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1
Sanders, Karin, and Stephen Frenkel. "HR-line management relations: characteristics and effects." International Journal of Human Resource Management 22, no. 8 (April 2011): 1611–17. http://dx.doi.org/10.1080/09585192.2011.565644.
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Florkowski, Gary Walter. "HR technologies and HR-staff technostress: an unavoidable or combatable effect?" Employee Relations: The International Journal 41, no. 5 (August 2, 2019): 1120–44. http://dx.doi.org/10.1108/er-08-2018-0214.
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Purpose Drawing on the job demands-resources and IS literatures, the purpose of this paper is to identify organizational factors that mitigate technostress in the HR department; and to evaluate how technostress and techno-insecurity affect technology’s impact on job satisfaction. Design/methodology/approach This research draws on a web-based survey of 169 US and Canadian firms targeting HR executives as key informants. An HR-context-specific, technostress model was tested with structural equation modeling. Exploratory factor analysis evaluated the structural properties of all multi-item scales and supported their usage. Moderated regression analysis further assessed whether the age and scope of technology portfolios affected certain relationships. Findings As predicted, department work stress was less likely to increase when there was HR technology (HRT) governance involvement and top management support for this class of technologies. Heightened techno-insecurity had the opposite effect, another anticipated outcome. HR’s IT-knowledge actually increased technostress, a counterintuitive result. In turn, HRTs were less likely to improve job satisfaction when technostress and techno-insecurity were high. Top management HRT support and an HR innovation climate better enabled portfolios to enhance satisfaction. Moderating influences were detected as well. As hypothesized, techno-insecurity had a stronger negative effect on job-satisfaction impact for younger portfolios, while innovation climate had a weaker relationship with techno-insecurity where portfolios were limited in scope. Research limitations/implications External validity would be strengthened by not only increasing sample sizes for the USA and Canada, but also targeting more nations for data collection. In addition, incorporating more user-oriented constructs in the present model (e.g. group potency, collective efficacy) may enhance its explanatory power. Practical implications These findings underscore the need to consider HR-staff attitudes in technology rollouts. To the extent HR technologies generate technostress, they at a minimum are impediments to department satisfaction, which may have important ramifications for usage and service. The results further establish that initiatives can be taken to offset this problem, both in terms of the ways portfolios are internally supported and how they are managed. Originality/value This is the first study to formally assess how collective work-attitudes in the HR department are affected by HR technologies. Prior research has focused on user-reactions to HRT features or their wider influence on stakeholder perceptions. It is also the first investigation to empirically test potential technostress inhibitors in HR settings.
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Beal, Brian. "Indian companies ignoring HR issues." Human Resource Management International Digest 24, no. 4 (June 13, 2016): 29–31. http://dx.doi.org/10.1108/hrmid-03-2016-0032.
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Purpose The purpose of this paper is to investigate the extent of corporate disclosure on human resources (HR) in the annual reports of top-performing Indian companies. Design/methodology/approach The paper explores the extent to which top 82 companies from India present information about HR in their annual reports. This paper examines the annual reports of each of the top Indian firms listed on the Bombay Stock Exchange, using the “content analysis” method. Statistical tests have been performed to analyze the difference between the HR disclosure score across public and private sectors and disclosure variations among various industrial sectors. Findings In-house training programmers has been noticed to be the favorite item of disclosure followed by safety awards/certifications and statements regarding cordial relations with the employees/unions. A majority of the Indian firms have ignored significant HR issues such as employee welfare fund, maternity/paternity leaves, holiday benefits, employee loans, adopting old age homes, etc. Overall, the paper reflects low HR-related disclosures. Originality/value This is the first paper on the disclosure of HR by the Indian corporate sector in the CSR domain with a disclosure analysis for a period of nine years. This paper provides new directions for the literature in this area and may promote comparative studies on HR-based studies from different perspectives.
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Berber, Nemanja, and Bojan Lekovic. "The impact of HR development on innovative performances in central and eastern European countries." Employee Relations 40, no. 5 (August 6, 2018): 762–86. http://dx.doi.org/10.1108/er-08-2017-0188.
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Purpose The purpose of this paper is to research the impact of one of HRM activities, employees’ development, on the level of organizational innovative performances. HR development techniques that organizations use in order to develop employee’s knowledge, skills and abilities and their impact on the perceived level of organizational innovativeness was set in the focus of research, with the intent of determining which development techniques influence organizational innovative performance. Design/methodology/approach The research is based on the data from CRANET project, which has been largely used in exploring the relation between HRM activities and other variables of organizational behavior and performances. Data for this study were collected from a sample of 1,384 organizations from 8 CEE countries (Croatia, Estonia, Hungary, Latvia, Lithuania, Slovakia, Slovenia and Serbia) for the period 2015–2016. The correlation was used to explore the relations between variables. Ordinal logistic regression was used in order to explore the relations between the employees’ development techniques, training importance and training effectiveness and the level of organizational innovativeness. Findings The regression model showed that there are a statistically significant relations between the effectiveness of training expressed by systematic evaluation of training practice, and the methods of employees’ training (use of projects to stimulate learning, on-the-job training, development centers, use of international work assignments and mentoring) with the level of innovation. The importance of training practice expressed by the ratio of the annual training budget in the total payroll costs did not show statistically significant relations with the level of innovation. Also, systematic estimation of the need for training of personnel has not shown statistically significant relations with the innovation rate of the organization. Research limitations/implications The data are derived from single source respondents, and response rates between countries do vary. At the country level, every effort is made to represent the structure of the economy in the country and at the point in which the data are being collected. Practical implications Training and international working assignments have a direct positive relation with the level of organizational performances, while teamwork and coaching and mentoring have not shown the same. Organizations and their HR managers should pay special attention to planning and implementation of HR development programs – coaching, mentoring and teamwork – in order to create space for organizational innovation enhancement. Originality/value Previous literature seeking to clarify the role of HRM and fostering organizational innovation has made its evident contribution based on theoretical papers. In order to improve the current situation in which empirical evidence is very rare, research on the significance of the employee development program and its impact on the organizational innovative performances is based on quantitative indicators of the conducted research. The relation of HRM and innovative performances in the CEE region was studied in only a few studies. In the previous period, this region has often been omitted in the field of HRM research. Therefore, an additional novelty can be derived from a research sample compiled from the CEE region countries in the conducted research.
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Caldwell, Raymond. "HR directors in UK boardrooms." Employee Relations 33, no. 1 (January 4, 2011): 40–63. http://dx.doi.org/10.1108/01425451111091645.
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Kuruvilla, Sarosh. "Linkages between Industrialization Strategies and Industrial Relations/Human Resource Policies: Singapore, Malaysia, the Philippines, and India." ILR Review 49, no. 4 (July 1996): 635–57. http://dx.doi.org/10.1177/001979399604900404.
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The case studies of Singapore, Malaysia, the Philippines, and India presented in this paper support the author's contention that a country's industrialization strategy for economic development profoundly influences its industrial relations (IR) and human resources (HR) policy goals. The author finds that import substitution industrialization was associated with IR/HR policy goals of pluralism and stability, while a low-cost export-oriented industrialization strategy was associated with IR/HR policy goals of cost containment and union suppression. In countries that moved from a low-cost export-oriented strategy to a higher value added export-oriented strategy, the focus of IR/HR policy goals shifted from cost containment to work force flexibility and skills development. The four countries diverged, however, in the specific institutions and arrangements they adopted to meet national IR/HR policy goals, due to different political choices made by dominant actors and different institutional industrial relations histories.
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Kim, Andrea. "Human resource strategies for organizational ambidexterity." Employee Relations: The International Journal 41, no. 4 (June 3, 2019): 678–93. http://dx.doi.org/10.1108/er-09-2017-0228.
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Purpose The purpose of this paper is to propose a comprehensive framework that delineates how human resource (HR) practices are differentially configured for exploitative and explorative innovation as well as how the sets of HR practices support these two types of innovation. Design/methodology/approach Based on the structural ambidexterity approach and a bottom-up process in the multilevel theories, this research derives the need for the differential managerial structures for exploitation and exploration at the unit level. In addition, the Input–Process–Outcome model of team effectiveness and multilevel theories are employed to discuss the internal nature (e.g. resources, work styles) of exploiting and exploring units. Finally, building on strategic HR management literature, this research configures exploitation-targeted and exploration-targeted HR systems and delves into how these differentiated HR systems generate differential inputs of human capital resources and thereby foster exploitative and explorative innovation processes. Findings This research proposes several factors for exploitation and exploration, including: necessary inputs (i.e. commitment, narrowness, and cohesion for exploitation vs thoughtfulness, breadth, and openness for exploration), idiosyncratic innovation processes (i.e. convergent collective cognition vs divergent collective cognition), and differentiated HR systems comprised of different forms of unit staffing (homogeneity vs heterogeneity), performance appraisal, incentives, and training and development (short-term vs long-term orientation). Originality/value The proposed theoretical framework contributes to an improved understanding of the psychological foundation of organizational ambidexterity and systematizing how diverse HR practices work together to elicit exploitative and explorative innovation from employees.
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Goel, Alok Kumar, and Geeta Rana. "Human Capital Creation: Innovative Practices by an Indian Bank." South Asian Journal of Business and Management Cases 3, no. 2 (November 24, 2014): 195–205. http://dx.doi.org/10.1177/2277977914548339.
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Employee retention was a big challenge at YES Bank, an emerging Indian bank. The main objective of the study is to identify innovative steps taken by the management in their human resource (HR) practices to enhance employee retention and to create a conducive environment for human capital creation in the YES Bank. The case explores and provides useful insights as to how YES Bank has successfully transformed its working environment for human capital creation through innovative HR practices. The case concludes with questions to provoke discussion to understand the importance of various HR management initiatives. This case is recommended for study and analytical discussion for practicing managers, researchers and management students in HR management, organizational behaviour and industrial relations.
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Martin, Graeme, and Martin Reddington. "Reconceptualising absorptive capacity to explain the e‐enablement of the HR function (e‐HR) in organizations." Employee Relations 31, no. 5 (August 14, 2009): 515–37. http://dx.doi.org/10.1108/01425450910979266.
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Rana, Geeta, and Ravindra Sharma. "Emerging human resource management practices in Industry 4.0." Strategic HR Review 18, no. 4 (August 12, 2019): 176–81. http://dx.doi.org/10.1108/shr-01-2019-0003.
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Purpose The study aims to offer a fresh perspective on best management practices to encourage innovation and learning in the firm to keep abreast with and adopt industry 4.0 advancements. The human resource (HR) department must take proactive steps to adopt these technologies and update itself in terms of necessary skill. The study highlights the importance of human resource management practices in industry 4.0. Design/methodology/approach The paper discusses the transforming role of HR 4.0 in a disrupting economy with the help of the conceptual framework. This paper illustrates how the new role of HR boosts engagement by designing the best personalized benefits, trusting teams, collaborating and providing personal development, which make a great case for a successful retention strategy. Findings This paper reveals how organizations can ensure their success and survival in this age of technological disruptions through their people. Top management must be ready for a new transformed role of the HR through innovative HR practices. Originality/value This paper provides plenty of information to interest practicing managers, researchers and students in HR management, organizational behavior and industrial relations.
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Suresh, S. "Ethical Issues in Human Resource Management." Management and Labour Studies 36, no. 4 (November 2011): 367–70. http://dx.doi.org/10.1177/0258042x1103600405.
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Ethics refers to a system of moral principles - a sense of right and wrong, and goodness and badness of actions and the motives and consequences of these actions. In the business, businessmen must draw their ideas about what is desirable behavior from the same sources as anybody else would draw. Ethical values channelize the individual energies into pursuits that are benign to others and beneficial to the society. Ethical issues abound in HR activities, such as remuneration, labour relations, health and safety, training and development etc. This article offers insight into a detailed discussion of how ethical issues related to HR situations.
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Casey Buford, Sandra. "Linking Human Resources to Organizational Performance and Employee Relations in Human Services Organizations: Ten HR Essentials for Managers." International Journal of Public Administration 29, no. 7 (July 2006): 517–23. http://dx.doi.org/10.1080/01900690500452336.
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Tampol, Renato, and Hector M. Aguiling. "Organizational culture and human resource practices of the SVD educational institutions in the Philippines." International Journal of Research in Business and Social Science (2147- 4478) 10, no. 3 (May 1, 2021): 202–12. http://dx.doi.org/10.20525/ijrbs.v10i3.1117.
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Organizations regardless of type, structure, size, among other factors may have similar foundations in the development of HR policy but applicable factors for consideration may vary. Among the most common factor in the development of an HR policy is the culture of the organization. In making sure that the DWEA core values are working within the person in SVD educational institutions, it became the aim of this study to come up with an HR model that would be functional and best support the vision, mission, and goals of all Northern, Central and Southern SVD schools in the Philippines. Specifically, this study determined the level of integration and implementation of organizational leadership and excellence towards 3 HR practices namely: employee relations, performance appraisal, and work-life balance. While the results show that organizational leadership and excellence are integrated and implemented in the 3 human resource practices namely employee relations, performance appraisal, and work like balance, it is highly recommended that the administrators of the different SVD educational institutions must review the integration of the moderately rated practices in its employee relations, performance appraisal, and work-life balance in order to recalibrate its existing systems. Furthermore, those integrated but moderately implemented should likewise be appraised for full implementation.
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Kansal, Monika, and Mahesh Joshi. "Reporting human resources in annual reports." Asian Review of Accounting 23, no. 3 (September 7, 2015): 256–74. http://dx.doi.org/10.1108/ara-04-2014-0051.
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Purpose – The purpose of this paper is to investigate the extent of corporate disclosure on human resources (HR) in the annual reports of top performing Indian companies. Design/methodology/approach – The paper explores the extent to which top 82 companies from India present information about HR in their annual reports. This study examines the annual reports of each of the top Indian firms listed on the Bombay stock exchange, using the “content analysis” method. Statistical tests have been performed to analyse the difference between the HR disclosure score across public and private sectors and disclosure variations among various industrial sectors. Findings – In-house training programmes has been noticed to be the favourite item of disclosure followed by safety awards/certifications and statements regarding cordial relations with the employees/unions. A majority of the Indian firms have ignored significant HR issues such as employee welfare fund, maternity/paternity leaves, holiday benefits, employee loans and adopting old age homes, etc. Overall, the study reflects low HR related disclosures. No statistically significant difference has been found between the mean HR disclosure from one industry to another and disclosure practices of the private and the public sector companies. Practical implications – The disclosure pattern of the Indian companies suggests that they only a few companies are concerned about employees’ welfare than the rest. This may motivate a change of the disclosure policy of the rest of the firms who may follow the reporting pattern of the most disclosing ones. Originality/value – This is first study on the disclosure of HR by the Indian corporate sector in the CSR domain with a disclosure analysis for a period of nine years . This research provides new directions for the literature in this area and may promote comparative studies on HR-based studies from different perspectives.
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Chang, Kirk, Bang Nguyen, Kuo-Tai Cheng, Chien-Chih Kuo, and Iling Lee. "HR practice, organisational commitment & citizenship behaviour." Employee Relations 38, no. 6 (October 3, 2016): 907–26. http://dx.doi.org/10.1108/er-12-2015-0218.
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Purpose The purpose of this paper is to examine the relationships between HR practice (four aspects), organisational commitment and citizenship behaviour at primary schools in Taiwan. The four human resource (HR) aspects include: recruitment and placement (RP), teaching, education and career (TEC) development, support, communication and retention (SCR), and performance and appraisal (PA). Design/methodology/approach With the assistance from the school HR managers and using an anti-common method variance strategy, research data from 568 incumbent teachers in Taiwan are collected, analysed and evaluated. Findings Different from prior studies, highlighting the merits of HR practice, the study discovers that HR practice may not necessarily contribute to citizenship behaviour. Teachers with positive perceptions of RP and TEC are more likely to demonstrate citizenship behaviour, whereas teachers with positive perceptions of SCR and PA are not. In addition, the study finds three moderators: affective organisational commitment (AOC), rank of positions, and campus size. The analysis shows that teachers with more AOC, higher positions and from smaller campus are more likely to demonstrate organisational citizenship behaviour (OCB). Originality/value The study provides a closer look at the HR-OCB relationship in Taiwan. It reveals that a positive perception of HR practice may not necessarily contribute to OCB occurrence. In addition, the results indicate that teachers have different views about varying HR aspects. Specifically, aspects of RP and TEC development receive relatively higher levels of positive perception, whereas aspects of SCR and PA receive relatively lower levels of positive perception. Questions arise as to whether HR practice may lead to more OCB at primary schools. If this statement is true, school managers shall think further of how to promote OCB using other policies, rather than relying on the HR practice investigated here.
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Cristiani, Alvaro, and José María Peiró. "Human resource function, unions and varieties of capitalism." Employee Relations 40, no. 6 (October 1, 2018): 1072–98. http://dx.doi.org/10.1108/er-10-2016-0198.
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Purpose The purpose of this paper is to explore varieties of capitalism (VoC) as a moderator of the effect of: the strategic HR function role; and the level of union presence on the adoption of different human resource management (HRM) practices categorized as either person-centered or performance-centered. Design/methodology/approach The authors use data on both multinationals and locally owned firms from 14 OECD countries, collected through the Cranet 2009 survey. The hypotheses of the proposed model were tested using hierarchical multiple regression analysis. Findings Evidence shows that the strategic HR function is positively related to the adoption of both types of HRM practices, whereas higher levels of union presence inhibit the adoption of performance-centered practices and promote the adoption of person-centered practices. In addition, although VoC does not show any significant direct effects on HR practices, there is a moderating effect of VoC on the HR function role – HRM practices and union presence – HRM practices relationships. Research limitations/implications The use of survey data with single respondents might produce reliability problems. Additionally, the data used are cross-sectional, which means that causality cannot be determined. Practical implications Managers in multinationals corporations and local firms must be aware of the distinct effects of the strategic HR function and trade union presence in different market economies. In particular, special attention must be paid when a firm expands globally, “outside the reach” of the national market economy or type of capitalism, and operates in different VoC. Originality/value The present paper contributes to better understanding the influence of VoC, not only on HRM practices, as in previous research, but also on the relationships between the HR function role and the level of union presence and the types of practices promoted.
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Ferreira, Aristides I., Luis F. Martinez, Rosa I. Rodrigues, and Carla Ilhéu. "The impact of human resources practices on consumers’ investment intentions." Employee Relations 39, no. 4 (June 5, 2017): 475–86. http://dx.doi.org/10.1108/er-05-2016-0097.
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Purpose Research has shown that corporate policies affect customers’ decisions. The purpose of this paper is to focus on the influence of human resources (HR) practices on investment intentions in the financial sector. Design/methodology/approach Data were obtained from 548 managers and management students. Participants were presented real news regarding two banks with contrasting HR practices. Subsequently, they had to choose – from a given virtual amount – their investment allocations. Findings Results primarily showed that participants decided to invest more money in the bank which was more profitable to them, regardless of that bank’s HR practice. But, most importantly, when the news was specifically addressed to the in-group (managers), participants decided to invest more money in the bank with the HR practice by which they identified more, although being less profitable to them. Originality/value The findings demonstrate the urgency for organizations to manage effectively their HR practices, as they serve as a vehicle to corporate reputation, thus affecting the relationship with the stakeholders and investors’ decisions.
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Amorim, Wilson Aparecido Costa de, Marcus Vinicius Gonçalves da Cruz, Amyra Moyzes Sarsur, and André Luiz Fischer. "HRM in Brazil: an institutional approach." Revista de Gestão 28, no. 1 (February 19, 2021): 84–99. http://dx.doi.org/10.1108/rege-08-2020-0074.
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PurposeThe purpose of this work is to comparatively study human resources management (HRM) areas in Brazil, at the national level, analyzing how companies considered labor market and labor relations aspects when building their strategies and when configuring people management models in place in the country (2014–2019), based on local conditions.Design/methodology/approachThe subject was approached through qualitative analysis, encompassing document survey, systematic literature review, specialists' panel discussions, eight focus groups (43 human resources [HR] managers), interviews (16 union members), applying institutional approach to people management.FindingsIn regards to labor market and unions, HR areas faced different conditions across Brazilian regions. They have dealt with those influences on their strategic and quotidian decisions in an unstructured fashion. HR areas remain constructed as traditional, adjuvant and far from strategic level. In the institutionalization process – normative isomorphism – a professional HR jargon use was identified. HR areas usually act in collective bargaining, resorting to specialized professionals or consulting companies. During the economic crisis, HR professionals' attitude had a reactive nature, responding to organizations leadership, with little dedication to the emerging context.Practical implicationsThis work enables important players like HR managers, union members and specialists in public policies to interpret the institutionalization phenomena of practices related to management, labor market and labor relations in the country.Social implicationsUnderstanding the effects of the relations among state, companies and unions allows the different power vectors, acting upon the institutionalization process of people management areas in the Brazilian case, to be outlined.Originality/valueThis study applies the institutional approach to understand the economic and social heterogeneity affecting organizations in Brazil. It enhances the knowledge on HRM areas scope and their articulation toward labor market and relations.
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Schultz, Cecile M. "The nexus between analytical skills, employment relations and future workspace." Advances in Social Sciences Research Journal 7, no. 8 (August 27, 2020): 425–40. http://dx.doi.org/10.14738/assrj.78.8797.
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Little research, if any, has been conducted on management’s expectations from their human resource management related to the nexus between analytical skills, employment relations and future workspace. The purpose of this study is to determine if there is a correlation between perceived analytical skills, employment relations and future workspace. A survey research design and a quantitative approach were utilised. The general managers of the human resource managers that were affiliated with the South African Board of People Management completed the questionnaire. Correlation analyses was used to analyse the data. The results indicated that there was a significant positive relationship between analytical skills, employment relations and future workspace. The results contributed new insights obtained from the views of management and their future expectations from HR in relation to analytical skills, employment relations and future workspace. The study is noteworthy in that its results may be used to make substantial decisions to improve the HR’s analytical skills and employment relations due to its relationship with future workspace.
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Chaudhary, Narendra Singh, and Bharat Bhushan. "Using the Voluntary Retirement Scheme as an HR tool." Human Resource Management International Digest 25, no. 3 (May 8, 2017): 19–22. http://dx.doi.org/10.1108/hrmid-05-2016-0065.
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Purpose The purpose of this paper is to highlight the significance of the voluntary retirement scheme (VRS) as a management tool for organisational restructuring. Design/methodology/approach The paper presents the personal view of the author, based on research findings and practical experience. Findings The paper advances the viewpoint that to attain the competitive edge and to survive in the current turbulent times, it is essential for the management to right size their organisations. It is imperative for them to look for the right kind of strategies to overcome the redundancy. They have to choose the most viable options considering its financial and legal implications. This would not only help management in maintaining the healthy industrial relations but also enhance the overall organisational profitability and well-being. Practical implications The paper highlights the pros and cons of the VRS. It reflects the financial and legal implications of the same on the employer and employees in the organisations. Originality/value This paper depicts how VRS (acts as a management tool and helps in improving organisational efficiency. It basically talks about exercising the VRS and its related legislation in an Indian context.
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Thite, Mohan. "Interview with MK Ajay, Executive Vice President of Human Resources, Colgate-Palmolive (India)." South Asian Journal of Human Resources Management 7, no. 1 (May 6, 2020): 129–34. http://dx.doi.org/10.1177/2322093720914800.
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Colgate-Palmolive is a well-known American multinational corporation. It is well regarded as a very reputable, ethical, admired and sustainable company that values employee diversity. In this interview with the Head of HR of Colgate India, we can find some unique features in its management team, style and organisational culture. The interview explores the alignment and dynamics between business and HR strategies, long-term sustainable perspective on leadership at all levels, and building harmony in industrial relations.
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Lychkan, Leonid Petrovich. "Planning the organization's personnel needs as the initial stage of the HR policy and HR planning process." Uchenyy Sovet (Academic Council), no. 4 (March 18, 2021): 303–15. http://dx.doi.org/10.33920/nik-02-2104-07.
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In the context of modern economy and digital transformation of the system of public relations, reconsidering the role and place of a person in an organization, the attitude to a person as an individual has changed dramatically. The processes of successful planning of the organization's personnel requirements are connected and involve obtaining answers to certain questions, including: how many employees will be required; employees of what qualifications will be required; when and where employees will be required; how and in what way to attract the necessary employees; how to better use employees in accordance with their knowledge, skills, abilities and their internal motivation; how and in what way to organize and provide conditions for the training and development of employees; how to implement the processes of using and laying off redundant employees; what costs or expenses will be necessary for the implementation of planned activities related to personnel requirements, and many other questions. Recently, any modern organization has increasingly linked its activities and its development with a specific capital – human capital. The article deals with the provisions related to the planning of personnel (human resources) and certain aspects of such planning, in particular, planning the organization's need for personnel for a certain planning period for its development and implementation of the intended indicators and plans. The materials of the article can be used within the "Economics and Management" and "Management" program tracks.
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Lai, Yanqing, George Saridakis, and Stewart Johnstone. "Human resource practices, employee attitudes and small firm performance." International Small Business Journal: Researching Entrepreneurship 35, no. 4 (April 4, 2016): 470–94. http://dx.doi.org/10.1177/0266242616637415.
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This article uses the matched employee–employer dataset from the Workplace Employment Relations Study of 2011 (WERS2011) in Britain to empirically examine the direct relationship between human resource management (HRM) practices and small and medium-sized enterprise (SME) performance in the United Kingdom, as well as the potential moderating effect of organisational commitment/job satisfaction on the HRM-performance linkage. We find a positive and direct relationship between the use of certain formalised human resource (HR) practices and SME performance, measured by financial performance and labour productivity. More importantly, we find that the positive relationship between HR practices and financial performance varies between SMEs with high job satisfaction and low job satisfaction, and that the relationship is weakened in SMEs with high job satisfaction. The results suggest that certain HR policies and practices may improve small firm performance, especially within firms with low levels of commitment and satisfaction.
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Coron, Clotilde. "Measuring the gender pay gap: the complexity of HR metrics." Employee Relations: The International Journal 43, no. 5 (March 2, 2021): 1194–213. http://dx.doi.org/10.1108/er-07-2020-0316.
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PurposeThe literature on HR metrics does not address the political issues that surround the definition and interpretation of these metrics. However, the need for agreement about HR metrics between different stakeholders is underlined by the framework of the sociology of quantification. This research aims to complement the literature on HR metrics by studying the process of defining and interpreting appropriate HR metrics, focusing on the example of the gender pay gap.Design/methodology/approachA case study with interviews and participant observation is conducted on a French company.FindingsThe results show that HR metrics are essential to prove the existence of inequalities. However, there are disagreements between management, unions and gender equality referents concerning appropriate HR metrics and their use.Originality/valueContrary to the literature on the subject, which remains predominantly positivist and normative, this article sheds light on the political issues surrounding the definition and use of HR metrics and shows the importance of involving a range of actors (managers, unions and employees) in the entire process.
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Bader, Eman Ahmed, and Gagan Kukreja. "A Study of HR Audit Evaluation on Performance: Perceptions of Bahrain’s Wholesale Bankers." Journal of Business Management and Information Systems 2, no. 2 (December 31, 2015): 38–52. http://dx.doi.org/10.48001/jbmis.2015.0202004.
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Human Resources Audit measures human resource outputs and effectiveness under the given circumstances and the degree of utilization of human resource outputs. A human resources audit can be an effective first step towards building better human resources practices for an organization. This research study analyzes the extent of HR audit conducted by wholesale banks in Bahrain. The aim of the study is to assess the performance of the Wholesale banks Human Resource Department’s HR audit process in terms of management, hiring, employee relations & benefits, and employee separation strategies and policies. The research also aims towards identifying the gaps, lapses, irregularities, short-comings, in the implementation of the Policies, procedures, practices, directives, of the Human Resource Department and to suggest remedial actions. The study aimed towards suggesting measures and corrective steps to rectify the mistakes, shortcomings if any, for future guidance, and advise for effective performance of the work of the Human Resource Department.
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von Stein, Jana. "Exploring the Universe of UN Human Rights Agreements." Journal of Conflict Resolution 62, no. 4 (August 8, 2017): 871–99. http://dx.doi.org/10.1177/0022002717721395.
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The international human rights (HR) regime is vast and complex. Yet, most of what we know about it draws from a handful of agreements, often chosen for their prominence and/or perceived centrality to the HR project. This article argues that HR research needs to expand its scope to encompass all agreements in this realm, and presents a new data resource that enables scholars to accomplish that goal. Using the data, I demonstrate that the literature has painted an unrepresentative portrait of HR agreements. In addition to making comprehensive analysis possible, the database moves the literature forward by (1) taking into account important legal distinctions in the process of making treaties binding, (2) providing information on treaty design, and (3) considering relationships between agreements. I present several applications and discuss future areas of inquiry. Network analysis and the linking of treaty participation to HR outcomes are two notable areas of interest.
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Богачева, Татьяна, and Tatyana Bogacheva. "Professional roles of hr manager: Modern look." Services in Russia and abroad 10, no. 1 (May 16, 2016): 155–64. http://dx.doi.org/10.12737/19178.
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The necessity for specialists in the field of human relations arises when management
companies and their personnel need for an intermediary regulation of social and labor issues.
Appointments that are similar in function to the duties of the modern HR-specialists emerged in
the early twentieth century. At that time the main task of human resource managers included the
rapid accumulation of experience and knowledge, the mastering of management tools. Later,
many companies felt the need to form a comprehensive human resource management systems:
motivation, adaptation, evaluation, effectiveness of staff and others.
Professional role of HR manager in modern conditions increases significantly and
includes everything that is connected with the activities of personnel at the enterprises. This
places HR-specialists before challenges to adapt to rapid changes in the external environment of
the organization, to adapt the management skills to the aims and objectives of the rapidly
developing business.
Currently, at the enterprises with established management processes came to the fore
"soft factors", so-called virtual reality business, when main attention is paid to the climate in the
team, staff loyalty, values and motivational settings of employees. The use of these factors
demands from the НR manager the acquisition and expansion of professional competences.
Modern HR-specialist should be able to make decisions and take responsibility, to convince and lead the team. HR manager has moved to the rank of equitable manager, which may affect a
business strategy of company. His professional role in tourism enterprise has increased, and it
forces HR-manager to work on his image, improve his professional skills and develop personal
qualities.
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Bissola, Rita, and Barbara Imperatori. "The unexpected side of relational e-HRM." Employee Relations 36, no. 4 (May 27, 2014): 376–97. http://dx.doi.org/10.1108/er-07-2013-0078.
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Purpose – The purpose of this paper is to examine whether the organizational redesign opportunities currently offered by web-based technological innovations contribute to rebuilding and strengthening the employee-HR department relationship, rendering personnel management policy criteria more transparent, increasing perceived fairness and thus helping to instil trust in the HR department, albeit in a diverse virtual context. Design/methodology/approach – The authors designed a survey involving 526 Gen Y employees and tested the hypotheses using structural equation modelling analyses. Findings – The results confirm a positive relationship between relational e-HRM system adoption, procedural justice and trust in the HR department. Research limitations/implications – The results provide evidence that technology can support the development of institutional trust in virtual environments and thus contribute to the growing e-HRM literature, to the more consolidated strategic HRM research domain and to the debate on trust in technology-mediated relationships. Practical implications – The paper provides valuable and at times unexpected results on the new potential role of the HR department in the current fluid and insecure labour market, thereby forming the basis for defining some useful guidelines to design and implement the e-HRM architecture. Originality/value – The paper focuses on understanding how relational e-HRM could impact on the direct employee-HR department relationship, from the Gen Y employees perspective, that is almost neglected in the growing literature. Moreover it suggests some unexpected insights on the role of technology innovativeness in moderating the impact of e-HRM on trust in the HR department.
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Jenkins, Alan. "Training and HR Strategy in France: Discourse and Reality." Employee Relations 13, no. 6 (June 1991): 22–31. http://dx.doi.org/10.1108/eum0000000001030.
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L'Écuyer, François, Louis Raymond, Bruno Fabi, and Sylvestre Uwizeyemungu. "Strategic alignment of IT and human resources management in manufacturing SMEs." Employee Relations: The International Journal 41, no. 5 (August 2, 2019): 830–50. http://dx.doi.org/10.1108/er-09-2018-0258.
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Purpose Within the manufacturing sector, small- and medium-sized enterprises (SMEs) face specific challenges with regard to their strategic HRM capabilities. In this context, an emerging issue for both researchers and practitioners regards HR information systems (HRIS), i.e. the deployment of strategic IT capabilities to enable the firm’s high-performance work system (HPWS) capabilities and thus improve the performance of its HR function. The purpose of this paper is to address this issue by using a capability-based mediation perspective to study the strategic alignment of HR and IT. Design/methodology/approach A survey study of 206 manufacturing SMEs was realized and the data thus obtained was analyzed through structural equation modeling. Findings Results confirm that the HRIS capabilities of SMEs influence the performance of the HR function through their strategic alignment with the HPWS capabilities of these enterprises. Practical implications The results suggest that the manufacturing SMEs most active in developing their HRIS capabilities while developing their HPWS capabilities are most likely to develop a competitive advantage through the improved performance of their HR function. This is especially important in a time when firms of all sizes across the globe are waging a “war for talent,” and are enabled to do so by their strategic use of IT. Originality/value The results of the study constitute a valid basis for prediction and prescription with regards to the strategic alignment of human and IT resources.
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Nadiv, Ronit, Aviad Raz, and Shani Kuna. "What a difference a role makes." Employee Relations 39, no. 7 (November 6, 2017): 1131–47. http://dx.doi.org/10.1108/er-08-2016-0160.
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Purpose Based on the human resources (HR) role framework (Conner and Ulrich, 1996), the purpose of this paper is to empirically explore why HR practitioners differ in their strategic partner role positioning. The present study suggests and tests a descriptive model regarding occupational and organizational characteristics associated with strategic HR role positioning. Design/methodology/approach In all, 100 questionnaires were collected from Israeli HR practitioners. Hierarchical regressions were used to test the association between occupational and organizational characteristics and the strategic role perception among HR practitioners. Findings Although the findings only partially supported the suggested model, significant associations between occupational and organizational characteristics and HR strategic positioning were found. HR practitioners in volatile organizational environments adopt a strategic role perception. Moreover, years of experience are also associated with an HR strategic role perception. Specifically, the major predictors of attaining a strategic partner role amongst HR practitioners are location of organizational activities mainly in the metropolitan area, and involvement in major organizational changes. Research limitations/implications The sample had a positive bias of respondents. Questionnaires were delivered mainly to highly educated HR practitioners in notably professional HR departments. Data were based on self-reported one-time questionnaires. Practical implications The research has implications for the processes of academic education and professional training of HR practitioners and also their recruitment in organizations. Originality/value To the best of the authors’ knowledge, recent studies aimed at exploring sources of variance in the strategic role perception amongst HR practitioners are rather scarce. This research helps to address this gap, while also broadening the literature regarding HR communities in the Middle East.
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Labedz, Chester S., and Jegoo Lee. "The mental models of HR professionals as strategic partners." Journal of Management & Organization 17, no. 1 (January 2011): 56–76. http://dx.doi.org/10.5172/jmo.2011.17.1.56.
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AbstractIn this paper, we elicited and examined mental models of human resource professionals, regarding the interrelationships of important elements in shaping competitive strategy, for consensus or systematic variation, testing for HR's distinctive contribution at the strategy table. In order to examine their mental models, we collected empirical data from a stratified non-probability respondent sample of HR professionals in three stages: semi-structured informant interviews; free list and rank ordering tasks; and drawing exercises. Performing consensus analysis of respondents' mental models, we found that: First, as a group, HR professionals lack a robust, integrated HR strategic perspective; second, consensus views of labor relations practitioners and business unit generalists emerge as most distinctive and most people-focused. As one of few scholarly empirical examinations of HR practitioners' mental models on their view as strategic partners, this study challenges the normative calls among scholars and professional organizations for HR's participation in strategy formulation.
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Winch, Sławomir. "Human Resource Business Partner as a Source of Conflicts in an Enterprise – Research Results." Journal of East European Management Studies 26, no. 2 (2021): 198–213. http://dx.doi.org/10.5771/0949-6181-2021-2-198.
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The article elaborates on a thesis that development of new functions of the Human Resource Business Partner (HR BP) generates conflicts in three areas of operation of an enterprise: the structure, organizational culture, and goal attainment strategy. A commentary on the concept of the HR BP is provided and the functions propounded within its framework are discussed. Based on qualitative research on three large enterprises in Poland, the following strategies for the introduction of changes in the HR BP are the subject of analysis, that is: maintaining the status quo in power relations, expansion of influence over time, and the policy of small steps. It was concluded that an important factor affecting selection of a strategy is the organizational culture described from the perspective of the concept of Trompenaars and Hampden-Turner.
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Mamman, Aminu, Christopher J. Rees, Rhoda Bakuwa, Mohamed Branine, and Ken Kamoche. "Employee advocacy in Africa: the role of HR practitioners in Malawi." Employee Relations 41, no. 1 (January 7, 2019): 2–15. http://dx.doi.org/10.1108/er-12-2017-0296.
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PurposeIn recognising the weakness of trade unions and the lack of an institutional framework designed to enforce employee rights in an African context, the purpose of this paper is to examine the extent to which human resource (HR) practitioners are perceived to play the role of employee advocate.Design/methodology/approachThe quantitative data set is derived from a sample of 305 respondents (95 HR practitioners, 121 line managers and 89 employees) from Malawi.FindingsDespite the challenges of the context, HR practitioners are perceived by key stakeholders (including line managers and employees) to be playing the role of employee advocate. Standard multiple regression results indicate that the main factor contributing to the perception that HR practitioners are playing this role is their contribution to “motivating employees”.Research limitations/implicationsThe study was conducted in Malawi. Further research is necessary to explore the generalisability of the findings to other contexts.Originality/valueThe findings provide an empirical base for future studies which explore perceptions of the employee advocacy role undertaken by HR practitioners in Africa.
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Wallo, Andreas, and Henrik Kock. "HR outsourcing in small and medium-sized enterprises." Personnel Review 47, no. 5 (August 6, 2018): 1003–18. http://dx.doi.org/10.1108/pr-03-2017-0066.
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Purpose Small and medium-sized enterprises (SMEs) are increasingly outsourcing human resource (HR) activities to outside labour market intermediaries. In this paper, the focus is on a specific type of labour market intermediary, the HR intermediary (HRI). The purpose of this paper is to describe and discuss SME outsourcing of HR services to membership-based HRIs, and potential problems and benefits that may arise in this process. Design/methodology/approach The empirical foundation comprises case studies of three Swedish HRIs and 12 of their SME clients. The data were collected through semi-structured interviews and a document study. Findings The findings show that social aspects such as trust, shared values, communication and commitment are crucial characteristics of the cooperation between HRIs and SMEs. These social aspects are a result of the owner/membership structure, and a distinguishing feature of the studied HRIs in comparison to other types of labour market intermediaries. Research limitations/implications The results of the study underline the need for increased research related to the intermediary concept and its meanings in different contexts. There is also a need for more empirical research on HRIs, e.g. comparisons between different types of HRIs, and studies of the emergence of virtual intermediaries. Future studies should focus on the role of LMIs and HRIs in regional development processes. Practical implications Companies that interact with HRIs should reflect on the different pros and cons that this cooperation may result in, both in the short term and in the longer term. Originality/value The study provides an enhanced understanding regarding the relations between SMEs and HRIs, based on the two broad types of SMEs (with low/high internal HR skills) and two types of HRIs (with short/long-term orientation).
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Kumar Goel, Alok, and Geeta Rana. "The bank that likes to say yes to expansion." Human Resource Management International Digest 22, no. 4 (June 3, 2014): 12–15. http://dx.doi.org/10.1108/hrmid-07-2014-0080.
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Purpose – The purpose of this paper is to identify the steps taken by human resource (HR) managers at India’s Yes Bank to enhance employee retention and to create an environment conducive to growth. Design/methodology/approach – Information gathered from semi-structured interviews has been presented. Findings – This paper reveals how Yes Bank has transformed its working environment through innovative HR practices. Practical implications – The approach adopted by an emerging Indian bank to address various HR issues has been detailed, and it is shown how the bank responded to changes and challenges in the internal and external environments. Social implications – This paper explains that Indian banks are about to come under increasing competitive pressure, as limits on foreign direct investment are relaxed. Originality/value – This paper provides plenty to interest practicing managers, researchers and students in HR management, organizational behavior and industrial relations.
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Khoreva, Violetta, and Heidi Wechtler. "HR practices and employee performance: the mediating role of well-being." Employee Relations 40, no. 2 (February 12, 2018): 227–43. http://dx.doi.org/10.1108/er-08-2017-0191.
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Purpose The purpose of this paper is to examine the associations between the skill-, motivation- and opportunity-enhancing dimensions of human resource (HR) practices and in-role and innovative job performance. Furthermore, it considers the mediating effects of psychological, physical and social employee well-being on these associations. Design/methodology/approach Structural equation modeling was utilized to analyze multi-source survey data from a sample of 300 employees and 34 immediate supervisors in a professional service company in Finland. Findings The results indicate that whereas physical and social employee well-being partially mediate the association between skill- and opportunity-enhancing HR practices and in-role job performance, psychological employee well-being partially mediates the association between motivation-enhancing HR practices and innovative job performance. Research limitations/implications Given its cross-sectional nature, the authors cannot completely exclude the possibility of common method bias influencing the study results. The authors thus call for longitudinal research to examine the nature of causality within the associations analyzed in the study. Originality/value This study does not support the notion of trade-offs between HR practices, employee well-being and employee performance. Instead, it illustrates that even though different dimensions of HR practices enhance different dimensions of employee well-being, which, in turn, increase different types of employee performance, the different dimensions of HR practices work in the same direction and do not generate any unintended consequences in terms of reduced employee physical well-being.
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Ngcamu, Bethuel Sibongiseni. "Human resources department in crisis: A case of a university in South Africa." Corporate Board role duties and composition 10, no. 3 (2014): 19–27. http://dx.doi.org/10.22495/cbv10i3art2.
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Human Resources (HR) departments in previously disadvantaged higher education institutions (HEI) in South Africa have contributed to the crisis that has led them to be governed by appointed Administrators assigned by the Ministry of Higher Education and Training. The malfunctioning of HR departments persists even in the post-Administrator’s era, with a prevalence of personal, interpersonal and operational challenges. This study aimed at interrogating challenges faced by the HR Department of the university concerned post the appointed Administrator era and its negative effects. This study adopted a qualitative research approach whereby in-depth interviews were conducted with a sample of 10 HR Department staff members. Focus group discussions were also carried out with 20 academic and non-academic university leaders. Further data was also collected through ethnographic observation and secondary data was also used. The non-probability purposive sampling was used for qualitative analysis and NVivo was used for organizing and analyzing data gleaned from the in-depth interviews. The study findings consistently revealed unclear roles and responsibilities, outmoded recruitment and selection processes and poor interpersonal relations amongst the HR department staff members as some of the challenges that still persist post the Administrator’s era, all of which have contributed to the paralysis of organizational culture. University leaders can use the study findings as a tool to devise and implement radical change management interventions aiming at re-engineering HR departments that are operating abnormally, as well as for designing a responsive HR Strategic Architect. This study will contribute to the body of knowledge in the HR fraternity as there is a dearth of published studies on the internal challenges faces by HR Departments (both interpersonal and operational), which have the potential to hamper smooth operations of higher education institutions.
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Kelly, James. "The role of the personnel/HR function in multinational companies." Employee Relations 23, no. 6 (December 2001): 536–57. http://dx.doi.org/10.1108/eum0000000006267.
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Soltani, Ebrahim. "Towards a TQM‐driven HR performance evaluation: an empirical study." Employee Relations 25, no. 4 (August 2003): 347–70. http://dx.doi.org/10.1108/01425450310483370.
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Endovitskaya, E. B. "Divergent approach in process-oriented HR controlling." Proceedings of the Voronezh State University of Engineering Technologies 83, no. 1 (June 3, 2021): 360–66. http://dx.doi.org/10.20914/2310-1202-2021-1-360-366.
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Currently, new and updated tools for controlling personnel as specific methods of personnel management are being used with varying degrees of success. The subject of the research is the essential aspects and content features of management relations that develop during the formation and development of controlling personnel of processing organizations. The purpose of the research is to provide theoretical justification and instrumental support for the processes of personnel controlling based on the use of the advantages of the divergent approach for the full use of the creative component of management decisions. The methodological basis of the research is the methods that reveal the logic of the presentation: General scientific – dialectics (deductive, inductive), system; private scientific – historical, matrix, comparison. The scientific novelty of the research consists in the development of provisions aimed at substantiating the conditions that contribute to the formation of divergent thinking in solving managerial control tasks of the organization with the tools of personnel controlling. In contrast to the existing functional approaches, it is recommended to apply a process-oriented approach to personnel control, which contributes to the implementation of synergy and emergence in the course of displaying the creativity of human capital to ensure the competitiveness of a developing processing organization.
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Labedz, Chester S., and Jegoo Lee. "The mental models of HR professionals as strategic partners." Journal of Management & Organization 17, no. 1 (January 2011): 56–76. http://dx.doi.org/10.1017/s1833367200001711.
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AbstractIn this paper, we elicited and examined mental models of human resource professionals, regarding the interrelationships of important elements in shaping competitive strategy, for consensus or systematic variation, testing for HR's distinctive contribution at the strategy table. In order to examine their mental models, we collected empirical data from a stratified non-probability respondent sample of HR professionals in three stages: semi-structured informant interviews; free list and rank ordering tasks; and drawing exercises. Performing consensus analysis of respondents' mental models, we found that: First, as a group, HR professionals lack a robust, integrated HR strategic perspective; second, consensus views of labor relations practitioners and business unit generalists emerge as most distinctive and most people-focused. As one of few scholarly empirical examinations of HR practitioners' mental models on their view as strategic partners, this study challenges the normative calls among scholars and professional organizations for HR's participation in strategy formulation.
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Tyskbo, Daniel. "Line management involvement in performance appraisal work." Employee Relations: The International Journal 42, no. 3 (March 8, 2020): 818–44. http://dx.doi.org/10.1108/er-06-2019-0236.
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PurposeTwo research questions are asked in this paper: RQ1. How does line management involvement in PA work unfold in practice? RQ2. How does line management involvement contribute toward any divergence arising between intended and implemented PA work?Design/methodology/approachAn in-depth case study from a multi-actor perspective based on interviews with HR managers, line managers and employees, and organizational documents.FindingsThe findings illustrate how line managers faced three types of complexities during implementation, i.e. dilemmas, understandings, and local adaptations. These jointly contributed to a divergence arising between the PA as intended and the PA as implemented. This divergence became associated with how line management involvement was restricted to the local context and the initial stages of the PA process, highlighting how HR practices can contain both devolved and non-devolved elements.Originality/valueWe respond to calls for more in-depth qualitative studies of how line managers are involved in HR work; this is done specifically by conceptualizing the complexities line managers face in practice when implementing HR practices. As such, we add to the understanding of HR practices as relational and social in nature. We also contribute to the processual understanding of HRM by highlighting how HR practices can contain both devolved and non-devolved elements. By stressing the limitations of binary conceptualizations of HR devolution, we add to the understanding of HR devolution as more complex and multifaceted than traditionally assumed.
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Mukri, Rusdiono, and Maemunah Sa’diyah. "Manajemen SDM dalam Pendidikan Islam: Studi Kasus SDIT Insantama Leuwiliang." Reslaj : Religion Education Social Laa Roiba Journal 3, no. 2 (June 25, 2021): 268–79. http://dx.doi.org/10.47467/reslaj.v3i2.410.
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This study aims to determine the implementation of integrated quality management (total quality management /TQM), especially in human resource management (HR) in Islamic education at SDIT Insantama Leuwiliang, Bogor. The research used descriptive qualitative method which was carried out by collecting data obtained from documentation, observation and interviews. The results show that SDIT, which was founded in 2011, always meets the needs of educators and education personnel according to needs such as administrative, cleaning service, and security personnel. HR competencies are enhanced through education and training, seminars, workshops and internships. Recruitment and selection of HR candidates is carried out every year since its establishment, in line with the development of the school and the increase in the number of students. Meanwhile, compensation, both financial and non-financial, is constantly being improved in order to provide qualified human resources. The results also show that the implementation of Islamic Education TQM at SDIT Insantama Leuwiliang has been implemented well, especially in the field of HR management, starting from HR planning, recruitment, selection of HR candidates, training and development, to employee relations.
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Ahmad, Mansoor, and Matthew Allen. "High performance HRM and establishment performance in Pakistan: an empirical analysis." Employee Relations 37, no. 5 (August 3, 2015): 506–24. http://dx.doi.org/10.1108/er-05-2014-0044.
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Purpose – Despite a growing literature on human resource management (HRM) in emerging economies, evidence from Pakistan is limited. There is scant information on both the human resource (HR) practices that indigenous workplaces adopt and their associations with HR-related outcomes. The purpose of this paper is to fill that gap by examining whether universalistic assumptions about the applicability of “high-performance” HR practices are valid in Pakistan, a country with religious values and organizational traditions that differ to those in the west. Design/methodology/approach – This study draws on the, to date, most comprehensive survey of indigenous establishments in Pakistan. The authors use logistic regressions to analyze the data. Findings – Workplaces, in general, adopt several “high-performance” HR practices, such as extensive training, career breaks, rigorous pre-employment candidate assessment, and the sharing of strategic information with employees. Attitude surveys and the provision of training in a variety of jobs to non-managerial employees are consistently associated with better HR-related outcomes (absenteeism, quit rates, and labour productivity). Overall, the paper finds some limited support for the applicability and efficacy of high-performance HRM practices in Pakistan. Such practices conform to Islamic principles. The results also indicate, however, that cultural traits play a role in how those practices are implemented. Social implications – Increased adoption of certain HR practices by establishments in Pakistan may help to improve the working conditions and employment prospects of employees and may also ameliorate the country’s sluggish economic growth rates. Originality/value – HRM in Pakistani establishments has received relatively scant attention. Existing research either focuses on a relatively small number of firms, assesses HR in MNC subsidiaries, or examines a limited range of HR practices. Understanding the HR practices that are (and are not) adopted and their associations with performance outcomes will not just enhance the knowledge of HR in emerging economies, but will also provide insights into how to improve establishment performance and economic growth rates.
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Iqbal, Naveed, Mansoor Ahmad, Matthew M.C. Allen, and Muhammad Mustafa Raziq. "Does e-HRM improve labour productivity? A study of commercial bank workplaces in Pakistan." Employee Relations 40, no. 2 (February 12, 2018): 281–97. http://dx.doi.org/10.1108/er-01-2017-0018.
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Purpose Drawing on data from a unique, large-scale survey, the purpose of this paper is to examine the links between e-HRM and perceived labour productivity both directly and through the mediating role of HR service quality amongst commercial-bank workplaces in Pakistan, many of which have introduced e-HRM. Design/methodology/approach The authors use partial least squares structural equation modelling to examine the direct links between e-HRM and productivity as well as the mediated links between e-HRM, perceived HR service quality and productivity. Findings The authors show that e-HRM practices have a statistically significant, positive effect on managers’ perceptions of labour productivity. The authors also reveal that e-HRM practices influence the quality of HR service, and that the quality of HR services fully mediates the relationship between e-HRM practices and managers’ perceptions of labour productivity. Practical implications The results highlight the importance of designing and implementing e-HRM systems so that they support organisation workflow and enable workers to carry out a range of HR and non-HR activities more efficiently. In particular, this study suggests that managers should focus on how e-HRM impacts on HR service quality in a holistic way, as this is the “route” via which e-HRM can improve labour productivity. Originality/value Existing research has demonstrated a link between e-HRM and the quality of HR services; however, these studies downplay the potential impact of e-HRM on labour productivity, a key organisational outcome and one that e-HRM aims to improve. This study contributes to the HRM literature by identifying how e-HRM can improve labour productivity by enhancing the perceived HR service quality. This study, therefore, provides the basis for future theory developments in this area.
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Doherty, Liz, and Ann Norton. "Making and measuring “good” HR practice in an SME: the case of a Yorkshire bakery." Employee Relations 36, no. 2 (December 20, 2013): 128–47. http://dx.doi.org/10.1108/er-02-2013-0017.
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Purpose – The purpose of this paper is to understand how “good” HR practice is characterised in SMEs and what the drivers are for adopting this good practice. The paper also explores methods for measuring the impact of HR practice which are helpful and realistic in the context of an SME. Design/methodology/approach – The research was carried out in one SME, a bakery based in South Yorkshire. It was an action research project which utilised semi-structured interviews, participant observation on the factory floor and analysis of company documentation in the diagnosis phase. In addition, reflections on action interventions have informed the findings, together with post-project, semi-structured interviews with key actors three years after the completion of the project. Findings – The drivers of good HR practice were found to be size, market position, external “coercive networks”, presenting issues, the ideology of the managing director and the energy of an HR champion. The findings demonstrate that the impact of “good” HR practice can be best evaluated in SMEs through one-shot, cost-based metrics or more strategic qualitative measures. Originality/value – The paper develops an original model to show the relationship between the drivers, the HR practices adopted and measurable outcomes. This makes an important contribution to the debate about HRM within SMEs and it has practical value for informing the development of good HR practice in SMEs.
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Rousseau, Elise. "Power, Mechanisms, and Denunciations: Understanding Compliance with Human Rights in International Relations." Political Studies Review 16, no. 4 (May 1, 2018): 318–30. http://dx.doi.org/10.1177/1478929918768979.
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The four volumes on human rights norms reviewed here investigate a puzzle introduced by quantitative studies, which shows that the expansion of commitments with human rights does not guarantee compliance with these rights in practice. Going beyond the classical opposition between constructivism and rationalism, the volumes explore the conditions and mechanisms that are likely to close this ‘compliance gap’. This essay starts by reviewing the arguments of the books before focusing on two major themes: compliance mechanisms and international denunciations. It argues that the introduction of ‘reintegrative shaming’ and ‘stigma’ to compliance research may help refine current knowledge on normative change and resistance to change. Betts A and Orchard P (eds) (2014) Implementation and World Politics: How International Norms Change Practice. Oxford: Oxford University Press. Friman HR (2015) The Politics of Leverage in International Relations: Name, Shame, and Sanctions. Basingstoke; New York: Palgrave Macmillan. Hafner-Burton E (2013) Making Human Rights a Reality. Princeton, NJ; Oxford: Princeton University Press. Risse T, Ropp SC, and Sikkink K (eds) (2013) The Persistent Power of Human Rights: From Commitment to Compliance. Cambridge: Cambridge University Press.
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Kataria, Aakanksha, Satish Kumar, Riya Sureka, and Bindu Gupta. "Forty years of Employee Relations – The International Journal: a bibliometric overview." Employee Relations: The International Journal 42, no. 6 (May 10, 2020): 1205–30. http://dx.doi.org/10.1108/er-10-2019-0410.
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PurposeThis paper examines the leading trends for the journal Employee Relations from 1979 to 2018 upon its completion of 40 years of publication. Through conducting a bibliometric analysis, the article presents the journal's publication and citation structure, prominent themes, significant author keywords and leading articles, authors, institutions and countries since its formation.Design/methodology/approachThe article focuses on the journal's evolution and subsequent growth patterns during this period. Using the Scopus database, the leading trends in authorship, institutions, countries as well as cited documents along with the articles citing it were analysed to provide an analytic overview of the journal over the period of 1979–2018. The paper presents a graphical visualization of the bibliographic data with bibliographic coupling and co-citation analysis using the visualization tools of similarity viewer software as well.FindingsThe results indicate that the journal is on a progressive trend both in terms of productivity as well as the level of influence in the areas for which it is indexed. The journal receives the maximum influence from the UK, including its most productive authors and institutions. The journal has published research on prominent topics in human resource management, employee relations and the field of industrial relations. It has also published 25 special issues on recent trends in the domain of Human Resource (HR).Originality/valueThis article offers the first comprehensive evaluation of the intellectual structure and research contributions of the journal over its lifespan. The findings of the article are useful for researchers and HR practitioners.
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Kuna, Shani, and Ronit Nadiv. "Divided we stand? Occupational boundary work among human resource managers and external organization development practitioners." Employee Relations 40, no. 5 (August 6, 2018): 848–67. http://dx.doi.org/10.1108/er-07-2017-0160.
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Purpose Understanding occupational boundaries is vital in the contemporary economy, in which knowledge-based work is a central feature. The purpose of this paper is to identify and decipher boundary work which affects the cooperation and demarcation between human resource (HR) managers and external organization development (OD) practitioners during organization change processes. Design/methodology/approach Data are based on in-depth interviews with HR managers and external OD practitioners in the Israeli business sector. Findings Encounters between HR managers and external OD practitioners are potentially volatile given mutual experiences of occupational threat. Three distinct patterns of boundary work for negotiating OD-HR jurisdiction are identified. These yield differential occupational and organizational outcomes. Research limitations/implications This study is based on a medium-sized sample of practitioners of HRM and OD in the Israeli business sector. The data focused on one-sided descriptions of occupational relations. Practical implications The findings shed light on boundary work associated with fruitful HRM-OD partnerships. This may greatly advance the success of costly organization change and development interventions which demand the collaboration of both parties. Implications are offered regarding the academic education and practical daily management of both groups of practitioners. Originality/value Despite their growing relevance, empirical investigations of daily HRM-OD interfaces are scarce. This exploratory research addresses this gap in the literature and offers theoretical and practical insights.