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The purpose of this paper is to examine the expectations of human resource management professionals as they relate to reality‐based learning experiences that can shape college graduates' education. Computer‐based simulations can provide a strong opportunity for learning‐by‐doing, so it would be important to understand what skill sets should be targeted for these.

A survey was used for the research question: what work‐related skill sets will human resource management (HRM) professionals value in recent college graduates who are starting in entry‐level HRM positions? The respondents were from the Society of Human Resource Management (SHRM).

The respondents targeted specific skill sets that they value, and the data provided can now be applied in creating reality‐based learning opportunities using educational simulations in an online environment.

The potential for future research includes the opportunity to collect data on student use of educational simulations that focus on providing the subject HRM skill sets in this paper.

The implications for pedagogy include the use of educational simulations that target the reinforcement of specific HRM skill sets that have been identified. These can provide college students with a unique opportunity for praxis.

This paper examines the underlying value of reality‐based learning and how the use of educational simulations can add value in praxis. Additionally, it identifies several HRM skill sets for recent college graduates seeking to enter the HRM field. This paper will be of value to university educators, curriculum management professionals, university administrators, and university technology management professionals.

Taking an interdisciplinary approach, the purpose of this paper is to combine concepts from human resource management (HRM) and supply chain management (SCM) fields and explore the effects of high-involvement HRM practices on supply chain integration (SCI).

Using empirical survey data collected from ten countries, the authors examine the specific effects of three dimensions of high-involvement HRM practices – employee skills, incentives and participation – on three types of SCI – internal integration, supplier and customer integration. The authors use structural equation modeling and the maximum-likelihood estimation method to test the proposed relationships.

The results confirm the overall relevancy of HRM to SCI. However, several proposed links are not supported by the data collected.

This study makes both theoretical and managerial contributions by empirically examining the interface between HRM and SCI. More specifically, it examines the effects of different high-involvement HRM practices on different types of SCI. The findings will not only help researchers to better understand the interface, but will also guide managers in adjusting HRM practices to achieve desired operational goals.

To devise a human resource management (HRM) approach capable of application to the management of employees in social enterprises.

The difficulty of applying traditional HRM techniques to social enterprises, where the workforce tends to be volunteers, is discussed. Reviews HRM concepts and their relationship/applicability to social enterprise (labour market relationships within social enterprise, resourcing and skills to support social enterprise, leadership and operational strategy within social enterprise). Presents two case studies, involving an inner city credit union in northwest England; and an inner city after‐school club. Reports on a pilot questionnaire survey focusing on the strands identified by the earlier research.

The results indicated a heavy reliance on volunteer labour with almost all organizations working with volunteers. Notes, however, that when asked whether volunteers were crucial to the running of the organization, only 59 per cent felt they were, with the remaining 41 per cent being uncertain or felt that volunteers were not crucial and only a small fraction (12 per cent) having more volunteers than paid workers. Reveals that the infrastructure to support coherent people‐management systems in social enterprise do not appear to be robust and piecemeal support and advice through a range of well‐meaning board members, fragile networks and higher education institutes cannot provide a strong framework for growth and sustainability in managing human resources in the social enterprise sector. Concludes that labour market relationships, resourcing and skills, and leadership and operational strategy have nevertheless been recurring themes in research in this field which suggests that there may be a very real opportunity for HRM tools and expertise to support social enterprise organizations in achieving their business and social goals.

Sheds light on the HRM aspects of social enterprises.

The purpose of this paper is to extend the current understanding of human resource management (HRM) challenges facing franchise businesses.

A qualitative investigation, including eight in-depth interviews and 66 semi-structured interviews with various franchise stakeholders as well as 42 participant observations, was conducted in North America to answer the research questions.

Six major conclusions emerged from the conceptual and empirical work. The findings, for instance, reveal that human resources in franchise businesses lacks in motivation and skills, and franchisees’ distance from the ideal mix of autonomy and risk-aversion determines psychological and financial distress in the system.

The findings suggest that when firms choose the franchising path as a means of leapfrogging resource constraints, they will experience new and more challenging HRM complications for several reasons. Therefore, decision-makers at both franchisor and franchisee firms need to address these new HRM challenges proactively by recognizing their possibility and emergence and by engaging in cooperative learning with one another.

While HRM practices can “make or break” franchise systems, some important research questions still remain unanswered in this context. In an attempt to narrow this gap, and using a qualitative approach, this work identifies and classifies the key HRM challenges facing the franchise industry. Based on the finding, a conceptual model is proposed and discussed.

Human resource management (HRM) is struggling to cope with the increasingly volatile demand for skilled resources in the logistics and supply chain sector. Thus, this study discovers the possible integration of HRM and supply chain management (SCM) practices for improved supply chain performance. The purpose of this study is to explore the effect of intra HRM–SCM and joint HRM–SCM decisions on the performance of the supply chain.

An intra HRM–SCM and joint HRM–SCM model is developed following an empirical study. Survey data collected from 109 supply chain managers from Indian logistics firms are used to test the developed hypotheses. Structural equation modeling is used to analyze and validate the model.

The results suggest that supply chain performance is significantly influenced by joint HRM–SCM, compared to intra HRM–SCM practices, especially under volatile demand environments. Training and development, recruitment and selection, and performance management affect joint HRM–SCM significantly compared to the other three factors identified. Moreover, HRM and SCM show strong correlation and mutual support in identifying and fulfilling the demand of the logistics and supply chain sector.

With a growing trend toward globalization and digitalization, a joint HRM–SCM model will help businesses make robust and informed decisions for improved supply chain performance.

An empirical relationship between joint HRM–SCM, intra HRM–SCM, supply chain inhibitors and supply chain performance is established in this study. Although some part of this relationship may already exist, the study provides robust evidence to support this complex, collaborative relationship.

The purpose of this paper is to develop a measurement of creativity-oriented HRM systems that improve organizational creativity. This paper also aims to explore the mechanisms between them by investigating the mediating role of innovative culture and the moderating role of customer orientation.

The study uses a sample of 82 knowledge-intensive companies with 780 respondents consisting of 145 HR professionals, 512 core knowledge workers and 123 top managers in China. Exploratory factor analysis, confirmatory factor analysis and regression analysis are used to validate the measure of creativity-oriented HRM systems and test hypotheses.

This study finds that creativity-oriented HRM systems are composed of three dimensions, which are creative skill-enhancing practices, intrinsic motivation-enhancing practices and empowerment-enhancing practices. These practices significantly improve organizational creativity through innovative culture. Furthermore, customer orientation moderates the effect of innovative culture on organizational creativity in such a way that the positive relationship is stronger when customer orientation is high.

This study contributes to the strategic human resource management literature by developing and validating a measure of creativity-oriented HRM systems. Moreover, it also explores the mechanism between creativity-oriented HRM systems and organizational creativity based on a complementary perspective of innovativeness, which underlines the important mediating effect of innovative culture. More importantly, the authors propose the significance of absorbing knowledge and information from customers and put forward the moderating role that customer orientation plays, especially in an emerging country context such as China.

The purpose of this paper is to test alternative conceptualizations of the relationship between systems of human resource management (HRM) practices and organizational effectiveness. The authors describe a framework suggesting a complex relationship between HRM practices and organizational effectiveness, test this approach empirically in a large sample of US motor carriers, and compare the results to those derived using other approaches prevalent in the strategic HRM literature.

The study used a large scale cross-sectional survey design. In a sample of US motor carriers, questionnaires completed by senior HRM department staff were used as the primary data. The data were supplemented by organizational effectiveness data reported by motor carriers to the US Government.

The results support the general hypothesis that HRM practices enhance organizational effectiveness, provide some evidence that HRM practices can enhance each other’s effectiveness, and underscore the value of theory driven methodological approaches. Specifically, the authors found that HRM system comprising practices that ensure selectivity in staffing, performance-based pay, and enhanced employee opportunity through participation in decision-making result in higher levels of organizational effectiveness. Additionally, the effects of other combinations of these practices varied.

This study highlights the need for HRM departments and organizations to approach the strategic management of employees with a systems perspective. The optimal design of an HRM strategy must take into account the various components.

This study is one of the first to test the main assumptions of the systems perspective in strategic HRM using multiple measures and empirical approaches for combining HRM practices into systems. Comparison of these different approaches in a single study offers insight into how researchers can test the relationship between HRM practices and organizational effectiveness and provide practitioners more useful approaches for designing HRM systems.

The purpose of this paper is to investigate the relationship between human resource management (HRM) practices bundles and organizational commitment, and find answers for questions on which of these bundles contribute how to the employees’ performance and loyalty according to their demographic characteristics in maritime market.

Two separate surveys were applied to 104 employees of international maritime companies. Factor and reliability analyses were carried out to ensure the surveys’ validity and reliability. Then, correlation analysis was conducted to determine whether there is a relationship between HRM practices and organizational commitment. Finally, independent groups t-test was used to determine if perceptions of employees on HRM practices and their organizational commitment vary according to their demographic characteristics.

Moderate positive and negative linear relationships between HRM practices bundles and organizational commitment were found. Also, significant differences between the organizational commitment levels of employees and their perceptions on the effects of HRM practices to their performance were determined.

Surveys were conducted only on Turkish employees in maritime sector and companies only that published annual and social responsibility report were examined.

HR managers should pay attention on HRM practices bundles to increase the level of employee’s organizational commitment and performance. While doing this, they also should take their employees’ demographic characteristics on account. This study can give clues about management of employees with different perceptions on performance and commitment.

The authors add the literature by identifying the link between HRM practices bundles and organizational commitment. To the best of the authors’ knowledge, this is the first study, which reveals the link between HRM practices bundles and organizational commitment dimensions, separately. Also, an original new questionnaire was produced, which measures the employees’ perceptions on the effects of HRM practices to performance.

Critiques the visions of management gurus in comparison to the measures which they offer to “deliver” them. Argues that organization development requires a qualitatively different look at workers and work going beyond behavioural prescription. Presents the concept of the new skills mix supported by arguments that integrate and develop more systematic analyses informed by frames of reference often regarded as mutually exclusive – this leads to a critical examination of proactivity and empowerment.

This paper explores the issue of transferring western human resource management (HRM) practices to Algeria. Drawing on a case study of a large industrial company, the research identifies the motives for the transfer and examines the selection and implementation process of western HRM practices in Algeria. Evidence generated from the case study reveals that while management justifications for the transfer of western HRM practices capture the economic and technical rationale for western HRM practices, they fail to identify local conditions under which these HRM practices might be transferred. The applicability of western HRM is hindered by the unplanned and haphazard importation of western HRM practices.