High involvement management and human resource line sustainability

2006 ◽  
Vol 7 (1) ◽  
pp. 279-286 ◽  
Author(s):  
Paul J. Gollan
Keyword(s):  
Organizational Performance ◽  
Human Resource ◽  
High Performance ◽  
Current Evidence ◽  
High Involvement ◽  
Content Type ◽  
Major Factors ◽  
The Impact ◽  
Practical Implications ◽  
High Involvement Management

PurposeThis article will outline a number of issues for organizations to consider when pursuing sustainable high performance workplace outcomes through high involvement management (HIM) initiatives and identifies those outcomes, which reinforce corporate profitability and corporate survival, and those that satisfy employee aspirations and needs in the workplace.Design/methodology/approachA model is presented that highlights the major factors, influences and outcomes of human resource sustainability in organizations. The paper then advocates an integrated model of the HIM process, emphasising the influence of organizational culture and the impact of the external environment based on human resources capabilities and sustainable organizational outcomes.FindingsOverall, what can be drawn from the research is that high quality communication and consultation between management and employees at the workplace is essential in achieving HIM and improved organizational performance and sustainable outcomes for organizations and employees.Research limitations/implicationsImportantly, the current evidence suggests that there are a number of necessary conditions when implementing HIM processes and approach: the research suggests management should inform, train and equip shopfloor employees to make decisions at their workplace and share ownership in the process.Practical implicationsThe practical implications are that managers need to reassess the role and level of the HR function, specifically its role in persuading organizations to adopt practices that support a sustainable approach.Originality/valueOnly by acknowledging the importance of employee satisfaction and commitment through the development of integrated employee consultation, organizational change, work and life policies, workplace institutions and comprehensive career development programs, will the organization achieve greater efficiency, and productivity.

Strengthening work engagement through high-performance human resource practices

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Charu Goyal ◽  
Manoj Patwardhan
Keyword(s):  
Organizational Performance ◽  
Human Resource ◽  
Work Engagement ◽  
High Performance ◽  
Service Sector ◽  
Positive Impact ◽  
Human Resource Practices ◽  
Content Type ◽  
The Individual ◽  
The Impact

PurposeThe purpose of this paper is to examine the relationship between the individual high-performance human resource practices (HPHRPs) and work engagement (WE) among the employees in the service industry in India.Design/methodology/approachThe data were collected from a sample of 234 employees working in the service sector in India with the help of a survey questionnaire method. Confirmatory factor analysis was used to validate the data. To test the hypothesized relationship, structural equation modelling was used.FindingsThe results revealed that five HPHRPs have a positive impact on the WE of employees in the service sector in India. Internal career opportunities negatively impact WE.Research limitations/implicationsThe study sample is limited to the service sector in India. Researchers are encouraged to study employee and organizational performance measures other than WE which could be impacted by high-performance work practices.Practical implicationsManagers seeking to strengthen WE could implement these HPHRPs in their firms operating in Indian service sector.Originality/valueThe paper is an attempt to provide empirical evidence on how the individual HPHRPs impacts WE in an organization. Earlier research has shown the impact of bundled HPHRPs on WE. Thus, this study is first to empirically test the direct relationship of individual HPHRPs with WE.

Human resources flexibility as a mediating mechanism between high-performance work systems and organizational performance: a multilevel quasi-longitudinal study

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Anastasia A. Katou
Keyword(s):  
Human Resources ◽  
Organizational Performance ◽  
Structural Equation ◽  
High Performance ◽  
Behavioural Flexibility ◽  
Work Systems ◽  
Content Type ◽  
High Performance Work Systems ◽  
Functional Flexibility ◽  
The Impact

PurposeThe purpose of this study is to investigate the impact of high-performance work systems (HPWS) on organizational performance through the mediating role of human resources (HR) flexibility (expressed by functional flexibility, skills malleability and behavioural flexibility).Design/methodology/approachThe study examines theoretical relationships in the Greek context, which reflects changing economic and financial crisis, based on multilevel structural equation modelling estimation, using three waves of sample data collected in years 2014, 2016 and 2018 from organizations operating in the private sector.FindingsThe study finds that although HPWS positively influences all three HR flexibility dimensions, this positive effect is not transferred equally to organizational performance. The dominant effect on organizational performance is attributed to skills malleability, a smaller effect to behavioural flexibility and a negligible effect to functional flexibility.Research limitations/implicationsAlthough the data collected refer to three different years, most of the companies and individuals responded to sampling were different. As such, the study does not allow for dynamic causal inferences due to its quasi-longitudinal nature.Practical implicationsThe findings of this study may influence managerial decisions in developing bundles of HPWS policies and practices in relation to HR flexibility attributes.Originality/valueSince most studies consider HR flexibility as an aggregated construct, this study is possibly one of the very few studies that is examining the differential impact of the HR flexibility dimensions on organizational performance in turbulent times.

Increasing the impact of SHRM on organizational performance

2019 ◽  
Vol 27 (5) ◽  
pp. 7-8
Keyword(s):  
Firm Performance ◽  
Organizational Performance ◽  
Design Methodology ◽  
Reading Time ◽  
Content Type ◽  
Pertinent Information ◽  
The Impact ◽  
Practical Implications ◽  
Overall Effectiveness

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings The role of HRM is increasingly being viewed in strategic as well as functional terms. The impact of SHRM on firm performance is also determined by factors in its internal and external contexts. Balance between these contextual dimensions and input from various actors in the organization can help increase the overall effectiveness of a SHRM system. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

The mediating effects of psychological contracts on the relationship between human resource management systems and organisational performance

2015 ◽  
Vol 36 (7) ◽  
pp. 1012-1033 ◽  
Author(s):  
Anastasia A. Katou
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Structural Equation ◽  
Psychological Contracts ◽  
Cross Sectional ◽  
Content Type ◽  
The Impact ◽  
The Relationship

Purpose – The purpose of this paper is to investigate the impact of human resource management (HRM) systems (expressed by content, process and climate) on organizational performance through the mediating role of psychological contracts (expressed by employer and employee promises fulfilment). Design/methodology/approach – The study examines theoretical relationships in the Greek context, based on structural equation modelling (SEM) estimation, using a sample of employees from both private and public sector organizations. Findings – The study finds that the impact of HRM content on organizational performance is less strong compared to its impact through HRM process. Additionally, the study finds that psychological contract partially and positively mediates the HRM – performance relationship, where the impact of HRM on organizational performance through employee promises fulfilment is stronger than that through employer promises fulfilment. Research limitations/implications – The study does not allow for appropriately investigating dynamic causal inferences due to the cross-sectional nature of data. Additionally, considering that Greece is experiencing a severe economic and financial crisis, the findings from this unique context may not generalize across borders. Practical implications – For improving organizational performance, managers and decision makers should make their HRM systems more visible, understandable, legitimate and relevant. At the same time they should make HRM systems more instrumental, valid and consistent of HR messages. Originality/value – Investigations into the relationship between HRM systems and organizational performance have become increasingly common. Nevertheless, empirical studies that measure the influence of HRM systems, which integrate both content and process, on organizational performance are still rare. This paper partially fills this gap.

The art of unifying high-performance work practices, employee attitudes, and service quality

2019 ◽  
Vol 27 (1) ◽  
pp. 36-38
Keyword(s):  
Service Quality ◽  
High Performance ◽  
Employee Attitudes ◽  
Quality Level ◽  
Learning And Development ◽  
Content Type ◽  
High Performance Work Practices ◽  
Pertinent Information ◽  
The Impact ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds his/her own impartial comments and places the articles in context. Findings This research paper concentrates on the impact that trust levels between employees and their managers have on their performance and the service-quality level they become focused on delivering. Implementing trust-signaling HR policies, such as a consistently applied and transparent learning and development offering, supports managers in the active work of building trust with their people. Trusted employees reciprocate the feeling and ultimately become higher performers by being more satisfied at work. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Situations-vacant fall where employees are engaged

2014 ◽  
Vol 22 (5) ◽  
pp. 22-25 ◽  
Author(s):  
Randall P. Bandura ◽  
Paul R. Lyons
Keyword(s):  
Organizational Performance ◽  
Employee Engagement ◽  
Human Resource ◽  
Extensive Literature ◽  
Content Type ◽  
General Managers ◽  
Work Tasks ◽  
Employee Characteristics ◽  
Resource Specialists ◽  
Practical Implications

Purpose – The purpose of this study is to summarize recent commentary and research about employee engagement. It offers information on practices and suggestions aimed at helping human resource specialists and general managers to stimulate opportunities for employees to become more engaged in their work. Design/methodology/approach – Discusses employee engagement based on an extensive literature review of recent research and commentary regarding the concept. Findings – Advances the view that, depending upon one’s organizational culture, work tasks and employee characteristics, there are many practical opportunities for managers to help employees to become more engaged in their work and organization. Practical implications – Explains how employee involvement can help to improve product quality, cut costs, bolster employee retention and boost organizational performance. Social implications – Argues that employees have to find personal meaning in their work to be engaged. Originality/value – Serves as a refresher for those interested in the concept of employee engagement. Offers practical suggestions for human resource specialists.

The impact of business strategy on leadership

2015 ◽  
Vol 8 (2) ◽  
pp. 110-126 ◽  
Author(s):  
Thomas G. Marx
Keyword(s):  
Organizational Performance ◽  
Business Strategy ◽  
Online Survey ◽  
Rating Scales ◽  
Low Cost ◽  
Content Type ◽  
Best Value ◽  
The Impact ◽  
Market Strategies ◽  
Practical Implications

Purpose – The purpose of this paper is to test the proposition that business strategy affects leadership functions, skills, traits, and styles, and to assess the implications of these effects for the practice of both leadership and strategic planning. Design/methodology/approach – This is an empirical study based on over 450 responses to an online survey. Continuous rating scales allowed the use of regression analysis to test the impacts of different strategies on leadership. Findings – The results provide strong empirical evidence that Product (Differentiation vs Low Cost strategies), Best Value, and Blue Ocean strategies have significant effects on leadership. Market strategies (Broad vs Niche strategies) have limited impacts. The greater complexity of Product, Best Value, and Blue Ocean strategies underlie these findings. Research limitations/implications – This study explores the effects of strategy on leadership. Future studies need to explore if these effects are moderated by external, competitive conditions, and if strategy mediates the impacts of leadership on organizational performance. Practical implications – The practical implications of these findings are that leaders must adjust their behavior and leadership styles to effectively implement alternative strategies, and planners must assess their organization’s leadership capabilities when formulating strategy. Originality/value – There have been numerous studies of the impacts of external/internal conditions on leadership, but this is one of the first studies of the critical impacts of strategy on leadership.

Mitigating workplace adversity through employee resilience

2020 ◽  
Vol 19 (6) ◽  
pp. 279-283
Author(s):  
Stephanie Douglas
Keyword(s):  
Social Support ◽  
Organizational Performance ◽  
Human Resource ◽  
Design Methodology ◽  
Training And Development ◽  
Job Design ◽  
Review Of The Literature ◽  
Negative Effects ◽  
Content Type ◽  
Practical Implications

Purpose This paper aims to present the how resilience can mitigate workplace adversity and human resource practices (HRPs) to build capacity for resilience in employees. Design/methodology/approach A review of the literature was conducted for employee resilience. Findings Resilience can mitigate the negative effects of occupational and workplace adversity on employees. HRPs through job design, training and development and social support were found to foster capacity for resilience in employees and support organizational performance. Practical implications Organizations can use the findings to build organizational and human resource (HR) strategies to develop employee resilience. Originality/value The value of the paper is in presenting how employee resilience can lessen negative effects from workplace adversity and provide HR strategies to build resilience.

The linkage between high performance work systems on organizational performance, employee voice and employee innovation

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jola-Ade Ashiru ◽  
Galip Erzat Erdil ◽  
Dokun Oluwajana
Keyword(s):  
Organizational Performance ◽  
Human Resource ◽  
High Performance ◽  
Service Organization ◽  
Employee Voice ◽  
Organization Performance ◽  
Work Systems ◽  
Content Type ◽  
High Performance Work Systems ◽  
The Relationship

PurposeThe purpose of this paper is to examine the influence of high performance work systems (HPWSs) on employee voice, employee innovation and organization performance in a service organization. The study examines the mediating roles of employee voice on HPWSs and organizational performance.Design/methodology/approachAn online survey was distributed to 600 professional staff and a total number of 360 respondents returned the survey. The hypotheses are tested through the use of the variance-based structural equation modeling (SEM) technique.FindingsThese findings indicate that the HPWS has a significant impact on employee innovation and organization performance. The empirical evidence does not support the relationship between HPWS and employee voice and also employee voice does not mediate the relationship between HPWS and organization performance in a human resource (HR) service organization.Research limitations/implicationsEmployee voice does not empirically mediate the relationship between HPWS and organization performance; other factors can be further explored. Future research should employ other theories of strategic human resource management (SHRM) to further explore more factors that influence the HPWS on employee innovation, employee voice and organization performance.Practical implicationsThe organization should respond to employee voice through aforementioned rather than the use of traditional, strategic and operational methods or tools believed to be the best approach to employee issues.Originality/valueThis study builds a solid empirical investigation that contributes to the HPWS existing body of knowledge. It is also significant as it is one of the few studies that examine the link between HPWS and job outcomes, like employee voice, employee innovation and organizational performance, in an HR service organization and also employee voice as a mediator on HPWS and organizational performance.

The nexus between diversity management (DM) and organizational performance (OP): mediating role of cognitive and affective diversity

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Shagufta Showkat ◽  
Siddharth Misra
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Diversity Management ◽  
Content Type ◽  
Mediating Role ◽  
The Impact ◽  
The Relationship

Purpose Present day organizations are considering workforce diversity as one of the main challenges in the human resource management. This study aims to find out the relationship between diversity management (DM) in the context of strategic human resource management (SHRM) and organizational performance (OP). An attempt is made to find out the mediation effect of cognitive diversity (CD) and affective diversity (AD) in the relationship between DM and OP. Design/methodology/approach The constructs investigated in the present study include DM, OP, CD and AD. Structural equation modeling has been used to test the model fit. The data was collected from 50 human resource professionals working in different organizations in the information technology (IT) sector in Bangalore, India. Confirmatory factor analysis has been used for establishing the reliability. Findings The results show that there exists a significant relationship between DM and OP. This significant positive relationship can be attributed to the mediating role of CD and significant negative relationship is because of the AD. Research limitations/implications This study has several limitations. In this study, only three DM practices have been considered. The generalization of the results is another limitation as the study has been conducted in the IT sector in Bangalore, India. Similarly, sample size also affects the implications of an empirical study and sample size in this study is small. This study has investigated only the impact of two aspects of diversity, cognitive and affective, while neglecting the effect of communicational and symbolic processes. Practical implications The results indicate that organizations must consider that by providing intercultural trainings (ICTs), work–life balance (WLB) and work-time flexibility options, the negative aspects of diversity can be minimized. Moreover, organizations should encourage the task conflict which leads to better decision-making as well as creates a sense of group identification, which may help in the avoidance of negative consequences of AD. Originality/value This study is undertaken to find out the effect of certain diversity-oriented SHRM practices such as flexible working times, WLB, ICT and its impact on the OP in the Indian IT industry. This study has investigated the mediating role of CD and AD on the relationship between diversity-oriented SHRM practices and OP, which is the novelty of this study. Third, the study has been undertaken considering that there is a dearth of research on the impact of AD and CD on OP in the Indian context.

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