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Journal articles on the topic 'Human resource management practitioners'
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Mwita, Kelvin M. "Tanzania Graduate Employability: Perception of Human Resource Management Practitioners." International Journal of Human Resource Studies 8, no. 2 (May 6, 2018): 263. http://dx.doi.org/10.5296/ijhrs.v8i2.12921.
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Higher Education Institutions (HEI’s) produce many qualified graduates in different fields of study annually but almost half of them become frustrated or desolate because they cannot secure jobs in the labour market and some have huge student loans to settle. Moreover, Tanzania education stakeholders have been arguing that the education offered is not adequately geared to integrate the individual into the strong competitive labour markets. The study used a sample of 100 human resource practitioners to assess their perception of Tanzania graduate employability. It was found that HR practitioners consider Tanzania graduate as average. It has been found that 52.6% of Human Resource practitioners disagree that Tanzania graduate quality is improving. Additionally 56.6 % believe that Tanzania graduate are not competent enough to compete for jobs in the East African labour market. The study recommends various measures to be taken by higher learning institutions, regulatory bodies, policy makers and students themselves.
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Channa, Khalil, and Aneel Kumar. "HUMAN RESOURCE MANAGEMENT AMONG ACADEMICS AND PRACTITIONERS VIA CAPITAL RESOURCE EXCHANGE MECHANISM." Journal of Academy of Business and Economics 18, no. 4 (December 1, 2018): 103–18. http://dx.doi.org/10.18374/jabe-18-4.9.
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Higgins, Paul, and Li‐fang Zhang. "The thinking styles of human resource practitioners." Learning Organization 16, no. 4 (May 29, 2009): 276–89. http://dx.doi.org/10.1108/09696470910960374.
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Yong, Jing Yi, M. Y. Yusliza, and Olawole Olanre Fawehinmi. "Green human resource management." Benchmarking: An International Journal 27, no. 7 (June 13, 2019): 2005–27. http://dx.doi.org/10.1108/bij-12-2018-0438.
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Purpose Green or environmental human resource management (HRM) has in recent years attracted much attention from academia and practitioners all over the world. However, a thorough analysis of green or environmental HRM has not been made so far. To address this gap, the present study provides a systematic and comprehensive literature review. The purpose of this paper is threefold: to review Green HRM literature of various scopes, approaches and contexts; to identify different focus areas in the Green HRM literature; and to propose areas for future research. Design/methodology/approach The paper follows a systematic literature review approach. The selected journal articles are categorized on the basis of five focus areas in the Green HRM derived from the extant literature. Findings Research has grown significantly over the past 12 years that has focused on Green HRM. A total of 70 articles were reviewed and most of these articles employed quantitative method and were carried out in developing countries. Based on the five focus areas identified in this literature review, the performance outcome of Green HRM at both the organizational level and individual level received the greatest attention from the researchers. Research limitations/implications This paper is limited to a review of academic articles obtainable from online databases, containing the words “Green human resource management”, “Green HRM”, “Green human resource”, “Environmental HRM”, “Green training” and “Environmental training” in the title. Additionally, only papers from high quality, peer-reviewed journals were evaluated. Other academic sources such as books and conference papers were not included in this study. Originality/value The paper presents a structural overview of 70 peer-reviewed articles published in leading academic journals from 2007 until early 2019. This review provides an increased understanding of the existing state of current research, trends and future research directions in the Green HRM discipline.
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Erasmus, Barney J. "Unethical behaviour in Human Resource Management practices in South Africa: Views of Human Resource practitioners." Management: Journal of Contemporary Management Issues 23, no. 2 (December 17, 2018): 65–86. http://dx.doi.org/10.30924/mjcmi/2018.23.1.65.
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Randev, Kadumbri Kriti, and Jatinder Kumar Jha. "Sustainable Human Resource Management: A Literature-based Introduction." NHRD Network Journal 12, no. 3 (July 2019): 241–52. http://dx.doi.org/10.1177/2631454119873495.
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The concept of sustainability has deeply penetrated in all functions of management such as supply chain, organisational behaviour, human resource, strategic management and so on. But recently, sustainable human resource management (S-HRM) has garnered a significant amount of attention from industry practitioners and academicians due to the escalation of adverse impact of existing HRM approaches on employees, society and the environment ( Mariappanadar, 2003 , International Journal of Social Economics, 30(8), 906–923; 2014a, Human Resource Management Review, 24(4), 313–329; 2014b, Sustainability and Human Resource Management, Springer). Human resource sustainability is being desired by all because of its notable implications for both the employees and the organisations. Previous literature establishes that human resource management (HRM) practices play a vital role in determining organisational success and survival. Furthermore, the harmful impact of high performance work systems and their existing HRM practices on the well-being of employees and their families has made it even more pertinent for industry practitioners to identify mechanisms to reduce employee harm and increase human resource sustainability for organisational growth and well-being. A research report by the Society for Human Resource Management in 2010 and a few other scholars claim that S-HRM can help HRM practitioners to reduce the negative impact of business practices on employees, society and the environment ( Cohen & Taylor, 2012 , HR’s role in corporate social responsibility and sustainability; Daily & Huang, 2001 , International Journal of Operations & Production Management, 21(12), 1539–1552; Dumitrana, 2009 , Human resources role in sustainable development). However, S-HRM has been studied sporadically, and there is a lack of convergence in its understanding. It has been broadly defined with the help of various perspectives borrowed from literature on strategic HRM, corporate social responsibility, Green HRM and sustainable work systems. This article aims to explore the existing literature of S-HRM to develop a deeper understanding of the concept. Through a comprehensive literature review, this article also highlights the evolution of S-HRM along with its implications for employees, HR managers and the organisations that have been studied in the previous literature.
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Chan, C. C. A. "Organisational learning: Some considerations for human resource practitioners." Asia Pacific Journal of Human Resources 42, no. 3 (December 1, 2004): 336–47. http://dx.doi.org/10.1177/1038411104048164.
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Mtembu, Vuyokazi. "Does having knowledge of green human resource management practices influence its implementation within organizations?" Problems and Perspectives in Management 17, no. 2 (May 30, 2019): 267–76. http://dx.doi.org/10.21511/ppm.17(2).2019.20.
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Sustainability and green practices are in the frontline of issues organizations globally are concerned about because of the consequences of climate change and its challenges. The objective and key question of this study was to determine whether there is a relationship between knowledge of green human resource management (HRM) practices and its implementation within the organizations. The study followed a methodology of triangulated empirical research approach with a combined method of qualitative and quantitative research approaches. Human resource practitioners from human resource divisions in higher education institutions in KwaZulu-Natal, South Africa, formed the population surveyed. Interview schedule and questionnaires were instruments used in data collection. Thematic analysis was used to analyze data collected from interviews. Statistical Package for Social Sciences (SPSS) version 24 was used to analyze quantitative data collected. About half of HR practitioners indicated minimal awareness of the concept ‘green HRM’, but reflected moderate knowledge and understanding of green HRM activities. Overall, the findings revealed a moderate application of green HRM principles in HRM activities in the institutions. There was no policy framework in the form of green HRM policies to drive green activities within the HR divisions and institutionally. Findings also revealed that there is a relationship between knowledge of green HRM activities and its implementation within the organization. Also, a strong correlation was found to exist between green HRM policies and implementation of green HRM activities in the organization. This then led the researcher to recommend that organizations who aspire to go green, be resource efficient and sustainable will need to have green HRM policies in place, they will also need to ensure that training and awareness workshops on green HRM are conducted to skill and equip all stakeholders involved.
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Figueiredo, Elisa, Leonor Pais, Samuel Monteiro, and Lisete Mónico. "Human resource management impact on knowledge management." Journal of Service Theory and Practice 26, no. 4 (July 11, 2016): 497–528. http://dx.doi.org/10.1108/jstp-12-2014-0269.
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Purpose – The purpose of this paper is to explain and empirically test the dependence of organizational processes related to knowledge on the nature of assumptions operating in processes of human resource management (HRM) in organizations. It concentrates on practices related to training, career development and retention. Design/methodology/approach – This empirical study as a quantitative nature and the sample is made up of 5,306 collaborators in 634 organizations belonging to an economic group in the banking sub-sector. Data were collected through two questionnaires: human resource management practices questionnaire and knowledge management questionnaire – short form. The model was tested by applying univariate and multivariate multiple regression analyses. Findings – Findings provide support for the proposed model and show the predictive capacity of the HRM practices regarding knowledge management (KM) processes, revealing a strong direct relationship between the two constructs. It stands out that the people management practices adopted from an organic and valued perspective possess a particular and distinctive capacity to predict and impact positively on KM processes. Practical implications – The findings may be used by human resources and KM practitioners interested in the development of organizational knowledge through human resource practices. Originality/value – The main contribution of this study is to confirm the close relationship of dependency between organizational management processes regarding people and knowledge, showing the positive effect of best practices of HRM on KM processes, as opposed to traditional or transactional practices.
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Ellinger, Andrea D., and Sewon Kim. "Coaching and Human Resource Development." Advances in Developing Human Resources 16, no. 2 (January 28, 2014): 127–38. http://dx.doi.org/10.1177/1523422313520472.
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The Problem Coaching is a pervasive form of development that has garnered significant attention among scholars and practitioners. Although interest in coaching has grown considerably in recent years, coaching has been criticized as being opinion- and best-practice-based, as well as atheoretical. It has been critiqued as being an under-examined and researched concept. The Solution The contributions in this issue address existing concerns in the literature by providing an overview of the theoretical underpinnings of coaching, synthesizing existing literature on research and practice related to genres, types and approaches to coaching, specifically executive coaching, managerial coaching, and action learning coaching. Furthermore, to spur research on coaching, a comprehensive review of currently available measurement instruments is provided. The Stakeholders Researchers and scholarly practitioners in the human resource development (HRD) field, internal and external coaches, and line managers who are committed to improving the practice of and expanding empirical research on coaching will benefit from this special issue on coaching.
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Baporikar, Neeta. "Human Resource Management for Managing Cultural Diversity." International Journal of Applied Management Sciences and Engineering 7, no. 1 (January 2020): 74–99. http://dx.doi.org/10.4018/ijamse.2020010104.
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Manager awareness of culture and cultural diversity is subjective and as such, managers use their own cultural knowledge to make judgments on issues that relate to cultural diversity. Human resource practitioners are not championing the practices that empower managers to manage cultural diversity due to overbearing administrative procedures. This results in favoritism, leading to high turnover and poor morale. Managers are also unable to associate organizational strategies and policies to cultural diversity, indicating cultural diversity knowledge and skill gaps. Hence, adopting a qualitative approach and descriptive design, the aim of this research is investigating the role of human resource management in managing cultural diversity at the correctional service organization. The sample size consists of 24 managers selected through non-probability purposive sampling from 42 managers' population of head and regional office.
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Keegan, Anne, Julia Brandl, and Ina Aust. "Handling tensions in human resource management: Insights from paradox theory." German Journal of Human Resource Management: Zeitschrift für Personalforschung 33, no. 2 (November 26, 2018): 79–95. http://dx.doi.org/10.1177/2397002218810312.
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We have two aims in this article. Our first aim is conceptual where we enrich tensions-focused human resource management (HRM) research with insights from paradox theory. The second aim is to provide guidance for how HR practitioners can handle tensions that never go away. We focus on HR practitioners because they play leading roles in managing employment practices and designing intended HRM practices. We elaborate on the issue of handling tensions and apply a set of response strategies suggested by paradox theory, including suppressing, opposing, splitting and adjusting. Finally, we illustrate these response strategies and their consequences using an example of hiring practices.
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Caldwell, Cam, and Verl Anderson. "Six Myths of Human Resource Management." Business and Management Research 10, no. 2 (June 19, 2021): 1. http://dx.doi.org/10.5430/bmr.v10n2p1.
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Introduction: For decades the Human Resource Management (HRM) strategic role has been viewed as limited in its effectiveness. Human Resource Professionals (HRPs) have been criticized for their lack of formal preparation – when that preparation even exists. According to Gomez-Mejia (2015) and colleagues, fewer than one-third of all HRPs have any academic preparation in HRM and most lack an understanding of the legal, professional, and technical principles of their profession.Objective: The purpose of this paper is to focus on six myths about HRM and the role of HRPs that are frequently held by Top Management Team (TMT) members, business practitioners, and even many HRPs. The failure of so many HRPs and TMTs to recognize the fallacies in these myths is a cause of organizational dysfunction and undermines the ability of HRPs to be ethical stewards who serve and protect the best interests of their organizations.Methods: The paper begins by briefly identifying seven key strategic functions of HRM in distinguishing the HRPs’ staff role in successful organizations.Results: We describe the context of today’s challenging work environment in which HRPs perform their labors and identify six myths that plague the HRM profession and undermine the effectiveness of many modern organizations.Conclusions: We conclude the paper with a challenge to TMT members and HRPs to raise the bar and increase the accountability of those who deliver HRM services within their organizations.
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Obedgiu, Vincent. "Human resource management, historical perspectives, evolution and professional development." Journal of Management Development 36, no. 8 (September 11, 2017): 986–90. http://dx.doi.org/10.1108/jmd-12-2016-0267.
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Purpose The purpose of the paper is to trace the historical perspectives in the development and evolution of human resource management as a field of study and profession. Design/methodology/approach The paper adopts a desk research to conduct a general review of literatures that are fundamental in tracing the historical routes, evolution, and professional development in the field of human resource management. Findings The literature reviewed reveals that human resource management is a product of the human relations movement of the early twentieth century, when researchers began documenting ways of creating business value through the strategic management of the workforce. The function was initially dominated by transactional work such as payroll and benefits administration, but due to globalization, company consolidation, technological advancement, and further research, human resource now focuses on strategic initiatives like mergers and acquisitions, talent management, succession planning, industrial and labor relations, and diversity and inclusion. In start-up companies, human resource’s duties are performed either by a handful of trained professionals or even by non-human resource personnel. In larger companies, an entire functional group is typically dedicated to the discipline, with staff specializing in various human resource tasks and functional leadership engaging in strategic decision making across the business. To train practitioners for the profession, institutions of higher education, professional associations, and companies themselves have created programs of study dedicated explicitly to the duties of the function. Academic and practitioner organizations likewise seek to engage and further the field of human resource, as evidenced by several field-specific publications. Originality/value The study contributes to the body of knowledge in human resource management and practices, professional development, history of human resource management and the future of human resource functions. Further attempt is made in the study to present historical perspective of the evolution of the field to prepare professional managers in managing the human resource function and disseminate the human resource development philosophy and values to improve human resource practice and recognition within the management agenda.
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Ankrah, Ebenezer, and Evans Sokro. "Intention and Usage of Human Resource Information Systems among Ghanaian Human Resource Managers." International Journal of Business and Management 11, no. 2 (January 25, 2016): 241. http://dx.doi.org/10.5539/ijbm.v11n2p241.
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The purpose of this study is to investigate the intentions and usage of human resource information systems (HRIS) among Ghanaian HR managers and practitioners. In today’s global networking era, information technology has become an integral part of human resource management. This is because the increasing pressure to support strategic goals and the greater focus on shareholder value has led to changes in both job content and expectations of Human Resource professionals. Hence, the use of Human Resource Information System has been used by HR professionals to become strategic managers. Survey methodology was adopted to obtain data from HR managers and practitioners in Ghanaian companies. A net-targeted sample of 175 respondents produced 100 usable questionnaires for analysis. The study results revealed that information technology (IT) has assisted “organizations to deliver state-of-the art HR services, and reduced operational costs of companies, regardless of the size of the firm”. Advances in IT helps in resolving many of the challenges of HRM such as attracting, retaining, motivating employees, meeting the demands for a more strategic HR function, and managing the “human element” of technological change. Furthermore, effective HRIS has a direct positive influence on organizational performance.
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Katou, Anastasia A., and Pawan Budhwar. "Human resource management and organisational productivity." Journal of Organizational Effectiveness: People and Performance 2, no. 3 (September 7, 2015): 244–66. http://dx.doi.org/10.1108/joepp-06-2015-0021.
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Purpose – The purpose of this paper is to present robust evidence about the effects of human resource management (HRM) systems on organizational productivity, by mixing both distal objective and proximal subjective measures, and by proposing an estimation method that employs hard HRM data. Design/methodology/approach – The purpose of the study is achieved via a simultaneous equations system that has been estimated and simulated, based on an augmented Cobb-Douglas production function, which innovatively has been transformed from static to dynamic, using both economics-based literature and literature from the HRM discipline. Findings – The study supports the view that HRM has a positive impact on productivity, through employee skills, attitudes, and behaviour. Additionally, the study finds that a 10 per cent increase in the extent of the systematic use of HR practices will lead to a 3.27 per cent increase in the total production, and that employee compensation and incentives play the most important role in improving production efficiency. Further, the study finds that for each additional year of systematic use of HR practices, total production will be increasing by 0.07 per cent per annum. Practical implications – The findings of the study suggest practitioners that competitiveness (expressed by increased productivity) will be increased not by reducing costs, as a result of dismissing employees or decreasing wages, but instead by improving productivity as a result of increased compensation and incentives, and improved training and development. Originality/value – The key output of the paper is the development of a sophisticated model that links an HRM system to a production system, through intermediate HRM outcomes, and the extension of the “generalised method of moments” as a systems estimation method that should be used for curing possible misspecification and common method bias problems in the HRM discipline.
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Davis, Paul J. "How to realize strategy and build competitive advantage through your people: increase resource heterogeneity; decrease resource mobility." Human Resource Management International Digest 25, no. 4 (June 12, 2017): 7–9. http://dx.doi.org/10.1108/hrmid-01-2017-0019.
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Purpose The paper aims to provide practical suggestions to practitioners of human resources (HR) that show how employees can be a source of competitive advantage for the firm. Design/methodology/approach This paper is based on earlier research and practical experience. Findings That resource-based theory can be practically applied to HR management to develop employees to be a source of competitive advantage. Practical implications This paper provides HR practitioners with concrete examples to improve practice and work strategically for the benefit of employees and the wider firm. Originality/value This paper shows how a theory of strategy translates into everyday practice for HR practitioners.
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Onyoin, Moses. "Human resource management in public-private partnership organisations: A review." Corporate Governance and Organizational Behavior Review 4, no. 2 (2020): 18–29. http://dx.doi.org/10.22495/cgobrv4i2p2.
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The proliferating phenomenon of public-private partnership (PPP) in public service provision continues to lay a firm foundation for the growth of organizations of hybrid character (van Gestel, Denis, & Ferlie, 2020). Unfortunately, the effects of such organizational arrangements on critical management practices remain underexplored (Berman, 2012). Analytically focusing on purpose-based taxonomy of practices including hiring, training, compensation, and employment relations (Chuang, Chen, & Chuang, 2013), this paper theoretically explores the possible implications of the PPP modality on human resource management (HRM) practice at the organizational level. Thirteen (13) critical propositions are delineated from interpretively intersecting extant knowledge from PPP and HRM strands of literature. In essence, the analysis suggests a) the high dependence of HRM practice and decision-making on the structural and institutional context, b) the necessity for more agility, characterized by adaptability and dynamism, and c) the need for a changed management competence profile of practitioners focusing on strategic and integrative skills sets in a PPP organization context. The paper advances the propositions as important insights for practitioners and as potent directions for further research.
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Maleka, Molefe Jonathan, Ilze Swarts, and Magdeline Mmako. "Happiness Index for Human Resource Management Practitioners Associated with the Professional Body." Journal of Economics and Behavioral Studies 10, no. 5(J) (November 3, 2018): 297–305. http://dx.doi.org/10.22610/jebs.v10i5(j).2518.
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The study explored the perceptions of human resource management (HRM) practitioners in South Africa, using the following happiness dimensions: positive emotions, job-related wellbeing, affective commitment, employee engagement and distributive justice. The research approach was quantitative, and the research design was descriptive and longitudinal (i.e. over a two-year period). The convenience sampling technique was used to select participants. In 2016, the sample size was 204, and in 2017, the sample size was 76. The data were collected at the conventions hosted by the Institute of People Management (IPM). The major findings were that the majority of the participants were females, were employed on a full-time basis, had degrees, earned R40 000 and above, and were not unionized. Participants rated the positive emotions negatively, suggesting that they were disaffected with their remuneration, and they rated the job-related wellbeing, affective commitment, employee engagement and distributive justice items positively. The implication of this study for policymakers is that they must review their remuneration policy and practices. The implication for managers is that they might struggle to keep HRM practitioners effective, motivated, and having cordial relationships.
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Harrington, Susan, Samantha Warren, and Charlotte Rayner. "Human Resource Management practitioners’ responses to workplace bullying: Cycles of symbolic violence." Organization 22, no. 3 (December 29, 2013): 368–89. http://dx.doi.org/10.1177/1350508413516175.
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Shaheen Ahmed, Dr. "Human Resource Management Practices as an Antecedent of Employee Performance." Business, Management and Economics Research, no. 610 (October 31, 2020): 152–60. http://dx.doi.org/10.32861/bmer.610.152.160.
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The practitioners and academicians in the business arena are highly concern about the enhancement of employee performance in this competitive age for achievement of business goals. Considering the issue, this study aimed to measure the influence of Human Resource Management (HRM) practices on the performance of employees. The data of this study have been collected from 392 on-the-job operational level employees using survey method who are working at different garment factories in Bangladesh. The collected data are analyzed through structural equation modeling to partial least square method. The study empirically proves that employee training and development, promotion opportunity, and job security has significant influence on the employees’ performance. Theoretically, this study proves that training and development, job security and promotion opportunity together influence on the performance of employees in the developing economy. The practitioners and policy makers of the organizations are expected to make necessary adjustments in their existing HRM practices based on the findings of this study in the context of Bangladesh for enhancing the employees’ performance level so that their whole-hearted efforts can be gained for the achievement of business goals.
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Fauzi, Ahmad. "Human Resource Management Dalam Meningkatkan Mutu Dosen PTKIS." At- Ta'lim : Jurnal Pendidikan 4, no. 1 (January 15, 2018): 21–34. http://dx.doi.org/10.36835/attalim.v4i1.50.
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The existence of Islamic education today, facing various problems ranging from the foundational and operational, and can not be resolved properly. This condition certainly draws a lot of attention among practitioners and managers of Islamic education to be neatly disentangled and can be found the tip of the base. The various problems, in the background by the government's policy on the higher education system by applying at least every course of study, must have six lecturers in accordance with their area of expertise, coupled with the urge to immediately transfer status. This condition on the one hand will have a positive and negative impact. Therefore, this paper briefly aims to parse the problem, through the approach of human resource management for Islamic higher education in improving the quality of human resources. Due to the quality of human resources, it can significantly impact the institutional management system and graduate quality especially for PTKI. Management of human resources is the most important aspect in the management system, therefore the function of MSDM must be optimally implemented in accordance with the needs and objectives of the organization to give birth to the quality of Islamic higher education. In addition, the management of human resources is expected to pay attention to the recruitment process recruitment and open competition, through planning, organizing, implementing and evaluating, so as to give birth to the quality of PTKI ready to compete in the midst of globalization era.
Keywords; human resource management, and the quality of PTKIS lecturers
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López, Susana Pérez, José Manuel Montes Peón, and Camilo José Vazquez Ordás. "Human Resource Management as a Determining Factor in Organizational Learning." Management Learning 37, no. 2 (June 2006): 215–39. http://dx.doi.org/10.1177/1350507606063443.
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The role of human resource management in learning organizations has been discussed by a number of researchers. It is suggested that some of the more traditional personnel functions of HR practitioners may be tailored to encourage a focus on learning and thus to help achieve organizational goals. However, there is a lack of empirical studies that explore the relationship between human resource management and organizational learning. This article aims to address this shortcoming. More specifically, the purpose of this article is to analyse the relation between four human resources practices (hiring, training, compensation and decision-making) and organizational learning. The hypotheses proposed were tested on a sample of 195 Spanish companies using the structural equation modelling technique. The results support that selective hiring, strategic training and employee participation in decision-making positively influence organizational learning.
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Richey, R. Glenn, Chadwick B. Hilton, Michael G. Harvey, Lauren Skinner Beitelspacher, Mert Tokman, and Miriam Moeller. "Aligning operant resources for global performance: An assessment of supply chain human resource management." Journal of Management & Organization 17, no. 3 (May 2011): 364–82. http://dx.doi.org/10.1017/s1833367200001528.
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AbstractPurpose:The intent of the paper is to develop the service marketing logic (S-D logic) strategy that is centered on service as a means to differentiate global strategy from those of competitors. The context of the paper is to examine S-D logic in global supply chains. Design/Methodology:The paper is a theory driven conceptual piece.Findings:Globalization emphasizes complex interconnected systems, while S-D logic emphasizes the importance of leveraging operant resources in order to achieve sustainable competitive advantage. Both S-D logic and globalization apply in the supply chain context. This paper focuses on the global supply chain and the importance of leveraging service based operant resources. Because the focus of management has shifted from a domestic to a more complex, three-dimensional network, it is critical for practitioners and researchers to understand how to optimize service based operant resources in the global marketplace.Practical Implications:Because the focus of management has shifted from a domestic to a more complex, three-dimensional global network, it is critical for practitioners and researchers to understand how to optimize service based operant resources in the global marketplace. We suggest that in this dynamic marketplace, both globalization and S-D logic are required to fully explain supply chain performance. Specifically, we suggest that managers develop a global ‘supply-chain management’ perspective allowing for the key operant resource – human capital – to create synergistic partner relationships and customer experiences resulting in superior performance.Originality/Value:This is one of the first (if not the first) paper that examines S-D logic in a global context. This move forward from the domestic orientation of many/most of the recent literature provides the foundation for future global research into the S-D logic.
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Richey, R. Glenn, Chadwick B. Hilton, Michael G. Harvey, Lauren Skinner Beitelspacher, Mert Tokman, and Miriam Moeller. "Aligning operant resources for global performance: An assessment of supply chain human resource management." Journal of Management & Organization 17, no. 3 (May 2011): 364–82. http://dx.doi.org/10.5172/jmo.2011.17.3.364.
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AbstractPurpose:The intent of the paper is to develop the service marketing logic (S-D logic) strategy that is centered on service as a means to differentiate global strategy from those of competitors. The context of the paper is to examine S-D logic in global supply chains. Design/Methodology:The paper is a theory driven conceptual piece.Findings:Globalization emphasizes complex interconnected systems, while S-D logic emphasizes the importance of leveraging operant resources in order to achieve sustainable competitive advantage. Both S-D logic and globalization apply in the supply chain context. This paper focuses on the global supply chain and the importance of leveraging service based operant resources. Because the focus of management has shifted from a domestic to a more complex, three-dimensional network, it is critical for practitioners and researchers to understand how to optimize service based operant resources in the global marketplace.Practical Implications:Because the focus of management has shifted from a domestic to a more complex, three-dimensional global network, it is critical for practitioners and researchers to understand how to optimize service based operant resources in the global marketplace. We suggest that in this dynamic marketplace, both globalization and S-D logic are required to fully explain supply chain performance. Specifically, we suggest that managers develop a global ‘supply-chain management’ perspective allowing for the key operant resource – human capital – to create synergistic partner relationships and customer experiences resulting in superior performance.Originality/Value:This is one of the first (if not the first) paper that examines S-D logic in a global context. This move forward from the domestic orientation of many/most of the recent literature provides the foundation for future global research into the S-D logic.
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McBride, P. M., and P. J. Dowling. "Costing Human Resources: A Guide for Personnel Practitioners." Asia Pacific Journal of Human Resources 23, no. 4 (November 1, 1985): 43–48. http://dx.doi.org/10.1177/103841118502300411.
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Fagan, Mary Helen. "Exploring a Sociomaterial Perspective on Technology in Virtual Human Resource Development." Advances in Developing Human Resources 16, no. 3 (May 5, 2014): 320–34. http://dx.doi.org/10.1177/1523422314532094.
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The Problem Technology is creating immersive digital ecosystems that will radically transform the way humans communicate, collaborate, and create. Virtual human resource development (VHRD) is an example of this phenomenon in the field of HRD. With the emergence of VHRD, HRD scholars need to develop more robust conceptualizations of technology, and HRD practitioners need to play a larger role in technology development. Enhanced theoretical perspectives on technology are needed to support these endeavors. The Solution A sociomaterial perspective on technology, which is being used for the study and development of phenomena such as virtual worlds in other disciplines, can help HRD practitioners and scholars develop a more robust understanding of VHRD and participate more effectively in technology development. The Stakeholders HRD practitioners and scholars can use a sociomaterial perspective on technology to facilitate their engagement in VHRD development and scholarship.
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Tyler, Jo A., and Catherine Lombardozzi. "Ways of Thinking, Being, and Doing: The Scholar-Practitioner Mind-Set for Successfully Innovating HRD." Advances in Developing Human Resources 19, no. 3 (June 7, 2017): 232–46. http://dx.doi.org/10.1177/1523422317710909.
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The Problem A number of scholars write about scholar-practitioners, including their role, general competencies, and the work processes they undertake. This literature reflects our understanding of the nature of the scholarly practice but does not extend to the consideration of the attitude or mind-set that can distinguish the contribution of scholar-practitioners in the field. The Solution In this article, we add to the discourse by considering the mind-set of successful scholar-practitioners who seek to provide a competitive edge to their organizations by transcending trends and conventional wisdom with innovative human resource development (HRD) approaches. We examine a few tenets for developing habits of thinking, being, and doing, and offer practical counsel to support those who wish to adopt a scholar-practitioner mind-set. The Stakeholders For individuals who wish to develop and maintain identities as scholar-practitioners, this article provides information that will help them and their leadership team better understand the distinct benefits from integrating scholarship and practice. For organizational leaders, this article sheds light on ways to foster a culture that will support the scholar-practitioner mind-set to yield competitive advantage.
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Vermeeren, Brenda. "Influencing public sector performance: studying the impact of ability-, motivation- and opportunity-enhancing human resources practices on various performance outcomes in the public sector." International Review of Administrative Sciences 83, no. 4 (December 14, 2015): 717–37. http://dx.doi.org/10.1177/0020852315591642.
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Background In response to recent calls in the literature to decompose both the human resources system and performance, this study has examined the effects of ability-, motivation- and opportunity-enhancing human resources practices on the effectiveness, efficiency and fairness of public organizations, with job satisfaction considered as a mediating variable. Aim Insights from Human Resource Management and performance research, mostly conducted in the private sector, have been combined with public management literature in order to gain insight into the Human Resource Management–performance relationship in the public sector. Method Regression analysis with a bootstrapping method was used to test the mediating effects. Results The analysis showed that the three human resources components heterogeneously impact upon the three performance outcomes. Further, the results showed that ability-enhancing and opportunity-enhancing human resources practices are more strongly related to performance outcomes than motivation-enhancing human resources practices. Conclusion Decomposing Human Resource Management and performance provides greater insight into the Human Resource Management–performance relationship. Points for practitioners The results show that investing in Human Resource Management positively influences performance outcomes. Moreover, our results show that various aspects of public performance require different human resources approaches. Investing in ability-enhancing human resources practices seems to be particularly relevant if one wants to enhance effectiveness. All the human resources practices, but especially ability-enhancing ones, are relevant to enhancing efficiency. However, investing in motivation-enhancing human resources practices seems to make little sense if one is seeking to enhance fairness.
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Siew, Renard Yung Jhien. "Human resource management in the construction industry – Sustainability competencies." Construction Economics and Building 14, no. 2 (June 4, 2014): 87–103. http://dx.doi.org/10.5130/ajceb.v14i2.3957.
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While environmental sustainability has been the subject of much debate in the last decade, it was not until recently that attention started to shift towards human resource management as an enabler for sustainability. Yet, this is still a relatively under researched area. Much is still unknown about the role of an individual worker in contributing towards sustainable development. This paper addresses the gap by proposing a framework to measure sustainability competencies of employees within the construction industry sector. As part of the framework, four proficiency levels together with relevant descriptions are defined for a total of eight sustainability competencies. Suggested proficiency levels are then mapped to main construction related jobs based on the framework. An example is also given to illustrate the manner in which competencies should be assessed. This framework is original and of practical use to construction managers and human resource practitioners.
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Blake, Petulia, and Jonathan Gano-an. "ADVANCING SUSTAINABILITY INNOVATION WITHIN THE ORGANIZATIONAL LEARNING SPHERE." JBFEM 3, no. 1 (April 3, 2020): 23–32. http://dx.doi.org/10.32770/jbfem.vol323-32.
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In light of the fourth industrial revolution, human resources management (HRM) is considered to be an integral part of any competitive organization and it is responsible for shaping organizational behavior and culture. With the increasing awareness of the industrial impact on the environment, sustainability innovation is a vital discourse for scholars, academicians, and practitioners. This work uses literature from diverse schools of thought that explored the role of the human resource discipline in advancing sustainability innovation. This paper also presents a unique model for human resource and talent development practitioners towards an authentic response to eco-sustainability innovation. A contextualized matrix on implications for sustainability (Crew 2010) incorporating special approaches for sustainability innovation (McCarthy, Garavan, and O’Teele, 2003), green initiatives of human resource department (Milliman, 2013) and the promotion of sustainability culture (Blake, 2016) was outlined that serves as authentic approach to eco-sustainability for practitioners to realistically carry out human resource initiatives in their respective organization. This study further directs human resource professionals to act as boundary spanners in order to facilitate strategic teams who are paramount to responding to the external environment for organizational performance.
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Gilley, Jerry W. "Research: The bridge between human resource development practitioners and scholars." Human Resource Development Quarterly 17, no. 3 (2006): 235–43. http://dx.doi.org/10.1002/hrdq.1172.
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Maleka, Molefe Jonathan, Mphoreng Magdeline Mmako, and Ilze Swarts. "Antecedents of Affective Commitment of Human Resource Management Practitioners Attending a Professional Body Convention." Journal of Economics and Behavioral Studies 9, no. 3 (July 20, 2017): 121. http://dx.doi.org/10.22610/jebs.v9i3.1751.
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In this paper, affective events theory (AET) is used to develop a model that can be used by organizations to enhance propitious work conditions that will encourage human resource management (HRM) practitioners to be affectively committed to their organizations. AET states that there are certain antecedents (i.e. distributive justice, job-related well-being, and employee engagement) that positively correlate with job satisfaction. According to AET, positive emotions have a positive indirect correlation between antecedents and job satisfaction. AET states that job satisfaction positively relates to affective commitment. The research design was cross-sectional and correlational, and the sample size was (n=205).From the 300 questionnaires distributed to HRM practitioners, the response rate was 68.33%. The main finding is that respondents rated the positive emotions items below the mean, and there was a significant positive relationship between distributive justice and job satisfaction (β = 0.61; p≤ 0.001). The data showed that job satisfaction positively correlated with affective commitment (β = 0.70; p ≤ 0.001).Positive emotions only mediated the relationship between distributive justice and job satisfaction (β = 0.36; p ≤ 0.001). The study results have implications for managers’ efforts to keep HRM practitioners affectively committed, as the latter were not satisfied with their remuneration. The data created awareness that when a remuneration policy is drafted, it should take cognisance that HRM practitioners who have positive emotions will be affectively committed and stay longer in organizations.
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Ruona, Wendy E. A., and Jerry W. Gilley. "Practitioners in Applied Professions: A Model Applied to Human Resource Development." Advances in Developing Human Resources 11, no. 4 (August 2009): 438–53. http://dx.doi.org/10.1177/1523422309344719.
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Akinnusi, David M. "Benchmarking of human resources management." SA Journal of Human Resource Management 6, no. 2 (November 18, 2008): 25–31. http://dx.doi.org/10.4102/sajhrm.v6i2.151.
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This paper reviews the role of human resource management (HRM) which, today, plays a strategic partnership role in management. The focus of the paper is on HRM in the public sector, where much hope rests on HRM as a means of transforming the public service and achieving much needed service delivery. However, a critical evaluation of HRM practices in the public sector reveals that these services leave much to be desired. The paper suggests the adoption of benchmarking as a process to revamp HRM in the public sector so that it is able to deliver on its promises. It describes the nature and process of benchmarking and highlights the inherent difficulties in applying benchmarking in HRM. It concludes with some suggestions for a plan of action. The process of identifying “best” practices in HRM requires the best collaborative efforts of HRM practitioners and academicians. If used creatively, benchmarking has the potential to bring about radical and positive changes in HRM in the public sector. The adoption of the benchmarking process is, in itself, a litmus test of the extent to which HRM in the public sector has grown professionally.
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Maleka, Molefe Jonathan, Mphoreng Magdeline Mmako, and Ilze Swarts. "Antecedents of Affective Commitment of Human Resource Management Practitioners Attending a Professional Body Convention." Journal of Economics and Behavioral Studies 9, no. 3(J) (July 20, 2017): 121–32. http://dx.doi.org/10.22610/jebs.v9i3(j).1751.
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In this paper, affective events theory (AET) is used to develop a model that can be used by organizations to enhance propitious work conditions that will encourage human resource management (HRM) practitioners to be affectively committed to their organizations. AET states that there are certain antecedents (i.e. distributive justice, job-related well-being, and employee engagement) that positively correlate with job satisfaction. According to AET, positive emotions have a positive indirect correlation between antecedents and job satisfaction. AET states that job satisfaction positively relates to affective commitment. The research design was cross-sectional and correlational, and the sample size was (n=205).From the 300 questionnaires distributed to HRM practitioners, the response rate was 68.33%. The main finding is that respondents rated the positive emotions items below the mean, and there was a significant positive relationship between distributive justice and job satisfaction (β = 0.61; p≤ 0.001). The data showed that job satisfaction positively correlated with affective commitment (β = 0.70; p ≤ 0.001).Positive emotions only mediated the relationship between distributive justice and job satisfaction (β = 0.36; p ≤ 0.001). The study results have implications for managers’ efforts to keep HRM practitioners affectively committed, as the latter were not satisfied with their remuneration. The data created awareness that when a remuneration policy is drafted, it should take cognisance that HRM practitioners who have positive emotions will be affectively committed and stay longer in organizations.
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Packard, Carol B. "Next Steps: Valuing, Supporting, and Promoting the Intersection of HRD Theory and Practice." Advances in Developing Human Resources 19, no. 3 (July 12, 2017): 262–78. http://dx.doi.org/10.1177/1523422317710901.
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The Problem The need to apply theory and research to practice has been expressed and argued for in the field of human resource development (HRD) and organization development for over two decades. The field of human resource development has sought to address this issue since the mid-2000s, yet not enough progress has been made. The Solution This article highlights some of the fundamental barriers that have led to low levels of scholar-practitioner collaboration. Successful models used by other professional organizations and publications to overcome the theory–practice gap will be presented. Their process of integrating traditional scholarship with practitioner applications are described, along with other recommendations for creating borderlands where both HRD scholars and practitioners work together to solve workplace and society problems. The Stakeholders There are many stakeholders who would benefit from and can actively participate in increasing collaborations between scholars and practitioners. These include traditional academic scholars, consultants, and professionals in businesses, government, schools, and health care.
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Lee, Yuan-Duen, Chiu-Chuan Lin, and Chen-Fen Huang. "An overview of contemporary international human resource management studies." Library Hi Tech 35, no. 4 (November 20, 2017): 490–508. http://dx.doi.org/10.1108/lht-11-2016-0140.
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Purpose The purpose of this paper is to identify the evolution of the intellectual structure of international human resource management (IHRM) studies and to propose a theory of an invisible network of knowledge (INK). Design/methodology/approach Researchers can also use this methodology to explore the knowledge network of their own fields so as to gain a vantage position with respect to their field and conduct seminal research. Findings The results help to profile the INK production in IHRM and provide important insights with implications for current and future research directions of IHRM studies for management scholars and practitioners. Originality/value This study examines the status of contemporary IHRM research over the last decade. This study examines the status of contemporary IHRM research over the last decade. With Social Sciences Citation Index citation data from the top IHRM journal, International Journal of Human Resource Management, this study used citation and co-citation analysis to identify the most important publications, scholars, and research themes in the IHRM area, and then mapped the intellectual structure of IHRM studies.
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Short, Darren C., and Thomas J. Shindell. "Defining HRD Scholar-Practitioners." Advances in Developing Human Resources 11, no. 4 (August 2009): 472–85. http://dx.doi.org/10.1177/1523422309342225.
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Van der Walt, R., and S. J. Van der Walt. "Entrepreneurial training for Human Resource practitioners and potential services rendered to Small Enterprises." Southern African Journal of Entrepreneurship and Small Business Management 1, no. 1 (December 31, 2008): 21. http://dx.doi.org/10.4102/sajesbm.v1i1.12.
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<p>This article examines to what extent current South African university courses/programmes in Human Resources Management and Industrial Psychology prepare students for a career in entrepreneurship. It is argued that human resources practitioners have much to offer in the line of services and advice to small enterprises on how to succeed. The data of the survey are analysed through a qualitative approach. The findings indicate that entrepreneurship training currently receives limited attention in the training of human resources practitioners and industrial psychologists.</p><p> </p><p><strong>Key words and phrases:</strong> entrepreneurial education, human resources management, industrial psychology</p>
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Yusliza, M. Y., Nurul Aimi Norazmi, Charbel José Chiappetta Jabbour, Yudi Fernando, Olawole Fawehinmi, and Bruno Michel Roman Pais Seles. "Top management commitment, corporate social responsibility and green human resource management." Benchmarking: An International Journal 26, no. 6 (August 5, 2019): 2051–78. http://dx.doi.org/10.1108/bij-09-2018-0283.
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Purpose The purpose of this paper is to analyse the relationship between top management commitment, corporate social responsibility (CSR) and green human resource management (GHRM). Design/methodology/approach A self-administered questionnaire was adopted to perform a systematic collection of data from manufacturing and service organisations in Malaysia. The partial least squares method was used for the conceptual framework of the study. Findings The observed findings indicate a significant positive relationship between top management commitment and CSR, as well all dimensions of GHRM. However, counterintuitively, the relationship between CSR and GHRM was found not to be as significant as expected (except for CSR and green analysis/job description), which can be explained through the emerging perspective that CSR and HRM should be linked. Research limitations/implications The findings provide insights as to the nature of GHRM and how it is affected by CSR and top management commitment in an emerging economy – in this particular study, Malaysia. Moreover, the observed results highlight the crucial importance of top management commitment in implementing GHRM practices and CSR efficiently in order to create positive environmental performance. Originality/value The authors believe that, to date, no study has explored the links between top management commitment, CSR and GHRM using empirical data from Malaysia, as well as that this research is an important emerging topic for researchers, academicians and practitioners.
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Ainslie, Paul J., and Shelley L. Huffman. "Human Resource Development and Expanding STEM Career Learning Opportunities: Exploration, Internships, and Externships." Advances in Developing Human Resources 21, no. 1 (December 1, 2018): 35–48. http://dx.doi.org/10.1177/1523422318814487.
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The Problem American businesses are facing unprecedented opportunities in the global marketplace but are struggling to hire skilled workers in STEM (science, technology, engineering, and mathematics)-related jobs to address these opportunities. The past decade has resulted in an increase of STEM jobs; human resource development (HRD) practitioners have an important responsibility in the recruitment and retention of STEM employees. The Solution This article focuses on STEM careers and education pathways. HRD practitioners can play an important role in fostering career exploration and development for those aspiring to or currently in a STEM field by leading unique coalition initiatives to engage schools and others in talent solutions. In particular, programs in Indiana are highlighted for both their novel engagement methods and providing workplace learning experiences that HRD practitioners can replicate. The Stakeholders Human resource leaders, HRD practitioners, leaders in the education-business ecosystem.
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Warner Burke, W. "What human resource practitioners need to know for the Twenty-First Century." Human Resource Management 36, no. 1 (1997): 71–79. http://dx.doi.org/10.1002/(sici)1099-050x(199721)36:1<71::aid-hrm12>3.0.co;2-h.
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Mamman, Aminu, Ken Kamoche, Hamza B. Zakaria, and Motolani Agbebi. "Developing human capital in Africa: carving a role for human resource professionals and practitioners." Human Resource Development International 21, no. 5 (April 25, 2018): 444–62. http://dx.doi.org/10.1080/13678868.2018.1464290.
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Iqbal, Adnan. "The strategic human resource management approaches and organisational performance." Journal of Advances in Management Research 16, no. 2 (April 23, 2019): 181–93. http://dx.doi.org/10.1108/jamr-11-2017-0104.
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PurposeDespite the strategic importance of the approaches, most of the approaches consider “internal fit” or “external fit”, and do not consider the role of creative climate. The purpose of this paper is to explore the relationship between approaches to strategic human resource management (SHRM) and organisational performance through a creative climate.Design/methodology/approachThis paper has divided into three parts. First, the paper explores the literatures on the constructs. Second, it examines the relationships between constructs dealt with in the literature. Third, the review identifies the gaps in the literature and describes future recommendations of research for this field.FindingsThis study can serve as a starting point for future research on the relationship between SHRM practices, creative climate and organisational performance in terms of financial, human resource and customer retention. Researchers and practitioners need to understand the relationship between the three constructs.Originality/valueThe paper helps managers need to design strategic HRM policies and practices that are aligned with creative climate and organisational performance. Furthermore, it helps scholars/researchers focus their research on the relationship between HRM approaches (universal and contingency approaches), organisational performance and examining the role of creative climate as a mediator to overcome its causal limitations.
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Zaim, Halil, Yavuz Keceli, Ashraf Jaradat, and Selma Kastrati. "The effects of knowledge management processes on human resource management." Journal of Science and Technology Policy Management 9, no. 3 (October 1, 2018): 310–28. http://dx.doi.org/10.1108/jstpm-02-2018-0011.
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Purpose Managing knowledge effectively and efficiently is considered to be a key success factor to gain sustainable competitive advantage for organizations. This study aims to analyze the impact of knowledge management (KM) processes on human resource management (HRM). Design/methodology/approach To test the relationship of KM processes on HRM, a case study was conducted using structural equation modeling based on data collected from employees and managers of a Telecom company in Turkey. The survey instrument is a self-administered questionnaire composed of 37 questions. Three of them are demographic questions; 20 questions aim to reveal KM processes and 14 for HRM practices. The questionnaire was distributed via google survey link to employees and managers in headquarters office and two branches in Istanbul. Findings In this paper, the authors tried to investigate the impact of KM practices on the HRM performance of a company. The results indicate that companies with better KM practices tend to perform better at HRM. The main contribution of this paper lies in pointing out that, among the dimensions of KM, knowledge sharing and knowledge utilization have direct impact on HRM, whereas knowledge generation and knowledge sharing have indirect impacts. Research limitations/implications The main limitation of this study lies in the fact that data are collected from a single company in telecom industry. Therefore, it is difficult to generalize the results. Although the research findings are aligned with those of the previous studies, further research using data from numerous companies in various industries is still needed to generalize the research findings. Practical implications The paper includes implications for the development of knowledge utilization generated and stored within the company. The knowledge can create improvements in the company’s HRM performance if it is shared and used effectively. The paper addresses an important subject and the findings may be used by human resources and KM practitioners interested in the development of organizational knowledge through human resource practices. Originality/value This paper fulfills an identified need to investigate the impact of KM practices on the HRM performance of a company.
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Schuler, Randall S., Peter J. Dowling, and Helen De Cieri. "An Integrative Framework of Strategic International Human Resource Management." Journal of Management 19, no. 2 (April 1993): 419–59. http://dx.doi.org/10.1177/014920639301900209.
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The globalization of business is making it more important than ever to understand how multinational enterprises (MNEs) can operate more effectively. A major component of this understanding appears to be the field of human resource management, and in particular, the field of international human resource management (Brewster, 1991; Hendry, 1992; Desatnick & Bennett, 1978; Dowling, 1986; Dowling & Schuler, 1990; Evans, 1986; Laurent, 1986; Tung, 1984). The trend over the past few years has been to identify the linkage of human resource management with strategy and offer an understanding of how single country or domestic human resource management can facilitate organizational understanding and effectiveness (Wright and McMhan, 1992). In this article we attempt to extend this line of work into the international arena. We do this by offering a framework of strategic international human resource management (SIHRM). Anchoring SIHRM in the strategic components of MNEs, namely their interunit linkages and internal operations, strategic aspects of international human resource management are described, Using several theoretical bases, numerous propositions are offered. These propositions reflect the single and multiple influence of the strategic components of MNEs and several exogenous and endogenous factors on SIHR. The intention is to offer a framework that can serve both academics and practitioners in furthering our understanding of strategic international human resource management.
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Poell, Rob F., and Ferd van der Krogt. "Why is organizing human resource development so problematic?" Learning Organization 24, no. 3 (April 10, 2017): 180–93. http://dx.doi.org/10.1108/tlo-12-2016-0093.
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Purpose Human resource development (HRD) is an important field within management. Developing employees is often regarded as an instrument to improve the internal labor market and support organizational change. Organizing HRD to these ends, however, is frequently a problematic affair, in terms of training effectiveness, participant motivation and added value. This study, which consists of two parts, aims to investigate the question of why this is the case. In this first part, the problem is stated and the backgrounds and basic tenets of learning-network theory are addressed. Design/methodology/approach The paper first describes three approaches to organizing HRD, namely, as a training issue: customization by HRD practitioners; as a learning issue: didactic self-direction by employees; and as a strategic issue for employees and managers: micro-politics. The learning-network theory is then introduced as an integration of these three approaches. It presents a number of key organizational actors that organize four HRD processes, each operating strategically in their own way. Findings Organizing HRD is mostly viewed as designing training courses and instruction sessions for employees; it is also predominantly understood as a tool of management. A network perspective on organizing HRD is better able to guide organizational actors than other approaches can. Originality/value The study argues that organizing HRD needs to take into account learning experiences that employees can gain from participating in work and career development as well (besides formal training); moreover, that employees’ HRD strategies are at least as important as those used by line managers and HR practitioners.
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Pereira, Vijay Edward, Rita Fontinha, Pawan Budhwar, and Bimal Arora. "Human resource management and performance at the Indian Railways." Journal of Organizational Change Management 31, no. 1 (February 12, 2018): 47–61. http://dx.doi.org/10.1108/jocm-04-2017-0157.
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Purpose High-performance work practices (HPWPs) have been well documented within private organisations in developed country economies. Such practices, however, remain under-investigated in the public sector and in emerging economies. The purpose of this paper is to work towards filling this void, by empirically evaluating HPWP within an Indian public sector undertaking (PSU), also the world’s largest commercial public sector employer: the Indian Railways (IR). Design/methodology/approach The authors investigate whether the practices implemented in this organisation are consistent with the idea of HPWPs, and analyse how they are influenced by different stakeholders and ultimately associated with different indicators of organisational performance. The authors focused on six railway zones and interviewed a total of 62 HR practitioners. Findings The results show that most practices implemented are aligned with the idea of HPWPs, despite the existence of context-specific unique practices. Furthermore, the authors identify the influence of multiple stakeholders in decision making concerning different practices. The authors additionally found that the measurement of performance goes beyond financial indicators and several context-specific non-financial indicators are identified and their social importance is reiterated. Originality/value Theoretically, this paper utilises and contributes to the resource-based view of firms by identifying a distinctive bundle of competencies in human resources through HPWS in the IR.
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Albrecht, Simon L., Arnold B. Bakker, Jamie A. Gruman, William H. Macey, and Alan M. Saks. "Employee engagement, human resource management practices and competitive advantage." Journal of Organizational Effectiveness: People and Performance 2, no. 1 (March 9, 2015): 7–35. http://dx.doi.org/10.1108/joepp-08-2014-0042.
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Purpose – The purpose of this paper is to argue in support of a model that shows how four key HRM practices focused on engagement influence organizational climate, job demands and job resources, the psychological experiences of safety, meaningfulness and availability at work, employee engagement, and individual, group and organizational performance and competitive advantage. Design/methodology/approach – This conceptual review focuses on the research evidence showing interrelationships between organizational context factors, job factors, individual employee psychological and motivational factors, employee outcomes, organizational outcomes and competitive advantage. The proposed model integrates frameworks that have previously run independently in the HR and engagement literatures. Findings – The authors conclude that HRM practitioners need to move beyond the routine administration of annual engagement surveys and need to embed engagement in HRM policies and practices such personnel selection, socialization, performance management, and training and development. Practical implications – The authors offer organizations clear guidelines for how HR practices (i.e. selection, socialization, performance management, training) can be used to facilitate and improve employee engagement and result in positive outcomes that will help organizations achieve a competitive advantage. Originality/value – The authors provide useful new insights for researchers and management professionals wishing to embed engagement within the fabric of HRM policies and practices and employee behaviour, and organizational outcomes.