Human resource management and the bottom line: Evidence of the connection

1984 ◽  
Vol 23 (3) ◽  
pp. 315-334 ◽  
Author(s):  
Mark A. Frohman
2021 ◽  
Vol 10 (1) ◽  
pp. 22-39
Author(s):  
Ella Mittal ◽  
Parvinder Kaur

Sustainability is the important issue for most of the organisation for reaping the benefit of triple bottom line and competitive advantage. Green human resource management is one of the ways to attain the sustainability which also helps in attracting and retaining the young talent towards the organisation. The purpose of the present research is to study the concept of Green HRM with various dimensions and to investigate the mostly researched domain related to Green HRM. The study discussed the key and major focus areas in the literature in the context of GHRM as per the author's view to accomplish the stated objectives. The results of the study showed the manufacturing domain has been focused by most of the studies due to the direct consumption of natural resources more in this sector. Further, originality or practicality of the research lies as this research would be helpful to the HR practitioners to focus only on key areas to implement the concept of GHRM well in their respective organizations to formulate the competitive strategy to add value to their respective organizations.


2012 ◽  
Vol 13 (1) ◽  
pp. 1-18
Author(s):  
Susan Zeidan ◽  
Assaad Farah ◽  
Shadi Abouzeid

Research in the field of strategic human resource management has attracted a great deal of interest because of its likely impact on bottom line outcomes. Recent work in this area posits that organizational commitment can mediate the relationship between human resource management (HRM)practices and organizational performance. However, most of the studies conducted in this area were concentrated on samples gathered from private organizations, and mainly in western countries. In this paper, the impact of HRM on organizational performance is assessed. Furthermore, this research attempts to shed more light on the ‘black box’ between human resource practices and organizational performance by investigating the mediating function of organizational commitment in two public sector entities within the United Arab Emirates (UAE). The mediating factor was tested through regression of the data collected from a sample of 371 workers who are employed within the two aforementioned public sector entities. The main findings are in line with the outcomes of earlier HRM-performance studies conducted in western public and private sectors, where employers can expect improved organizational performance when their employees' perceptions of the HRM practices within the organization tend to foster an increase in their organizational commitment.


2021 ◽  
Vol 5 (1) ◽  
pp. 65-74
Author(s):  
Arash Mashhady

With the growing interest in sustainability, its incorporation in business management, and its inevitable intersection with the management of human resources, some scholars and practitioners have highlighted the potential benefits of successful implementation of sustainable human resource management as a source of competitive advantage. While this may denote a corporation’s capacity to respond to a wider range of needs and requirements beyond economic targets, researchers draw on different theories to point out the possible adverse consequences of adopting such multiple bottom-line approaches for employees. This study builds on ideas from previous research, particularly the works of Bush (2018), Bowen and Ostroff (2004) to 1) examine if the perceived degree of emphasis on a triple-bottom-line (TBL) approach is related to role ambiguity and role conflict; 2) investigate if the elements of human resource management system strength are related to role conflict and role ambiguity and, if these elements can moderate the relationship between the perceived degree of emphasis on TBL approach, role ambiguity, and role conflict. While the findings support the link between taking a TBL approach and role ambiguity and role conflict, it offers evidence that a strong human resource management system may reduce the role ambiguity and role conflict resulting from taking such approaches. Managerial implications and future research directions conclude this research


Author(s):  
Elaine Farndale ◽  
Maja Vidovic

This chapter focuses on the historical development of the strategic orientation of human resource management (HRM) departments in different regions of the world, providing both a theoretical base and an overview of current practices and trends. By observing data on HRM departments across the globe over more than a decade, the chapter paints a picture of the HRM department’s strategic evolution in its attempt to deliver value to the organization and create sustainable competitive advantage. Analyzing the data to address the question “Is the HRM department becoming more strategic?” yields the answer of a qualified yes. The trends over time and across contexts appear to suggest directional convergence in the HRM department achieving a strategic role. There are, however, differences in the pace at which this is being achieved and even in what the ultimate goal might be, depending on the context in which an organization is operating. Moreover, there is clear evidence of a connection between how advanced an economy is and the extent to which the HRM department can be more strategic. These findings have implications for human resource practitioners and line managers alike in delivering bottom-line value to organizations.


2000 ◽  
Vol 74 (10) ◽  
pp. 455-464
Author(s):  
R. C. H. Van Otterlo

In de moderne Human Resource Management (HRM)-literatuur geldt HRM 1 als een manage-menttool en de Human Resources die ‘gema-naged’ worden gelden als ‘assets’ (Vloeberghs, 1997) in plaats van als kostenpost. Met het ‘oprukken’ van HRM in de manage-mentgelederen neemt de roep toe om de inspan-ning van HRM meetbaar, en dus stuurbaar, te maken. Een aantal HRM-theorieën legt verband tussen HRM-prestatie en organisatieprestatie. Zij gaan ervan uit, al of niet empirisch getoetst, dat HRM positief bijdraagt aan het bedrijfsresultaat. Echter, tot nu toe gelden de ‘bewijzen’ dat HRM positief bijdraagt aan bedrijfsresultaat vaak als onvoldoende ‘hard’. In dit artikel wordt een theo-retisch model gepresenteerd waarmee dit ‘gat’ in de literatuur voor een deel gedicht wordt. We wil-len hiermee de vraag beantwoorden: is de presta-tie van HRM/personeelsmanagement (PM) meet-baar en is zij kwantitatief te valueren? Tevens hopen we met het model een bruikbaar tool aan te leveren waarmee controllers het effect van HRM in bedrijven kunnen meten. Op basis van die effectmeting is een controller in staat de directie en de HR-manager te adviseren omtrent de wijze waarop het best gestuurd kan worden teneinde de HRM-inspanningen te optimaliseren. Op deze wijze zou HRM in staat moeten zijn een zinvolle bijdrage te leveren aan de bottom line-doelstellingen van de organisatie in kwestie.


2021 ◽  
Vol 13 (21) ◽  
pp. 11745
Author(s):  
Astrid Kainzbauer ◽  
Parisa Rungruang ◽  
Philip Hallinger

While the field of human resource management (HRM) has a long research tradition, the focus on sustainability has only gained momentum since the turn of the millennium. This bibliometric review examined key documents that inform scholarship in sustainable human resource management (S-HRM). The review identified 807 Scopus-indexed documents on sustainability in human resource management published between 1982 and 2021. Bibliometric analyses applied to this database included document citation and co-citation analysis to map peer-recognized documents. The review documented an emerging knowledge base that is global in scope with contributions from a variety of regions in the world. Three ‘invisible colleges’ emerged in the visual map of co-cited documents. These include green human resource management (Green HRM) with a focus on environmental aspects of sustainability, corporate social responsibility (CSR), and S-HRM with a focus on analyzing all three aspects of the triple bottom line of corporate output. These document analyses found that this emerging literature on S-HRM is heavily weighted towards environmental concerns. The authors recommend that greater attention be placed on the contributions that HRM makes to the human and social aspects of sustainability.


2021 ◽  
Vol 52 (1) ◽  
Author(s):  
Sukhpreet Kaur ◽  
Gurvinder Kaur

Purpose: This article draws on the meta-analysis technique to systematically analyse and compare the association of human resource management (HRM) practices with financial, market and operational performance.Design/methodology/approach: An exhaustive search of HRM-performance link resulted in a final sample (k) of 24 independent studies. For this purpose, Comprehensive Meta-Analysis (Version 3.0) software was used. Heterogeneity of the studies was determined using Q-statistic with a p-value, I2, T2 and Tau. As the degree of heterogeneity was very high, random effects model was selected to estimate the mean of effects. Lastly, publication bias was studied using graphical and statistical methods.Findings/results: The results revealed the average correlational (r) association of HRM practices with financial performance, market performance and operational performance as 0.305, 0.434 and 0.311, respectively. More specifically, HRM practices have the strongest association with market performance.Practical implications: The results statistically quantify the association between HRM practices and organisational performance measures for developing desired knowledge, skills and abilities to generate higher and improved performance. The results of this study provide HR managers with evidence that right investment in human resources does significantly contribute to the bottom line; they should make better and higher allocation of the resources for HRM.Originality/value: To the best of our knowledge, this study is the first to meta-analytically examine the varying association of HRM with three distinct organisational performance measures.


2021 ◽  
Vol 56 (2) ◽  
pp. 176-197
Author(s):  
Zaibunnisa Siddiqi ◽  
Manzoor Ali Mirani ◽  
Shahzad Nasim ◽  
Musarrat Shamshir ◽  
Sidra Nisar

An increasing number of organizations are focusing not only on creating value but also on ethical, social, and environmental perspectives. Traditionally, organizations mostly encompassed corporate social responsibility as their activities only in an economically favorable situation. However, corporate social responsibility can be incorporated in organizations with human resource management as a strategic process to recover and sustain the organization's development. Therefore, the study aims to analyze the relation between corporate social responsibility and human resource management and the role of human resource practices with corporate social responsibility in organizational development. From this standpoint, this study provides a systematic review of the concepts of corporate social responsibility, the relation between corporate social responsibility and human resource management, and their effect on the organization's success. Fifty-six articles published during 2004–2020 are selected for review from a descriptive and content perspective to propose a future research direction on a selected topic. The findings of the reviewed literature indicated that a triple bottom line (economic, social, and environmental) attainment is essentially a high-level management-driven operation in the absence of employee participation. Besides, this paper described the importance of corporate social responsibility, the linkage between human resource and corporate social responsibility in the organization, and promoting corporate social responsibility to the organizations and various stakeholders. Finally, this study asserted the connection between these two concepts and inquired management to treat the link as a strategic business decision to control the organization's human capital.


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