High-involvement practices in human resource management: concept and factors that motivate their adoption

2003 ◽  
Vol 14 (4) ◽  
pp. 511-529 ◽  
Author(s):  
Mónica Ordiz-Fuertes ◽  
Esteban Fernández-Sánchez
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
High Involvement ◽  
Management Concept

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.

Transformational Human Resource Management

2022 ◽  
pp. 340-357
Author(s):  
Ikramul Hasan ◽  
MD. Nazmul Islam ◽  
Mohammad Ashraful Ferdous Chowdhury
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Organizational Efficiency ◽  
Organizational Alignment ◽  
Organizational Goals ◽  
Management Concept ◽  
Potential Factors ◽  
Positive Effect ◽  
Potential Moderator

Human Resource Management plays an essential role for attaining organizational goals. Nowadays, practitioners, researchers, and academicians around the world are emphasizing to transform and reshape the practice of human resource. However, very few research works have been done in the area of Transformational Human Resource Management (T-HRM). Hence, the aim of this chapter is to propose an integrated framework of T-HRM and organizational efficiency. In light of that, this study has proposed potential factors of the T-HRM. Secondly, this study presented positive effect of the factors of T-HRM on organizational efficiency management. Concept of knowledge management has introduced as a potential mediator, and ICT and organizational alignment has presented as a potential moderator of this study. Finally, knowledge of this study will provide better insights on T-HRM for ensuring organizational efficiency.

From Employee-experienced High-involvement Work System to Innovation: An Emergence-based Human Resource Management Framework

2018 ◽  
Vol 61 (5) ◽  
pp. 2000-2019 ◽  
Author(s):  
Yixuan Li ◽  
Mo Wang ◽  
Danielle D. van Jaarsveld ◽  
Gwendolyn K. Lee ◽  
Dennis G. Ma
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
High Involvement ◽  
Management Framework ◽  
Work System

The role of knowledge-based psychological climates in human resource management systems

2016 ◽  
Vol 54 (5) ◽  
pp. 1222-1246 ◽  
Author(s):  
David Meyer ◽  
Steve Dunphy
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Work Conditions ◽  
Equation Modeling ◽  
Work Systems ◽  
High Involvement ◽  
Content Type ◽  
Knowledge Based ◽  
Employment Security

Purpose – Responding to Colbert’s (2004) call for research examining the complexity of work systems’ effect on performance, and following Meyer and Dunphy’s (2014, 2015) work determining the general manner by which the complex mechanism of strategy choice and its implementation effect corporate performance, the purpose of this paper is to specify and test a model of the effects of workplace factors affecting employee responses to the demand for increased knowledge in using technology. Design/methodology/approach – Drawing on the literature on the resource-based view of strategy and the knowledge-based (KB) view of human resource management system implementation, theory is developed, and hypotheses are generated, regarding employee attitudes toward skill development, technology, employment security, and feedback and their impact on competence and impact. Meaningfulness, self-determination, work conditions, and intensity are controlled for. Data from a sample of 888 employees, 24 managers, and corporate executives across eight Detroit-area automotive supplier firms are used to test the model using structural equation modeling. Findings – Individual psychological states of competence and impact are positively and strongly associated with KB psychological climates that foster and condition positive beliefs about the importance of learning new skills and about the effects of the diffusion of new technologies on employees. Research limitations/implications – The complexity of the interactions of management implementation of workplace practices on employee performance still needs more sorting out. Only unionized employers pursuing high-involvement work systems were studied. Other types of employers would have very different workplace climates. Practical implications – Only unionized employers pursuing high-involvement work systems were studied. Other types of employers would have very different workplace climates. Social implications – In order to have employees be receptive to changing technology and the resulting, increased demands for knowledge and skill, employers have to provide long-term employment security. Originality/value – The results provide the specific manner by which employers can increase employee receptiveness to increase workplace knowledge and training to have more impact on their performance.

scholarly journals Leadership, appreciative management and empowerment in physiotherapy practice

2021 ◽  
Vol 46 (1) ◽  
pp. 23-28
Author(s):  
Stevan Jovanović ◽  
Ljiljana Jovčić ◽  
Biljana Stojanović-Jovanović
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Health Systems ◽  
Health Workers ◽  
Employee Support ◽  
Physiotherapy Practice ◽  
Patient Relations ◽  
Management Concept ◽  
Operational Activities

Within national health systems, there is an inadequacy in terms of human resource management due to the specificity of operational activities of health workers, patient relations and the fulfillment of organizations' requirements.The paper views distributive or shared leadership and appreciation management as a new management concept that has a focus on employees, and which especially appreciates and emphasizes professionalism, cooperation, interaction skills and employee support and proposes the application of this concept in health systems, especially in physiotherapy practice.

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