scholarly journals The relationship between proactive goal generation and innovative behaviour at work

2015 ◽  
Vol 34 (5) ◽  
pp. 553-565 ◽  
Author(s):  
Carlo Odoardi
Keyword(s):  
Human Resources ◽  
Human Resources Management ◽  
Self Report ◽  
Psychological State ◽  
Innovative Behavior ◽  
Content Type ◽  
Resources Management ◽  
Administrative Employees ◽  
The Relationship ◽  
Positive Effect

Purpose – The purpose of this paper is to propose and verify a motivational aspect of goal-based innovation that accounts for the effect of goal-directed self-regulation processes on innovative behavior. Its purpose is to extend present knowledge of the motivational antecedents to innovation at work. Additionally, the study assesses the extent to which the positive effect of the proactive generation of goals may increase as a result of role breadth self-efficacy (RBSE) (defined as individuals’ perceived capacities to exercise proactive, interpersonal, and integrative activities above and beyond the formal requirements of their job descriptions (Parker, 1998; Parker et al., 2006). Design/methodology/approach – A survey was conducted with a sample of 395 male and female administrative employees in two institutions in central Italy (city hall). Findings – The results confirmed the two hypotheses: proactive goal generation was a strong predictor of individual work innovative behavior and the RBSE as a psychological state, is directly related to proactive and innovative behavior and it is also moderator in the relationship between proactive goal generation and innovative behavior. Research limitations/implications – The data were collected using one-time, self-report measures and with the cross-sectional research design. Practical implications – The results of this study imply that pro-innovation organizational strategies and practices should stimulate among workers an anticipatory, self-directed approach toward professional action in the workplace. It is management’s task to encourage a proactive environment of change-oriented goals and the corresponding strategies with which they may be realized. Creating such an environment would provide a motivational stimulus that could effectively guide workers’ proactive and innovative conduct. Social implications – The results of this study contribute to change human resources management practices in public administrations where administrative employees have been assigned goals that they were required to meet by performing well-defined tasks. Recently, public administrations have been encouraged to innovate and answer with efficiency to new public policies and customers’ demands. Thus, human resources management needs to find new solutions to address these changing demands and employees’ changing attitudes and behaviors. Originality/value – Furthermore, the results of this study contribute to broadening understanding of the psychological factors that can boost the positive effect of self-regulatory efforts on creativity and individual innovation.

High-performance human resource management and firm performance

2015 ◽  
Vol 115 (2) ◽  
pp. 353-382 ◽  
Author(s):  
Kangyin Lu ◽  
Jinxia Zhu ◽  
Haijun Bao
Keyword(s):  
Firm Performance ◽  
Human Resources ◽  
High Performance ◽  
Human Resources Management ◽  
Chinese Enterprises ◽  
Content Type ◽  
Resources Management ◽  
Mediating Role ◽  
The Relationship

Purpose – Human resources have become a key issue in relation to the strong competition between service firms. Therefore, the purpose of this paper is to explore the relationship between high-performance human resource management (HRM) within this field to firm performance, making a useful attempt to explore the “black box” of enterprise human resources management effect on firm performance. Design/methodology/approach – In order to validate the relationship between high-performance HRM and firm performance, Chinese service industry samples were collected. Structural equation modeling and regression are adopted to estimate the direct effect of high-performance HRM on firm performance and the mediating role of innovation. Findings – The results show that the impacts of high-performance HRM on firm performance are significant. Moreover, innovation plays a partial mediating role between them. Training, work analysis and employee participation has a significantly positive impact on firm performance, while effects of profit sharing, employee development and performance evaluation on enterprise performance is not significant. The results strongly support the hypothesis that innovation holds intermediary variables between high-performance HRM and firm performance. Practical implications – Studying the relationship between high-performance HRM and firm performance can help Chinese enterprises more reasonable and effective learning foreign advanced management ideas and methods. And then can help Chinese enterprises to establish a high-performance HRM system that is suitable for Chinese enterprises; the research can help enterprises to identify meaningful practice of human resources management, outstanding keys, and perfect the HRM system of enterprises; research on innovation and innovative thinking is conducive to develop employees’ innovation motive, promote employee’ innovative behavior, and improve firm performance. Originality/value – This paper takes innovation as a mediating variable into the model and studies the intermediary role of innovation.

Occupational pension scheme: an innovative tool in HRM

2016 ◽  
Vol 14 (2) ◽  
pp. 106-129
Author(s):  
Lucia Garcés-Galdeano ◽  
Carmen García-Olaverri ◽  
Emilio Huerta
Keyword(s):  
Job Satisfaction ◽  
Human Resources ◽  
Human Resources Management ◽  
Social Benefits ◽  
Pension Scheme ◽  
Occupational Pension ◽  
Content Type ◽  
Resources Management ◽  
Levene Test ◽  
The Relationship

Purpose This paper aims to recognize whether occupational pension scheme (OPS) is offered in a varied set of measures intended to design a coherent human resources management of people. Second, the authors will study the relationship of these OPS with job satisfaction and job change. The interest of this ultimate goal lies in the relationship between job satisfaction and employee motivation, commitment and loyalty. Design/methodology/approach Statistical methodology is carried out from three approaches. First, a descriptive analysis to define what type of companies are offering these OPS and what positions are occupying the OPS beneficiaries. Second, an exploratory analysis is conducted to establish associations between variables. The authors use the X2 tests with contingency tables and ANOVA of one and two factors. In all cases, the requirement of homoscedasticities is checked through Levene test. Third, the authors conduct a joint analysis between the studied variables. Multiple correspondence analysis is used to analyze the association between certain characteristics of the firm and the fact to offer OPS and other social benefits. Finally, to assess the potential impact of OPS on the decision to change the job, the authors conduct a binary logistic regression analysis, in which the authors used control variables of certain characteristics of the individual and the company. Findings Companies who develop the most innovative human resources management policies offering more training, more social benefits and incentives, are also most likely to implement OPS. The OPS beneficiaries have higher levels of satisfaction and are less likely to change the job, regardless of the position held and salary. Originality/value To the extent that the future is perceived as more uncertain, the savings will be more oriented toward prevision. OPS can be a saving instrument with broad appeal for business and workers. And of course, it can be a tool of differentiation in the recruitment policy, which attract workers to the company over other competitors which do not offer this kind of benefits.

scholarly journals STRATEGIC HR MANAGEMENT IN THE DEVELOPMENT OF MODERN ENTERPRISES

2020 ◽  
pp. 52-64
Author(s):  
Mykhailo Vedernikov ◽  
Oksana Chernushkina ◽  
Lesia Volianska-Savchuk ◽  
Maria Zelena ◽  
Natalia Bazaliyska
Keyword(s):  
Human Resources ◽  
Human Resource ◽  
Personnel Management ◽  
Management Strategy ◽  
Business Processes ◽  
Action Plan ◽  
Human Resources Management ◽  
Resources Management ◽  
Relationship Of ◽  
The Relationship

The purpose of the article. The article considers the features of strategic human resource management as the basis of strategic potential, which affects the competitiveness of the enterprise, determines the directions of its development. The scheme of the system of strategic human resources management is presented. The goals of personnel policy and a set of tasks that allow them to be implemented are determined. The ways of realization of the strategy of human resources management at an industrial enterprise are offered. It is established that the process of implementing the strategy of the enterprise should be divided into certain conditional stages, which should be included in the action plan for the implementation of the strategy.Methodology. The strategic goal of human resources management system is to ensure the development of the enterprise through the efficient use of human capital. When forming a human resources management strategy, the main task is to identify and take into account future changes and trends, to justify changes that contribute to the sustainable development of the enterprise.The process of strategy development and implementation is continuous, which is covered in close connection with the solution of strategic tasks both in the long run and in the medium and short term, i.e. their solution in terms of strategic, tactical and operational management. Such specification of human resources management strategy and bringing it to strategic objectives and individual actions is embodied in the strategic plan – a document containing specific tasks and measures to implement the strategy, the timing of their implementation and responsible executors for each task, the amount of resources required.Results. Implementation of human resources management strategy is an important stage of the strategic management process. For it to be successful, the organization's management must adhere to the following rules: firstдн, the goals, strategies, tasks of personnel management must be carefully and timely communicated to all employees of the organization in order to obtain from them not only understanding of the organization and service personnel management, but also informal involvement in the implementation of strategies, in particular, the development of obligations to employees of the organization to implement the strategy; secondдн, the general management of the organization and the heads of personnel management service must not only ensure the timely use of all necessary resources (material, equipment, office equipment, financial, etc.), but also have a plan for implementing the strategy in the form of targeted guidelines for the state and development labor potential and record the achievement of each goal.Practical implications. The process of implementing the strategy of an industrial enterprise requires fundamentally different approaches than the process of strategy formation. First of all, because it is mainly organizational process, while the formation of strategy is mainly an analytical one. The process of implementing the company's strategy can also be divided into certain conditional stages, more precisely, areas of activity that should be included in the action plan to implement the strategy. Initial among them is decomposition, i.e. the development on the basis of a strategic plan of tactical, operational plans, as well as policies, programs, projects, rules and procedures.Value/originality. Thus, the relationship of personnel strategy and general strategy of enterprise development is realized through a mechanism that includes: coordination of goals of both strategies, the relationship of their functions, coordination of business processes of personnel management with other business processes, integration of personnel strategy results to aggregate results of the organization, control of compliance of the obtained results with the defined strategic goals of the organization. Of particular importance is the approach to human resource management as a business process. Personnel processes as a certain sequence of interrelated actions for the implementation of personnel management functions are aimed at: transformation of human assets of the organization in accordance with its strategic priorities; transformation of working conditions of employees of the organization in accordance with the expectations and needs of staff; creation of new management technologies and other HR-products.

The relationship of human capital to traditional concepts that characterize human labor activity

2021 ◽  
Vol 17 (11) ◽  
pp. 2031-2054
Author(s):  
Sergei A. FILIN
Keyword(s):  
Human Capital ◽  
Human Resources ◽  
Human Resources Management ◽  
Highly Qualified ◽  
Resources Management ◽  
Human Labor ◽  
Information Sampling ◽  
Main Factors ◽  
Relationship Of ◽  
The Relationship

Subject. This article raises the urgent problem of developing and increasing Russia's innovation competitiveness by improving the management of human resources in conditions of uncertainty and instability of the external environment associated with the sanctions and economic crisis caused by the COVID-19 pandemic. Objectives. The article aims to propose strategic areas for the development and improvement of Russia's innovation competitiveness, recommendations and a programme to improve human resources management. Methods. For the study, I used the methods of analysis, information sampling and grouping. Results. The article describes the relationship of human capital with traditional concepts that characterize human labor activity and offers certain recommendations for the development and improvement of Russia's innovation competitiveness and human resources management. Conclusions. The provision of highly qualified labor power at all levels of management and categories of staff of organizations, the motivation and forms of work are the main factors in the advancement of the country's competitiveness.

scholarly journals Green candidate selection for organizational environmental management

2019 ◽  
Vol 41 (7) ◽  
pp. 1081-1096 ◽  
Author(s):  
Peter Adjei-Bamfo ◽  
Bernard Bempong ◽  
Jane Osei ◽  
Simonov Kusi-Sarpong
Keyword(s):  
Environmental Management ◽  
Local Government ◽  
Human Resources ◽  
Developing Economies ◽  
Selection Process ◽  
Human Resources Management ◽  
Evaluation Framework ◽  
Candidate Selection ◽  
Content Type ◽  
Resources Management

Purpose The purpose of this paper is to propose a new typological environmentally sustainable human resources management evaluation framework to aid green candidate selection process for environmental management in developing economy local government agencies. Design/methodology/approach Presenting the narrative of developing economies local government context, this paper conducts an extensive review of relevant literature on green human resources management (GHRM) and green recruitment and selection. Findings Drawing on Siyambalapitiya et al. (2018) and the resource-based theory (RBT), the paper proposes and discusses an evaluation framework for guiding organizations’ green candidate selection process. The framework comprises of seven stages which begins with “training recruiters on green candidate assessment” to “making selection decision and inducting selected candidate” on organization’s environmental management policies and practices, and its green values. Research limitations/implications Application of the proposed framework has implications for enhancing organizations’ efficiency, reducing cost, eliminating environment waste, as well as fostering green culture among employees. This paper also extends the strand of RBT by explaining how organizations could assess and select job applicants with significant intangible capability such as environmental management skills, knowledge and values to foster its competitive urge and sustainability. Originality/value This paper makes two main contribution to the GHRM literature. First, the paper proposes a new typological environmentally sustainable human resources management evaluation framework. Secondly, the paper focuses the framework on developing economies and local government organizations context, something that is currently non-existent.

Subordinate-oriented strengths-based leadership and subordinate job performance: the mediating effect of supervisor–subordinate guanxi

2020 ◽  
Vol 41 (8) ◽  
pp. 1107-1118
Author(s):  
He Ding ◽  
Enhai Yu
Keyword(s):  
Job Performance ◽  
Task Performance ◽  
Mediating Effect ◽  
Self Report ◽  
Equation Modeling ◽  
Innovative Behavior ◽  
Performance Task ◽  
Content Type ◽  
Relationship Of ◽  
The Relationship

PurposeThe aim of the present study was to examine the association of subordinate-oriented strengths-based leadership (SSBL) with subordinates’ job performance (task performance and innovative behavior) as well as the meditating role of supervisor–subordinate guanxi (SSG) in these relationships.Design/methodology/approachSelf-report data on SSBL, SSG, task performance and innovative behavior were gathered from 642 Chinese employees working in various Chinese enterprises. Structural equation modeling was used to analyze the data.FindingsThe results indicated that SSBL is positively related to subordinates’ job performance (task performance and innovative behavior). Furthermore, SSG partially mediated the relationship of SSBL with task performance and with innovative behavior.Originality/valueThis study is the first to empirically examine the relationship of SSBL with job performance. In addition, this study adds to the knowledge on the SSBL–job performance linkage by investigating the mediational effect of SSG on the relationship.

Industrial relations (Union) issues at Asian Paints Ltd.

2018 ◽  
Vol 8 (2) ◽  
pp. 1-22
Author(s):  
Nikunj Kumar Jain ◽  
Subhashis Sinha ◽  
N.S. Iyer
Keyword(s):  
Graduate Students ◽  
Human Resources ◽  
Strategic Management ◽  
Human Resources Management ◽  
Union Leader ◽  
Industrial Relations ◽  
Content Type ◽  
Post Graduate ◽  
Resources Management ◽  
The Impact

Subject area Human Resources Management (HRM), Industrial Relations and Strategic Management. Study level/applicability Post-graduate students or executive post-graduate students, Core course in Human resources Management (HRM), Industrial Relations or Strategic Management or in elective courses in Industrial Relations and Strategic HRM. Case overview The Personnel manager of Asian Paints Ltd., Cuddalore (Tamil Nadu) factory, found himself in a Catch 22 situation when a Union leader of the manufacturing unit refused to work. The Union leader had been transferred from the Quality Assurance department to the Production department. The case describes the sequence of events and the backdrop in which the aforementioned situation had unfolded. Given the circumstances that prevailed in the factory, the personnel manager’s decision was likely to have significant impact on the factory’s output. Expected learning outcomes The student will be able to understand the industrial relations/Union issues in a company and the role of different stakeholders, namely, management, Union, workmen and the government in a conflict scenario. The student will learn the application of principles of natural justice and will be able to evaluate the Industrial Relations (IR) strategy adopted by the organizations to prevent labor unrest at the workplace. The student will understand the impact of critical management decisions on the organization’s performance in an uncertain global environment. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes. Subject code CSS 6: Human Resource Management.

scholarly journals Analyzing the Nature of the Relationship Between Human Resource Management Practices and Personnel Performance

2021 ◽  
Vol 11 (2) ◽  
Author(s):  
Salah Naser Mamdooh Al-Bandawi ◽  
Prof Dr Sadoon Muhsin Salman
Keyword(s):  
Human Resources ◽  
Management Practices ◽  
Human Resources Management ◽  
Contextual Performance ◽  
Work Behavior ◽  
Resources Management ◽  
Human Resource Management Practices ◽  
Independent Variable ◽  
The Relationship ◽  
Positive Work

The aim of this study is to test the effect of human resources management as an independent variable in raising the level of individuals’ performance as a dependent variable and it was applied in the Ministry of Interior - General Directorate of Human Resources Management depending on the descriptive analytical approach in accomplishing the requirements of this research. The human resources management in the performance of individuals directly and indirectly, but at the level of dimensions, contextual performance had a good impact on the performance of tasks and the performance of individuals with human resources management and positive work behavior with contextual performance.

scholarly journals EXPLORING THE RELATIONSHIP BETWEEN HUMAN RESOURCES MANAGEMENT PRACTICES IN THE HOSPITALITY SECTOR AND SERVICE INNOVATION IN JORDAN: THE MEDIATING ROLE OF HUMAN CAPITAL

2021 ◽  
Vol 35 (2) ◽  
pp. 507-514
Author(s):  
Rami MAHMOUD ◽  
◽  
Ahmad A. AL-MKHADMEH ◽  
Omar A. ALANANZEH ◽  
Ra’ed MASA’DEH ◽  
...  
Keyword(s):  
Human Capital ◽  
Human Resources ◽  
Structural Equation ◽  
Management Practices ◽  
Human Resources Management ◽  
Service Innovation ◽  
Equation Modeling ◽  
Resources Management ◽  
Hospitality Sector ◽  
The Relationship

This study is aimed to explore the relationship between Human Resources Management (HRM) and innovation in services and whether such a relationship is mediated by human capital. The data was gathered from the hospitality sector in Jordan. To evaluate the proposed hypotheses, Structural Equation Modeling (SEM) was used via partial modeling of least squares. The research findings provide clear evidence that the Service Innovation of Jordan's hospitality was positively influenced by HRM activities and human resources. The results show many practical and theoretical effects. Results will help the hospitality sector grow creativity in their services by HRM practices and establish proper use of human capital in their employees through innovation cults. This is one of the few studies that studied the relationship between HRM activities and the sufficient of human capital on hospitality in a developing country, Jordan.

Sign in / Sign up

Export Citation Format

Share Document