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.

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.

scholarly journals Double-Edged Effects of Socially Responsible Human Resource Management on Employee Task Performance and Organizational Citizenship Behavior: Mediating by Role Ambiguity and Moderating by Prosocial Motivation

2019 ◽  
Vol 11 (8) ◽  
pp. 2271 ◽  
Author(s):  
Danping Shao ◽  
Erhua Zhou ◽  
Peiran Gao ◽  
Lirong Long ◽  
Jie Xiong
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Task Performance ◽  
Human Resource ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Role Ambiguity ◽  
Citizenship Behavior ◽  
Socially Responsible ◽  
Prosocial Motivation

Previous literature has explored the positive effects of socially responsible human resource management (SRHRM) on employees, leaving potential dark sides largely ignored. By integrating situational-strength theory and motivation literature, this study investigates the double-edged effects of SRHRM on employee performance. Based on a sample of 314 employee–supervisor dyads from three companies, we found that SRHRM could increase employees’ organizational citizenship behavior (OCB) while decreasing their task performance through role-ambiguity mediation. Interestingly, prosocial motivation serves as a significant moderator in strengthening the positive relationship between SRHRM and OCB and the negative association between SRHRM and task performance. Finally, we discuss the theoretical and practical implications of how managers should conduct SRHRM practices among employees.

Towards the improvement of the sustainability in sustainable HRM: The role of system strength

2021 ◽  
Vol 5 (1) ◽  
pp. 65-74
Author(s):  
Arash Mashhady
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Role Conflict ◽  
Management System ◽  
Role Ambiguity ◽  
Successful Implementation ◽  
Bottom Line ◽  
Human Resource Management System ◽  
Resource Management System

With the growing interest in sustainability, its incorporation in business management, and its inevitable intersection with the management of human resources, some scholars and practitioners have highlighted the potential benefits of successful implementation of sustainable human resource management as a source of competitive advantage. While this may denote a corporation’s capacity to respond to a wider range of needs and requirements beyond economic targets, researchers draw on different theories to point out the possible adverse consequences of adopting such multiple bottom-line approaches for employees. This study builds on ideas from previous research, particularly the works of Bush (2018), Bowen and Ostroff (2004) to 1) examine if the perceived degree of emphasis on a triple-bottom-line (TBL) approach is related to role ambiguity and role conflict; 2) investigate if the elements of human resource management system strength are related to role conflict and role ambiguity and, if these elements can moderate the relationship between the perceived degree of emphasis on TBL approach, role ambiguity, and role conflict. While the findings support the link between taking a TBL approach and role ambiguity and role conflict, it offers evidence that a strong human resource management system may reduce the role ambiguity and role conflict resulting from taking such approaches. Managerial implications and future research directions conclude this research

The effects of knowledge management processes on human resource management

2018 ◽  
Vol 9 (3) ◽  
pp. 310-328 ◽  
Author(s):  
Halil Zaim ◽  
Yavuz Keceli ◽  
Ashraf Jaradat ◽  
Selma Kastrati
Keyword(s):  
Knowledge Management ◽  
Resource Management ◽  
Human Resource Management ◽  
Knowledge Sharing ◽  
Human Resource ◽  
Knowledge Utilization ◽  
Content Type ◽  
Research Findings ◽  
The Impact ◽  
A Company

Purpose Managing knowledge effectively and efficiently is considered to be a key success factor to gain sustainable competitive advantage for organizations. This study aims to analyze the impact of knowledge management (KM) processes on human resource management (HRM). Design/methodology/approach To test the relationship of KM processes on HRM, a case study was conducted using structural equation modeling based on data collected from employees and managers of a Telecom company in Turkey. The survey instrument is a self-administered questionnaire composed of 37 questions. Three of them are demographic questions; 20 questions aim to reveal KM processes and 14 for HRM practices. The questionnaire was distributed via google survey link to employees and managers in headquarters office and two branches in Istanbul. Findings In this paper, the authors tried to investigate the impact of KM practices on the HRM performance of a company. The results indicate that companies with better KM practices tend to perform better at HRM. The main contribution of this paper lies in pointing out that, among the dimensions of KM, knowledge sharing and knowledge utilization have direct impact on HRM, whereas knowledge generation and knowledge sharing have indirect impacts. Research limitations/implications The main limitation of this study lies in the fact that data are collected from a single company in telecom industry. Therefore, it is difficult to generalize the results. Although the research findings are aligned with those of the previous studies, further research using data from numerous companies in various industries is still needed to generalize the research findings. Practical implications The paper includes implications for the development of knowledge utilization generated and stored within the company. The knowledge can create improvements in the company’s HRM performance if it is shared and used effectively. The paper addresses an important subject and the findings may be used by human resources and KM practitioners interested in the development of organizational knowledge through human resource practices. Originality/value This paper fulfills an identified need to investigate the impact of KM practices on the HRM performance of a company.

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.

Impact of human resource management practices on employee turnover intentions

2017 ◽  
Vol 9 (3) ◽  
pp. 212-228 ◽  
Author(s):  
Nivethitha Santhanam ◽  
Kamalanabhan T.J. ◽  
Lata Dyaram ◽  
Hans Ziegler
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Psychological Contract ◽  
Management Practices ◽  
Turnover Intentions ◽  
Frontline Employees ◽  
Contract Breach ◽  
Content Type ◽  
Human Resource Management Practices

Purpose This paper aims to explore the relationship between human resource management practices, breach of psychological contract and employee turnover intentions among hotel frontline employees, considering the scant research attention to frontline employee’s perspectives in Indian hospitality industry. Design/methodology/approach A survey design was used to collect responses from 294 frontline employees (front-office and food and beverage services). Multiple regression analyses have been used to test the hypothesized relationships. Findings Selection, training and compensation practices were found to influence employee’s turnover intentions. In addition, psychological contract breach was found to enhance employee’s turnover intentions, despite the implementation of effective human resource management practices. Originality/value This study examines the role of psychological contract breach as a moderator in the relationship between human resource management practices and turnover intentions in a highly labour-intensive context, the hospitality industry.

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.

Development and application of a service design-based process for improvement of human resource management service quality

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Arash Mashhady ◽  
Hamidreza Khalili ◽  
Ardalan Sameti
Keyword(s):  
Resource Management ◽  
Service Quality ◽  
Human Resource Management ◽  
Human Resource ◽  
Organizational Support ◽  
Role Ambiguity ◽  
Perceived Organizational Support ◽  
Service Design ◽  
Management Service ◽  
Content Type

PurposeThis research approaches human resource management (HRM) as a service and aims to develop and test a process for improving perceived HRM service quality.Design/methodology/approachA three-step process was developed by incorporating concepts and tools from service design approach. Based on the literature, it was hypothesized that applying this process could improve perception of HRM service quality, perceived HRM service value, level of leader–member exchanges along with perceived organizational support, role clarity and role ambiguity. A case study was conducted and these variables were measured and compared, before and after testing the process for a test group and a control group within an organization.FindingsThe main findings suggest the effectiveness of the presented process in improving the perceived HRM service quality and social exchanges (in terms of perceived organizational support and leader–member exchanges), while reducing role conflict and role ambiguity in employees and supervisors.Practical implicationsIn a general sense, the obtained result implies that leveraging holistic and collaborative service design tools and concepts in (re)designing internal services, such as HRM, could improve perception of quality in organizational services, which in turn may lead to several important benefits for organizations, particularly in terms of HRM as per the context of this study.Originality/valueThis paper demonstrates development of an employee-centered method by borrowing from service design concepts and tools, to improve the perception of HRM service quality.

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.

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