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1 – 10 of over 1000Deybbi Cuéllar-Molina, Antonia Mercedes García-Cabrera and Ma de la Cruz Déniz-Déniz
The purpose of this paper is to examine the influence of the emotional intelligence (EI) of the person in charge of making human resource management (HRM) decisions on the…
Abstract
Purpose
The purpose of this paper is to examine the influence of the emotional intelligence (EI) of the person in charge of making human resource management (HRM) decisions on the adoption of high-performance human resource (HR) practices in small- and medium-sized enterprises (SMEs).
Design/methodology/approach
This study takes evidences from 157 HR decision makers in SMEs who autonomously make the decisions in the HR area and were responsible for the HR practices in their firm. The authors used multiple linear regression analysis to test the hypotheses.
Findings
Results show that both the EI and the different EI competencies of which it is comprised affect the adoption of various HR practices. Thus, the main theoretical contribution of this work stems from the incorporation of a psychological variable (EI) as an antecedent of HRM. Managers of the SME will find guidance about which emotional competencies are the most important for them to be more successful in their roles and for improving HRM.
Research limitations/implications
First, the sample of firms the authors studied is limited to a specific geographic area in one country – Spain (Canary Islands) – that will necessarily limit generalisation of the results obtained to other populations of SMEs. Researchers should replicate the current model in other geographic areas. Second, and with regard the methodology, researchers could explore other tools to measure EI and emotional competencies. It would be interesting to measure this construct using qualitative analytical techniques, with 360 – or 180 – degree tools. Finally, the current study is cross-sectional in nature, which limits our ability to draw causal inferences from the data. This cross-sectional design prevents us, for example, from analysing EI’s influence on the continued development of high-performance HR practices over time. Future research using longitudinal methodologies to study these variables could provide additional advances in this area. This work makes important contributions to both the literature and the business world. With regard to the theoretical implications, results confirm that EI as a whole, as well as in terms of its specific emotional competencies, affects the decision making related to the adoption of high-performance HR practices, which is known to contribute to the organisational performance.
Practical implications
With regard its practical implications, SMEs’ owners-managers and HR practitioners may find our results and conclusions interesting. Indeed, recommendations in business management have often been accompanied by new approaches in HRM (Kent, 2005), as this study proposes. In particular, managers will find evidence of how a decision-maker’s higher EI propitiates the adoption of high-performance HR practices, thus being able to improve HRM in their SMEs. Moreover, managers will obtain guidance on which emotional competencies are the most important for adopting each HR practice, and so find greater success in their HRM roles. SMEs could organise programmes to develop the HR decision-maker’s emotional competencies, as large firms do for their executives.
Originality/value
Thus, the main theoretical contribution of this work stems from the incorporation of a psychological variable (EI) as an antecedent of HRM. Managers of the SME will find guidance about which emotional competencies are the most important for them to be more successful in their roles and for improving HRM.
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Ylenia Curzi and Filippo Ferrarini
In the literature, evidence is to be found of the positive effect of high-performance work systems (HPWSs) on innovation in firms. However, innovation is enabled by not only human…
Abstract
Purpose
In the literature, evidence is to be found of the positive effect of high-performance work systems (HPWSs) on innovation in firms. However, innovation is enabled by not only human resources but also digital technology, and scholars have called for further investigation into the interplay between digital technology and HRM systems. Drawing on signalling theory and HPWSs research, the purpose of this study is to explore the moderating role of digital technologies in the relationship between HPWSs and innovation in the firm and consider employee participation as an additional conditioning factor.
Design/methodology/approach
This study uses data from the European Company Suvery 2019 administered in a sample of more than 20,000 European establishments and applies logistic regression with a three-way interaction.
Findings
HPWSs underpin product and process innovation. Moreover, this study shows that in firms with low levels of employee participation, digital technology enhances the effect of HPWSs on innovation, while in firms with high levels of employee participation, this effect is reduced.
Originality/value
This study enriches the scholarly discussion about the link between HPWSs and innovation in the firm, by investigating in theoretical and empirical terms the moderating effect of digital technology, underlining that either positive or negative synergistic effects are possible. By adding employee participation to the analysis, the authors cast light on an important boundary condition for understanding when the synergic effects become more prominent. This intends to respond to recent calls from scholars and practitioners for more insight into the precise nature of the synergies between HPWSs and digital technology on innovation in the firm, with important implications for management.
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Naiara Escribá-Carda, Teresa Canet-Giner and Francisco Balbastre-Benavent
This paper aims to examine two indirect mechanisms through which employees' perceptions of high-performance work systems (HPWS) foster employees' innovative behaviour (IB)…
Abstract
Purpose
This paper aims to examine two indirect mechanisms through which employees' perceptions of high-performance work systems (HPWS) foster employees' innovative behaviour (IB). Particularly, this study analyses the sequential mediating role of work engagement and knowledge-sharing in this relationship at the individual level.
Design/methodology/approach
Using researchers and professors working at a Spanish state university as an empirical sample and applying partial least squares structural equation modelling (PLS-SEM), the authors test hypotheses regarding the impact of the indirect and sequential effect of engagement and knowledge-sharing on the relationship between employees' perceptions of HPWS and IB.
Findings
Findings indicate the existence of a sequential mediating effect of work engagement and knowledge-sharing. The authors' results suggest that the existence of engagement is necessary for the influence of HPWS on IB to become effective.
Social implications
The authors' results also highlighted the importance of suitable design and implementation for HPWS so that employees feel motivated and dedicated to their work.
Originality/value
The authors' findings contribute to the understanding of the mechanisms by which HPWS enhance employees' IB, and the results are especially salient in advancing the theoretical understanding of how HPWS, engagement and knowledge-sharing are relevant variables for IB.
研究目的
本文擬探討兩個間接機制,透過這兩個機制,僱員對高績效工作系統的看法,會促進其創新行為。具體地說,本文擬分析在個人層面上,工作參與和知識共享在高績效工作系統與創新行為之間的關係中所扮演的有序中介角色 。
研究設計/方法/理念
我們以於一所西班牙州立大學工作的研究人員和教授為實證樣本,並使用偏最小平方法的結構方程模型 (PLS-SEM) 來進行研究。研究乃對一些假設進行試驗。這些假設,是關於工作參與和知識共享對高績效工作系統與創新行為之間關係的間接順序效應之影響。
研究結果
研究結果顯示、工作參與和知識共享有其有序的中介效應。
研究給予的啟示
我們的研究結果暗示、若要使高績效工作系統能有效地影響創新行為,工作參與是不可或缺的。
社會性的啟示
研究結果也強調了若要僱員盡心盡力、抱有積極的工作態度,企業必須設計合適的高績效工作系統,並予以有效的執行。
研究的原創性/價值
本研究的結果,幫助我們了解高績效工作系統能增強僱員創新行為的機制; 更重要的是,研究結果促進了我們對高績效工作系統、工作參與和知識共享作為創新行為的相關變數的理論理解。
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Fred Mear and Richard A. Werner
This paper contributes to the theory of the relationship between human resource management (HRM) and innovation at small- to medium-sized enterprises (SMEs) by conducting a…
Abstract
Purpose
This paper contributes to the theory of the relationship between human resource management (HRM) and innovation at small- to medium-sized enterprises (SMEs) by conducting a conceptual analysis of the question why Germany boasts by far the highest number of “Hidden Champion” SMEs. This is done by case studies from the army and public financial management of aid disbursal in developing countries. Implications for HRM at SMEs are discussed.
Design/methodology/approach
Conceptual analysis using case studies.
Findings
Contributing towards filling the gap concerning theoretical underpinnings of the link between HRM and innovation, we suggest that interdisciplinary work from relevant organisational case studies indicates that the concept of institutional design to provide motivational incentives may be relevant, especially concerning high performance systems with bundles of HRM practices. Specifically, the fundamental principle of subsidiarity is found to be important.
Research limitations/implications
The research is broadly applicable to organisations of all kinds, as the diverse case studies indicate. We point towards tentative implications for the firms that account for the majority of the work force, namely SMEs, and among them the most successful ones, the so-called “Hidden Champions”.
Practical implications
HR managers can improve motivation, performance and innovation by decentralising decision-making as far as possible, while ensuring the overall organisational goals are well understood and shared, and resources are dedicated to train and educate staff. Additionally, the conception of rank-order competitions complements the institutional design.
Social implications
Greater productivity and material performance as well as greater job satisfaction via larger autonomy and decision-making power on the local level can be achieved by the application of subsidiarity as key HRM configuration. This can be employed at SMEs, as discussed, but also other organisations. Further, the principle of subsidiarity and the greater emphasis on staff training and education may help reduce inequality.
Originality/value
Our paper contributes towards filling the gap in the literature on the link between HRM and innovation, by identifying the role of subsidiarity. We introduce an interdisciplinary perspective, with contributions from economics and psychology, among others. We also contribute to the history of HRM.
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Guiyao Tang, Bingjie Yu, Fang Lee Cooke and Yang Chen
The purpose of this paper is to examine the underlying mechanism through which high-performance work system (HPWS) influences employee creativity. In addition, this paper aims to…
Abstract
Purpose
The purpose of this paper is to examine the underlying mechanism through which high-performance work system (HPWS) influences employee creativity. In addition, this paper aims to examine contingent factors in the relationship between perceived organisational support and employee creativity.
Design/methodology/approach
The sample of the study included 268 employees and matched supervisors from two pesticide chemical companies in China. Hypotheses were tested with linear regressions.
Findings
The study shows that HPWS enhances perceived organisational support, which in turn promotes employee creativity. Moreover, the results also indicate that devolved management positively moderates the relationship between perceived organisational support and employee creativity.
Research limitations/implications
The unique environment of China may limit the generalisability of the findings. Future studies can extend these findings by conducting studies in other societal contexts.
Practical implications
When trying to inspire employee creativity, organisations need to pay attention to employees’ perception of organisational support. One way of enhancing perceived organisational support is to implement HPWS. In addition, organisations need to encourage devolved management in order to inspire more creative behaviours.
Originality/value
This is the first study that explores the mediating role of perceived organisational support in the HPWS-employee creativity linkage. In addition, the study provides what is believed to be the first test of the moderating role of devolved management.
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Agnieszka Wojtczuk-Turek and Dariusz Turek
The purpose of this paper is to discuss relationships between high-performance work systems (HPWSs) and productive/counterproductive behaviours initiated and performed by…
Abstract
Purpose
The purpose of this paper is to discuss relationships between high-performance work systems (HPWSs) and productive/counterproductive behaviours initiated and performed by employees. Using the ability, motivation and opportunities (AMO) theoretical framework, the authors described how an HPWS influences employee behaviours. The authors suggest that HPWSs could increase productive work behaviour and decrease counterproductive behaviours by mediating employees' affective commitment and moderating their self-efficacy.
Design/methodology/approach
This study is based on data from 563 questionnaires, which were completed using the computer-assisted telephone interview method. The respondents were knowledge workers, representing companies of various sizes in the Knowledge-Intensive Business Service (KIBS) sector in Poland. Statistical verification of the mediation and moderation analyses was conducted with macro PROCESS (ver. 3.3).
Findings
This research confirmed a significant statistical relationship between all examined variables. It has been shown that HPWSs influence productive and counterproductive behaviours both directly and indirectly through mediation of affective commitment. The statistical analysis also confirmed the study’s hypothesis that self-efficacy moderates relationships between an HPWS and employee behaviours.
Research limitations/implications
This study has two limitations: its cross-sectional design and the use of self-reported questionnaire data.
Originality/value
This study is the first to explore mediating mechanisms between HPWSs and employee performance in the context of the KIBS companies in Poland. The results indicate that HPWSs are important antecedents of productive and counterproductive behaviours among knowledge workers.
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Iryna Prus, Raoul C.D. Nacamulli and Alessandra Lazazzara
The purpose of this paper is to consolidate the state of extant academic research on workplace innovation (WI) by proposing a comprehensive conceptual framework and outlining…
Abstract
Purpose
The purpose of this paper is to consolidate the state of extant academic research on workplace innovation (WI) by proposing a comprehensive conceptual framework and outlining research traditions on the phenomenon.
Design/methodology/approach
This paper systematically reviewed the literature published over the past 20 years, basing on a predefined research protocol. The dimensions of WI were explored with the help of thematic synthesis, while the research perspectives were studied by means of textual narrative synthesis.
Findings
The analysis suggests that there exist four research traditions on WI – built container, humanized landscape, socio-material macro-actor, and polyadic network – and each of them comprises its own set of assumptions, foci of study, and ontological bases. The findings suggest that WI is a heterogeneous process of renovation occurring in eight different dimensions, namely work system, workplace democracy, high-tech application, workplace boundaries, workspaces, people practices, workplace experience, and workplace culture. The analysis showed that over years the meaning of innovation within these dimensions changed, therefore it is argued that research should account for the variability of these categories.
Practical implications
The paper includes implications for developing and implementing WI programs. Moreover, it discusses the role of HR in the WI process.
Originality/value
This paper for the first time systematically reviews literature on the topic of WI, clarifies the concept and discusses directions and implications for the future research.
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Nasser Fathi Easa and Haitham El Orra
The relationship between human resource management practices (HRMP) and innovation has been described as a black box, where a lot still needs to be investigated. Thus, the aim of…
Abstract
Purpose
The relationship between human resource management practices (HRMP) and innovation has been described as a black box, where a lot still needs to be investigated. Thus, the aim of this paper is to investigate the nature of the link that exists between HRMP and innovation in both public and private organizations. To do so, theoretical underpinnings and existence of a mediating or a moderating mechanism is inspected.
Design/methodology/approach
Based on an empirical systematic review of research conducted between 2010 and 2018, content analysis has been conducted for 31 peer-reviewed articles in the English language.
Findings
Inspecting the nature of relations existed in the chosen articles, interesting findings are addressed relative to the nature of the human resource management systems (HRMS) used, practices encompassed and their different utility. HRMS has been shown to be associated with product innovation yet more evidence is needed for supporting process innovation.
Practical implications
The HRMS/HRMP and innovation relationship is inspected, important practices that would guide managers to induce innovation are highlighted. Usage of multiple HRMS and contingency in constructing such systems is indicated.
Originality/value
Contribution to comprehend the black box and areas for future research has been offered.
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I. Zografou, E. Galanaki, N. Pahos and I. Deligianni
Previous literature has identified human resources as a key source of competitive advantage in organizations of all sizes. However, Small and Medium-sized Enterprises (SMEs) face…
Abstract
Purpose
Previous literature has identified human resources as a key source of competitive advantage in organizations of all sizes. However, Small and Medium-sized Enterprises (SMEs) face difficulty in comprehensively implementing all recommended Human Resource Management (HRM) functions. In this study, we shed light on the field of HRM in SMEs by focusing on the context of Greek Small and Medium-sized Hotels (SMHs), which represent a dominant private sector employer across the country.
Design/methodology/approach
Using a fuzzy-set qualitative comparative analysis (fsQCA) and 34 in-depth interviews with SMHs' owners/managers, we explore the HRM conditions leading to high levels of performance, while taking into consideration the influence of internal key determinants.
Findings
We uncover three alternative successful HRM strategies that maximize business performance, namely the Compensation-based performers, the HRM developers and the HRM investors. Each strategy fits discreet organizational characteristics related to company size, ownership type and organizational structure.
Originality/value
To the best of the authors' knowledge this is among the first empirical studies that examine different and equifinal performance-enhancing configurations of HRM practices in SMHs.
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Stephen T.T. Teo, Diep Nguyen, Azadeh Shafaei and Tim Bentley
Drawing from the Job Demands-Resources (JD-R) framework and Conservation of Resources (COR) theory, the authors’ study examines the impact of high commitment HR management (HCHRM…
Abstract
Purpose
Drawing from the Job Demands-Resources (JD-R) framework and Conservation of Resources (COR) theory, the authors’ study examines the impact of high commitment HR management (HCHRM) practices and psychological capital (PsyCap) on job autonomy and job demands in predicting burnout in frontline food service employees.
Design/methodology/approach
A moderated mediation model was developed and tested on 257 Australian workers employed in the food service industry. Hypotheses were tested using structural equation modeling.
Findings
There was support for the mediation effect of HCHRM on burnout, via two sequential mediators: job autonomy and job demands. PsyCap was found to buffer (moderation) the effect of job demands on burnout. Frontline employees also perceived HCHRM to be a “negative signal” that was implemented for the good of management.
Research limitations/implications
The authors are aware of the potential of common method variance due to the cross-sectional research design. Future research should adopt a longitudinal research design or collect data from several sources of informants. As the authors did not find support for the optimistic perspective hypothesis, despite its theoretical and empirical relevance under JD-R and COR perspectives, they call for further research exploring the link between HRM, job design and psychological conditions in promoting employee wellbeing.
Practical implications
Burnout is one of the most common and critical health issues faced by frontline food service employees. Food service organizations have to strategize their management practices to reduce employees' experience with burnout by implementing high commitment enhancing HR practices and developing employees' PsyCap.
Originality/value
This study provided a better understanding of how (macro) HCHRM practices as an organizational resource reduce burnout of frontline food service employees via two (micro) mediators: job autonomy and job demands. PsyCap is an important personal resource that lessens burnout, consistent with the COR theory. These findings contribute to the literature on strategic HRM and its relationship to employee wellbeing.
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