The relevance of socially responsible blue-collar human resource management

2019 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Nick Lin-Hi ◽  
Lisa Rothenhöfer ◽  
Igor Blumberg
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Emerging Countries ◽  
Blue Collar ◽  
Job Choice ◽  
Socially Responsible ◽  
Content Type ◽  
Blue Collar Workers ◽  
Garment Factory

Purpose The purpose of this paper is to investigate how Chinese factories can attract and retain blue-collar workers. While higher wages are typically considered to be an effective HR instrument in this regard, this paper argues for the relevance of ethics in the HR domain. To this end, the paper develops and tests the concept of socially responsible blue-collar human resource management (SRBC-HRM). Design/methodology/approach In a scenario-based experiment, 296 blue-collar employees from a Chinese garment factory responded to questionnaires measuring their job choice determinants regarding a fictitious employer. In the scenarios, pay level (average vs above average) and SRBC-HRM (good vs poor) were manipulated. Findings The results revealed significantly positive relationships between SRBC-HRM and Chinese blue-collar workers’ job choice determinants (employer attractiveness, employer prestige and recommendation intentions), which were moderated by workers’ perceived importance of employer prestige. However, there was no significant effect of above-average pay on the three job choice determinants. Moreover, average pay in combination with good SRBC-HRM had stronger effects on job choice determinants than above-average pay in combination with poor SRBC-HRM. Practical implications The study highlights the economic relevance of the ethical treatment of employees in the manufacturing sector. In addition, the findings challenge the predominant managerial view that monetary rewards are the most important factor for instilling productive employee attitudes and intentions. Social implications Poor labor practices are still widespread in factories in emerging countries. By indicating that SRBC-HRM improves factories’ bottom line, the study provides a powerful rationale for factory managers to improve working conditions. Originality/value The present paper introduces the concept of SRBC-HRM specifically tailored to the context of blue-collar workers in emerging countries, who have received little attention in the literature. In addition, the findings demonstrate the economic relevance of SRBC-HRM.

The effect of socially responsible human resource management (SRHRM) on frontline employees’ knowledge sharing

2019 ◽  
Vol 31 (9) ◽  
pp. 3646-3663 ◽  
Author(s):  
Xingping Jia ◽  
Shudi Liao ◽  
Beatrice I.J.M. Van der Heijden ◽  
Zhiwen Guo
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Knowledge Sharing ◽  
Human Resource ◽  
Role Conflict ◽  
Role Ambiguity ◽  
Organizational Trust ◽  
Frontline Employees ◽  
Socially Responsible ◽  
Content Type

Purpose This study in the hospitality industry aims to explore the underlying mechanisms through which socially responsible human resource management (SRHRM) affects frontline employees’ knowledge sharing, as well as the moderating effects of role conflict and role ambiguity. Design/methodology/approach Two data waves have been collected from one of the largest restaurant chains in China. Using Mplus 7.0, a structural equation modeling model is empirically tested to investigate the hypothesized moderated mediation model. Findings First, SRHRM appears to foster frontline employees’ perceived respect and organizational trust and further stimulates their knowledge sharing. Second, role conflict is found to weaken the relationship between SRHRM and organizational trust, while role ambiguity seems to weaken the strength of the linkage between SRHRM and perceived respect. Practical implications Managers should make SRHRM policies more visible and implement appropriate SRHRM practices to facilitate employees proactively to share knowledge at work. Furthermore, managers should realize the dark side effects of role conflict and role ambiguity, as they might hinder the positive impact of SRHRM on knowledge sharing. Originality/value This study uncovers the meditating roles of perceived respect and organizational trust through which SRHRM impacts on employees’ knowledge sharing. By incorporating the possible moderating roles of role conflict and role ambiguity, this scholarly work also increases the understanding of possible hindrances in this regard.

Understanding the link between socially responsible human resource management and competitive performance in SMEs

2018 ◽  
Vol 47 (6) ◽  
pp. 1211-1243 ◽  
Author(s):  
María Paula Lechuga Sancho ◽  
Domingo Martínez-Martínez ◽  
Manuel Larran Jorge ◽  
Jesús Herrera Madueño
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Structural Equation ◽  
Equation Modeling ◽  
Accurate Information ◽  
Competitive Performance ◽  
Socially Responsible ◽  
Content Type ◽  
Main Research

Purpose Regardless of the noteworthy growth in research and practice associating corporate social responsibility (CSR) with human resource management, little has been written in regard to one major dimension of CSR in small- and medium-sized enterprises (SMEs), as CSR policies and practices are directed toward employees. The purpose of this paper is to develop and test a conceptual framework connecting socially responsible human resource management (SRHRM) to competitive performance that fits small business. Design/methodology/approach In order to get empirical evidence, structural equation modeling technique was applied on the data from 481 Spanish SMEs. Findings Results confirm both the direct contribution of SRHRM to business competitiveness and the multiple effects resulting from including two variables of additional interest for the relationship under study: employee’s commitment and relational marketing. Practical implications One of the main research limitations is that the paper only reflects the perceptions of owners/managers of SMEs. Although it was believed that the respondents give reliable and accurate information about the way their firms are involved in CSR practices, there is a possibility that they might provide incorrect or incomplete information. Originality/value The relationships proposed have never been studied before in context of SMEs. This is a worthwhile endeavor, which makes an empirical contribution.

scholarly journals On being warm and friendly: the effect of socially responsible human resource management on employee fears of the threats of COVID-19

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jie He ◽  
Yan Mao ◽  
Alastair M. Morrison ◽  
J. Andres Coca-Stefaniak
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Organizational Trust ◽  
Linear Regression Analysis ◽  
Socially Responsible ◽  
Content Type ◽  
Psychological Recovery ◽  
External Threats ◽  
Hospitality And Tourism

Purpose This paper aims to investigate the influence of socially- responsible human resource management (SRHRM) on employee fears of external threats during the COVID-19 outbreak, based on social support and event system theories. COVID-19 caused sharp profit declines and bankruptcies of hotels, restaurants and travel agencies. In addition, employees faced threats to their health and job security. How to overcome employee anxieties and fears about the negative impacts of this crisis and promote psychological recovery is worthy of attention from researchers and practitioners. This research investigated the impacts of SRHRM on employee fears through organizational trust, with the COVID-19 pandemic playing a moderating role between SRHRM and employee fears. Design/methodology/approach The hypotheses were tested through multiple linear regression analysis based on a survey of 408 employees in hospitality and tourism firms in China. Qualitative data were also gathered through interviews with selected managers. Findings The results showed that SRHRM had a negative influence on employee fears of external threats by enhancing trust in their organizations. In addition, the strength of the COVID-19 pandemic positively moderated the effect of SRHRM on employee fears. When the pandemic strength was more robust, the negative effects of SRHRM on employee fears were more significant. Research limitations/implications This research illustrated the contribution of SRHRM in overcoming employee fears of external threats in the context of COVID-19. It shed light on the organizational contribution of SRHRM to hospitality and tourism employee psychological recovery during the crisis. Originality/value This research explored strategic HRM by examining the effects of SRHRM on employee fears in the midst of a severe crisis, specifically COVID-19. The moderation effect of event strength and mediation effect of organizational trust were tested. It is of great value for hospitality and tourism firms to foster employee psychological recovery during a crisis such as COVID-19.

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.

Battling COVID-19 with human resource management bundling

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Arosha S. Adikaram ◽  
N.P.G.S.I. Naotunna ◽  
H.P.R. Priyankara
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Crisis Management ◽  
Human Resource ◽  
Qualitative Methodology ◽  
Health And Safety ◽  
Employee Motivation ◽  
Health Crisis ◽  
Content Type ◽  
Hrm Practices

PurposeThis paper aims to present an empirically driven crisis management framework of complementary human resource management (HRM) bundles that can be utilized in simultaneously managing the health crisis, financial crisis and disruptions to business operations through lockdown and other government restrictions propelled by the COVID-19 pandemic.Design/methodology/approachThe framework is developed employing qualitative methodology, drawing from the successful HRM practices adopted by 26 Sri Lankan companies in battling the many crises of COVID-19 and using the soft HRM approach as the theoretical basis.FindingsThe findings report a framework that consists of three key HRM bundles (health and safety bundle, cost-saving bundle and employee motivation and engagement bundle) entailing an array of inter-related, internally consistent, complementary and mutually reinforcing HRM practices and HRM activities. These HRM bundles and the HRM practices as well as the HRM activities therein, indicate how a softer approach to managing employees can be used during a crisis.Practical implicationsThe framework will inform the HRPs of the HRM bundles, HRM practices and HRM activities that can be used to manage the multiple crises created by COVID-19 and other similar pandemics.Originality/valueThe study contributes to and expands the knowledge of HRM in crisis management generally and HRM in a global pandemic more specifically.

Can you grow your supply chain without skills? The role of human resource management for better supply chain management in Latin America

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Andrea Stefano Patrucco ◽  
Liliana Rivera ◽  
Christopher Mejía-Argueta ◽  
Yossi Sheffi
Keyword(s):  
Job Satisfaction ◽  
Latin America ◽  
Supply Chain ◽  
Supply Chain Management ◽  
Resource Management ◽  
Human Resource Management ◽  
Knowledge Acquisition ◽  
Human Resource ◽  
Chain Management ◽  
Content Type

PurposeIn line with the knowledge-based view of organizations, this paper aims to analyze how supply chain (SC) employees contribute to the creation of competitive advantage through knowledge acquisition and utilization activities. The authors consider SC employees' skills and competencies, their external network of relationships, their job satisfaction and company investments in training and test how they relate to SC-level outcomes (i.e. SC growth).Design/methodology/approachThe authors design a research model including the aforementioned variables, and the authors apply structural equation modeling (SEM) to survey data collected from 246 SC professionals in Latin America. The authors also use multi-group analysis to evaluate how the relationships between these variables change with different levels of company investment in training.FindingsThe results show that a broad professional network of relationships contributes to increasing the skills and competencies of SC professionals, which, in turn, impact job satisfaction and SC performance. This reinforces the value of investing in skilled human talent, who can contribute to knowledge acquisition, utilization, and, ultimately, to SC competitiveness. Companies that invest more in training to develop their SC employees benefit from stronger SC outcomes.Originality/valueThis study contributes to broadening the understanding of the impact of human resource management (HRM) on supply chain management (SCM). One of the added original foci of this research is the emphasis on developing countries where these HRM-to-SCM performance relationships have not been studied before.

Student leadership programme: igniting the young minds

2022 ◽  
Vol 12 (1) ◽  
pp. 1-20
Author(s):  
Mihir Ajgaonkar
Keyword(s):  
Leadership Development ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Urban Poor ◽  
Career Guidance ◽  
Ground Level ◽  
The Other ◽  
Ethical Behaviour ◽  
Content Type

Learning outcomes This case will help students to understand the following: Develop a basic understanding of competency building processes. Learn about the mentoring process and its application in leadership development. Develop awareness about the methodology for assessment of the effectiveness of training. Case overview/synopsis Dr A. R. K. Pillai founded the Indian Leprosy Foundation in 1970 in response to the national call by late Mrs Indira Gandhi, prime minister of India, to the public-spirited people to take up leprosy eradication. It collaborated with international agencies to reduce leprosy drastically in India from four million, in 1982 to around a hundred thousand cases in 2006. In 2006, the Indian Leprosy Foundation was renamed as Indian Development Foundation (IDF) as the trustees decided to expand the work of IDF in the areas of health, children’s education and women’s empowerment. Dr Narayan Iyer, Chief Executive Officer (CEO) of IDF initiated a leadership development intervention called the Students’ leadership programme (SLP) for children in the age group of 12 to 14, from the urban poor households in 2014. It was a structured mentoring programme spanning over three months in collaboration with the schools. It aimed at incubating skills in the areas of leadership, teamwork, personality, behavioural traits and provided career guidance. It had a humble beginning in 2014 with a coverage of 50 students. Initially, IDF welcomed executives from the corporate sector as mentors. As there was a need to rapidly expand the scope of SLP to the other cities of India, IDF tied up with the graduate colleges and invited the students to be the mentors. The other objective behind this move was to create social awareness among the students from more affluent strata of society. IDF was able to dramatically increase the participation of the students through SLP by approximately up to 100,000 by 2020. However, rapid progress threw up multiple challenges. The teachers complained about the non-availability of the students for regular classes to teach the syllabus as the students were busy with SLP. The schools forced IDF to shorten the duration of SLP to two months. Also, many undergraduate mentors were unable to coach the participants due to lack of maturity and found wanting to strike a rapport with them. There was a shortage of corporate executives who volunteered for the mentoring, due to work pressures. Dr Narayan, CEO & National Coordinator and Ms Mallika Ramchandran, the project head of SLP at IDF, were worried about the desired impact of SLP on the participants and its sustainability due to these challenges. So, with the support of Dr Narayan, she initiated a detailed survey to assess the ground-level impact of SLP. The objective was to get clarity about what was working for SLP and what aspects needed to improve, to make the programme more effective. Overall feedback from the survey was very positive. The mothers had seen very positive changes in the participants’ behaviour post-SLP. The teachers had specific concerns about the effectiveness of undergraduate mentors. The need for a refresher course to inculcate ethical behaviour and the inadequacy of the two-month duration of the SLP to reinforce values were highlighted. Respondents also voiced the requirement to build responsible citizenship behaviours among the participants. Mallika was all for preparing a model to further enhance the effectiveness of SLP. Dr Narayan and Mallika embraced the challenge and they were raring to go to develop SLP as a cutting-edge leadership programme and to take it to new heights. Complexity academic level This case can be used in courses on human resource management in postgraduate and graduate management programmes. It can also be used in the general and development management courses and during executive education programmes to teach methodologies for evaluating the effectiveness of the training interventions, with emphasis on the voluntary sector. Supplementary materials Teaching notes are available for educators only. Subject code CSS 6: Human Resource Management.

Setting the conditions for open innovation in the food industry: unravelling the human dimension of open innovation

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Rocco Palumbo ◽  
Mohammad Fakhar Manesh ◽  
Massimiliano Matteo Pellegrini ◽  
Giulia Flamini
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Open Innovation ◽  
Management Practices ◽  
Mediating Effect ◽  
Human Dimension ◽  
Content Type ◽  
Organisational Climate ◽  
Human Resource Management Practices

PurposeThe human dimension of open innovation is paramount for organisational excellence. However, there is scant evidence of the implications of human resource management practices on employees' orientation towards open innovation. The article shows how such practices facilitate the development of an open innovation climate among food companies.Design/methodology/approachAn empirical study was designed to obtain insights into the approach to open innovation of a large sample of food companies (n = 2,458). Secondary data were collected from the sixth European Working Condition Survey. A parallel mediation analysis allowed us to investigate the human resource management practices' implications on individual perceptions of an open innovation-oriented organisational climate through the mediating effect of employees' involvement and engagement.FindingsHuman resource management practices have an impact on employees' skills, motivation and interpersonal relationships, but they do not have direct implications on the employees' perception of an open innovation-oriented organizational climate. As they solicit employees' involvement and engagement, human resource management practices indirectly nurture a favourable perception of an open innovation-oriented organisational climate.Practical implicationsTailored human resource management practices should be crafted to increase employees' capabilities and motivation and, therefore, to sustain open innovation in the food sector. Human resource management practices foster employees' involvement and engagement, which pave the way for a greater proclivity to open innovation at the individual and collective levels.Originality/valueThe article discusses the implications of human resource management practices on the perception of an organisational climate conducive to open innovation, envisioning aspects to focus on and avenues for future research.

A comparative analysis of best human resource management practices in the hotel sector of Samoa and Tonga

2014 ◽  
Vol 43 (5) ◽  
pp. 798-815 ◽  
Author(s):  
Suwastika Naidu ◽  
Anand Chand
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Practices ◽  
Response Rate ◽  
Strategic Human Resource Management ◽  
Human Resource Managers ◽  
Content Type ◽  
Hrm Practices ◽  
Hotel Sector

Purpose – The purpose of this paper is to comparatively analyse the best human resource management (HRM) practices in the hotel sector of Samoa and Tonga. Design/methodology/approach – This study examined best HRM practices used by the hotel sector of Samoa and Tonga by using self-administered questionnaires. Self-administered questionnaires were distributed to 73 hotels in Samoa and 66 hotels in Tonga. Out of the 73 self-administered questionnaires that were distributed in Samoa, 58 usable questionnaires were returned resulting in a response rate of 79 per cent. In the case of Tonga, out of the 66 self-administered questionnaires were distributed, 51 usable questionnaires were returned resulting in a response rate of 77 per cent. Findings – The findings of this study show that there are 28 best HRM practices in Samoa and 15 best HRM practices in Tonga. This study also found that best HRM practices differ based on differences in internal and external environmental factors present in different geographical areas. The findings of this paper support the assumptions of the Contextual Paradigm of HRM and strategic human resource management. Research limitations/implications – This study is based on a single sector of Samoa and Tonga. A single sector study limits the generalisations that can be made across different sectors in Samoa and Tonga. Practical implications – Human resource managers should incorporate cultural, political, legal, economic and social factors in HRM practices. Originality/value – None of the existing studies have examined best HRM practices used by the hotel sector of Samoa and Tonga. This study is a pioneering study that comparatively analyses the best HRM practices used by the hotel sector of Samoa and Tonga.

Mina makes the most of human‐resource management

2013 ◽  
Vol 21 (1) ◽  
pp. 26-27 ◽  
Author(s):  
Antonios Panagiotakopoulos
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Customer Service ◽  
Strategic Human Resource Management ◽  
Employee Empowerment ◽  
Small Companies ◽  
Content Type ◽  
Practical Implications ◽  
Conditions Of Employment

PurposeThe purpose of this paper is to describe how strategic human resource management has transformed the fortunes of three Greek micro‐enterprises.Design/methodology/approachThe paper explains the problems faced by Mina mini‐market, Franco leather manufacturing and Yiannis Hair Care, and how they overcame them.FindingsThe paper highlights the key role that training can play in improving product quality and customer service and setting a struggling company back on the track to success.Practical implicationsThe paper reveals that training can go hand in hand with new bonus schemes, employee empowerment and better conditions of employment.Social implicationsThe paper details a number of approaches that small companies can adopt to help them to survive in a challenging economic context.Originality/valueThe paper recounts how three Greek micro‐businesses have achieved organizational change against the background of difficult economic circumstances.

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