranging from 3 to 5, 5 to 7 and 7 to 8, the single station realization rate of the SVM-HRM model is at 0.5 s, 1.5 s and 0.5 s after the P-wave arrival, respectively, which is better than the realization rate norm of multiple stations.
Originality/value
At the latest, 1.5 s after the P-wave arrival, the SVM-HRM model can issue the first earthquake alarm that meets the norm of magnitude prediction realization rate, which meets the accuracy and continuity requirements of high-speed railway EEW magnitude prediction.
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Hannah Meacham, Jillian Cavanagh, Amie Shaw and Timothy Bartram
The purpose of this paper is to examine human resource management (HRM) innovation programs in the early stages of employment for workers with an intellectual disability (WWID).
Abstract
Purpose
The purpose of this paper is to examine human resource management (HRM) innovation programs in the early stages of employment for workers with an intellectual disability (WWID).
Design/methodology/approach
The first case study was carried out at a large national courier company where a film innovation programme was used to enhance the socialisation process of WWID. The second case study was at a five-star hotel situated in a large city where a buddy system innovation programme was used in the induction and training process of WWID.
Findings
The overarching “life theme” created through these innovation programs was one of enhanced and creative opportunities for social inclusion. The participants displayed more confidence and independence in their ability and exhibited aspirations to advance and succeed in their roles.
Practical implications
The study argues that HR professionals need to be more proactive in finding innovative ways to engage WWID in the early stages of employment.
Originality/value
The qualitative study is underpinned by socialisation and career construction theory which provides the framework to discuss the ways in which socialisation and socially inclusive HRM practices enable participants and other WWID achieve success on their career paths. The key message of our research is that early vocational socialisation innovation programs can make a positive difference to the work experiences of WWID.
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Mariana Namen Jotabá, Cristina I. Fernandes, Marjaana Gunkel and Sascha Kraus
This study aims to map scientific publications, intellectual structure and research trends in the development of human resource management (HRM) by adopting innovative practices…
Abstract
Purpose
This study aims to map scientific publications, intellectual structure and research trends in the development of human resource management (HRM) by adopting innovative practices. Specifically, it aims to (1) identify the fundamental contributions of research and to (2) determine the lines of research that constitute the most prominent intellectual structure to contribute to defining a future research agenda.
Design/methodology/approach
This study employs bibliometric, bibliographic coupling and cluster analysis techniques. To evaluate any potential patterns among the articles, it is analyzed how those were jointly cited. Hierarchical cluster analysis was also applied to those subject to bibliographic coupling analysis within the scope of grouping the interrelated articles into distinct sets.
Findings
The results enabled the identification and classification of various theoretical perspectives on human resources development through the adoption of innovative practices into four main approaches: (1) organizational factors of success, (2) strategic HRM, (3) human behavior and (4) learning management.
Originality/value
This study identifies, explores, analyzes and summarizes the main themes contributing to deepening the literature by identifying the priority areas concerning HRM through the adoption of innovative practices that can guarantee international standards of excellence.
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Anna Bos-Nehles, Beatrice Van der Heijden, Maarten Van Riemsdijk and Jan Kees Looise
Many HRM practices are never thoroughly implemented, or are implemented ineffectively. To better understand what line managers need to implement HRM practices effectively, the…
Abstract
Purpose
Many HRM practices are never thoroughly implemented, or are implemented ineffectively. To better understand what line managers need to implement HRM practices effectively, the authors have developed and validated a psychometrically sound measurement instrument dealing with line managers' attributions for effective HRM implementation. Based on the theory of causal attributions, the authors distinguish between internal and external attributions that determine how line managers implement HRM practices on the work floor.
Design/methodology/approach
A multidimensional approach has been used, and, after collecting data from 471 line managers, thorough scale development guidelines and validation procedures have been applied for instrument development.
Findings
The instrument's psychometric qualities have been assessed by calculating the reliability and validity of line managers' internal attributions – including its composing dimensions of desire and competences – and their external attributions – including the dimensions of support, capacity and policy and procedures. In particular, both convergent and discriminant validity as well as intra-class correlations have been established. The newly developed measures are found to be of good quality. The scales appear to discriminate well between the distinguished groups and show a good variation within groups.
Practical implications
The developed measurement instrument helps HRM professionals to better understand line managers' attributions to effectively implement HRM practices and to provide them with support and training for effective HRM implementation.
Originality/value
Previous research has already identified weaknesses in HRM implementation, but lacked addressing the causes of this. The study presents antecedents for HRM implementation effectiveness, based on the causal attribution theory, and a psychometrically validated instrument to measure these antecedents.
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Greg J. Bamber, Timothy Bartram and Pauline Stanton
The purpose of this paper is to review the roles of human resource management (HRM) specialists in the contemplation and implementation of innovation in employing organisations…
Abstract
Purpose
The purpose of this paper is to review the roles of human resource management (HRM) specialists in the contemplation and implementation of innovation in employing organisations and workplaces.
Design/methodology/approach
The authors review some of the literature and practice in this field as well as 11 other articles that are included in this special issue.
Findings
The authors propose six research questions. First, are HRM specialists analysing relevant trends and their implications for the future of work and the workforce? Second, are HRM specialists enabling employing organisations to identify and enable innovative ideas? Third, to what extent are HRM specialists leading partnership arrangements with organised labour? Fourth, what is the role of HRM specialists in creating inclusive work environments? Fifth, how should HRM specialists change to foster enterprise performance, intrapreneurship, agility, creativity and innovation? Sixth, to what extent is there an HRM function for line managers in coordination with HRM specialists in engendering innovation around “change agent” roles?
Originality/value
The authors argue that HRM specialists should embrace and enable innovation. The authors challenge HRM specialists to consider how they can contribute to facilitating innovation. The paper proposes further research on HRM and range of associated stakeholders who, together, have responsibility for innovating in the design and delivery of HRM to enrich our knowledge of HRM and workplace innovations.
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Relinde De Koeijer, Jaap Paauwe, Robbert Huijsman and Mathilde Strating
This study aims to examine the effect of human resource management (HRM) in mitigating negative effects of Lean management and Six Sigma (LM&SS) on employee well-being in health…
Abstract
Purpose
This study aims to examine the effect of human resource management (HRM) in mitigating negative effects of Lean management and Six Sigma (LM&SS) on employee well-being in health care. The authors subdivide well-being into three components: happiness, trust and health.
Design/methodology/approach
This is a cross-sectional, multisite survey study in internal service units of hospitals. Data analyzed using multivariate regression come from a sample of 1,886 survey respondents (42 units, N = 218 supervisors, N = 1,668 employees) in eight Dutch academic hospitals that have implemented LM&SS.
Findings
The present study findings show no or weak effects of LM&SS on the happiness and health component of employee well-being. In addition, the authors found a significant but weak direct positive effect (ß = 0.07) of the LM&SS bundle on the trusting relationships component of well-being. Therefore, moderating effects of HRM practices on the relationship between LM&SS and employee well-being seem less relevant because an existing relationship between LM&SS and employee well-being is a prerequisite for moderation (Hayes, 2009). There were unexpected side effects. Inspired by research that discusses direct effects of HRM on employee well-being, the authors tested this relationship and found that HRM has a direct positive effect on trust and happiness of employees in health care. For the health component of well-being, the present results show a weak negative effect of HRM.
Practical implications
This study results in a cautiously optimistic view about LM&SS in health care, provided that it is applied in a targeted manner (to improve the performance of their processes) and that HRM is strategically aligned with the goals of LM&SS to improve employees’ happiness and trusting relationships.
Originality/value
Unique features of the study are the focus on the consequences for employees’ well-being related to LM&SS in health care, the role of HRM in regard to this relationship and the participation of all eight Dutch academic hospitals in this research.
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Azadeh Shafaei, Mehran Nejati and Yusmani Mohd Yusoff
The study aimed to provide insights on antecedent and outcome of green HRM at the organisational level and the outcome of green HRM at the individual level. It also sought to…
Abstract
Purpose
The study aimed to provide insights on antecedent and outcome of green HRM at the organisational level and the outcome of green HRM at the individual level. It also sought to examine the mechanism through which green HRM would lead to employees’ positive outcome.
Design/methodology/approach
A quantitative study design using a two-study approach was employed to collect and analyse the data. For study 1, 206 hotels from Malaysia were included in analysis at the organisational level, while in study 2 at the individual level, 508 employees from different sectors provided insights through an online questionnaire. For both studies, partial least squares (PLS–SEM) was used to assess the research model.
Findings
All the proposed hypotheses were supported. Specifically, at the organisational level, organisational environmental culture is positively related to green HRM, and green HRM management positively associates with organisation's environmental performance. At the individual level, green HRM positively influences employees' job satisfaction, and meaningfulness through work is a strong mediator in this relationship.
Originality/value
This study is significant as it contributes to both theory and practice by providing fresh insights on green HRM and its antecedent and outcomes at two levels (organisational and individual) and across two economies (emerging and developed). It also sheds some light on the outcome of green HRM at the employee level which is an area that is still under-researched. By focusing on meaningfulness through work as an important factor, the study contributes to better understanding of green HRM and employees’ positive outcomes.
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