Knowledge-based HRM practices as an antecedent to service innovative behavior

2019 ◽  
Vol 27 (1) ◽  
pp. 41-58 ◽  
Author(s):  
Noopur Noopur ◽  
Rajib Lochan Dhar
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Research Work ◽  
Work Behavior ◽  
Innovative Behavior ◽  
Content Type ◽  
Knowledge Based ◽  
Proposed Model

Purpose The purpose of this paper is to try to profess that human resource management and knowledge are key antecedents, the amalgamation of which helps in developing the human capital (HC) which in turn generates employee’s service innovative behavior. Previous researches have studied the combination of human resource management (HRM) and knowledge perspective but not explicitly, there remains a significant gap and the HRM-innovative behavior literature remains unexplored. Design/methodology/approach SPSS 21, AMOS 21 and SAS 9.1 software were used to calculate the reliability of the scales, convergent, discriminant validity and overall fitness of the proposed model. SPSS macro called PROCESS was used to determine the indirect effect if any. Further, hierarchical linear modeling was performed to test the group level effect on the proposed model. Findings The research work confirms the role of knowledge-based human resource management (KHRM) practices as a precursor to HC, thus influencing the employee service innovative behavior when the person–organization fit is high rather than low. The literature has also elaborated on the central role of knowledge mechanisms in influencing a firm’s capability to support novel ideas and creative work patterns. Originality/value The present study has tried to investigate a very novel topic, i.e., KHRM practices whose literature are negligible. The research work has highlighted as to how KHRM practices which are basically non-tangible, rare, non-imitable can influence the innovative work-behavior of employees in a less knowledge-intensive industry such as the tourist hotels.

Human resource management from an Islamic perspective: a contemporary literature review

2016 ◽  
Vol 9 (1) ◽  
pp. 109-124 ◽  
Author(s):  
Muhammad Habib Rana ◽  
Muhammad Shaukat Malik
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Contemporary Literature ◽  
Research Work ◽  
Business Organizations ◽  
Journal Articles ◽  
Content Type ◽  
Role Of Religion

Purpose The purpose of this paper is to present a concise overview of available research work on Islamic principles related to human resource management (HRM). Design/methodology/approach With the purpose in view, an effort was made to collect books, journal articles and research papers. The selected works cover the period from 2003 to 2014. The reason behind selection of this period is the fact that during this time, an increased emphasis on religion, particularly Islam, has been felt the world over. The ideas and inferences out of those works have been compiled in a concise and ordered form. Compilation of ideas has been thematically arranged on the basis of different areas of HRM which led to the findings of the study. Findings Business organizations in Islamic countries or those being managed by the Muslims generally claim to follow Islamic management principles. However, practical adherence to these principles varies in various shades depending on national and organizational culture. The reviewed literature covers the theory of HRM and identifies the Islamic principles related to it. Mostly, the researchers have elaborated the Islamic guidelines related to HRM; however, a few have also ventured to find out practical application of Islamic principles and their efficacy. Research limitations/implications Books and articles included in this review do not present wholesome picture. Although random selection from various authors and journals neutralizes the limitation to some extent, a more comprehensive review may improve the findings. Originality/value Religion has proven to be a driving force in the display of human commitment and devotion in various forms of competitions including war. Identification of the role of religion in business can open new vistas in HRM. The glimpses of the role of Islam in business, especially HRM, included in this review can have far reaching impact.

Retirement and organizations: perspectives and challenges for both workers and human resource management

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Diogo Henrique Helal ◽  
Cleverson Vasconcelos da Nóbrega ◽  
Tatiana Aguiar Porfírio de Lima
Keyword(s):  
Quality Of Life ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Design Methodology ◽  
Active Role ◽  
Theoretical Framework ◽  
Content Type

Purpose This paper aims to reflect on retirement, showing its different viewpoints, advocating the need to understand the issue from a procedural and multidimensional perspective, and especially, defending a more active role of human resource management in the process. Design/methodology/approach This paper presents a theoretical framework of retirement, based on a procedural and multidimensional perspective. Findings To study how individuals adapt to retirement permits the discovery, for example, of how they obtain the quality of life after the transition and how they manage the internal and external aspects of the process. Human resource management must treat retirement as a complex and multidimensional phenomenon. This means it should consider retirement not only as a decision but also as a process. Originality/value This essay seeks to reflect on retirement, advocating the need to understand the issue from a procedural and multidimensional perspective, and especially, defending a more active role of human resource management in the process.

The strategic human resource management approaches and organisational performance

2019 ◽  
Vol 16 (2) ◽  
pp. 181-193 ◽  
Author(s):  
Adnan Iqbal
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Strategic Human Resource Management ◽  
Organisational Performance ◽  
Content Type ◽  
Starting Point ◽  
Creative Climate ◽  
The Relationship

PurposeDespite the strategic importance of the approaches, most of the approaches consider “internal fit” or “external fit”, and do not consider the role of creative climate. The purpose of this paper is to explore the relationship between approaches to strategic human resource management (SHRM) and organisational performance through a creative climate.Design/methodology/approachThis paper has divided into three parts. First, the paper explores the literatures on the constructs. Second, it examines the relationships between constructs dealt with in the literature. Third, the review identifies the gaps in the literature and describes future recommendations of research for this field.FindingsThis study can serve as a starting point for future research on the relationship between SHRM practices, creative climate and organisational performance in terms of financial, human resource and customer retention. Researchers and practitioners need to understand the relationship between the three constructs.Originality/valueThe paper helps managers need to design strategic HRM policies and practices that are aligned with creative climate and organisational performance. Furthermore, it helps scholars/researchers focus their research on the relationship between HRM approaches (universal and contingency approaches), organisational performance and examining the role of creative climate as a mediator to overcome its causal limitations.

Perceived Human Resource Management Practices

2014 ◽  
Vol 13 (1) ◽  
pp. 21-33 ◽  
Author(s):  
Corine Boon ◽  
Frank D. Belschak ◽  
Deanne N. Den Hartog ◽  
Mark Pijnenburg
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Time Allocation ◽  
Management Practices ◽  
Governmental Organization ◽  
Extra Effort ◽  
Proposed Model ◽  
Human Resource Management Practices

How employees spend their work time can have important consequences for organizations. Although some research has examined the relationship between human resource management (HRM) and employee absence, we know less about whether HRM also affects employees’ time allocation at work. This study examines the role of perceived HRM and psychological processes in explaining employee absence and time allocation in the form of time spent on core task and contextual activities. Besides an avoidance mechanism, linking perceived HRM to absence via lower satisfaction, we propose an approach mechanism linking perceived HRM to time spent on task and contextual activities via satisfaction and willingness to exert extra effort. A study among 1,626 employees of a Dutch governmental organization supports the proposed model.

Presenting an evaluation model of human resource management’s effect on corporate entrepreneurship

2016 ◽  
Vol 12 (3) ◽  
pp. 228-242 ◽  
Author(s):  
Babak Ziyae
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Structural Equation ◽  
Evaluation Model ◽  
Corporate Entrepreneurship ◽  
Equation Modeling ◽  
Content Type ◽  
Knowledge Based ◽  
The Relationship

Purpose – The purpose of this paper is to clarify the attention to the elements of human resource strategic management that can promote motivation of employees of knowledge-based institutions for developing corporate entrepreneurship. Design/methodology/approach – This study is considered as an empirical one in terms of objective, and its research methodology is descriptive-correlative type. More specifically, structural equation modeling was used for data analysis. Findings – The findings demonstrate that promotion of skill and knowledge levels of people, as an operational strategy in the development of human resource in knowledge-based institutions, increases the demand for job promotion and enhances employees’ motivation in corporate entrepreneurship. On the other hand, organizational culture moderate the relationship between human resource management and corporate entrepreneurship. Originality/value – This paper fulfills an identified need to study the relationship between human resource management and corporate entrepreneurship. The manuscript creates a paradigm for future studies of the evolution of corporate entrepreneurship and human resource management.

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.

Antecedents of small business financial performance: the role of human resource management practices and strategy

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Willie Chinyamurindi ◽  
Janatti Bagorogoza Kyogabiirwe ◽  
Jolly Byarugaba Kabagabe ◽  
Samuel Mafabi ◽  
MTutuzeli Dywili
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Financial Performance ◽  
Human Resource ◽  
Small Businesses ◽  
Management Practices ◽  
Content Type ◽  
Human Resource Management Practices ◽  
The Relationship

PurposeThere is noted emphasis on the role of small businesses as conduits for economic development especially in emerging economies. Given this, there is need for constantly seeking for ways to assist small businesses achieve success. Calls exist in the literature to investigate the combined role that strategy and human resource management practices can play leading to efforts of financial success.Design/methodology/approachA structured questionnaire was utilised and data collected from 401 small businesses operating in the Eastern Province of South Africa. Pearson product–moment correlation and hierarchical regression were used in the data analysis.FindingsThe results confirm that a direct relationship exists between strategy and financial performance. Further, the relationship is made significant only through the mediation effect of human resource management practices.Practical implicationsTo fully realise the enactment of strategy within small businesses there is need to pay attention to the role that human resource management practices may potentially have on financial performance. Small business owner-managers need to ground their strategies with sound human resource management practices. Through this, firm financial performance can be attained.Originality/valueThe paper sheds light and presents a model that illustrates the mediating role of human resource management practices on the relationship between strategy and financial performance.

Innovation and firm performance: the role of human resource management practices

2015 ◽  
Vol 3 (1) ◽  
pp. 64-80 ◽  
Author(s):  
Mirta Diaz-Fernandez ◽  
Mar Bornay-Barrachina ◽  
Alvaro Lopez-Cabrales
Keyword(s):  
Resource Management ◽  
Firm Performance ◽  
Human Resource Management ◽  
Human Resource ◽  
New Technologies ◽  
Full Time ◽  
Temporary Workers ◽  
Content Type ◽  
Hrm Practices

Purpose – The purpose of this paper is to study the relationship between human resource (HR) practices and innovative performance in the Spanish industry. Specifically, the authors will focus on innovativeness, analysing the extent to which this capability is favoured by some human resource management (HRM) practices as investments on training and whether it is also affected by the use of full time and/or temporary workers. Design/methodology/approach – The authors propose the assessment of these relationships by means of the Spanish Survey of Industrial Strategic Behaviour. The authors focus the longitudinal analysis on the period 2001-2008, years of the highest economic growth in Spain during the last decades. Findings – The findings show that the most innovative firms are also the most competitive ones in terms of added value. Moreover, while a significant and positive relationship between the use of full-time workers and innovativeness is demonstrated, the role of temporary workers employees remains unclear. Finally, and surprisingly, training investments on new technologies, languages and data processes do not have any impact on innovativeness. The paper is closed with a discussion about some lessons the authors may learn from these wealthy years and the role played by HRM investments on firms. Practical implications – This study demonstrates the existence of two objectives that managers should seek to achieve. On one side, they should focus on innovation as a way of increasing firm performance. And, on the other side, managers should invest on specific training, in order to develop more innovative and profitable organizations. Originality/value – This paper proposes and tests a model where innovation mediates the relationships between HRM practices and performance. Such mediation would be a contribution to the strategic HRM field as very recent research call for the study of new mediators. Also, this paper employs panel data (2001-2008) for assessing these relationships. This is worthy because it is coherent with the idea of internal development of capabilities, instead of cross-sectional analyses and because the authors may infer causality with the study design, as it is demanded by researchers.

Emerging human resource management practices in Industry 4.0

2019 ◽  
Vol 18 (4) ◽  
pp. 176-181 ◽  
Author(s):  
Geeta Rana ◽  
Ravindra Sharma
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Best Management Practices ◽  
Industry 4.0 ◽  
Management Practices ◽  
Industrial Relations ◽  
Content Type ◽  
Human Resource Management Practices

Purpose The study aims to offer a fresh perspective on best management practices to encourage innovation and learning in the firm to keep abreast with and adopt industry 4.0 advancements. The human resource (HR) department must take proactive steps to adopt these technologies and update itself in terms of necessary skill. The study highlights the importance of human resource management practices in industry 4.0. Design/methodology/approach The paper discusses the transforming role of HR 4.0 in a disrupting economy with the help of the conceptual framework. This paper illustrates how the new role of HR boosts engagement by designing the best personalized benefits, trusting teams, collaborating and providing personal development, which make a great case for a successful retention strategy. Findings This paper reveals how organizations can ensure their success and survival in this age of technological disruptions through their people. Top management must be ready for a new transformed role of the HR through innovative HR practices. Originality/value This paper provides plenty of information to interest practicing managers, researchers and students in HR management, organizational behavior and industrial relations.

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