Journal articles on the topic 'HRM Initiatives'
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Butoliya, Priya. "GREEN HRM - HR FACTORS AFFECTING GREEN MANAGEMENT INITIATIVES." Journal of Advances in Business Management 1, no. 3 (September 28, 2015): 289–96. http://dx.doi.org/10.14260/jadbm/2015/33.
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Gigauri, Iza. "Organizational Support to HRM in Times of the COVID-19 Pandemic Crisis." European Journal of Marketing and Economics 4, no. 1 (May 15, 2020): 16. http://dx.doi.org/10.26417/492dnl43d.
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The paper studies organizational support with respect to Human Resource Management during the COVID-19 pandemic. It examines HRM initiatives regarding changing in jobs, working routine, workplaces, and remote working conditions. The paper analyses how HR managers supported employees during the pandemic and how top-management encouraged employee wellbeing. It also explores whether HRM practice and employee emotions are a strategic focus for companies. Quantitative data for this research was collected with survey from forty-eight organizations located in Georgia. The findings suggest that HRM supported staff with helping them to update their skills for remote working, established flexible working hours, and adopted less strict policies regarding performance management. Additionally, HR managers have been encouraged by the top-management in implementing initiatives concerning employee physical and emotional wellbeing. Furthermore, HRM should be a strategic focus for any organization to lay foundation of employee relationship and organizational culture in order to overcome difficulties and adapt to the changes. The novelty of the research highlights the importance of HRM practice when economies are facing the threat of recession. It contributes to HRM in terms of supporting employees during the pandemic as well as from the top-management perspective to promote HR initiatives, and paves the way for further studies in this field.
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Sil, Dr Basab Kumar. "An Overview of Green Human Resource Management Practices." International Journal for Research in Applied Science and Engineering Technology 10, no. 6 (June 30, 2022): 2689–93. http://dx.doi.org/10.22214/ijraset.2022.44448.
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Abstract: Generous growth in the economy and the extensive utilization of regular assets has become a matter of concern in the advanced world. As a result, Green Human Resource Management (Green HRM) practices has gained importance in research area. This paper discusses the concept of green HRM practices and some of the popular initiatives adopted by the organizations, in general, towards achieving the environmental sustainability. This paper also highlights some of the green HRM initiatives taken by the Taj Group of Hotels, Resorts and Palaces. The required data for this study were collected from various research papers and websites.
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Bilal, Afsar. "Strategic HRM, corporate environmental policies and nurses’ eco-initiatives." Academy of Management Proceedings 2018, no. 1 (August 2018): 12516. http://dx.doi.org/10.5465/ambpp.2018.12516abstract.
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Benn, Suzanne, Stephen T. T. Teo, and Andrew Martin. "Employee participation and engagement in working for the environment." Personnel Review 44, no. 4 (June 1, 2015): 492–510. http://dx.doi.org/10.1108/pr-10-2013-0179.
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Purpose – The purpose of this paper is to explore the role of specific human resource management (HRM) practices in the implementation of environmental initiatives in terms of their impact on employee attitudes to the organization and to its environmental programme. Design/methodology/approach – The study used a mixed method approach comprising a survey of 675 employees and 16 semi-structured interviews undertaken across two organizations. Findings – Survey data, analysed using path analysis, showed that participation in environmental initiatives is directly associated with higher levels of employee engagement with the organization, higher rating of their organization’s environmental performance, and lower intention to quit. The qualitative study supports the quantitative data, also highlighting other aspects of environmental initiatives that may affect employee attitudes. Research limitations/implications – Future study should either collect longitudinal data or rely on data collected from two waves of data collection. Objective performance data should also be collected in order to better understand the causal effect of HRM on environmental performance. Practical implications – Our findings have implications for the business case for sustainability, providing some evidence that implementing environmental initiatives with HRM support may not only motivate staff around environmental programmes but may provide wider benefits for organizations in terms of overall job satisfaction and employee retention. Social implications – Successful implementation of environmental management initiatives have both organizational and employee level outcomes. Employees who were more aligned with their organizational environmental objectives were found to be more engaged and less likely to quit. Originality/value – This study provided both quantitative and qualitative empirical evidence to support the importance of integrating the HRM function into the implementation of environmental initiatives.
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Fritz, Claudia, and Daan van Knippenberg. "Gender and leadership aspiration: The impact of work-life initiatives." Human Resource Management 57, no. 4 (November 20, 2017): 855–68. http://dx.doi.org/10.1002/hrm.21875.
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Prasad, Ramkrishnan. "A study on the Analyzing the Implementation of Green HRM Practices in Selected Companies in Chhattisgarh." TECHNO REVIEW Journal of Technology and Management 2, no. 3 (October 3, 2022): 07–13. http://dx.doi.org/10.31305/trjtm2022.v02.n03.002.
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Businesses today understand the critical need of adopting Green HRM practises, which have a direct bearing on their long-term viability. Green HRM, or human resource management that prioritises environmental sustainability, refers to the use of HRM principles and practises to ensure the efficient and responsible use of an organization's resources. The term "green HRM" refers to a set of practises that are implemented with the goal of preventing damage to the environment and safeguarding the planet from potential natural and anthropogenic calamities. This article examines what green HRM is, why it's important, and what kinds of green HR initiatives and practises may help bring about green HRM in the workplace. The state of Chhattisgarh contains 23 public sector entities, all of which might benefit greatly from implementing Green HRM policies and procedures. This paper explores sustainable methods that businesses may implement to position themselves for future success.
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Stackhouse, Fagan D. "Human resources initiatives support Virginia Beach's transformation to a quality service system." Human Resource Management 41, no. 3 (2002): 385–97. http://dx.doi.org/10.1002/hrm.10048.
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Latheef, Zahir I. "Paradigm and Cultural Shifts on Employee Leave and Work-Life Initiatives." Advances in Developing Human Resources 23, no. 2 (January 29, 2021): 185–92. http://dx.doi.org/10.1177/1523422320982937.
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The Problem Policies on employee leave and flexible workplace arrangements have not met the needs of employees in achieving work-life balance. Even when such policies do exist, employers are largely unable to actualize the benefits of these policies. These challenges have been exacerbated by the global pandemic creating more demand for work-life flexibility practices. The Solution Organizations must engage in a paradigm and cultural shift to achieve the benefits of work-life policies and practices. An organizational culture that moves beyond a human resource management (HRM) lens of administration and compliance to a human resource development (HRD) lens of support and development is central to overcoming this challenge. The Stakeholders Stakeholders for this concluding article include executive leaders of organizations, HRD and HRM scholars and practitioners.
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Akthar, Nasreen. "Top Management Support: Underlying Mechanism between Green Human Resource Management Practices and Environmental Performance." Journal of Digitainability, Realism & Mastery (DREAM) 1, no. 02 (July 11, 2022): 48–62. http://dx.doi.org/10.56982/journalo.v1i02.21.
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Worldwide, the environmental policymakers and researchers have argued that the causes of environmental deterioration such as loss of biodiversity, increased pollution and resource deficit are entrenched into the human behaviors. In this regard, most of the firms tend towards guaranteeing that their day-to-day operations are not harmful to environment by the application of green initiatives. Thus, there exists an emerging need for shaping and understanding the employee behavior to decrease these harmful environmental effects. Present study, therefore, contributes to the debate by empirically investigating the impact of four dimensions of green HRM practices. The study further incorporates top management support as a mediating mechanism in the relationship between green HRM practices and environmental performance. The study uses green HRM practices (green training and development, green performance management, green employee involvement and green recruitment and selection) as explanatory variables, top management support as mediating variable and environmental performance as outcome variable. The data are collected from 314 respondents working in the manufacturing firms of Pakistan. The study finds positive effect of green HRM practices on environmental performance. The study shows that top management support significantly mediates between green HRM practice and environmental performance. The study suggests promoting top management support to improve environmental performance as it helps firms to achieve sustainable comparative advantage and let the firms produce environmentally friendly products. The study concludes that the appreciation by the top management motivates the employees to engage in environmentally friendly initiatives which leads towards sustainable environmental performance.
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Twiname, Linda Jean, and Jenny Gibb. "Encouraging divergent thinking in HRM studies through use of project management case studies." Journal of Project, Program & Portfolio Management 2, no. 2 (January 17, 2012): 54. http://dx.doi.org/10.5130/pppm.v2i2.2250.
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It is important that human resource management (HRM) undergraduate students develop critical thinking around project management decision making as part of their transferable skills development. Such initiatives provide opportunities for students to consider the implications of their decisions in relation to practical settings, that they might better address unexpected HRM demands of the future. We integrate project management into our teaching to progressively build students' skills in HRM. First, students engage in a project management case study and conduct a formal presentation. Second, we extend student awareness of divergent approaches to project management through engagement with excerpts from previous HRM student case studies. Third, the students execute project management of a written case study, under examination conditions. Our approach scaffolds students' higher order thinking and engagement with the divergent nature of the HRM discipline. We provide facilitator and student feedback to illustrate our outcomes. This research is relevant to management educators and, we suggest, is transferable to disciplines other than HRM.
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Cafferkey, Kenny, Tony Dundon, Jonathan Winterton, and Keith Townsend. "Different strokes for different folks." Journal of Organizational Effectiveness: People and Performance 7, no. 1 (January 8, 2020): 1–19. http://dx.doi.org/10.1108/joepp-12-2018-0114.
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Purpose Existing research on the relationship between human resources management (HRM) and worker reactions to practices rarely explore differences between occupational classes and their receptiveness to HRM initiatives. The paper aims to discuss these issues. Design/methodology/approach Using data from a single case organization, the authors examine whether HRM practices apply uniformly across distinct occupational groups, and if there are differing impacts by occupational class on commitment, motivation and satisfaction. Findings Using occupational identity, the results indicate that different groups of employees have varied perceptions of, and reactions to, the same HRM practices. Practical implications The paper adds that human resource practice application may have a tipping point, after which distinct employee groups require different HR architectural configurations. Social implications HRM policy and practice may be better tailored to the different specific needs of diverse occupational groups of workers. Originality/value The paper argues that existing theory and practice advocating universal or high potential HRM as a route to positive employee outcomes are potentially flawed.
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Rath, Tania S., and Mousumi Padhi. "Role of HR in Driving CSR: An In-depth Study of (Comparison Between) Tata Steel and ITC." NHRD Network Journal 16, no. 2 (April 2023): 164–71. http://dx.doi.org/10.1177/26314541231159733.
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The purpose of this study is to find out the role of human resource management (HRM) in driving socially responsible and sustainable initiatives in organisations. The annual reports of two major Indian companies, Tata Steel and ITC were studied with specific focus on their HR policies and practices, business responsibility and sustainability activities and analysed by the authors. The findings show the role that HRM plays in implementing following SDG goals. The paper is an interdisciplinary study viewing the role of HRM in CSR and sustainability and extends and broadens the area of research by an in-depth study of two established companies in India.
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Rao, M. V. K. Srinivasa. "A STUDY ON THE IMPACT OF GREEN ENVIRONMENTAL AND HRM PRACTICES ON THE ORGANIZATIONAL PERFORMANCE IN SELECT ORGANIZATIONS, AP, INDIA." ENVIRONMENTAL SMOKE 5, no. 1 (April 30, 2022): 1–9. http://dx.doi.org/10.32435/envsmoke.2022511-9.
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This research paper aims to analyze the Impact of Green Environmental Initiatives and Green HRM Practices on organizational Performance in the Educational Sector. The Intermediate, UG, PG and Professional Colleges in Andhra Pradesh are quite competitive and resourceful but presently facing a lot of challenges due to quality transformations adopted and imposed by Regulatory Authorities via, BIEAP, State Universities, AICTE, UGC,APSCHE, NAAC, NBA and Several Self Quality Initiatives, to be instigated in order to get Sustainability, High Organizational Performance and Development etc. The main objective of the present study is to find out the influence of Green Environmental and GHRM Practices on Organizational Performance of the select organizations in educational sector, Andhra Pradesh, India. For this purpose, the quantitative cross-sectional study design approach has been adopted, and the data generated from 330 academicians from various educational intuitions in Andhra Pradesh, India and analyzed through testing Hypothesis with the help of SPSS 25. The study has revealed that the significant Green Initiatives and HRM variables carry their influences on Organizational Performance in terms of Results and Admissions.
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Arumugam, MU, and C. Vijai. "A Study on Green HRM Practices in an Organization." International Review of Business and Economics 1, no. 3 (2018): 34–37. http://dx.doi.org/10.56902/irbe.2018.1.3.3.
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Now a day, the go green policies are adopting in various environment management techniques. In India, the corporate world is going global; it’s become essential to explore green practices in the business as well as in an environment. This study focuses on various green HRM practices followed in the organization. The paper largely focuses on the various green HRM practices and the relationship between corporate social responsibility and the green human resource management. And the study extended giving suggestions to the human resource department about initiatives to make the organization green and utilization from those values.
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Afiouni, Fida. "Leveraging human capital and value creation by combining HRM and KM initiatives." International Journal of Learning and Intellectual Capital 6, no. 3 (2009): 202. http://dx.doi.org/10.1504/ijlic.2009.025041.
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Dimitrov, K. "GREEN HUMAN RESOURCES MANAGEMENT: LINKING AND USING GREEN PRACTICES FOR SUSTAINABLE BUSINESS ORGANIZATIONS." Trakia Journal of Sciences 19, Suppl.1 (2021): 276–81. http://dx.doi.org/10.15547/tjs.2021.s.01.040.
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Green human resource management (HRM) is an emerging topic in today's society. The earth's natural resources are coming under increasing pressure and resulting in over-consumption, which is leading to an alarming situation for the environment and business. As a result, it is increasingly necessary for business organizations to implement formal environmental initiatives. Green HRM is an emerging concept that gives meaning to HRM activities that enhance positive environmental outcomes. The purpose of this paper is to study the concept of Green HRM in more comprehensive manner. Research objective: to explore most relevant green human resource management practices of business organizations. Research methods: This study is totally based on secondary data collected from different sources - Books, Journals, Research Papers and other. Results: This paper has analyzed the literature on Green HRM practices from the existing literature of HR theory and practice. The key findings have identified and highlighted several green HRM practices such as green recruitment, selection, hiring; learning, training and development; performance management and appraisals; total reward system and other practices. Finally, the paper proposes some research agenda for the future research.
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Aliasah, Mohammad Wazir Shafie, Saifulazry Mokhtar, Irma Wani Othman, Romzi Ationg, and Mohd Sohaimi Esa. "UNDERSTANDING THE RELATIONSHIP BETWEEN HUMAN RESOURCE MANAGEMENT AND WORK LIFE BALANCE: A PRELIMINARY ANALYSIS." International Journal of Entrepreneurship and Management Practices 6, no. 21 (June 6, 2023): 153–74. http://dx.doi.org/10.35631/ijemp.621013.
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In this modern era, organizations need to create a Human Resource Management (HRM) system that aims to support the development of employee competencies in addition to enabling the implementation of the organization's strategy to be carried out effectively. Realizing this fact, it is emphasized that theoretically HRM has a strong influence on the aspect of Work Life Balance (WLB) of employees, especially in the public sector. In order to prove this claim, a study was conducted which contributed to the production of a paper. In the meantime, the paper produced based on the study discusses the theoretical relationship between Human Resource Management (HRM) and Work Life Balance (WLB) through information obtained through the application of a qualitative approach. The study leading to the production of this paper found that HRM and WLB have a significant correlation. Therefore, it is hoped that with this information, the authorities can formulate and implement various initiatives aimed at strengthening HRM to support the WLB aspect in any strategic organization.
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Glass, Christy, and Alison Cook. "Do women leaders promote positive change? Analyzing the effect of gender on business practices and diversity initiatives." Human Resource Management 57, no. 4 (September 19, 2017): 823–37. http://dx.doi.org/10.1002/hrm.21838.
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Yadav, Shikha. "Strategic Green HRM – The Integration of Environmental Management into HRM with reference to one of the Healthcare Industry." IRA-International Journal of Management & Social Sciences (ISSN 2455-2267) 6, no. 1 (February 10, 2017): 85. http://dx.doi.org/10.21013/jmss.v6.n1.p11.
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<div><p><em>This paper studies one of the healthcare industry of India “Sun Pharmaceutical Industries Limited” which is ranked at 352 amongst the world’s largest 500 companies on corporate sustainability and environmental impact according to Newsweek in 2016. Sun Pharmaceutical Industries limited is the only company in the healthcare sector in India which has been listed as one of the Green companies in India. This paper mainly focuses on understanding and analysing the Green initiatives as a part of Corporate social responsibility (CSR) taken by the company which makes it the green company in India in Healthcare sector. </em></p></div><em>The green scores of the company has also increased by 4% compared to the previous year (2015), which shows that the company is always striving to incorporate strategic Green HRM. Strategic Green HRM is one of the growing innovative approaches which promotes the sustainable use of resources of the business organisation and thus integrates environmental management into HRM.</em>
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Weigt-Rohrbeck, Josefine, and Frances Jorgensen. "Toward an understanding of the enacted role of HRM in supporting environmental initiatives." Academy of Management Proceedings 2019, no. 1 (August 1, 2019): 18713. http://dx.doi.org/10.5465/ambpp.2019.18713abstract.
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Jafri, Saba. "Indian Government’s Sustainable Initiatives and the Millennials Behavior." Journal of Sustainable Development 13, no. 1 (January 30, 2020): 78. http://dx.doi.org/10.5539/jsd.v13n1p78.
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This conceptual article examines how Sustainable Initiatives of government and corporates can help shape behaviours of Millenials that can address the different needs and expectations of potential and existing employees. This can result in a sustained competitive advantage for the firms and enhanced self-esteem for the existing and prospective employees. Sustainability efforts should encourage youngsters to imbibe behaviours that are in line with governments and corporates' efforts to create a better planet to live in. These behaviours should help firms attract and retain a high-quality workforce because by integrating Sustainable HRM practices into the employee value proposition, they can establish a unique, employer brand. The paper also highlights the challenges faced by the government and corporates together to achieve these sustainable objectives.
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Soman, Dilip. "Human Resource Management: For Humans." NHRD Network Journal 14, no. 2 (February 14, 2021): 173–85. http://dx.doi.org/10.1177/2631454120982115.
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Marketing departments, governments and policymakers all around the world have increasingly started embracing the field of behavioural sciences in improving the design of products and services, enhancing communications, improving managerial decision-making, encouraging desired behaviour by stakeholders and, more generally, creating a human-centric marketplace. Within organisations, the human resources management (HRM) function is perhaps the one place that acknowledges that humans are central to the organisation’s success, so it is critical that HRM too actively embraces the insights and methods of behavioural sciences. In this article, I provide an overview of the behavioural sciences, discuss how HRM can benefit from an in-depth knowledge of the science and illustrate specific examples from recruitment processes, training and communications, incentive design, employee-oriented processes, and diversity and inclusion initiatives that could benefit from evidence from behavioural sciences.
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Rao, Pramila. "Investment and collaboration: the Indian model for “best” HRM practices." Journal of Asia Business Studies 10, no. 2 (May 3, 2016): 125–47. http://dx.doi.org/10.1108/jabs-03-2015-0033.
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Purpose The purpose of this paper is to examine human resource management (HRM) practices of the top 25 companies identified as “best” in India in 2011. This paper provides insights into HRM practices of a leading country in Asia that is playing a very important role in the global economy. Design/methodology/approach This conceptual paper will use for its research analysis the business reports of the Outlook Business Magazine and AON Hewitt. AON Hewitt is a global human resource consulting company and is an established authority in identifying “best” companies in India since 2004. A qualitative content analysis was done of the business report to identify predominant themes. Findings The analysis identified how the “best” 25 Indian companies offer progressive HRM practices that required careful investment and collaboration. This research showcases seven specific HRM themes that include elaborate staffing, investment in learning, work–life balance, egalitarian practices, developmental performance culture, generous benefits and engagement initiatives. Practical implications This paper provides preliminary guidelines for global practitioners who may be interested in doing business in India. It also provides a model of “best” HRM practices adopted by 25 companies that could help other organizations identify successful HRM practices in India. Among the 25 companies, 16 are Indian companies and 9 are subsidiaries of multinationals. Originality/value This paper outlines HRM “best” practices of organizations in an emerging Asian economy that has not been addressed before. This paper hopes to bridge this paucity in the extant literature by showcasing the “best” HRM practices from 25 “best” companies in India. It also provides an Indian model of “best” HRM practices that can be tested by other scholars for future studies.
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Lee, C.-S., C.-W. Chao, and H.-I. Chen. "The relationship between HRM practices and the service performance of student interns: Industry perspective." South African Journal of Business Management 46, no. 3 (September 30, 2015): 1–10. http://dx.doi.org/10.4102/sajbm.v46i3.96.
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This study aims to examine the relationship between human resource management (HRM) practices and the service performance of student interns. Data were collected using a questionnaire survey that was designed to capture the perceptions of human resource managers and internship supervisors from international tourist hotels in Taiwan. The structural equation model (SEM) was used as a framework for the data analysis. The findings indicate that the service performance of student interns was greatly affected by HRM practices, including recruitment and selection, rewarding quality, and retention. The implications of this study offer preliminary insights into the industry-academia co-operation that aims to manage total quality initiatives in the hotel industry and achieve the goals of hospitality higher education. The study lays the groundwork for the development of HRM practices for student interns to cope with the changing flexible labour structure in the hotel industry.
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Goran Mihajlovski. "Human resource management in unprofitable companies." International Journal of Scholarly Research and Reviews 2, no. 2 (June 30, 2023): 118–21. http://dx.doi.org/10.56781/ijsrr.2023.2.2.0050.
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This research paper aims to explore the unique challenges faced by Human Resource Management (HRM) in unprofitable companies and identify potential strategies to enhance HRM effectiveness in these organizations. Unprofitable companies often struggle with financial constraints, declining market share, low employee morale, and talent retention issues, which significantly impact their HRM practices and overall organizational performance. These challenges include limited budgets for HR initiatives, difficulties in attracting and retaining high-quality talent, and managing employee motivation during times of uncertainty and restructuring. Additionally, the study examines the impact of these challenges on crucial HR metrics, such as employee engagement, turnover rates, and productivity. To address these challenges, this paper proposes a comprehensive framework for HRM strategies in unprofitable companies. The framework emphasizes the importance of aligning HR practices with the company's overall strategic goals, adopting innovative approaches to talent management, and enhancing employee engagement through effective communication and motivation techniques. The findings of this research contribute to the understanding of HRM in unprofitable companies by highlighting the distinctive challenges faced and providing practical insights for HR professionals offering guidance on strategic HR interventions that can help revitalize organizational performance, foster employee resilience, and contribute to the long-term sustainability of unprofitable companies.
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Jrad, Majida. "HOW HR PRACTICES AFFECT ORGANIZATIONAL COMMITMENT AND ORGANIZATIONAL CITIZENSHIP BEHAVIOR." Volume 8, Issue 2 v8, no. 2 (November 10, 2020): 130–60. http://dx.doi.org/10.37708/ep.swu.v8i2.12.
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The HRM and effective HR practices play an important role for promoting a committed environment and a culture of citizenship. This study is intended to explore the HRM systems’ dynamics and applied HR practices in Lebanese banks and to find their possible link with employee commitment and citizenship behavior. The primary research selected six most representative Lebanese banks. A questionnaire on employee commitment and citizenship behavior was sent to each bank’s HR officers. The questions were derived from the OCQ, ACS, CCS, NCS, and CBS. Direct positive relationship between HR and organizational commitment was not completely verified in terms of the Lebanese bank institutions. The HR-OCB relationship is much more coherent and noticeable especially when the HR role of employee champion emerges. Commitment has a strong relationship with the OCB. Lebanese banks have very promising examples of serious dynamic HRM initiatives that promote employees’ support and recognize their efforts while trying to capitalize on their competences, commitment, and displayed citizenship behaviors.
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Wasim Musthaq, I. A. Ahamed, and Dr M. Jegadeeshwaran. "Assessment of Green Human Resource Management Practices in Higher Educational Institute (With Special Reference to Coimbatore District)." International Journal For Multidisciplinary Research 04, no. 04 (2022): 191–204. http://dx.doi.org/10.36948/ijfmr.2022.v04i04.022.
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The ever increasing population and changing lifestyles are making the environmental problems more critical. Higher education institutions can be the best solution to solve this solution. Higher education can play a crucial role in sustainable development of any nation. The present study is attempted to know the awareness of faculties and their satisfaction about Green HRM Practices adopted in their colleges. The study chosen is descriptive in nature. The same size is determined as 200 faculties through Stratified Random Sampling Method. In society and the environment, the academic institution plays a unique role. Many higher educational institutions have developed green initiatives to assist faculties in protecting the environment; however it is impossible to fully apply green HRM policies. In spite of this, there is a need to understand the Green HRM practices in the Educational Sector. This study will be beneficial to the higher education institute for being responsible for the protection of the environment.
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Papalexandris, Nancy. "Sustainable Development and the Critical Role of HRM." Studia Universitatis Babes-Bolyai Oeconomica 67, no. 3 (December 1, 2022): 27–36. http://dx.doi.org/10.2478/subboec-2022-0013.
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Abstract The link between sustainable development and human resource management (HRM) has been only recently widely established in the literature. Systematic studies are available but there is a wide range of interpretations and several overlapping terms that often cause confusion to practitioners. HRM practices included in the CSR Programs of a company are often linked with sustainability, business ethics and workplace justice and are often under the terms of sustainable HRM. It is well recognized that HR can play a critical role in enhancing corporate sustainability through policies and practices that benefit its people and society in general and that all these initiatives must be documented and reported to gain visibility and credibility. Lately great emphasis has been placed on the U.N. Sustainable Development Goals (SDGs) and the dimensions of the Environment, Society and Governance (ESG) which form the criteria for documenting and reporting relevant practices implemented by business firms. HRM can play an important role in designing and implementing such practices, especially those linked to society. This paper presents the notion of Sustainable Development, its increasing importance for companies and its link with Human Resource Management. (HRM). It describes and clarifies Sustainable Development Goals (SDGs), their history and the three pillars e.g., Environment, Society and Governance (ESG) which form the basic criteria for organizations to implement and report relevant practices in order to prove their involvement in sustainability. Third, the paper presents the concept of Sustainable HRM, and Sustainable practices implemented by companies in Greece following the 2010 economic crisis and the need for reporting them mainly under the social dimension of the ESG Criteria. To stress the need for the involvement of HRM in sustainability in order to enhance its ethical profile, expand its agenda and improve its role as a strategic partner and a source of competitive advantage.
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LEE, SOO-HOON. "TAXONOMY OF HRM POLICIES OF KNOWLEDGE-BASED FIRMS: A RESOURCE-BASED EXPLANATION." International Journal of Innovation Management 03, no. 04 (December 1999): 379–95. http://dx.doi.org/10.1142/s1363919699000190.
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This paper argues that as firms compete in an increasingly knowledge-intensive environment in the 21st century, they will need to structure their HR processes and practices to support their internal knowledge assets. Using a resource-based view of the firm, this paper categorises HR policies into a framework that is based on the knowledge requirements and dimensions of the core capabilities of the firm. This framework explains how outsourcing, training and development, teambuilding, and research and development initiatives are mapped for different firms that have different knowledge, skills and ability, as well as tacit and explicit knowledge requirements.
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Malik, Pooja, and Usha Lenka. "Exploring the impact of perceived AMO framework on constructive and destructive deviance." International Journal of Manpower 40, no. 5 (August 5, 2019): 994–1011. http://dx.doi.org/10.1108/ijm-05-2018-0164.
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Purpose The purpose of this paper is to investigate the impact of perceived abilities-motivation-opportunity (AMO framework) enhancing human resource management practices on destructive and constructive deviance through employee engagement. Design/methodology/approach Data were collected from 350 middle-level information technology employees. Structural equation modeling was applied to examine the proposed hypotheses. Findings Results revealed significant relationships between perceived AMO framework and destructive and constructive deviance, except for the relationship between perceived ability and destructive deviance. Furthermore, perceived AMO framework exhibited a significant positive relationship with employee engagement. Utilizing social exchange theory, results proposed partial mediation of employee engagement between perceived AMO framework and constructive and destructive deviance except for the relationship between perceived ability and destructive deviance, for which employee engagement exhibited full mediation. Research limitations/implications This study implies that contemporary organizations must take initiatives to enhance employee engagement through the implementation of abilities, motivation and opportunities-enhancing human resource management (HRM) practices (AMO framework). Results of the study infer that motivation-enhancing HRM practices contribute highest in generating employee engagement followed by opportunity and abilities-enhancing HRM practices. Originality/value This study empirically investigates the impact of HRM bundles on both destructive and constructive deviance. Additionally, this study explores the underlying mechanism between HRM bundles and workplace deviance by assessing the mediating role of employee engagement.
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N. Theriou, Georgios, and Prodromos Chatzoglou. "The impact of best HRM practices on performance – identifying enabling factors." Employee Relations 36, no. 5 (July 29, 2014): 535–61. http://dx.doi.org/10.1108/er-02-2013-0025.
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Purpose – The purpose of this paper is to empirically examine the relationships between best human resource management (HRM) practices, knowledge management (KM), organization learning and organizational capabilities (OC), as well as their impact on organizational performance. Design/methodology/approach – To carry out this research, a structured questionnaire was designed and distributed to 212 manufacturing firms which employ at least 50 employees. The final sample consists of 138 useable questionnaires. Findings – Results indicate that manufacturing firms pursuing best HRM practices achieve higher performance through the interaction of these practices with KM and organizational learning capability and the creation of OC. Research limitations/implications – Possible limitations of the study include the measurement of OC, the use of subjective performance indicators and the data collection approach reflecting mainly HRM managers’ perceptions. Practical implications – HR practitioners and/or managers should focus on establishing the appropriate mechanisms for integrating “best HRM practices” with learning, knowledge and OC in order to improve performance. Originality/value – This paper empirically tests a new composite model which elaborates upon the mechanisms that seem to intervene between the best HRM practices – performance relationship. Moreover, the value of the human factor in KM and organizational learning initiatives, as well as on OC, is explored. While this has already been underlined in the past, there is still no complete model simultaneously describing and testing all those relationships.
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Nguyen, Steve. "The critical role of research in diversity training: how research contributes to an evidence-based approach to diversity training." Development and Learning in Organizations: An International Journal 28, no. 4 (June 2, 2014): 15–17. http://dx.doi.org/10.1108/dlo-01-2014-0002.
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Purpose The purpose of the paper is to outline a diversity training framework in which research literatures and findings in psychology and human resource management (HRM) are used to guide organizations in the delivery of diversity training. The author proposes improvements to the current state of diversity training practices and implementations within organizations through the use and integration of research literature. Design/methodology/approach The paper is both a conceptual and a general review paper. It involves the discussion of research on diversity training, as well as diversity and training separately (conceptual), and includes a general analysis of diversity training (review). Findings The paper offers a general review about how psychological and HRM research findings can help organizations better implement diversity training. It suggests that successful diversity training involves a three-part approach: follow established psychological theory to guide selection of diversity training initiatives, use a framework for HR diversity management and adopt practical steps to better manage diversity initiatives (paying careful attention to a needs assessment, linking diversity strategy to business results and establishing metrics and evaluating effectiveness). Practical implications Diversity training has not been and continues to not be research- or evidence-based. This paper outlines some suggestions for integrating psychological and HRM research findings into the delivery of diversity training. The practical implication is that organizations and stakeholders will use a more evidence-based approach to diversity training. Originality/value This paper meets the needs of organizations seeking a more research- and evidence-based approach to diversity training.
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Sotome, Ryohei, and Masako Takahashi. "Does the Japanese employment system harm productivity performance?" Asia-Pacific Journal of Business Administration 6, no. 3 (September 1, 2014): 225–46. http://dx.doi.org/10.1108/apjba-02-2014-0031.
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Purpose – The purpose of this paper is to examine the impact of employment systems on productivity performance in Japanese companies from the perspective of data envelopment analysis (DEA) and sustainable human resource management (HRM). Design/methodology/approach – In all, three employment models including employment indicators in addition to financial indicators are examined between 2006 and 2012 with 2,738 listed Japanese companies. This study verifies robustness of the results by testing multiple DEA measurements and conducting industrial analysis. Findings – The results indicate employment systems influence productivity performance in Japanese companies and the characteristics of Japanese employment systems harm productivity performance. In particular, higher liquidity of human resource is essential contrary to the philosophy of long-term employment. Furthermore, new initiatives such as promotion opportunities for women have not been successful up to now. Research limitations/implications – This study investigates limited aspects of HRM practices and employment systems in Japanese companies due to data availability. This study is designed to investigate mainly organizational outcome considering sustainability. More research is needed to identify comprehensive influence from Japanese employment system not only on corporate performance but also reduction of harm on a variety of stakeholders such as employee, community and government. Practical implications – These findings suggest that it is necessary for executives in Japanese companies to pay attention to their HRM practices under Japanese employment system, in particular, entry and exit of human resource and support systems for female employees. Originality/value – There are few studies that investigate the relationship between employment system and productivity performance in Japanese companies. This research provides empirical evidence for potential influence of the Japanese employment system.
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Bibi, Annam, Bilal Afsar, and Waheed Ali Umrani. "Strategic HRM and environmental performance: the role of corporate environmental policies and employee's eco-initiatives." European J. of International Management 1, no. 1 (2020): 1. http://dx.doi.org/10.1504/ejim.2020.10021256.
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Afsar, Bilal, Annam Bibi, and Waheed Ali Umrani. "Strategic HRM and environmental performance: the role of corporate environmental policies and employees' eco-initiatives." European J. of International Management 19, no. 2 (2023): 158. http://dx.doi.org/10.1504/ejim.2023.128429.
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Drugova, E. A., I. B. Pleshkevich, and T. V. Klimova. "Transformation of the Personnel Policy of Russian Universities Participating in Project 5-100: The Case of National Research Nuclear University Mephi." Vysshee Obrazovanie v Rossii = Higher Education in Russia 30, no. 6 (July 8, 2021): 9–26. http://dx.doi.org/10.31992/0869-3617-2021-30-6-9-26.
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The article examines the development of personnel policy and human resource management (HRM) in Russian universities under the influence of the Project 5-100. Globalization has intensified the processes of universities corporatization and the spread of effective management practices. National academic excellence programs have contributed to strengthening the performance-based governance in universities all over the world. These factors had deeply influenced the transformation of HRM practices at universities. Russian studies in this field are shown as fragmented, focusing on narrow aspects, and not forming a holistic picture of the HRM system transformation in Russian universities. This work aims to describe a holistic case of personnel policy and HRM system development in one of the leading Russian universities – the National Research Nuclear University “MEPhI” (Moscow Engineering Physics Institute).The research applied the method of semi-formalized interviews and covered 25 employees of MEPhI. Four interview guides were developed for different categories of employees (top management, middle management, academics, teachers), including more than 25 questions, focusing on employees’ perception of different components of the HRM system at the university. The study showed that the HRM system at MEPhI was significantly transformed under the influence of the Project 5-100: the personnel policy was formalized in high-level strategic documents; the processes of recruitment and selection of foreign employees have been rebuilt; the considerable increase in the number of foreign employees was reached; global partners began to play an important role; a comfortable environment for the implementation of initiatives was created and opportunities for professional development were provided. A significant part of these changes is connected, directly or indirectly, with the university’s participation in the Project 5-100. In general, this points to its positive impact on personnel policy and the HRM system at the university. The results obtained can be used as a basis for formulating recommendations for improving the personnel policy and HRM system in Russian universities as an important component of the management system as a whole.
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Limbachiya, Hitesh S. "A study on the role of Human Resource Management in Corporate Social Responsibility." International Journal of Management and Development Studies 11, no. 12 (December 31, 2022): 01–06. http://dx.doi.org/10.53983/ijmds.v11n12.001.
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Companies now realise they must take Corporate Social Responsibility seriously. However, the vast majority have only engaged in philanthropic efforts for the benefit of their shareholders. For these synergies to materialise, it is necessary to foster a company culture that places a premium on CSR principles and skills. In creating a culture that supports CSR principles and skills, employees play a pivotal role. Therefore, the purpose of this research is to inquire into how human resource management experts participate in CSR initiatives. In addition, the report recommends that HRM play a pivotal role in promoting CSR initiatives at all organisational levels. Organizational success over the long run can be greatly aided by the synergistic effects of CSR and human resource activities that encourage positive behaviour.
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Khan, Noor Ullah, Haoqiang Wei, Guiling Yue, Nabila Nazir, and Noor Raihani Zainol. "Exploring Themes of Sustainable Practices in Manufacturing Industry: Using Thematic Networks Approach." Sustainability 13, no. 18 (September 15, 2021): 10288. http://dx.doi.org/10.3390/su131810288.
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Sustainability is a vital strategy for manufacturing industries to address major environmental issues. Stakeholders’ growing ecological awareness is forcing manufacturers to adopt green human resource management practices (green HRM practices) and environmental management systems (EMS) to improve sustainable performance (SP). This research explores the key themes of green HRM practices, EMS, and OCBE, and how these themes affect the environment and explain SP among ISO14001-certified manufacturing firms. This research used a qualitative methodology following an interpretivist approach. It employed the thematic networks technique, using qualitative data to achieve the objectives. The qualitative data were collected using semi-structured interviews conducted with HR managers and then analyzed using NVivo 12. Thematic network analysis explores basic and organizing themes within qualitative data. Four central (parent) themes, i.e., green HRM practices, OCBE, EMS, and SP, emerged. First, green HRM was sub-divided into three sub-themes: (i) green recruitment and selection, (ii) green training and development, and (iii) green assessment and rewards. Consequently, OCBE was then sub-divided into three themes: (i) eco-helping behavior, (ii) eco-initiatives behavior, and (iii) eco-civic engagement behavior emerged. Likewise, EMS was sub-divided into three themes: (i) ISO14001, (ii) EMS key benefits, and (iii) EMS key motives. Lastly, SP was further divided into three sub-themes: (i) economic, (ii) social, and (iii) environmental. This research also discusses important implications for managers and organizations.
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Tho Tran, Dat, Khoa Dinh Vu, Phong Ba Le, and Phuong Thi Lan Tran. "Determinants of Radical and Incremental Innovation: The Roles of Human Resource Management Practices, Knowledge Sharing, and Market Turbulence." Interdisciplinary Journal of Information, Knowledge, and Management 18 (2023): 203–24. http://dx.doi.org/10.28945/5109.
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Aim/Purpose: Given the increasingly important role of knowledge and human resources for firms in developing and emerging countries to pursue innovation, this paper aims to study and explore the potential intermediating roles of knowledge donation and collection in linking high-involvement human resource management (HRM) practice and innovation capability. The paper also explores possible moderators of market turbulence in fostering the influences of knowledge-sharing (KS) behaviors on innovation competence in terms of incremental and radical innovation. Background: The fitness of HRM practice is critical for organizations to foster knowledge capital and internal resources for improving innovation and sustaining competitive advantage. Methodology: The study sample is 309 respondents and Structural Equation Model (SEM) was used for the analysis of the data obtained through a questionnaire survey with the aid of AMOS version 22. Contribution: This paper increases the understanding of the precursor role of high-involvement HRM practices, intermediating mechanism of KS activities, and the regulating influence of market turbulence in predicting and fostering innovation capability, thereby pushing forward the theory of HRM and innovation management. Findings: The empirical findings support the proposed hypotheses relating to the intermediating role of KS in the HRM practices-innovation relationship. It spotlights the crucial character of market turbulence in driving the domination of knowledge-sharing behaviors on incremental innovation. Recommendations for Practitioners: The proposed research model can be applied by leaders and directors to foster their organizational innovation competence. Recommendation for Researchers: Researchers are recommended to explore the influence of different models of HRM practices on innovation to identify the most effective pathway leading to innovation for firms in developing and emerging nations. Impact on Society: This paper provides valuable initiatives for firms in developing and emerging markets on how to leverage the strategic and internal resources of an organization for enhancing innovation. Future Research: Future studies should investigate the influence of HRM practices and knowledge resources to promote frugal innovation models for dealing with resource scarcity.
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Hearld, Larry, Akbar Ghiasi, Ganisher Davlyatov, and Robert Weech-Maldonado. "Is It What You Have or What You Do With It? Staffing, Human Resource Management, and Knowledge Management Practices." Innovation in Aging 4, Supplement_1 (December 1, 2020): 679–80. http://dx.doi.org/10.1093/geroni/igaa057.2364.
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Abstract Research in the nursing home industry shows more robust knowledge management activities are associated with the adoption of patient-centered, culture change initiatives among high Medicaid nursing homes. These findings are notable because they highlight the important role that knowledge management activities may play for improving quality of care in under-resourced nursing homes. They also raise important questions about the conditions that may support or hinder the use of these activities. Using survey responses from 393 nursing home administrators, we empirically examined whether two components of human resources – staffing levels and HRM practices – are associated with the level of knowledge management activities in high Medicaid census nursing homes. More robust HRM practices were associated with greater levels of knowledge management activities, as well as three separate domains of knowledge management (acquisition, dissemination, and responsiveness). Staffing levels, in contrast, were not significantly associated with the level of knowledge management activities.
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Paul, Zahra Ishtiaq, and Muhammad Adnan Sial. "ASSESSMENT OF PEOPLE CRITERIA IN PUBLIC SECTOR: A TALE DOCUMENTED THROUGH LENS OF CAF." Pakistan Journal of Social Research 04, no. 03 (March 30, 2022): 140–51. http://dx.doi.org/10.52567/pjsr.v4i03.695.
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Growing trends such as globalization, internationalization, and diversity management have increased the use of HRM practices in the South Asian region. In the recent past, various reform initiatives taking place have propelled the public sector HRM in an opportunistic direction. HRM in Pakistan is still passing through a preliminary phase. The culture in Pakistan's public sector organization is highly centralized and bureaucratic with political interference on practices. It is a descriptive study framed in a mixed-method approach. A comparative analysis has been conducted of three semi-autonomous state-owned enterprises of Pakistan which are Water and Power Development Authority (WAPDA), Water and Sanitation Agency (WASA), and Sui Northern Gas Pipelines Limited (SNGPL). The current research's theoretical bases are taken from the revised version of CAF 2013 model by the European Institute of Public Administration. The research objectives are twofold: To study the people criterion of CAF in WAPDA, WASA and SNGPL, and to determine the strengths and weaknesses of these enterprises required to identify areas of improvement. The qualitative data will be collected through 45 in-depth interviews; analyzed through thematic analysis. The quantitative data is analyzed through scores given by interviewers and documentary secondary evidence. The current research will be significant as it will assist other public sector organizations in using quality management techniques and improve the performance of their organizations by following the footsteps of WAPDA, WASA, and SNGPL. Keywords: HRM system; Pakistan; Common Assessment Framework; Public sector. JEL Codes: M10; O15
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Gabutti, Irene, and Federica Morandi. "HRM practices and organizational change: Evidence from Italian clinical directorates." Health Services Management Research 32, no. 2 (August 2, 2018): 78–88. http://dx.doi.org/10.1177/0951484818790213.
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Purpose The healthcare sector has been facing major reforms, among which the introduction of the Clinical Directorate (CD) model for hospitals. The purpose of this work is to explore the degree of implementation of innovative Human Resource Management (HRM) practices within CDs, in order to understand whether, after more than 15 years from their introduction, they have been able to transform their managerial approach concretely, in line with the CD model’s objectives. The tools have been attributed to three main HR initiatives: training, control, and evaluation ones. Design and methods During on-site visits in 33 Italian hospitals, data were collected by conducting semi-structured interviews with their CEOs and Clinical Directors. Data concerned both the mere adoption of HRM tools within CDs, as well as their effective degree of implementation. The answers to the questions were translated into a system of percentage scores, so as to detect mean percentages of implementation in each CD. Findings: The general degree of implementation of HRM practices is still somewhat distant from a theoretically excellent and full implementation, especially if we consider the important lag of time since the reforms affected the sector. Nevertheless, results open the way to important considerations about the effectiveness of the CD model. Original value: The original methodology and scoring system suggested in this work produce a concise evaluation of the development of an effective HRM system within CDs. Our framework of analysis allows interesting benchmarking activities among different CDs of an organization and, ultimately, among different organizations. Moreover, the methodology presented may constitute a valid source of information in order to carry out future research on the items able to affect the implementation of such tools.
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Singh, Michael Garbutcheon, Leo Bartlett, Leonie Rowan, Trevor Gale, and Philippa Roylance. "Moves to Restructure the Work of Principals, of Teaching, and Human Resource Management." Journal of School Leadership 7, no. 1 (January 1997): 69–91. http://dx.doi.org/10.1177/105268469700700104.
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This paper argues that efforts to reform and to restructure education systems in Australia, and indeed many school systems throughout the Western world, are not only changing the nature of principals’ work, but in turn are changing the nature of teaching. In particular, the changes require principals to have a sound knowledge-base in the area of human resource management (HRM). Based on research into system expectations concerning principals’ work, the paper examines the implications this has for principals and the knowledge they now need to be successful human resource managers. The paper provides an account of current Department of Education policies intended to change public schools throughout Queensland (Australia). These policies are then linked to micro-reform and restructuring at local and regional levels through the idea of competence related to functions of HRM. Specific reference is made to restructuring strategies for changing the configuration of school staffing, job redesign for teacher aides, and the creation of cluster schools. Resistances to these initiatives are noted. The key political features of delegation, managerialism, reduced public sector expenditure, and school-industry links are discussed in the context of these initiatives. The practical implications for the work of principals are raised briefly in the conclusion. In addition, attention is given to the need for educators to investigate further the knowledge and skills that professional development programs might offer principals concerning human resource management so as to give them some power to respond effectively to these changing circumstances.
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Dr. Aajaz Ahmad Hajam and Alphonsa S John. "HRM PRACTICESON EMPLOYEE PERCEPTION AND ITS EFFECT ON ORGANIZATIONAL COMMITMENT." MORFAI JOURNAL 3, no. 1 (March 20, 2023): 17–44. http://dx.doi.org/10.54443/morfai.v3i1.747.
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The corporate environment has changed dramatically since the start of globalization, both in terms of complexity and dynamism. Companies are coping with shifting market conditions, changing workforce demographics and diversity, technological advancements, increased customer and quality focus, a talent shortage, and shifting economic realities (Noe, 2002). In order to attain long-term sustainability and total organizational success, it is crucial for businesses to continuously alter their business strategy, policies, and practices to conform to the shifting needs of the business environment. In other words, firms are compelled to implement and successfully manage change continuously (Bridges & Mitchell, 2000; Kanter, 1985). Despite the fact that organizations need to manage change more effectively, 70% of change initiatives fail (Beer &Nohria, 2000), and this failure rate has remained stable over time. Insufficient attention to issues relating to people is one of the most frequently mentioned causes of change implementation failure (Spiker & Lesser, 1995; Kotter, 1995). During the 1990s, there has been widespread recognition of the significance of employees, their psychological reactions, and their behavior during organizational transformation; yet, in practice, managers do not place enough emphasis on these concerns (Becker & Gerhart, 1996). Others who have conducted empirical studies in this area concur with this viewpoint. For instance, research on the implementation of a customer relationship management (CRM) project at three banks in New Zealand and discovered that firms tend to prioritize technological difficulties while ignoring issues relating to people.
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O.P, Salau, Adeniji A.A, Falola H.O, Ohunakin F, Abasilim U. D, and Chukwuemeke C.D. "Mediating Effect of Work Motivation on Green Human Resource Management Practices and Employees’ Behavioural Outcomes." JURNAL AKUNTANSI DAN BISNIS : Jurnal Program Studi Akuntansi 8, no. 2 (November 28, 2022): 87–103. http://dx.doi.org/10.31289/jab.v8i2.7518.
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Green human resource management practices have practically produced positive results for the environment. This arises as many organisational goals have been required to prioritise environmental problems and organisational sustainability due to emerging global environmental concerns. This does not suggest that the organisation should be painted green, but rather that the initiatives adopted by organisations in a specific sector are environmentally conscious of achieving required behavioural dispositions. But this may not be achieved without consistent work motivation. Hence, this research investigated the mediating effects of work motivation on Green HRM and employees’ behavioural outcomes in Nigeria's manufacturing industry. The Stakeholders’ theory was adopted for this study and it assumes that stakeholders have the power to persuade organisations to adopt environmental practices that result in better environmental outcomes. A descriptive survey research design was adopted to explain the mediating effect of work motivation on Green HRM and employees’ behavioural outcomes. An online questionnaire was employed and distributed to the selected manufacturing firms in Nigeria. This study focused on five (5) different manufacturing firms selected based on their performance, reputation, overall assets and ranking. The data for the study were analysed and presented using SPSS and SEM-PLS (Structural equation method). The findings indicated that motivation, to a great extent, mediates green HRM and employees’ behavioural outcomes. Additionally, the findings made it possible for Nigerian manufacturing companies to prioritize green HRM methods in order to boost employee motivation and reinforced behaviour. Based on the findings, it was proposed that managers in the sampled Nigerian manufacturing sector make an effort to give employees' participation in green activities to measure and evaluate organisational performance. Also, while embracing green HRM practices, the management of the Nigerian manufacturing sector should inspire their members of staff.
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Malik, Ashish, Brendan Boyle, and Rebecca Mitchell. "Contextual ambidexterity and innovation in healthcare in India: the role of HRM." Personnel Review 46, no. 7 (October 16, 2017): 1358–80. http://dx.doi.org/10.1108/pr-06-2017-0194.
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Purpose The purpose of this paper is to examine innovation in the resource-constrained context of India’s healthcare industry. It is argued that the process of innovation in addressing healthcare management challenges in such a context occurs through organisational ambidexterity and that human resource management (HRM) plays an important role. Design/methodology/approach A qualitative research methodology is applied to explore the role of HR practices in facilitating contextual ambidexterity and subsequent innovations in healthcare in India. The unit of analysis is the “case” of healthcare providers in India and in-depth interview and documentary data in two case sites are analysed to reveal the role of HRM in facilitating contextual ambidexterity and innovation. Data analysis was undertaken first at a within-case and then at a cross-case analysis level using interpretive manual coding based on how the data explained the role of HRM in delivering innovative outcomes and supporting organisational ambidexterity. Findings The authors found evidence of the use of sets of high-involvement HRM practices for exploration of new ideas and efficiency-driven HRM practices for creating contextual ambidexterity in the case organisations. Further, managerial/leadership style was found to play an important role in creating cultures of trust, openness, risk-taking and employee empowerment, supported by an appropriate mix of intrinsic and extrinsic rewards. Finally, training was also reported as being central to creating an ambidextrous context for delivering on various innovations in these healthcare providers. Originality/value This study represents an exploration of innovation in the context of India’s healthcare sector through intersecting literatures of ambidexterity, innovation and HRM practices. In light of the emerging economy research context, an important empirical contribution is palpable. Moreover, through a study design which included collecting data from multiple informants on the role of human resources in facilitating innovative outcomes, the authors reveal the role of HR-related initiatives, beyond formal HR practices in creating contextual ambidexterity. This study also reveals the degree to which contextual idiosyncrasies enhance our understanding of the role of HR in facilitating innovation in emerging economies.
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Poor, Jozsef, and George Plesoianu. "Human resource management under change in the Romanian civil service in an international context." Employee Relations 32, no. 3 (April 27, 2010): 281–309. http://dx.doi.org/10.1108/01425451011038807.
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PurposeThe purpose of this paper is to present a number of initiatives which have been spearheaded by the Romanian government in the field of HRM in the civil service. A more specific purpose is to determine the modelling strategy which best reflects the reform programme of HRM in the civil service, the topic of our study.Design/methodology/approachThis paper attempts to supplement existing research into New Public Management (NPM) by outlining the modernisation of a range of public HR functions in the country, and it would like to explain how this special issue arose, to provide a historical perspective for the work undertaken by the Romanian National Civil Servant Agency (NACS) and to outline the context and significance of each of the attempts at modernisation in the HRM field.FindingsEmpirical evidence shows that the centralised Romanian civil service is in need of serious change if it is to deliver a more efficient and less politically driven level of practice. Many external and internal organisational forces such as the demographics of the labour‐force, technology and privatisation – as well as the erosion of confidence in government institutions have drastically altered the environment of the civil service in Romania. Consequently, traditional Human Resource Management (HRM) approaches no longer work.Practical implicationsAt this point, in the authors' opinion, the time has come to devote more attention to decentralisation and to formulating the terms of so‐called best or good practice.Originality/valueThe paper seeks to bridge the gap by reporting on the research and consulting work of the authors in the Romanian civil service.
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Kumar, Ajit. "RECENT HR PRACTICES: A TRANSITION TOWARDS ORGANISATIONAL TRANSFORMATION." International Journal of Research -GRANTHAALAYAH 4, no. 8 (August 31, 2016): 18–31. http://dx.doi.org/10.29121/granthaalayah.v4.i8.2016.2557.
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Today the world of work is rapidly shifting. Human Resource Management (HRM), as a part of organization, must be prepared to deal with effects of varying world of work. Thus, for the HR people it is all about comprehending the ramification of globalization, corporate downsizing, changing skill requirements, the contingent work force, work-force diversity, continuous improvement initiatives, decentralized work sites, re-engineering and employee involvement. Companies today are having a global mix of the employees which requires understanding of the employees and their mindset as it is a tough task for HRD. Human Resource Management is a course of bringing people & organization together, so that the objectives of each other are met. The organizations in Indian are witnessing a change in systems, management cultures and philosophy due to the global alliance of Indian Organization. As globalization has been a challenging concern for the organization because IHRM (International Human Resource Management) has placed significant stress on number of functions & responsibilities, such as orientation, relocation, translation services to help employees adapt to new and different milieu outside their own country. Hence forth, the essential attention must be taken by HR Managers in devising procedures, maintaining the relationship, policies, motivational strategies, and stressing on value in administration. HR people need to do a lot of things in this regard. At the end HRD plays a vital role as a planner, initiator and executor in every organization. The paper thus discusses few emerging concepts, trends and practices of the HRM like tapping skills anytime & anywhere, managing people as a workforce of one, the rise of the extended workforce, HR driving the agile organization, reconfiguring the global talent landscape, workforce on demand, HR and people analytics, data driven and social media recruiting, HR technology solutions as enabler etc. The paper highlights on few of the most key HR initiatives and trends which the HRM function has to take care so as to make an organisation sustainable and gain success.
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Shah, Shashank, and R. N. Ajith Sankar. "Human resource management in the changing business environment of the Indian construction industry: a case study." Emerald Emerging Markets Case Studies 3, no. 6 (November 14, 2013): 1–17. http://dx.doi.org/10.1108/eemcs-05-2012-0095.
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Subject area Human resource management. Study level/applicability The case can be used on courses related to human resources management (HRM), which are offered in management programmes like MBA/PGDBM. The case could also be used in management development programmes, seminars and workshops that have HRM as a component of the programme. The case can be used effectively for classroom discussions as well as in distance learning programmes. Case overview The case looks into the HRM practices at a leading Indian construction company – ABC Constructions. The case tries to explain the management perspectives behind the people practice initiatives undertaken by the company in order to recruit/retain and nurture talent. The case also explains the basic principles underlying its human resource policies. It tries to explain the initiatives taken by ABC Constructions to meet the challenges posed by the changing business environment, as the company moves beyond the borders of the country of its initial operations. The case provides an overview of unique challenges faced by a company in the Indian construction industry, where a significant number of people executing its projects are not its permanent employees. Expected learning outcomes The students would get a fairly good understanding of existing good practices in the field of human resource management, especially in the context of a multifaceted and labour intensive construction industry in the Indian corporate scenario. Anecdotes of actual experiences with respect to people management would facilitate greater understanding of the complexities involved at the grass root level of functioning and implementation. Theoretical inputs relating to training could be better understood through the customised programmes provided by the company for its diverse workforce. The HR challenges faced by the top management as a company grows and expands to new markets can better be understood. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.