Lasting footprints of the employer brand: can sustainable HRM lead to brand commitment?

2016 ◽  
Vol 38 (5) ◽  
pp. 703-723 ◽  
Author(s):  
Stefanie App ◽  
Marion Büttgen
Keyword(s):  
Human Resource Management ◽  
Human Resource ◽  
Organizational Support ◽  
Design Methodology ◽  
Structural Model ◽  
Supervisor Support ◽  
Brand Commitment ◽  
Brand Trust ◽  
Content Type ◽  
Employer Brand

Purpose – The purpose of this paper is to investigate whether both perceived sustainable organizational and supervisor support, which represent a sustainable human resource management (HRM) approach, can induce commitment to the employer brand. Design/methodology/approach – This study includes a diverse sample of 3,016 employees drawn from various German organizations. To test the developed hypotheses, a structural model that included all the hypothesized effects was built, using Mplus 7. Findings – Perceived sustainable supervisor support (PSSS) has a direct effect on brand commitment, whereas perceived sustainable organizational support (PSOS) only generates brand commitment indirectly, mediated by brand prestige, brand distinctiveness, and brand trust. The findings further underline that, compared with PSOS, PSSS has a stronger impact on trust in respect of the employer brand. Originality/value – By considering current employees and their commitment to the employer brand, this study takes an insider view and sheds new light on how an employer brand based on sustainable HRM can achieve commitment, as well as how several mediators affect this link.

Exploring the impact of green human resource management on environmental performance: the roles of perceived organizational support and innovative environmental behavior

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sabeen Hussain Bhatti ◽  
Farida Saleem ◽  
Ghulam Murtaza ◽  
Tazeem Ul Haq
Keyword(s):  
Human Resource Management ◽  
Human Resource ◽  
Organizational Support ◽  
Environmental Performance ◽  
Oil And Gas ◽  
Mediation Model ◽  
Content Type ◽  
Serial Mediation ◽  
Green Human Resource Management ◽  
The Relationship

PurposeThis paper aims to explore the relationship between green human resource management (GHRM) practices and the environmental performance (EP) of firms belonging to industries that may lean toward environmental pollution (e.g. oil and gas). The authors propose a holistic (serial mediation) model based on the ability-motivation-opportunity (AMO) theory and the social exchange theory (SET) and integrate organizational, i.e. perceived organizational support (POS), and individual, i.e. innovative environmental behavior (IEB), factors as explanatory mechanisms. The authors then test the model in a developing country context.Design/methodology/approachData were collected from white collar workers in the oil and gas industry in Pakistan. A structural equation modeling (SEM) technique and the PROCESS model 6 were used to analyze the hypothesized serial mediation model.FindingsThe authors found support for the fully meditating serial mediation model. Although the direct effects of GHRM and EP were insignificant, the total effects and indirect effects through POS and IEB were significant. Similarly, the research also found support for organizational and individual factors as explanatory mechanisms in the relationship between GHRM and EP.Originality/valueThis research adds to the existing literature on GHRM and the corporate EP link through proposing and testing a model of the mediating effects of POS and IEB. Furthermore, it provides empirical evidence of this model in the oil and gas sector using an Asian developing country as the context of study.

Combining lifelines to thrive: a stage-based need fulfilment network of international assignees

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Prantika Ray ◽  
Sunil Kumar Maheshwari
Keyword(s):  
Human Resource Management ◽  
Human Resource ◽  
Host Country ◽  
Design Methodology ◽  
International Assignment ◽  
Content Type ◽  
Host Country Nationals ◽  
Developmental Network ◽  
Mentoring Functions ◽  
Practical Implications

PurposeThe paper tries to understand the needs of the international assignees across the different stages of expatriation and how different developers in the professional and non-professional sphere render support and advice through these stages.Design/methodology/approachIn this paper, the authors have interviewed 20 expatriates of various nationalities and tried to understand the various needs of the expatriates across the three initial stages of an assignment.FindingsThe paper finds that four important mentors in an expatriation assignment play multiple need-based mentoring functions at various assignment stages: host country nationals (HCNs), parent country nationals, fellow expatriates and family.Research limitations/implicationsThis paper contributes to the literature on the need-based support rendered to expatriates during an international assignment. The paper, however, does not incorporate the perceptions of other vital stakeholders in the network and their intentions to contribute to the developmental network.Practical implicationsThis paper lays down important practical implications for expatriates and the human resource management (HRM) professionals. This paper urges the practitioners to take a nuanced approach for developing expatriates than a generalized mentoring programme.Originality/valueThis study highlights the changing needs of the international assignees across the stages of an international assignment and demonstrates the important intra-organizational and extra-organizational developers such as family members in the fulfilment of these needs.

Quantifying human resource management: a literature review

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Clotilde Coron
Keyword(s):  
Artificial Intelligence ◽  
Resource Management ◽  
Literature Review ◽  
Human Resource Management ◽  
Human Resource ◽  
Design Methodology ◽  
Theoretical Framework ◽  
Data Sources ◽  
Content Type

PurposeWith a focus on the evolution of human resource management (HRM) quantification over 2000–2020, this study addresses the following questions: (1) What are the data sources used to quantify HRM? (2) What are the methods used to quantify HRM? (3) What are the objectives of HRM quantification? (4) What are the representations of quantification in HRM?Design/methodology/approachThis study is based on an integrative synthesis of 94 published peer-reviewed empirical and non-empirical articles on the use of quantification in HRM. It uses the theoretical framework of the sociology of quantification.FindingsThe analysis shows that there have been several changes in HRM quantification over 2000–2020 in terms of data sources, methods and objectives. Meanwhile, representations of quantification have evolved relatively little; it is still considered as a tool, and this ignores the possible conflicts and subjectivity associated with the use of quantification.Originality/valueThis literature review addresses the use of quantification in HRM in general and is thus larger in scope than previous reviews. Notably, it brings forth new insights on possible differences between the main uses of quantification in HRM, as well as on artificial intelligence and algorithms in HRM.

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.

Human resource practices and their association with perceived organizational support

2019 ◽  
Vol 28 (1) ◽  
pp. 17-19
Keyword(s):  
Human Resource ◽  
Direct Effect ◽  
Organizational Support ◽  
Design Methodology ◽  
Private Hospital ◽  
Mediating Effect ◽  
Content Type ◽  
Hr Practices ◽  
Questionnaire Surveys ◽  
Original Approach

Purpose The purpose of this study is to examine the association of specific HR practices, namely TD, CB and WP (policies and practice) and POS and also the mediating effect of IJ between HR practices and POS. Design/methodology/approach Data was gathered from responses to questionnaire surveys and interviews given to 150 nurses working in a private hospital in Penang, Malaysia. Findings The results show that there is no direct effect of CB or TD on POS, WP is associated with POS and IJ does positively mediate in all three HR practices – CB, TD and WP. Originality/value This paper has an original approach by examining specific HR practices in association with IJ and POS.

scholarly journals Conceptualizing human resource management in the gig economy

2019 ◽  
Vol 34 (4) ◽  
pp. 214-232 ◽  
Author(s):  
Jeroen Meijerink ◽  
Anne Keegan
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Design Methodology ◽  
Theory And Practice ◽  
Future Research ◽  
Novel Ecosystem ◽  
Content Type ◽  
Employment Relationships ◽  
Gig Economy

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.

Managers’ motives for investing in HR practices and their implications for public service motivation

2016 ◽  
Vol 37 (5) ◽  
pp. 764-776 ◽  
Author(s):  
Julian Seymour Gould-Williams
Keyword(s):  
Public Sector ◽  
Human Resource Management ◽  
Human Resource ◽  
Public Service ◽  
High Performance ◽  
Design Methodology ◽  
Public Service Motivation ◽  
Content Type ◽  
Hr Practices ◽  
Theoretical Paper

Purpose – The purpose of this paper is to explain how approaches to human resource management may contribute to the development of public service motivation (PSM). Three different approaches to managing people are outlined, namely, the “high performance”, “high commitment” and “high involvement”. Relevant theories are then used to predict the outcomes and relevance of the different approaches when promoting PSM in public sector organisations. Design/methodology/approach – This is a theoretical paper. Findings – This paper provides the first theoretical explanations for the relationships between human resource (HR) practices and PSM in public sector organisations. Originality/value – This paper explains how the same HR practices may have different employee outcomes depending on managers’ motivations for implementing them.

Gender equality in the workplace in Quebec: strategic priority for employers or partial response to institutional pressures?

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Émilie Genin ◽  
Mélanie Laroche ◽  
Guénolé Marchadour
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Gender Equality ◽  
Human Resource ◽  
Design Methodology ◽  
Institutional Context ◽  
Strategic Human Resource Management ◽  
Institutional Pressures ◽  
Legal Requirements ◽  
Content Type

PurposeThis paper examines the challenges posed for employers by gender equality in the workplace, in a seemingly favourable institutional context (the province of Quebec, Canada), and the reasons why employers adopt (or not) gender equality measures (GEMs) exceeding legal requirements.Design/methodology/approachThe approach draws on both institutional theory and the strategic human resource management (SHRM) approach. Our research is based on a quantitative study involving human resource management professionals in Quebec (n = 296).FindingsThe results allow us to link GEMs with certain SHRM orientations (Yang and Konrad, 2011) and institutional pressures (Lawrence et al., 2009). The findings show that, for approximately two-thirds of the employers in the sample, gender equality was not a strategic priority. Consistent with our hypothesis, a greater number of GEMs were found when gender equality was a strategic priority for the employer. Unionization and legal requirements were also positively correlated with the presence of GEMs.Originality/valueThe findings indicate a combined effect of SHRM and institutions on GEMs. They point out the relative dependency of employers on the pressures stemming from the institutional framework, and it captures some of the current challenges involved in adopting a SHRM approach with a view to achieving gender equality.

Making the case for manager delegation of authority

2016 ◽  
Vol 24 (5) ◽  
pp. 1-3 ◽  
Author(s):  
Paul R. Lyons
Keyword(s):  
Human Resource Management ◽  
Human Resource ◽  
High Performance ◽  
Design Methodology ◽  
Management Practices ◽  
Content Type ◽  
Delegation Of Authority ◽  
Human Resource Management Practices ◽  
Broad Array ◽  
Potential Benefits

Purpose The purpose of this paper is to present some of the foundational characteristics of the effective delegation of authority. Taken from a broad array of research and opinion, the fundamental aspects are given clear exposition. Design/methodology/approach Addressed in this paper are several areas that establish the basis for effective delegation to include the psychology of delegation, potential benefits, delegation and high performance human resource management practices, and fears of actually delegating authority. Findings Findings are grounded on actual practices which have been researched. There is a “science” to manager delegation of authority, and the critical information about how to delegate is presented. Originality/value This work gives shape to the actions that help to create effective delegation. There are many benefits that accrue from effective delegation, and these benefits are often under-represented.

Learning organization and firm performance

2018 ◽  
Vol 13 (4) ◽  
pp. 689-708
Author(s):  
C. Muhammad Siddique
Keyword(s):  
Resource Management ◽  
Firm Performance ◽  
Human Resource Management ◽  
Human Resource ◽  
Learning Organization ◽  
Organizational Support ◽  
Performance Outcomes ◽  
Superior Performance ◽  
Gulf Region ◽  
Content Type

Purpose The purpose of this paper is to identify organizational resources that may enhance the performance outcomes of a learning culture; this study was undertaken in the United Arab Emirates (UAE), an emerging economy in the Arabian Gulf region. Design/methodology/approach A survey questionnaire was used to collect data on a sample of 254 firms from the Emirates of Dubai and Abu Dhabi. The target respondents included middle to senior managers working in logistics, operations, finance and general management positions. Findings The data revealed a positive relationship between learning organization (LO) initiatives and four measures of firm performance considered in the study: employee skills development, product/service innovation, cost-effectiveness and growth in revenues. This relationship was moderated by strategic orientation of the human resource management function and perceived organizational support. Effective HRM strategies and organizational support systems were identified as critical resources that can add substantial value to the performance outcomes of an LO culture. These findings suggest that investing in the development of an LO culture makes a good business sense. Research limitations/implications Use of perceptual measures was one of the major limitations of the present study. Practical implications The largely positive impact of LO-related programs underscores the strategic importance of the LO concept to maintain superior performance outcomes in the emerging knowledge economy of UAE. Originality/value The paper represents an initial effort at making a business case for the LO concept in a non-western context. It brings into focus the role of organizational support and strategically oriented human resource management initiatives in optimizing the performance impact an LO culture.

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