Search results

Decision-making in human resources management is done at both the micro and macro level of organizations. Unfortunately, the decisions at each level are often executed without consideration of the other, and current theory reflects this issue. In response to a call for integration of micro- and macro-level processes by Huselid and Becker (2011), we review the extant literature on strategic human resources and high-performance work systems to provide recommendations for both research and practice. We aimed to contribute to the literature by proposing the incorporation of the situation awareness literature into the high-performance work systems framework to encourage the alignment of human resources efforts. In addition, we provide practical recommendations for integrating situation awareness and strategic decision-making. We discuss a process for the employment of situation awareness in organizations that might not only streamline human resources management but also result in more effective decisions. Additional considerations include implications for teams, boundary conditions (e.g., individual differences), and measurement.

Human resources have become a key issue in relation to the strong competition between service firms. Therefore, the purpose of this paper is to explore the relationship between high-performance human resource management (HRM) within this field to firm performance, making a useful attempt to explore the “black box” of enterprise human resources management effect on firm performance.

In order to validate the relationship between high-performance HRM and firm performance, Chinese service industry samples were collected. Structural equation modeling and regression are adopted to estimate the direct effect of high-performance HRM on firm performance and the mediating role of innovation.

The results show that the impacts of high-performance HRM on firm performance are significant. Moreover, innovation plays a partial mediating role between them. Training, work analysis and employee participation has a significantly positive impact on firm performance, while effects of profit sharing, employee development and performance evaluation on enterprise performance is not significant. The results strongly support the hypothesis that innovation holds intermediary variables between high-performance HRM and firm performance.

Studying the relationship between high-performance HRM and firm performance can help Chinese enterprises more reasonable and effective learning foreign advanced management ideas and methods. And then can help Chinese enterprises to establish a high-performance HRM system that is suitable for Chinese enterprises; the research can help enterprises to identify meaningful practice of human resources management, outstanding keys, and perfect the HRM system of enterprises; research on innovation and innovative thinking is conducive to develop employees’ innovation motive, promote employee’ innovative behavior, and improve firm performance.

This paper takes innovation as a mediating variable into the model and studies the intermediary role of innovation.

The study examines the mediating effect of knowledge management (KM) in the relationship between the high-performance organisation (HPO) framework and high performance in financial institutions (FIs) in Uganda. The paper aims to develop a framework that promotes high performance in the FIs.

The conceptual model was tested on a sample of 28 financial instituitions using structural equation model.

The findings revealed that the high-performance framework is significantly related to high performance and KM is related high performance. KM mediates the relationship between the high-performance framework and high performance.

The findings revealed that the high-performance framework is significantly related to high performance and KM is related high performance. KM mediates the relationship between the high-performance framework and high performance.

The findings revealed that the high-performance framework is significantly related to high performance and KM is related high performance. KM mediates the relationship between the high-performance framework and high performance.

This study makes several empirical and theoretical contributions, addressing the gap in the literature about the role of the HPO framework in strategic management. This study tests the relationship between the HPO and the firm's performance by taking the mediating effects of KM. The designed model highlights a significant organisational performance approach that can influence the finance sector positively.

The present research aims to examine the scholarly literature on high-performance work practices (HPWPs). Relevant comparisons were made between the hospitality industry, service industry and various other contextual environments in general business that might impact the choice and implementation of HPWPs, and a set of work practices was proposed for the hospitality industry.

A comprehensive review was conducted of scholarly literature related to HPWPs that was published in the past 25 years (1991-2015). A total of 89 scholarly articles were considered in this summary. Based on this review, HPWPs in the hospitality industry were compared and contrasted with other industry sectors.

There is little consensus among researchers concerning specific HPWPs that should be used by every company to improve their organizational- or individual-level performance. Thus, a specific set of 13 HPWPs that take into consideration the unique characteristics of the industry, based on a review of empirical research, was identified for the hospitality industry as a starting point for future research in the hospitality industry.

Following a comparison of HPWPs in the hospitality, services literature and manufacturing-based industry context, the authors extend the body of knowledge and propose a set of HPWPs for future research in the hospitality industry. HPWPs can have positive impacts on both organizational- and individual-level performance. Thirteen specific hospitality HPWPs were identified that are most beneficial, and the circumstances under which they might yield optimal results enhance the scholar’s understanding of HPWPs and provide guidance to human resource professionals to make evidence-based decisions. A better understanding of HPWPs can assist human resource professionals in making policy decisions that optimize the use of human capital in their organizations.

Despite the importance, no study exists which investigates the role of human resource (HR) in supply chain (SC) learning. This study aims to investigate the effects of high-performance human resource management (HRM) practices on different types of the SC learning (i.e. supplier, customer and internal learning) and innovation performance.

This study applies structural equation modeling to test the conceptual model based on data collected from 213 manufacturing firms in China.

The findings indicate that empowerment improves all three dimensions of SC learning, whereas training improves supplier and internal learning and teamwork is not related to any dimension of SC learning. These HRM practices also interactively influence SC learning dimensions. Moreover, customer and internal learning are directly related to innovation performance, while supplier leaning has a complementary effect with internal leaning but a substitutional effect with customer learning to innovation performance.

This study only selects training, teamwork and empowerment to manifest high-performance HRM practices. The impacts of high-performance HRM practices on different dimensions of SC learning and innovation performance are tested empirically with cross sectional-data collected only from manufacturing firms in China.

The findings suggest that managers can promote SC learning through the empowerment and training of their employees. Moreover, managers should place more emphasis on customer and internal learning to improve innovation performance.

Combining HRM and supply chain management (SCM) fields, this study offers a new framework to understand linkages between high-performance HRM practices, SC learning and innovation performance by using an empirical method.

The purpose of this paper is to focus on human resource practices contribution to retail SMEs performance through its role in developing organizational learning capability (OLC).

A cross-sectional design was adopted, where data were collected from a sample of 214 managers of retail SMEs, utilizing a survey questionnaire. Structural equation modeling was used to test the hypothesized relationships.

The results indicate that incentive reward has the strongest significance on firm performance with a stronger influence on economic performance. Performance appraisal has the greatest effect on system perspective, followed by the impact of employee selection on managerial commitment (MC). MC strongly affects firm performance while openness and experimentation influences satisfaction performance. Additionally, OLC fully mediates the relationship between high-performance human resource management (HRM) practices and firm performance.

It did not include large organizations nor consider other SME contextual variables which may otherwise exert significant impact on OLC.

A profound understanding of distinctive high-performance HRM practices effect on firm performance and the needed employee capabilities that would assist organizations to implement strategies to attain sustainable competitive advantage.

The study advances knowledge on HRM practices among SMEs by proposing that distinctive high-performance HRM practices can leverage OLC to enhance firm performance.

The purpose of this paper is to develop a resource-based framework to explain the relationship between high-performance work system (HPWS) and organizational performance (OP) and the moderating role of performance measures.

The paper takes a meta-analysis approach, and tests hypotheses against data of 47,741 firms and establishments in 192 studies published by June 2016.

The paper finds that HPWS has a greater positive effect on operational than financial performance. Moreover, HPWS influences operational performance more strongly in developing than advanced countries and at the firm level than the establishment level, but such variations are not evident in the effect of HPWS on financial performance.

The paper suggests that managers should treat human resource management (HRM) practices as a system, and develop HPWS for operational gains which in turn lead to financial gains. Managers need to take different approaches to develop HPWS for high performance depending on the country of origin and the level of organization.

Based on studies of individual HRM practices, previous meta-analytical studies suggested that the HPWS-OP relationship is invariant across performance measures. Taking HRM practices as integral components of HPWS, this paper extends the resource-based theory to demonstrate that performance measures interact with country of origin and level of analysis to moderate the HPWS-OP relationship.

Benchmarking research has explored the role of organizational practices and business processes rooted with human capabilities for achieving growth performance. The role of high performance work system as an organizational practice and business process is yet to be studied. Even if studied, no study has been conducted on the role of training transfer climate on high performance work system and organizational performance. The current research aims at examining high performance work system on organizational performance. Further, the study also examine training transfer climate as a mediating variable between HPWS and organizational performance.

Data collected from 415 executives of a high performance-based power sector company of Gujarat, India. The survey instrument consists of high performance work system, training transfer climate and organizational performance. Confirmatory factor analysis was used for a simultaneous assessment of overall and specific elements of measurement validity and reliability. Structural equation modelling used to test the hypothesized model.

The result proved the capability of high performance work system to predict organizational performance. Further, the result supports the hypothesis that training transfer climate acts as a mediator between high performance work system and organizational performance.

The result has important theoretical and managerial implications. Theoretically, the research extends the scope of benchmarking to high performance work system. The managerial implications have been discussed from the training transfer climate perspectives.

The originality of the study lies with proving the role of high performance work system and training transfer climate as an organizational practice and business process within benchmarking research.

This paper aims to clarify the relationship between human resource practices and staff retention by selecting three high performance work practices (precursors) and one outcome variable (turnover intentions), and trying to demonstrate the mediator role of employee commitment and job satisfaction in this relationship.

The proposed model has been analyzed with a sample of 198 employees and a structural equation modeling methodology.

Salary strategies and job enrichment strategies were positively related to job satisfaction. Job enrichment strategies and job stability strategies were positively related to employee commitment. Employee commitment was negatively related to turnover intentions. The relationship between job satisfaction and turnover intentions was mediated by employee commitment

One limitation of the findings is the use of self‐report questionnaires to collect data on all measures. Another potential limitation concerns the measurement of some latent factors with only two observable variables.

Turnover continues to be a serious problem for businesses. The proposed model suggests the use of specific practices that develop satisfaction and commitment as an intermediate step to low turnover intentions.

A sample of 198 workers was used as the source of information. This information offers clear advantages over the more widely used samples from managerial directors or statistical data gathered in human resource practices, as in this case. The perceptions of those people on whom these measures are directly carried out are readily accessible.