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21 – 30 of over 15000
Article
Publication date: 27 August 2020

Muhammad Zia Ul Haq, Minhao Gu and Baofeng Huo

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…

1032

Abstract

Purpose

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.

Design/methodology/approach

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

Findings

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.

Research limitations/implications

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.

Practical implications

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.

Originality/value

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.

Details

Journal of Business & Industrial Marketing, vol. 36 no. 3
Type: Research Article
ISSN: 0885-8624

Keywords

Article
Publication date: 12 April 2022

Behrooz Ghlichlee and Amirhossein Goodarzi

The paper investigates the effects of strategic human resource practices on intellectual capital and new product development performance in knowledge-based firms.

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Abstract

Purpose

The paper investigates the effects of strategic human resource practices on intellectual capital and new product development performance in knowledge-based firms.

Design/methodology/approach

A quantitative approach was adopted to conduct the present study. The respondents were sampled from knowledge-based firms in Iran. Overall, 120 managers in 60 knowledge-based firms were selected using convenience sampling. A confirmatory factor analysis was conducted to ascertain the validity and reliability of the observed items, and a structural equation model was employed for testing the proposed hypotheses.

Findings

In the studied firms, strategic human resource practices have a positive and significant effect on intellectual capital. Moreover, the findings of this study indicate that those firms that use their intellectual capital have a higher new product development performance.

Research limitations/implications

The study focuses on knowledge-based firms in Iran, which limits the generalizability of the research results. Therefore, future studies should be carried out with samples from other settings and countries. Moreover, as the study was cross-sectional, the causal relationships could not be inferred directly.

Practical implications

With regard to key areas of improvement identified in this study, knowledge-based firms should focus on increasing new product development performance by improving employees' training, involving them in their job-related decision-making process, empowering employees to innovate, developing intellectual capital and monitoring the customer's satisfaction level of new products.

Originality/value

The study extends the intellectual capital literature by linking strategic human resource practices to new product development performance in knowledge-based firms via intellectual capital as a mediator.

Details

Journal of Intellectual Capital, vol. 24 no. 3
Type: Research Article
ISSN: 1469-1930

Keywords

Article
Publication date: 6 October 2020

Charu Goyal and Manoj Patwardhan

The purpose of this paper is to examine the relationship between the individual high-performance human resource practices (HPHRPs) and work engagement (WE) among the employees in…

Abstract

Purpose

The purpose of this paper is to examine the relationship between the individual high-performance human resource practices (HPHRPs) and work engagement (WE) among the employees in the service industry in India.

Design/methodology/approach

The data were collected from a sample of 234 employees working in the service sector in India with the help of a survey questionnaire method. Confirmatory factor analysis was used to validate the data. To test the hypothesized relationship, structural equation modelling was used.

Findings

The results revealed that five HPHRPs have a positive impact on the WE of employees in the service sector in India. Internal career opportunities negatively impact WE.

Research limitations/implications

The study sample is limited to the service sector in India. Researchers are encouraged to study employee and organizational performance measures other than WE which could be impacted by high-performance work practices.

Practical implications

Managers seeking to strengthen WE could implement these HPHRPs in their firms operating in Indian service sector.

Originality/value

The paper is an attempt to provide empirical evidence on how the individual HPHRPs impacts WE in an organization. Earlier research has shown the impact of bundled HPHRPs on WE. Thus, this study is first to empirically test the direct relationship of individual HPHRPs with WE.

Details

International Journal of Productivity and Performance Management, vol. 70 no. 8
Type: Research Article
ISSN: 1741-0401

Keywords

Article
Publication date: 1 September 2020

Ashutosh Muduli and Gary N. McLean

Benchmarking research has explored the role of organizational practices and business processes rooted with human capabilities for achieving growth performance. The role of high

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Research limitations/implications

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.

Originality/value

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.

Details

Benchmarking: An International Journal, vol. 28 no. 1
Type: Research Article
ISSN: 1463-5771

Keywords

Article
Publication date: 4 October 2022

Muhammad Ali, Susan Freeman, Lei Shen, Lin Xiong and Muhammad Adnan Zahid Chudhery

This study clarifies how intra-organizational social capital (IOSC) and unit-organizational ambidexterity (UOA), using resource-based view and dynamic capability theory, together…

Abstract

Purpose

This study clarifies how intra-organizational social capital (IOSC) and unit-organizational ambidexterity (UOA), using resource-based view and dynamic capability theory, together support organizational value creation. While there is research in strategic human resource management (SHRM) exploring the role of resources and its uses, there remains limited understanding of how resources are linked and their effective utilization in the service sector. This study aims to examine the mediating process linking employee-experienced service-oriented high-performance work systems (SHPWS) experienced by employees and service performance by integrating IOSC and UOA.

Design/methodology/approach

This study uses time lagged data from managers and employees of different branches of Chinese state-owned banks. To test the proposed hypotheses, path analysis was applied.

Findings

The path analysis results reveal that employee-experienced SHPWS is an important antecedent of service performance. Moreover, IOSC (as resources) and UOA (uses) strongly mediate the theorized relationship.

Originality/value

This study attempts to refine theory and practice with clearer, more insightful and coherent means to better understand and help unpack the ‘black box’ between SHPWS-performance relationships through a new linkage model.

Article
Publication date: 4 May 2021

Ibrahim Rashid Al-Taweel

The purpose of this study is to explore the effect of adopting categories of high-performance work practices (HPWPs) in human resource management (HRM) in some health dispensaries…

Abstract

Purpose

The purpose of this study is to explore the effect of adopting categories of high-performance work practices (HPWPs) in human resource management (HRM) in some health dispensaries in the context of the Kingdom of Saudi Arabia. It examines their impact on specific performance areas that can be measured in line with defined performance measurement criteria by adopting the approach of best practices that covers a wide range of departments, levels and processes, including those that reflect the HRM strategy's effectiveness.

Design/methodology/approach

The study employed descriptive-exploratory research design which explores the effect of adopting categories of HPWPs in HRM in some health dispensaries in the context of the Kingdom of Saudi Arabia.

Findings

This study's findings also point to inefficient practices in uplifting organizational performance levels, such as performance-related compensation and information exchange. HPWPs contribute in achieving the institutions' goals in the employees' performance improvement their productivity in health dispensaries improvement of institutional characteristics and performance. HPWPs led to the improvement in the elements of performance, remarkable of which are: improvement in innovation level and creativity; management level improvement due to the compatibility of human resources (HR) practices with the employees' qualifications and experiences; support of the administration to these practices, individual and institutional goal achievement.

Research limitations/implications

The drawback of this analysis is that HR drivers have been listed for healthcare in Saudi Arabia. There will also be extra drivers or potential examinations. The research used expert opinions; they could modify their views in the future. Such work primarily relates to Saudi Arabia and requires validation in specific contexts. There are prospects for more research in the future, as this analysis should be used. This offers the partnership pattern for HR drivers in healthcare in Saudi Arabia.

Practical implications

The study presents practical implications to HRM of health services in Saudi Arabia. This may help to improve healthcare programme in Saudi Arabia and transforming it into a comprehensive healthcare network through which the country offers quality health coverage across various government departments. The private sector's involvement in providing healthcare services is also growing but is hampered by many HR-related concerns.

Social implications

With this study, it offers to improve the health services of Saudi Arabia for social development with regards to HRM practices. In which efficiency in healthcare ensures that the patient wants treatment in an inexpensive, secure, efficient manner because it needs it. HPWPs in HRM are examined in this research paper.

Originality/value

Despite the magnitude of the health dispensaries in the Kingdom of Saudi Arabia, and the geographical expanse, it covers in rendering its practical and medical services, there is an apparent lack of full grasp on the part of managers concerning the potential role that HPHWs can play a major role in contributing to the development of health services across the board; in addition to the fact that some institutions are not desirous of changing the framework and operations of their HRM amongst healthcare institutions in Saudi Arabia.

Article
Publication date: 7 September 2012

Simon C.H. Chan and Wai‐ming Mak

The purpose of this paper is to examine the mediating role of occupational safety and health (OSH) on the relationship between high performance human resource practices (HPHRP…

4234

Abstract

Purpose

The purpose of this paper is to examine the mediating role of occupational safety and health (OSH) on the relationship between high performance human resource practices (HPHRP) and organizational performance.

Design/methodology/approach

The authors collected data from 227 human resource management professionals in Hong Kong, the People's Republic of China and used exploratory factor analysis and multiple regression for data analysis.

Findings

The results supported the construct validity of the preliminary measure of HPHRP with the inclusion of a measure on OSH. The mediating role of perceived safety climate in the relationship of HPHRP and organizational performance was also confirmed.

Research limitations/implications

This research highlights the importance of OSH on HPHRP in Hong Kong organizations. Results explored that HPHRP positively influences organizational performance through the mediator of perceived safety climate.

Originality/value

This paper adds value by improving the understanding of the importance of OSH in human resource management in China. It reveals an important path, HRM managers' perceived safety climate, through which HPHRP is transmitted to organizational performance.

Details

Journal of Chinese Human Resources Management, vol. 3 no. 2
Type: Research Article
ISSN: 2040-8005

Keywords

Article
Publication date: 8 May 2023

S.M. Aparna and Sangeeta Sahney

The study aims to explore the effectiveness of performance-oriented practices like high-performance work practices (HPWPs) in higher education (HE), given its explicit focus on…

Abstract

Purpose

The study aims to explore the effectiveness of performance-oriented practices like high-performance work practices (HPWPs) in higher education (HE), given its explicit focus on performance these days.

Design/methodology/approach

The study uses hierarchical linear modeling using statistical package for social sciences (SPSS 22.0) to test the hypotheses. An intertwined framework of the ability–motivation–opportunity (AMO) model and the job demand-resources (JD-R) model was proposed. The study considered strategic hiring, recognition and participatory decision-making as ability, motivation and opportunity-enhancing practices respectively. Further, the study addressed the impact of institutional level moderators, like administrative workload (AWL) and support staff (SS).

Findings

The findings based on the responses of 385 faculties and 443 students from 36 Indian institutes, indicated that HPWPs enhanced the education performance (EP) of HE institutes. Further, results revealed that both AWL and SS had differential effects on the relationship between HPWPs and EP. Contrary to authors’ expectations, SS showed a negative effect of the relationship between HPWPs and EP.

Research limitations/implications

The increased AWL was debilitating the beneficial effects HPWPs. The negative interaction effect of SS sheds light on the hidden issues surrounding SS in HE institutes. Based on findings, the study offered important theoretical and practical implications.

Originality/value

To the best of authors’ knowledge, the impact of innovative human resource (HR) practices in academia remains relatively under-researched, and the current study is an attempt to fill this void.

Details

International Journal of Productivity and Performance Management, vol. 73 no. 3
Type: Research Article
ISSN: 1741-0401

Keywords

Abstract

Details

The Emerald Handbook of Work, Workplaces and Disruptive Issues in HRM
Type: Book
ISBN: 978-1-80071-780-0

Article
Publication date: 7 April 2015

Ashutosh Muduli

This paper aims to study the relationship between high-performance work system (HPWS) and organizational performance and to examine the role of human resource development (HRD…

4208

Abstract

Purpose

This paper aims to study the relationship between high-performance work system (HPWS) and organizational performance and to examine the role of human resource development (HRD) Climate in mediating the relationship between HPWS and the organizational performance in the context of the power sector of India.

Design/methodology/approach

The empirical research paper has been conceptualized on the basis of extensive literature survey and examined through a case-based approach. Data and information collected to examine strength of the proposed hypothesis in the context of a power-based company in India.

Findings

Agreeing with most of the research, HPWS is found to be positively related with organizational performance. The result does not agree with the HPWS research conducted in Asian countries. Taking clues from “Black Box” approach, the role of HRD Climate as a mediating factor has been studied. The result proved that HPWS influences organizational performance through a supportive development environment (HRD climate) based on openness, confrontation, trust, authenticity, proaction, autonomy, collaboration and experimentation (OCTAPAC).

Research limitations/implications

Designing and implementing HPWS requires the organization to nurture and develop a suitable HRD climate through development of organizational culture based on OCTAPAC.

Practical implications

Implications for HRD–HPWS practices such as group-based pay, decentralized participative decisions, self-managed work teams, social and family events, and appraisal based on team goals along with OCTAPAC culture can significantly contribute to the transfer climate by influencing both peer and supervisor. It can significantly contribute to training motivation by influencing both career and job attitudes, and organizational commitment of trainees.

Originality/value

The research is unique in its attempt to understand the role HRD climate as intermediating variables to enhance the effectiveness of HPWS. This may add a lot of value in encouraging organizations to establish HRD Climate.

Details

European Journal of Training and Development, vol. 39 no. 3
Type: Research Article
ISSN: 2046-9012

Keywords

21 – 30 of over 15000