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Book part
Publication date: 4 October 2022

Dishi Hu and In-Sue Oh

When a firm implements certain HR practices, different employees attribute different motives and intentions to the firm with regard to those HR practices. Research on HR

Abstract

When a firm implements certain HR practices, different employees attribute different motives and intentions to the firm with regard to those HR practices. Research on HR attributions has made progress toward understanding the relationship between HR practices and employee outcomes from a process perspective. However, this research is still fragmented and lacks a systematic typology of the different types of HR attributions and a compelling organizing research framework. Furthermore, a number of research gaps and opportunities have emerged regarding the nomological net of employee HR attributions. To address the gaps and capitalize on the opportunities, the authors propose an overarching theory-driven multi-level framework that guides the choice of the antecedents and outcomes of employee HR attributions and explains their relationships along with both mediating and moderating mechanisms. Drawing on signaling theory embedded in the proposed framework, the authors identify and categorize various antecedents of employee HR attributions to explain their relationships. The authors also use several additional theories such as social exchange and the job demands–resources model included in their review to identify and categorize various outcomes of employee HR attributions across levels of analysis (i.e., individual, collective [team/group/unit], organization) and explain their relationships. In addition, the proposed framework explains how individual-level employee HR attributions emerge at the collective level and influence collective processes and outcomes. The authors end their review by pinpointing future research needs and discussing related future research directions.

Details

Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-1-80455-046-5

Keywords

Book part
Publication date: 7 September 2023

Karin Sanders, Rebecca Hewett and Huadong Yang

Human resource (HR) process research emerged as a response to questions about how (bundles of) HR practices related to organizational outcomes. The goal of HR process research is…

Abstract

Human resource (HR) process research emerged as a response to questions about how (bundles of) HR practices related to organizational outcomes. The goal of HR process research is to explain variability in employee and organization outcomes by focusing on how HR practices are intended (adopted) by senior managers, the way that these HR practices are implemented and communicated by line managers, and how employees perceive, understand, and attribute these HR practices. In the first part of this chapter, we present a review of 20 years of HR process research from the start, to how it developed, and is now maturing. Within the body of HR process research, several different research theoretical streams have emerged, which are largely studied in isolation without benefiting from each other. Therefore, in the second part of this chapter, we draw on previous work to propose a staged process model in which we integrate the different research streams of HR process research, recognizing contingencies in the model. This leads us to an agenda for future research and practical implications in the final part of the chapter.

Book part
Publication date: 1 July 2014

Tom Bellairs, Jonathon R. B. Halbesleben and Matthew R. Leon

Sudden crises, known as environmental jolts, can cripple unprepared organizations. In recent years, financial jolts have led many organizations, particularly government…

Abstract

Sudden crises, known as environmental jolts, can cripple unprepared organizations. In recent years, financial jolts have led many organizations, particularly government organizations, to respond by furloughing employees. Furloughs can engender various responses in employees that can lead to negative work outcomes for both the employees and the organization. Previous research shows that the implementation of strategic human resource management (SHRM) practices, such as commitment-based systems, can mitigate the negative effects of environmental jolts. Utilizing the knowledge-based view and affective events theory, we propose a multilevel model where SHRM practices moderate employee affective responses to furloughs, which, in turn, drive subsequent employee behavioral outcomes.

Details

Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-1-78350-824-2

Keywords

Article
Publication date: 1 August 2002

Pawan Budhwar, Andy Crane, Annette Davies, Rick Delbridge, Tim Edwards, Mahmoud Ezzamel, Lloyd Harris, Emmanuel Ogbonna and Robyn Thomas

Wonders whether companies actually have employees best interests at heart across physical, mental and spiritual spheres. Posits that most organizations ignore their workforce …

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Abstract

Wonders whether companies actually have employees best interests at heart across physical, mental and spiritual spheres. Posits that most organizations ignore their workforce – not even, in many cases, describing workers as assets! Describes many studies to back up this claim in theis work based on the 2002 Employment Research Unit Annual Conference, in Cardiff, Wales.

Details

Management Research News, vol. 25 no. 8/9/10
Type: Research Article
ISSN: 0140-9174

Keywords

Article
Publication date: 25 March 2022

Melina Seedoyal Doargajudhur and Zuberia Hosanoo

As employees’ adoption of Bring Your Own Device (BYOD) has increased, so has research interest into the impact of BYOD on human resources outcomes. The present study aims at…

Abstract

Purpose

As employees’ adoption of Bring Your Own Device (BYOD) has increased, so has research interest into the impact of BYOD on human resources outcomes. The present study aims at understanding the relationship between BYOD and human resources outcomes.

Design/methodology/approach

The study employs the inductive data-driven content analysis approach to analyze the data collected through qualitative semi-structured interviews with a sample of 28 knowledge workers from different occupational sectors in Mauritius.

Findings

The results show the double-edged sword brought about by BYOD implementation. This trend is associated with perceived job performance, job satisfaction, organizational commitment and work motivation while also having an effect on work-life conflict and stress.

Practical implications

This study has implications for organizations that are concerned about formulating guidelines and policies in relation to workers' adoption of BYOD in the workplace. This trend permits employees to continue to communicate and work irrespective of new working conditions and social distancing since the Covid-19 pandemic has changed the way organizations operate around the globe.

Originality/value

Driven by the JD-R theory, themes and sub-themes were linked by the emerging relationships to present a conceptual framework to understanding employees' well-being since this is a pertinent research area for scholars and practitioners, as well as a topic of growing prominence for modern organizations.

Details

Information Technology & People, vol. 36 no. 2
Type: Research Article
ISSN: 0959-3845

Keywords

Article
Publication date: 25 May 2010

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;…

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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

Journal of Management Development, vol. 29 no. 5
Type: Research Article
ISSN: 0262-1711

Keywords

Article
Publication date: 12 July 2018

Agus Hermanto

This study aims to improve the performance of geothermal energy. Therefore, this research requires a deep examination of the determinant factors that affect the performance of…

Abstract

Purpose

This study aims to improve the performance of geothermal energy. Therefore, this research requires a deep examination of the determinant factors that affect the performance of geothermal energy; the results of this study are expected to increase the outcomes that can be enjoyed by the people of Indonesia.

Design/methodology/approach

This research uses quantitative approach. Data are obtained via questionnaires. The population in this study is all stakeholders of the national geothermal energy policy throughout the region. The stakeholders in question are the Community Care for Energy and the Environment (MPEL), using a sample of 400 respondents. The variables used were human resource capacity (X1), political resource capacity (X2), economic resource capacity (X3), social resource capacity (X4), performance of geothermal energy policy (Y1) and geothermal energy policy outcomes (Y2). Data analysis used to solve hypothetical model built in this research is partial least square.

Findings

While human resource, political resource, economic resource and social resource capacities affect the performance of geothermal energy policy, those capacities directly affect the performance of geothermal energy policies. On the other hand, the results of the indirect effect test show that with the mediation of good geothermal energy policy, it will be seen that the effect of human resource capacity, political resource capacity, capacity of economic resources and the capacity of social resources to the utilization of geothermal energy. The utilization of geothermal energy cannot be directly felt by the community without the support of the formulation of geothermal energy policy or unless it is supported by high human resources, political resources, economic resource and social resource capacities.

Originality/value

No previous research has comprehensively examined the effect of human resource, political resource, economic resource and social resource capacities on geothermal energy policy and its implications for the outcomes of geothermal energy policy.

Details

International Journal of Energy Sector Management, vol. 12 no. 3
Type: Research Article
ISSN: 1750-6220

Keywords

Book part
Publication date: 16 July 2018

Gary W. Florkowski

Three decades of academic and professional discourse on HR technologies (HRTs) have produced continued disagreement over construct definitions and research streams that are highly…

Abstract

Three decades of academic and professional discourse on HR technologies (HRTs) have produced continued disagreement over construct definitions and research streams that are highly fragmented. These realities suggest that greater consistency in meanings is sorely needed if we are to integrate and upgrade knowledge in this area. This chapter draws on the findings of a systematic research review to properly define the content domains of human resource information systems (HRIS), virtual human resources (virtual HR), electronic human resource management (e-HRM), and business-to-employee (B2E) systems. An integrative synthesis was performed on 242 system-level writings that appeared in the literature from 1983 to 2017. The weight of the evidence strongly supports treating HRIS, virtual HR, e-HRM, and B2E systems as independent, complimentary constructs. While the first three comprise a firm’s HRT system, the fourth construct is more appropriately positioned in the business-collaborative system. The sample was further evaluated with an analytic framework to detect patterns of practice in research designs. This revealed that much more attention has been focused on system actions and outcomes than on attitudes and system characteristics. Different units of analysis were well represented aside from trans-organizational studies. Finally, a case is made for better contextualizing HRT research by recognizing differences in assimilation stage, functional penetration, and collective proficiency. These factors are rarely mentioned, let alone studied, raising additional concerns about measurement error. Detailed suggestions are offered on ways to incorporate them. Together, these materials should promote more sophisticated and generalizable assessments of technology, improving our ability to understand its impacts.

Details

Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-1-78756-322-3

Keywords

Article
Publication date: 1 December 1998

Adrian Thornhill and Mark N.K. Saunders

Explores the implications arising from the complete devolvement of human resource responsibilities within an organization to line managers. Reviews the changing role for line…

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Abstract

Explores the implications arising from the complete devolvement of human resource responsibilities within an organization to line managers. Reviews the changing role for line managers through the literature related to the adoption of HRM. Uses theories by Guest and by Storey as a framework to examine the success of completely devolving the human resources function to line managers within a medium‐sized private sector company. Uses data collected through a questionnaire, a card sort and in‐depth interviews from a sample of 51 employees to evaluate this framework. Data indicate that the promotion of a soft HRM approach was being displaced by a harder, piecemeal, resource‐based approach. Analyses the need for human resource specialists based on the case study data. Argues that the absence of an identified top management role which includes personnel had a negative impact on the organization’s ability to achieve strategic integration in the management of human resources. Relates this to further negative consequences in relation to commitment to the organization, flexibility and quality.

Details

Personnel Review, vol. 27 no. 6
Type: Research Article
ISSN: 0048-3486

Keywords

Article
Publication date: 1 February 1998

JOHN W. BOUDREAU

The field of human resource management faces a significant dilemma. While emerging evidence, theory, and practical demands are increasing the visibility and credibility of human

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Abstract

The field of human resource management faces a significant dilemma. While emerging evidence, theory, and practical demands are increasing the visibility and credibility of human capital as a key to organisational success, the measures used to articulate the impact of human resource management decisions remain misunderstood, unwanted by key constituents, or even counter‐productive. This article proposes that the key to creating meaningful HR metrics is to embed them within a model that shows the links between HR investments and organisational success. The PeopleVantage model is proposed as a framework, the application of the model is illustrated, and the potential of the model for guiding research and practical advances in effective HR measures is discussed.

Details

Journal of Human Resource Costing & Accounting, vol. 3 no. 2
Type: Research Article
ISSN: 1401-338X

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