HR Management for an Aging Workforce

2009 ◽  
Vol 8 (4) ◽  
pp. 201-213 ◽  
Author(s):  
Jörg Korff ◽  
Torsten Biemann ◽  
Sven Voelpel ◽  
Eric Kearney ◽  
Christian Stamov Roßnagel
Keyword(s):  
Organizational Performance ◽  
Work Motivation ◽  
Positive Association ◽  
Organizational Outcomes ◽  
Strategic Human Resource Management ◽  
Aging Workforce ◽  
Hr Practices ◽  
Age Related ◽  
Psychology Perspective ◽  
Developmental Dynamics

Abstract. Strategic human resource management (SHRM) research has provided evidence for a positive association between HR practices and organizational performance. However, theory-building has not considered developmental dynamics across the working life and its implications for the association between HR practices and organizational outcomes. We call for an extension of current SHRM approaches and suggest adopting a life-span psychology perspective on age-related changes of cognitive capabilities, personality, and affect. Integrating the constructs of job satisfaction, organizational commitment, and work motivation establishes a conceptual framework that helps to explain the association of HR practices with performance in an age-differentiated manner. Pertinent propositions address essential facets of the framework for the age-related alignment of HR practices. We discuss directions for further research.

Strategic Human Resource Management and Organizational Performance

2012 ◽  
pp. 87-101
Author(s):  
P.C. Bahuguna ◽  
P. Kumari
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
High Performance ◽  
Business Environment ◽  
Strategic Human Resource Management ◽  
Historical Background ◽  
Strategic Fit ◽  
Hr Practices

The discipline of human resource management has progressed significantly over a period of time. Today it is being considered as the most critical source of competitive advantage to the firm. It has progressed to a strategic business partner. Various approaches and models of strategic human resource management have been developed within the framework of strategic human resource management. Like many theories of organization, none are complete. Rather being right or wrong each approach points to different aspect of the process needed to develop effective strategic human resource functions. The issue of fitting HR practices to business strategy has become increasingly relevant over few years. Therefore in the present study we have made efforts to highlight various issues which are relevant to the strategic HRM in the changing scenario of business environment. The present chapter has been divided into five sections. In the first part, the changes occurring in the business environment and its implications for human resource functionaries have been discussed. In the second section we have highlighted the changing role of human resource management. Historical background of strategic human resource management, its role in addressing the challenges of changing business scenario and determinants of strategic fit have also been presented in the second section. In the third section issues regarding the relationship of strategic human resource management with business performance have been discussed. In the fourth section we have made efforts to bring into notice those emerging future trends which might become key issues for high performance in the organization of new era. At last conclusions have been drawn that what needs to be done on the part of the HR functionaries and the organization itself to enhance the strategic fit between the various HR practices and the overall organizational strategic plan.

Measure what matters: descriptive and predictive metrics of HRM-pathway toward organizational performance

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Rajasshrie Pillai ◽  
Brijesh Sivathanu
Keyword(s):  
Decision Making ◽  
Data Quality ◽  
Organizational Performance ◽  
Human Resource ◽  
Strategic Human Resource Management ◽  
Content Type ◽  
Hr Practices ◽  
Strategic Hrm ◽  
Financial Metrics ◽  
Hr Managers

PurposeTo understand human resource (HR) practices outcomes on HR decision making, strategic human resource management (HRM) and organizational performance by exploring the HR data quality along with descriptive and predictive financial and non-financial metrics.Design/methodology/approachThis work utilizes the grounded theory method. After the literature was reviewed, 113 HR managers of multinational and national companies in India were interviewed with a semi-structured questionnaire. The collected interview data was analyzed with NVivo 8.0 software.FindingsIt is interesting to uncover the descriptive and predictive non-financial and financial metrics of HR practices and their influence on organizational performance. It was found that HR data quality moderates the relationship between the HR practices outcome and HR metrics. This study found that HR metrics help in HR decision-making for strategic HRM and subsequently affect organizational performance.Originality/valueThis study has uniquely provided the descriptive and predictive non-financial and financial metrics of HR practices and their impact on HR decision making, strategic HRM and organizational performance. This study highlights the importance of data quality. This research offers insights to the HR managers, HR analysts, chief HR officers and HR practitioners to achieve organizational performance considering the various metrics of HRM. It provides key insights to the top management to understand the HR metrics' effect on strategic HRM and organizational performance.

scholarly journals Impact of workplace spirituality on employee attitudes and engagements

2021 ◽  
Vol 23 (1) ◽  
Author(s):  
Hafsa Iqbal ◽  
Kashif Riaz ◽  
Dr. Kamran Khan ◽  
Dr. Syed Karamatullah Hussainy
Keyword(s):  
Organizational Performance ◽  
Employee Engagement ◽  
Positive Association ◽  
Workplace Spirituality ◽  
Organizational Outcomes ◽  
Employee Attitudes ◽  
Business World ◽  
Employee Attitude ◽  
The Impact ◽  
The Relationship

An important question in the field of spirituality at the workplace concerns the relationship of this construct with organizational outcomes. While recognizing that workplace spirituality is an abstract concept, this study attempts to empirically measure the relationship between spirituality at the workplace with employee attitude and engagement. Workplace spirituality has been measured through a combination of individual and organizational type variables whereas employee attitude was measured through five prevalent variables. Two variables were used to measure employee engagement. This study proved a positive association between spirituality at the workplace and employee attitude and engagement. PLS-SEM is used to test the developed research model and hypotheses on the collected data. In conclusion and recommendation, this paper presents numerous implications and research directions for both academics and the business world, moreover, the paper also justifies the need for a comprehensive investigation into the impact of workplace spirituality on employees and subsequently on organizational performance.

What Makes Performance-Related Pay Effective in the Public Sector? Target, Pay Design, and Context

2021 ◽  
pp. 0734371X2199072
Author(s):  
Jinsol Park
Keyword(s):  
Public Sector ◽  
Organizational Performance ◽  
Organizational Context ◽  
Positive Association ◽  
Organizational Outcomes ◽  
Successful Implementation ◽  
Organizational Contexts ◽  
The Public ◽  
Public Managers ◽  
Employee Characteristics

While performance-related pay (PRP) has been implemented in most OECD countries over the past four decades, its effectiveness is still up for debate. What is under-investigated in the previous literature is under what conditions the public sector can effectively implement an optimal design of a PRP system. This study investigates how the target of PRP, the design of performance pay, and organizational context affect the effectiveness of PRP. The findings indicate that PRP has a positive association with organizational performance but the aspects of performance it affects differ depending on to whom it is implemented and how PRP is designed. This study also finds that the positive effect of PRP for top executives is attenuated if organizational outcomes are not easily observable. This article suggests that public managers should pay careful attention to employee characteristics, pay design, and organizational contexts for the successful implementation of PRP in the public sector.

Strategic Human Resource Management & Organizational Performance

2010 ◽  
pp. 150-165
Author(s):  
P.C. Bahuguna ◽  
P. Kumari
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
High Performance ◽  
Business Environment ◽  
Strategic Human Resource Management ◽  
Historical Background ◽  
Strategic Fit ◽  
Hr Practices

The discipline of human resource management has progressed significantly over a period of time. Today it is being considered as the most critical source of competitive advantage to the firm. It has progressed to a strategic business partner. Various approaches and models of strategic human resource management have been developed within the framework of strategic human resource management. Like many theories of organization, none are complete. Rather being right or wrong each approach points to different aspect of the process needed to develop effective strategic human resource functions. The issue of fitting HR practices to business strategy has become increasingly relevant over few years. Therefore in the present study we have made efforts to highlight various issues which are relevant to the strategic HRM in the changing scenario of business environment. The present chapter has been divided into five sections. In the first part, the changes occurring in the business environment and its implications for human resource functionaries have been discussed. In the second section we have highlighted the changing role of human resource management. Historical background of strategic human resource management, its role in addressing the challenges of changing business scenario and determinants of strategic fit have also been presented in the second section. In the third section issues regarding the relationship of strategic human resource management with business performance have been discussed. In the fourth section we have made efforts to bring into notice those emerging future trends which might become key issues for high performance in the organization of new era. At last conclusions have been drawn that what needs to be done on the part of the HR functionaries and the organization itself to enhance the strategic fit between the various HR practices and the overall organizational strategic plan.

Mediating Effect of Organizational Commitment Between Islamic Human Resource Practices and Organizational Performance Among Islamic Banks of Bangladesh

2018 ◽  
Vol 15 (2) ◽  
pp. 54-65
Author(s):  
Bablu Kumar Dhar ◽  
Rosnia Masruki ◽  
Mahazan Mutalib ◽  
Hatem Mohammed Rahouma ◽  
Farid A. Sobhani ◽  
...  
Keyword(s):  
Organizational Commitment ◽  
Organizational Performance ◽  
Human Resource ◽  
Structural Equation ◽  
Stock Exchange ◽  
Reliability And Validity ◽  
Mediating Effect ◽  
Islamic Banks ◽  
Hr Practices ◽  
The Impact

This paper aims at exploring the impact of Islamic human resource (HR) practices on organizational performance though organizational commitment. Data were collected from randomly selected 170 branch managers of six Islamic Banks listed on Dhaka Stock Exchange of Bangladesh. After collecting data, descriptive analysis and structural equation model were done to examine reliability and validity of the model. By analysis, the study finds that Islamic HR practices have more significant impact on organizational performance though organizational commitment rather than the direct effect of Islamic HR practices to organizational performance. The findings of the study advocate that Islamic banks should emphasize more on Islamic HR practices and organizational commitment to uphold their organizational performance.

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