Human resource management in China: theory and practice

2009 ◽  
Vol 3 (4) ◽  
Author(s):  
David Lamond
2019 ◽  
Vol 34 (4) ◽  
pp. 214-232 ◽  
Author(s):  
Jeroen Meijerink ◽  
Anne Keegan

Purpose Although it is transforming the meaning of employment for many people, little is known about the implications of the gig economy for human resource management (HRM) theory and practice. The purpose of this paper is to conceptually explore the notion of HRM in the gig economy, where intermediary platform firms design and implement HRM activities while simultaneously trying to avoid the establishment of employment relationships with gig workers. Design/methodology/approach To conceptualize HRM in the gig economy, the authors offer a novel ecosystem perspective to develop propositions on the role and implementation of HRM activities in the gig economy. Findings The authors show that HRM activities in the gig economy are designed to govern platform ecosystems by aligning the multilateral exchanges of three key gig economy actors: gig workers, requesters and intermediary platform firms, for ensuring value co-creation. The authors argue that the implementation of HRM activities in the gig economy is contingent on the involvement and activities of these gig economy actors. This means that they are not mere recipients of HRM but also actively engaged in, and needed for, the execution of HRM activities. Originality/value The study contributes to research by proposing a theoretical framework for studying the design of HRM activities, and their implementation, in the gig economy. From this framework, the authors derive directions for future research on HRM in the gig economy.


2019 ◽  
Vol 1 (2) ◽  
pp. 15-27 ◽  
Author(s):  
Nisar Ahmed Channa ◽  
Syed Mir Muhammed Shah ◽  
Niaz Hussain Ghumro

The paper has attempted to examine a critical link between the strategic human resource management and crisis management. In this, the authors have taken a major drive to statistically test mediation and moderation simultaneously. Drawing upon the normal accident theory, the present study examined the link between strategic human resource management (SHRM) and crisis management through the mediation of organizational resilience. By adopting quantitative research approach, the data were collected from 176 HR managers of textile firms in Pakistan through survey method. The data were analysed by employing PLS-SEM technique. Results revealed that SHRM is positively linked with crisis management through the mediating effect of organizational resilience. In general, the results revealed that organizational resilience plays a key role in facilitating the relationship between SHRM and crisis management. The paper forwards notable implications for theory and practice followed by scope for future studies to enthusiastic scholars in the domain of HRM, strategic HRM and crisis management.


2018 ◽  
Vol 20 (1(66)) ◽  
pp. 18-23
Author(s):  
N. BASIURKINA ◽  
O CHMURA

Topicality. The system of personnel management is a set of methods, technologies of work with personnel and includes the processes of recruitment, adaptation, development and training, motivation, evaluation, certification, etc. The effectiveness of the personnel management system and, consequently, achievement of the company's goals depends on from how efficiently these processes are carried out. At the moment, there is a certain specificity in the management of personnel, which should be taken into account when developing a human resource management system of the enterprise. On this basis, the improvement of the personnel management system of modern organizations is an important task, the solution of which is currently essential for domestic economic theory and practice. The urgency of the problem lies in ensuring the success of each business, in particular - preventing the problem before it arises. Therefore, by being aware of the specifics of the management for each employee, company can not only prevent a number of problems, but also improve the quality of services provided by the company, as well as reduce some of the costs. Aim and tasks. The purpose of this article is to develop theoretical, methodological and practical applications, which would substantiate the importance of cultural and economic factors in improvement of the personnel management system. Research results. The research, conducted based on the community in one of the well-known social networks, gave an undeniable result. Both factors - cultural and economic - have been identified as factors with great influence on employees of almost every sphere of the enterprise. In addition, more than half of respondents pointed to a number of problems that arose due to inadequate study of these factors on the company premises. Conclusions. Human resource management system in modern organizations can be improved, which will allow to increase the efficiency of managerial efforts, productivity of all employees in organization, and moreover, to increase the integral efficiency of the whole enterprise. The conducted research showed the need for in-depth study of cultural and economic factors in order to improve the human resource management system.


2018 ◽  
Vol 3 (2) ◽  
pp. 20-39 ◽  
Author(s):  
Marwa Gaber Ahmed Fahim

Purpose The purpose of this research is to explore the dynamics of using strategic human resource management (SHRM) practices in the public sector. More specifically, this paper tries to point out some main aspects of SHRM, which strongly influence the decision of employees to stay. The empirical study here tends to reveal greater insights into the SHRM-retention relationship and its validation at the National Bank of Egypt (NBE). Design/methodology/approach This research is co-relational in nature with cause and effect approach. The design of the study is both descriptive in the theoretical part and quantitative in the applied one. Theoretically, this paper adopted the analytical approach to define the main concepts, aside from an empirical study to investigate correlations in practice. Findings This paper concludes that the employment of best HRM practices is deemed a remarkable strategic tool in the retention of core public employees. Also, the results of analysis provide evidence that SHRM contributes to employee retention at NBE. Practical implications The findings and recommendations of this research can practically guide management to devise effective policies to improve employee retention using appropriate SHRM activities, particularly in the Egyptian public organizations. Originality/value This research has valuable implications for both theory and practice, as it offers several contributions to literature in the field of study, as well as the practical contribution.


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