Factors influencing governance choice and human resource management within services franchising networks

2007 ◽  
Vol 13 (2) ◽  
pp. 126-144 ◽  
Author(s):  
Scott Weaven ◽  
Carmel Herington
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Demand Uncertainty ◽  
System Size ◽  
Governance Structure ◽  
Local Market ◽  
Market Demand ◽  
Growth Strategies ◽  
Hrm Practices

AbstractThis research provides a better understanding of the factors driving the choice of governance structures and human resource management (HRM) practices within services franchising arrangements. A qualitative multiple case study approach was favoured so as to obtain a clearer picture of the main issues and parameters. Nineteen franchisors using predominantly pure franchising, predominantly pure company-owned, plural, and predominantly multiple unit growth strategies were interviewed. Major contrasts have been identified, suggesting that system size, industry maturity and the nature of market demand impacts upon the choice of system governance structure. Generally, less mature and smaller networks rely upon predominantly single unit franchising strategies and less sophisticated HRM practices to foster local market innovation, build brand value and support rapid unit growth, while predominantly company owned strategies are favoured in environments of low competition and minimal demand uncertainty. In comparison, more mature systems use hybridised franchising forms and sophisticated HRM strategies to accommodate the competing demands of local market innovation, systemwide adaptation and system uniformity.

Factors influencing governance choice and human resource management within services franchising networks

2007 ◽  
Vol 13 (2) ◽  
pp. 126-144 ◽  
Author(s):  
Scott Weaven ◽  
Carmel Herington
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Demand Uncertainty ◽  
System Size ◽  
Governance Structure ◽  
Local Market ◽  
Market Demand ◽  
Growth Strategies ◽  
Hrm Practices

AbstractThis research provides a better understanding of the factors driving the choice of governance structures and human resource management (HRM) practices within services franchising arrangements. A qualitative multiple case study approach was favoured so as to obtain a clearer picture of the main issues and parameters. Nineteen franchisors using predominantly pure franchising, predominantly pure company-owned, plural, and predominantly multiple unit growth strategies were interviewed. Major contrasts have been identified, suggesting that system size, industry maturity and the nature of market demand impacts upon the choice of system governance structure. Generally, less mature and smaller networks rely upon predominantly single unit franchising strategies and less sophisticated HRM practices to foster local market innovation, build brand value and support rapid unit growth, while predominantly company owned strategies are favoured in environments of low competition and minimal demand uncertainty. In comparison, more mature systems use hybridised franchising forms and sophisticated HRM strategies to accommodate the competing demands of local market innovation, systemwide adaptation and system uniformity.

scholarly journals Archetypes of Green-Growth Strategies and the Role of Green Human Resource Management in Their Implementation

2021 ◽  
Vol 13 (2) ◽  
pp. 836
Author(s):  
Ana Labella-Fernández
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Growth Strategies ◽  
Green Growth ◽  
Exploration And Exploitation ◽  
Hrm Practices ◽  
Environmental Goals ◽  
Green Human Resource Management

This paper aims to develop a conceptual framework that explains how organizations address green growth. By integrating perspectives of organizational learning and ambidexterity, this paper proposes four archetypes of green-growth strategies. On the basis of exploration and exploitation dimensions, the proposed strategic green-growth archetypes are environmental-laggard, cooperative, entrepreneurial, and ambidextrous approaches. This paper suggests propositions about how to implement entrepreneurial and cooperative archetypes. It is also proposed that cooperative and entrepreneurial archetypes necessitate a set of the best and well-defined green human resource management (HRM) practices oriented towards strategic environmental goals. This paper thus proposes specific green HRM practices that better fit with each archetype. Lastly, this research concludes with a discussion of research implications.

scholarly journals Lordly Management and its Discontents: ‘Human Resource Management’ in Pakistan

2021 ◽  
pp. 095001702199736
Author(s):  
Syed Imran Saqib ◽  
Matthew MC Allen ◽  
Geoffrey Wood
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Emerging Economies ◽  
Banking Industry ◽  
New Institutionalism ◽  
Early Career ◽  
Hrm Practices ◽  
Power Differentials ◽  
Cultural Script

New institutionalism increasingly informs work on comparative human resource management (HRM), downplaying power and how competing logics play out, and potentially providing an incomplete explanation of how and why ‘HRM’ and associated practices vary in different national contexts. We examine HRM in Pakistan’s banking industry and assess how managers’ espoused views of HRM practices reflect prevailing ones in dominant HRM models, and how they differ from early-career professionals’ perceptions of these practices. The cultural script of ‘seth’ (a neo-feudalist construction of authority) influences managers’ implementation of HRM policies and competes with the espoused HRM logic. We argue that managers will pursue a ‘seth’ logic when managing employees, as it reproduces existing power differentials within companies. By doing so, they render HRM unrecognizable from dominant models. Indeed, by using the term ‘HRM’, much of the existing, new institutionalism-influenced literature rationalizes a particular view of organizations and management that is inappropriate and analytically misleading in emerging economies.

The effect of high-involvement human resource management practices on supply chain integration

2015 ◽  
Vol 45 (8) ◽  
pp. 716-746 ◽  
Author(s):  
Baofeng Huo ◽  
Zhaojun Han ◽  
Haozhe Chen ◽  
Xiande Zhao
Keyword(s):  
Supply Chain ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Estimation Method ◽  
Supply Chain Integration ◽  
Equation Modeling ◽  
High Involvement ◽  
Content Type ◽  
Hrm Practices

Purpose – Taking an interdisciplinary approach, the purpose of this paper is to combine concepts from human resource management (HRM) and supply chain management (SCM) fields and explore the effects of high-involvement HRM practices on supply chain integration (SCI). Design/methodology/approach – Using empirical survey data collected from ten countries, the authors examine the specific effects of three dimensions of high-involvement HRM practices – employee skills, incentives and participation – on three types of SCI – internal integration, supplier and customer integration. The authors use structural equation modeling and the maximum-likelihood estimation method to test the proposed relationships. Findings – The results confirm the overall relevancy of HRM to SCI. However, several proposed links are not supported by the data collected. Originality/value – This study makes both theoretical and managerial contributions by empirically examining the interface between HRM and SCI. More specifically, it examines the effects of different high-involvement HRM practices on different types of SCI. The findings will not only help researchers to better understand the interface, but will also guide managers in adjusting HRM practices to achieve desired operational goals.

The relationships between Human Resource Practices on Employee Retention in Malaysian Industrial Settings

2013 ◽  
Vol 1 (2) ◽  
pp. 09-20
Author(s):  
Kim Lian Lee ◽  
Sarvanan Singram ◽  
Christopher Luke Felix
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Appraisal ◽  
Human Resource ◽  
Employee Retention ◽  
Management Practices ◽  
Human Resource Practices ◽  
Manufacturing Companies ◽  
Hrm Practices ◽  
Human Resource Management Practices

Objective - The study explores the relationships between human r esource management practices on employee retention in Malaysian industrial setting s . The human resource management practices such as selection, training and development, performance appraisal and reward were considered in this study as the main factors that impact the employee retention in an organization Methodology/Technique - All d ata used in th is study consist s of respondents of executives and managers in manufacturing companies located in Klang Valley, Malaysia. Data processing and statistical analyses were mainly carried out using SPSS. Reliability test was used to check the con sistency and dimensionality of the scale items. P e a rson Intercorrelation was used to measure the associations among the human resource practices and employee retention and Multiple Regression Analysis to check the criterion - related validity of the scale i tems and to complement the correlation results. Findings - Data from 151 respondents from various industries show ed that the reward was most correlated with employee retention. This is followed by performance appraisal, in which fair and inclusive appraisa l leads to better retention. On the contrary, selection was found to have least significance relationship with employee retention. Novelty - The contribution of the study is in asserting some findings for human resource manager to understand the importanc e of an effective HRM practices on employee retention in the manufacturing industry. Apart from that, this research provides an understanding of some important elements in human resource management practices that are more effective in employee retention. Type of Paper - Empirical Type of Paper - HRM Practices; Employee Retention; Relationship; Significance .

The Relationship Between Human Resource Management Practices, Knowledge Management Practices, and Performance: Evidence from the Healthcare Industry in India

2021 ◽  
pp. 097215092110372
Author(s):  
Satyanarayana Parayitam ◽  
Shaik Mohamed Naina ◽  
Timothy Shea ◽  
Abdul Hameed Syed Mohideen ◽  
Alex Aruldoss
Keyword(s):  
Knowledge Management ◽  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Management Practices ◽  
Training And Development ◽  
Learning Culture ◽  
Hrm Practices ◽  
The Relationship

The objective of the present study is to examine the impact of human resource management (HRM) practices on organizational performance. Knowledge management (KM) practices as a moderator in the relationship between HRM practices and organizational performance are studied by developing a conceptual model. Using a structured survey instrument, the data were collected from 979 employees from 10 hospitals in the southern part of India (Tiruchirappalli District of Tamil Nadu). After thoroughly checking the instrument’s measurement properties using the LISREL, hierarchical regression was performed to test the hypotheses. The results support (a) compensation and rewards, performance appraisal and learning culture that are positively and significantly related to organizational performance; (b) recruitment and selection, training and development that are not significantly related to organizational performance; and (c) KM practices that moderate the relationship between (a) training and development and organizational performance, and (b) learning culture and organizational performance. Finally, the implications for HRM and KM are discussed.

Battling COVID-19 with human resource management bundling

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Arosha S. Adikaram ◽  
N.P.G.S.I. Naotunna ◽  
H.P.R. Priyankara
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Crisis Management ◽  
Human Resource ◽  
Qualitative Methodology ◽  
Health And Safety ◽  
Employee Motivation ◽  
Health Crisis ◽  
Content Type ◽  
Hrm Practices

PurposeThis paper aims to present an empirically driven crisis management framework of complementary human resource management (HRM) bundles that can be utilized in simultaneously managing the health crisis, financial crisis and disruptions to business operations through lockdown and other government restrictions propelled by the COVID-19 pandemic.Design/methodology/approachThe framework is developed employing qualitative methodology, drawing from the successful HRM practices adopted by 26 Sri Lankan companies in battling the many crises of COVID-19 and using the soft HRM approach as the theoretical basis.FindingsThe findings report a framework that consists of three key HRM bundles (health and safety bundle, cost-saving bundle and employee motivation and engagement bundle) entailing an array of inter-related, internally consistent, complementary and mutually reinforcing HRM practices and HRM activities. These HRM bundles and the HRM practices as well as the HRM activities therein, indicate how a softer approach to managing employees can be used during a crisis.Practical implicationsThe framework will inform the HRPs of the HRM bundles, HRM practices and HRM activities that can be used to manage the multiple crises created by COVID-19 and other similar pandemics.Originality/valueThe study contributes to and expands the knowledge of HRM in crisis management generally and HRM in a global pandemic more specifically.

Human Resource Management and Industrial Relations in the Latin American Context

2021 ◽  
pp. 285-305
Author(s):  
Wilson Aparecido Costa de Amorim ◽  
Antonio Carvalho Neto
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Latin American ◽  
Industrial Relations ◽  
Institutional Setting ◽  
Theoretical Point ◽  
Contextual Influences ◽  
Comparative Analyses ◽  
Hrm Practices

With a particular focus on the Mercosur bloc, this chapter examines key features of human resource management (HRM) and industrial relations systems (IRS) in Latin America. Several key themes are explicated in the chapter. The first theme is whether the dissemination of HRM practices in an institutional setting that emphasizes the hierarchical and market characteristics of IRS will also produce some kind of convergence in these practices. The second theme is to what extent the rather different national institutional environments generate similar or different HRM practices. The third theme, relatedly, is whether evidence exists of mimetic influences in the spread of HRM practices. The framework discussed in the chapter could serve as a useful theoretical point of departure for identifying both national and regional contextual influences on HRM and IRS. It may ignite interest in comparative analyses in the Latin American context. Accounts of HRM in the Latin American context, along with comparative analyses of IRS of specific countries in the region, are significantly underrepresented in the literature. Furthering national comparative research on HRM practices of organizations in the Mercosur region could open up new lines of inquiry, in particular, on the likelihood of convergence or divergence.

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