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The purpose of this paper is to examine the interplay of skill-enhancing human resources practices, customer orientation (CO) and tourism small- and medium-sized enterprises (SMEs) performance indicators.

Data for 194 valid cases are gathered through face-to-face techniques in Albanian tourism SMEs. Structural equation modeling is implemented to analyze data and test the hypothesis proposed.

Overall, both skill-enhancing human resources (HR) practices (i.e. recruitment/selection and training) are not associated with SMEs performance. Results suggest that using HR selection/recruitment practices are not associated to SME’s CO. Contrary, implementing skill-enhancing HR training practices is significant for SMEs strategy to focus and address customers’ wants and needs. Finally, it was found that the CO mediates the relationship between skill-enhancing HR training practices and performance, but this was not true on the skill-enhancing HR recruitment/selection practices-performance relationship.

This study makes contributions by further informing the debate about the direct and indirect link between skill-enhancing HR practices and performance. Additionally, it examines the precise role of the skill-enhancing HR practice on SMEs’ culture and or strategy to create value for customers.

The purpose of this study is to investigate the interplay of skill-enhancing human resources (HR) practices, innovativeness and firm performance.

Data from 211 valid cases were gathered through an online survey and face-to-face interviews with Albanian tourism firms. Structural equation modeling was implemented to test the proposed hypotheses.

The results suggest that HR training has a positive influence on innovativeness, which in turn affects positively firm performance. Thus, there is a mediation effect of innovativeness in the link between training and performance.

The findings are in line with the strategic perspective on HR management, which suggests that HR practices are likely to indirectly affect firm performance. However, results should be interpreted with caution due to the cross-sectional nature of the data.

HR training practices may help tourism firms to increase their innovation orientation and ultimately improve their performance outcomes.

Investigating the mediation role of innovativeness on the relationship between skill-enhancing HR practices and firm performance within the tourism context is the core contribution.

技能增强型人力资源实践和企业绩效：创新的中介作用

此研究的目的是研究技能增强型人力资源（HR）做法, 创新性和公司绩效之间的相互作用。

通过一系列在线调查, 我们收集了211例阿尔巴尼亚旅游行业公司的面对面访谈, 组成有效分析数据。实施结构方程模型以验证所提出的假设。

研究结果表明人力资源培训对创新具有积极的意义。重要的是, 在培训和绩效之间, 创新具有重要的中介作用。

研究结果与人力资源管理的战略观点相当一致, 表明人力资源实践对企业绩效会带来间接的影响。但是, 由于数据具有跨行业性质, 所以在结果的分析上应当采取谨慎的态度。

人力资源的培训可以帮助旅游类的企业提高创新并最终改善其绩效成果。

该项目的核心贡献是研究创新对提高技能的人力资源与公司绩效之间的中介作用。

Prácticas de recursos humanos que mejoran las habilidades y desempeño de la empresa: el papel mediador de la innovación

El propósito de este estudio es investigar la interacción de las prácticas de recursos humanos (RRHH) que mejoran las habilidades, la innovación y el desempeño de la empresa.

Los datos de 211 casos válidos se recopilaron a través de una encuesta en línea y de entrevistas personales con empresas de turismo albanesas. Se implementó un modelo de ecuaciones estructurales para probar las hipótesis propuestas.

Los resultados sugieren que la formación de RR.HH. tiene una influencia positiva en la innovación, la cual a su vez afecta positivamente al rendimiento de la empresa. Por tanto, existe un efecto mediador de la innovación en la relación entre formación y rendimiento.

Los hallazgos están en línea con la perspectiva estratégica sobre la gestión de RRHH, que sugiere que las prácticas de RRHH pueden afectar indirectamente el desempeño de la empresa. Sin embargo, los resultados deben interpretarse con precaución debido a la naturaleza transversal de los datos.

Las prácticas de formación de RRHH pueden ayudar a las empresas de turismo a aumentar su orientación hacia la innovación y, en última instancia, mejorar sus resultados.

Investigar el papel mediador de la innovación en la relación entre las prácticas de RRHH que mejoran las habilidades y el desempeño de la empresa dentro del contexto turístico es la contribución principal.

Academic and practitioner attention to the constructs of authentic leadership and work engagement and their implications for organizations has grown dramatically over the past decade. Consideration of the implications of these constructs for high-performance human resource practices (HPHRP) is limited, however. In this monograph, we present a conceptual model that integrates authentic leadership/followership theory with theory and research on HPHRP. Then, we apply this model to systematically consider the implications of skill-enhancing, motivation-enhancing, and opportunity-enhancing HR practices in combination with authentic leadership for authentic followership, follower work engagement, and follower performance. We contend that authentic leadership, through various influences processes, promotes HPHRP, and vice versa, to help foster enhanced work engagement. By cultivating greater work engagement, individuals are motivated to bring their best, most authentic selves to the workplace and are more likely to achieve higher levels of both well-being and performance.

The purpose of this paper is to contribute to the human resources (HR) literature by using exploratory network analysis (ENA), a data-driven technique. This technique was employed to discover how the perceived effectiveness of HR practices interrelate with employee perceptions on organizational cultural factors to enhance organizational commitment.

The authors used data from 1,459 employees of a large South Korean conglomerate and studied how individual HR practices could be enhanced by specific organizational cultural factors. The data were analyzed using ENA, which is an inductive approach.

The authors found that organizational commitment is associated with the positive perceptions of employees on the effectiveness of HR practices, such as performance appraisal, training and development, and compensation. Results show that when both HR practices and organizational cultural factors are considered, they appear to influence organizational commitment independently.

Data were collected from a large conglomerate. The authors were limited by the use of the scales developed by a consulting firm. Therefore, readers should be cautious about the generalizability of the findings.

The application of a data-driven technique (ENA) highlights the potentially fertile methodological grounds for HR research. Literature on strategic HR management may benefit from inductive approaches, wherein data serve as primary foundation for the design and development of new theories.

The purpose of this paper is to examine the associations between the skill-, motivation- and opportunity-enhancing dimensions of human resource (HR) practices and in-role and innovative job performance. Furthermore, it considers the mediating effects of psychological, physical and social employee well-being on these associations.

Structural equation modeling was utilized to analyze multi-source survey data from a sample of 300 employees and 34 immediate supervisors in a professional service company in Finland.

The results indicate that whereas physical and social employee well-being partially mediate the association between skill- and opportunity-enhancing HR practices and in-role job performance, psychological employee well-being partially mediates the association between motivation-enhancing HR practices and innovative job performance.

Given its cross-sectional nature, the authors cannot completely exclude the possibility of common method bias influencing the study results. The authors thus call for longitudinal research to examine the nature of causality within the associations analyzed in the study.

This study does not support the notion of trade-offs between HR practices, employee well-being and employee performance. Instead, it illustrates that even though different dimensions of HR practices enhance different dimensions of employee well-being, which, in turn, increase different types of employee performance, the different dimensions of HR practices work in the same direction and do not generate any unintended consequences in terms of reduced employee physical well-being.

The purpose of this paper is to look at the role relational coordination might play in understanding the relationship between high-performance work systems (HPWS) and organizational performance.

Research was conducted in a large financial services provider in Pakistan. Across 120 branches of the bank, data on relational coordination and on the practices making up HPWS were obtained from employees by means of a questionnaire survey. Data on branch-level performance were obtained independently of this, from the bank itself.

Analysis shows relational coordination to be a mediating variable between HPWS and branch performance. Relational coordination is also a mediating variable for each of the three component parts of HPWS: ability-enhancing, motivation-enhancing and opportunity-enhancing HR practices.

These results have important implications from two points of view. From the point of view of relational coordination, they show how the concept might apply in a previously under-researched sector, and also how relational coordination might act as a mediator for HR practices other than those aimed directly at enhancing employee opportunities. Breaking down HPWS into its component parts suggests that individual employee ability and motivation might also play a role.

This suggests that the ability-motivation-opportunity model needs to place greater emphasis on opportunity, and also that more account needs to be taken of the structural aspect of work – in particular, the degree of interdependence.

The purpose of this paper is to consider the potential effects of organizational socialization on organizational-level outcomes and to demonstrate that organizational socialization is an important human resource (HR) practice that should be included in research on strategic human resource management (SHRM) and should be part of a high-performance work system (HPWS).

This paper reviews the research on SHRM and applies SHRM theory and the ability-motivation-opportunity model to explain how organizational socialization can influence organizational outcomes. The implications of psychological resource theories for newcomer adjustment and socialization are described and socialization resources theory is used to explain how organizational socialization can influence different indicators of newcomer adjustment.

An integration of SHRM theory and organizational socialization research indicates that organizational socialization can influence organizational outcomes (operational and financial) through newcomer adjustment (human capital, motivation, social capital, and psychological capital variables) and traditional socialization/HR outcomes such as job satisfaction, organizational commitment, job performance and reduced turnover.

In this paper the authors describe the socialization resources that organizations can use to facilitate newcomer adjustment to achieve newcomer and organizational outcomes.

This is one of the first papers to integrate the organizational socialization literature with SHRM theory and to explain how organizational socialization can influence organizational outcomes.

The purpose of this paper is to increase the understanding of the influence of high-performance work systems (HPWS) upon job satisfaction (JS), organizational commitment (OC) and intention to quit (QI).

The data come from a questionnaire administered to 730 employees in different organizations. All questionnaires were administered “live,” in the presence of one or more members of the research team, with the ability to answer any of the respondents’ clarification questions.

The results of this study allow the authors to better understand how the effects of HPWS are exerted on the intention to quit by highlighting the mediating role played by JS and OC. In addition, the results demonstrate a synergistic effect of HPWS, meaning that the combined effects of three sets of HR practices (skill-enhancing, motivation-enhancing and opportunity-enhancing practices) is greater than the sum of each set taken individually.

The cross-sectional nature of the study prevents the authors from inferring true causality between human resource management (HRM) practices and the attitudes and behaviors of employees. Only a longitudinal study measuring levels of JS, OC and quit intention before and after implementation of such practices would establish such causality.

For leaders and managers of organizations seeking to reduce the rate of employee turnover, the results are eloquent: increased investment in a HPWS can significantly improve JS, helping to increase OC and reduce intention to quit. In the prevailing context of “talent war,” organizations that are the most proactive in the implementation of HRM systems, that is, systems designed to improve the skills of employees, to motivate them to use these skills and to empower them in their decision making at work, will be the employers that are more likely to retain skilled employees.

This paper focusses on the complementary rather than aggregate effects of three sets of HRM practices, thus contributing to the discussion on the notion of complementarity among HRM practices, a notion that has been called into question in certain studies.

Drawing on the contingency perspective between business strategies and human resource (HR) practices, the purpose of this paper is to examine the effects of human resource management (HRM) system (which integrates both content and process of HR practices) on both proximal organisational outcomes (such as job satisfaction, motivation, and organisational commitment) and distal organisational outcomes (such as employee engagement, organisational citizen behaviour (OCB), co-operation among employees, intention to quit, and operational performance).

The analysis is based on a sample of 996 Greek employees working in 108 private organisations and the statistical method employed is structural equation modelling with bootstrapping estimation.

The results indicate that HRM content is more positively related to job satisfaction and motivation and less related to organisational commitment than HRM process. Moreover, HRM system is sequentially related to organisational outcomes (both directly and indirectly) and significantly influences employee job satisfaction and motivation, as well as OCB and co-operation among employees, and operational performance.

The data were collected using a questionnaire at a single point in time, and thus, not allowing dynamic causal inferences. Considering that Greece is experiencing a severe financial crisis, the findings from this unique context may not generalise across other contexts.

The core messages to decision makers are that employee development and rewards are the major dimensions of the content of an HRM system and that consistency and distinctiveness are the principal features of the process of an HRM system, even in cases where the organisation is operating under an economic crisis environment.

Investigations into the relationship between HRM systems and organisational performance have become increasingly common. Nevertheless, empirical studies that measure the impact of HRM systems, which being contingent on business strategies integrate both content and process of HR practices on organisational performance are still rare. This paper partially fills this gap.