Search results
1 – 10 of over 171000Mohammad Islam Biswas, Md. Shamim Talukder and Atikur Rahman Khan
Firms have already begun integrating artificial intelligence (AI) as a replacement for conventional performance management systems owing to its technological superiority. This…
Abstract
Purpose
Firms have already begun integrating artificial intelligence (AI) as a replacement for conventional performance management systems owing to its technological superiority. This transition has sparked a growing interest in determining how employees perceive and respond to performance feedback provided by AI as opposed to human supervisors.
Design/methodology/approach
A 2 x 2 between-subject experimental design was employed that was manipulated into four experimental conditions: AI algorithms, AI data, highly experienced human supervisors and low-experience human supervisor conditions. A one-way ANOVA and Welch t-test were used to analyze data.
Findings
Our findings revealed that with a predefined fixed formula employed for performance feedback, employees exhibited higher levels of trust in AI algorithms, had greater performance expectations and showed stronger intentions to seek performance feedback from AI algorithms than highly experienced human supervisors. Conversely, when performance feedback was provided by human supervisors, even those with less experience, in a discretionary manner, employees' perceptions were higher compared to similar feedback provided by AI data. Moreover, additional analysis findings indicated that combined AI-human performance feedback led to higher levels of employees' perceptions compared to performance feedback solely by AI or humans.
Practical implications
The findings of our study advocate the incorporation of AI in performance management systems and the implementation of AI-human combined feedback approaches as a potential strategy to alleviate the negative perception of employees, thereby increasing firms' return on AI investment.
Originality/value
Our study represents one of the initial endeavors exploring the integration of AI in performance management systems and AI-human collaboration in providing performance feedback to employees.
Details
Keywords
Lars U. Johnson, Cody J. Bok, Tiffany Bisbey and L. A. Witt
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…
Abstract
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.
Details
Keywords
Amir Riaz, Zahid Mahmood, Ahmad Qammar and Imran Ali
This study aims to propose and empirically examine the simultaneous complementary mediating role of bank branch collective human capital and justice climate between implemented…
Abstract
Purpose
This study aims to propose and empirically examine the simultaneous complementary mediating role of bank branch collective human capital and justice climate between implemented high-performance work system (HPWS) and bank branch performance in the banking sector.
Design/methodology/approach
Data were collected at three different intervals of time between March 2022 to July 2022 from a final sample of 323 branch managers and 1,369 employees of commercial banks operating in Pakistan. Partial least square structural equation modeling was used to test the theoretical model proposed by this study.
Findings
Study results revealed that collective human capital and justice climate simultaneously mediate the relationship between implemented HPWS and branch performance.
Research limitations/implications
The study contributes to the strategic HRM theory by proposing the complementary mediating roles of human capital and organizational justice to reap the benefits of implementing HPWS for improving branch-level performance. The managers should focus on developing and exploiting the knowledge, skills and experiences (human capital) of branch employees and improve their collective perceptions of justice to reap the benefits of HPWS for enhancing branch-level performance.
Originality/value
Drawing upon the resource-based view of the firm and organizational justice theory, this novel study examines the simultaneous and complementary mediating effects of collective human capital and justice climate between implemented HPWS and branch performance relationships at the branch-level analysis.
Details
Keywords
Peter Boxall, Meng-Long Huo, Keith Macky and Jonathan Winterton
High-involvement work processes (HIWPs) are associated with high levels of employee influence over the work process, such as high levels of control over how to handle individual…
Abstract
High-involvement work processes (HIWPs) are associated with high levels of employee influence over the work process, such as high levels of control over how to handle individual job tasks or a high level of involvement at team or workplace level in designing work procedures. When implementations of HIWPs are accompanied by companion investments in human capital – for example, in better information and training, higher pay and stronger employee voice – it is appropriate to talk not only of HIWPs but of “high-involvement work systems” (HIWSs). This chapter reviews the theory and practice of HIWPs and HIWSs. Across a range of academic perspectives and societies, it has regularly been argued that steps to enhance employee involvement in decision-making create better opportunities to perform, better utilization of skill and human potential, and better employee motivation, leading, in turn, to various improvements in organizational and employee outcomes.
However, there are also costs to increased employee involvement and the authors review the important economic and sociopolitical contingencies that help to explain the incidence or distribution of HIWPs and HIWSs. The authors also review the research on the outcomes of higher employee involvement for firms and workers, discuss the quality of the research methods used, and consider the tensions with which the model is associated. This chapter concludes with an outline of the research agenda, envisaging an ongoing role for both quantitative and qualitative studies. Without ignoring the difficulties involved, the authors argue, from the societal perspective, that the high-involvement pathway should be considered one of the most important vectors available to improve the quality of work and employee well-being.
Details
Keywords
Nagwan Abdulwahab AlQershi, Sany Sanuri Mohd Mokhtar and Zakaria Bin Abas
This paper examines the interaction of human capital and CRM on the performance of SMEs in Yemen.
Abstract
Purpose
This paper examines the interaction of human capital and CRM on the performance of SMEs in Yemen.
Design/methodology/approach
The study used a quantitative approach in investigating the interacting effect of human capital on the relationship between CRM and SMEs' performance in Yemen. The PLS-SEM analysis was performed to test the hypotheses.
Findings
It was observed that key customer focus, technology-based CRM and CRM knowledge management were effective drivers of SME performance, but not CRM organization tools. It was also ascertained that human capital has no moderating effect on the key customer focus and knowledge management relationships with performance, although it does moderate the relationships between performance and CRM organization and technology-based CRM respectively.
Research limitations/implications
Because this study is limited to manufacturing SMEs in Yemen, the results cannot be generalized to other types of industry such as services, whose structure and vision differ from those of manufacturing SMEs. While the current results may be appropriate for SMEs in other developing countries, the researcher believes they are unsuitable for SMEs in advanced economies with different financial structures and employee and management cultures.
Practical implications
The empirical insights of this study are valuable for the owners, managers and professionals in the SMEs manufacturing sector in developing countries, to enrich their organizational performance through CRM adoption, while considering the moderating effect of human capital.
Originality/value
This is the first empirical work to confirm way the main drivers of human capital, including in the analysis the impact of CRM dimensions and SME performance, in the context of the manufacturing sector. In support of an original conceptual model, the insights contribute to the literature on CRM, SMEs in the manufacturing sector, human capital and emerging economies.
Details
Keywords
In response to calls for the extension of job design research for the strategic team particularly in high-velocity environment, the purpose of this paper is to investigate the…
Abstract
Purpose
In response to calls for the extension of job design research for the strategic team particularly in high-velocity environment, the purpose of this paper is to investigate the moderating roles of job design in the relationships between project team viewed as human capital resources and new product development (NPD) performance in the short and long run. Based on survey data from 117 NPD project teams in high-technology multinational companies (MNCs) in Thailand, this research finds that job design (i.e. autonomous, task identity and feedback) moderates the effects of human capital resources on NPD project success. In addition, job design works in concert with human capital resources to affect managing NPD project-to-project in the long run. Designing jobs by providing autonomy, identity and feedbacks could trigger the stronger contribution not only for fostering knowledge creation in the NPD project team, but also encouraging intrinsic motivation to commit extra effort to achieve NPD goals. This research contributes to the job design literature of how job design works for NPD project team to achieve short-and long-run NPD performance. Implications for these results are discussed.
Design/methodology/approach
Based on survey data from 117 NPD projects in high-technology MNCs in Thailand, this research uses hierarchical regression to do analyses.
Findings
This research finds that job design (i.e. autonomous, task identity and feedback) moderates the effects of human capital resources on the short-run project performance. In addition, job design works in concert with human capital resources to affect managing project-to-project in the long run.
Research limitations/implications
This research contributes to the job design literature of how job design works for NPD project team to achieve short-and long-run NPD performance.
Originality/value
Investigating the moderating roles of job design in the relationship between human capital resources and NPD performance in the short and long run.
Details
Keywords
Karen L. Ferguson and Thomas G. Reio
The purpose of this study is to test a model where human resource inputs (e.g. motivation, employee skill) and human resource processes/practices (e.g. training and development;…
Abstract
Purpose
The purpose of this study is to test a model where human resource inputs (e.g. motivation, employee skill) and human resource processes/practices (e.g. training and development; profit sharing) are hypothesized to contribute uniquely and positively to organizational outputs, i.e. job performance and firm performance.
Design/methodology/approach
The cross‐sectional study consisted of 350 business professionals (91 percent managers; 9 percent consultants) from a midwestern US professional organization who took a battery of survey measures via the internet.
Findings
After statistically controlling for the background variables (organizational type, size and status), the hierarchical regression analyses demonstrated that both the human resource inputs and process/practice variables explained statistically significant variance in each of the nine regression models. The effect size in each model was medium to large.
Originality/value
The findings illustrate the considerable utility of researchers and managers examining the entire human resource system of an organization when searching for productive leverage points to improve organizational outputs like job and firm performance. The results suggest that human resource managers can have a positive influence on firm performance through implementing and supporting organizational policies and procedures that serve to positively motivate workers (e.g. reasonable incentive compensation and rewards, fair grievance procedures, and performance management), and learning and development activities that stimulate optimal task and contextual job performance.
Details
Keywords
Christopher M. Harris, Gary C. McMahan and Patrick M. Wright
This study aims to directly examine the relationships between various aspects of human capital and relationship stability (overlapping tenure) and team performance. Additionally…
Abstract
Purpose
This study aims to directly examine the relationships between various aspects of human capital and relationship stability (overlapping tenure) and team performance. Additionally, this study aims to contribute to strategic human resource management and human capital research by placing an emphasis on human resources (i.e. people) and their influence on performance.
Design/methodology/approach
The direct and interaction effects of human capital and overlapping tenure on performance are examined with a sample of 230 National Collegiate Athletic Association (NCAA) men's basketball teams in the 2006‐2007 season. A third party measure of basketball players' human capital is aggregated to the team level to examine its relationship with team performance. Additionally, the human capital of the head coach of each team and its relationship with team performance is examined. Relationship stability is assessed by measuring overlapping tenure, which is defined as the amount of time individuals have worked together towards a common performance outcome. Team level overlapping tenure among players and the overlapping tenure between players and their head coach are measured and their relationships with team performance are tested. Finally, the interaction effect of players' human capital and players' overlapping tenure on team performance is examined. Hierarchical regression is used to test each hypothesis.
Findings
The results find a positive relationship between both players' and coaches' human capital and performance. Also, players' overlapping tenure is positively related to performance. Lastly, the interaction between players' human capital and players' overlapping tenure is not significantly related to performance.
Originality/value
There has been a growing interest in human resources (i.e. people) as a source of competitive advantage. This study employs a unique sample of NCAA men's basketball teams to theoretically develop and empirically test relationships among human capital, overlapping tenure, and performance. Different from previous studies, an objective, third party measure of human capital and measurements of overlapping tenure are utilized and their direct and interaction effects on team performance are examined. The results of this study point to the importance of acquiring and retaining high levels of human capital.
Details
Keywords
The purpose of this paper is to examine how high-performance HR practices and person-organization fit (P-O fit) affect general human capital and turnover intention. The author…
Abstract
Purpose
The purpose of this paper is to examine how high-performance HR practices and person-organization fit (P-O fit) affect general human capital and turnover intention. The author introduce and test a multilevel model to measure the relationship.
Design/methodology/approach
A longitudinal research study was conducted using survey data collected from 456 engineers and their immediate supervisors in 31 Taiwanese high-technology companies.
Findings
The findings show: first, general human capital can positively predict turnover intention. Second, the P-O fit moderates the positive relationship between general human capital and turnover intention since the stronger the P-O fit, the weaker this relationship. Third, the P-O fit can negatively predict turnover intention. Fourth, high-performance HR practices are positively related to general human capital and weaken the relationship between general human capital and turnover intention.
Practical implications
Companies should ensure employees are a good match with their organizations to reduce the negative impact of the loss of talented employees on the organization. In addition, organizations should build HR systems that attract and retain outstanding employees.
Originality/value
This study integrates a strategic perspective and a person-environment fit perspective to understand the impact of general human capital on individual leaving attitudes. This paper contributes to the literature because, to the author’s knowledge, it is the first study to examine the effects of high-performance HR practices and P-O fit on talented employee retention.
Details
Keywords
Elizabeth S. Redden, James B. Sheehy and Eileen A. Bjorkman
This chapter provides an overview of the Department of Defense (DoD) laboratory structure to help equipment designers, modelers, and manufacturers determine where research…
Abstract
This chapter provides an overview of the Department of Defense (DoD) laboratory structure to help equipment designers, modelers, and manufacturers determine where research, testing programs, or relevant findings can be found. The chapter includes a discussion of the performance measures and metrics typically used in DoD laboratories and concludes by considering the current state-of-the-art as well as the state-of-the-possible for human performance measurement.