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.

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.

Human resource management practices at university spin-offs

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Fernando Almeida
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Case Studies ◽  
Human Resource ◽  
Low Income ◽  
Management Practices ◽  
Content Type ◽  
Quality Of Work ◽  
Human Resource Management Practices

Purpose The purpose of this study is to explore the human resource management practices and the associated dimensions of quality of employment in university spin-offs. Through this, it becomes possible to explore and recognize the practices and difficulties placed on the employees of university spin-offs. Design/methodology/approach The United Nations Economic Commission for Europe (UNECE) framework to assess the quality of work in the European Union is adopted. It is used a qualitative approach through the development of four case studies at university spin-offs located in Portugal. These case studies relate to four sectors of activity, such as information technology, urban mobility, health and electronics. Findings The findings reveal that most of the challenges of quality of work in a spin-off university are common to those in an SME or micro company. Among these factors, the authors highlight the lack of job security, reduced or no social protection and very low income and nonwage pecuniary benefits. Other factors specific to university spin-offs also emerge, such as the numerous opportunities for skills development and training, the potentialities to become an entrepreneur and the high number of working hours that are necessary to face the vibrant market dynamics. Originality/value The study aims to contribute, in a theoretical and empirically grounded basis, to the knowledge about the quality of employment in a spin-off university. This work becomes relevant for policymakers to understand in depth the specific challenges faced by employees of a spin-off university.

The Key of Franchising Chains and Human Resource Management

2016 ◽  
pp. 209-222
Author(s):  
Ana Branca Carvalho ◽  
Fernanda Nogueira
Keyword(s):  
Quality Of Life ◽  
Economic Growth ◽  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Low Cost ◽  
Human Resources Management ◽  
New Ideas

This chapter aims to contribute to the literature and aid in developing a theoretical and practical framework in the area of organization and human resource. With contributions and research from different perspectives, this paper is an essential source for students, researchers and managers in the franchising chains. There has been an increased interest in human resources problems and in new forms of organizations. The concept of Trust can be combined to satisfy the needs of people seeking better quality-of-life. This analyzes the problems of human resources management features of franchising chain business management. The franchising chains involve two aspects: the relation based in trust and a group that develops an innovation idea. It contributes to economic growth, as a pillar to support other complementary activities with a low cost. This system contributes to employment growth and regional wealth, contributes to new ideas helps create new services with high value, promotes establishment of international cooperation networks, and yields a number of additional benefits.

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.

The strategic human resource management approaches and organisational performance

2019 ◽  
Vol 16 (2) ◽  
pp. 181-193 ◽  
Author(s):  
Adnan Iqbal
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Strategic Human Resource Management ◽  
Organisational Performance ◽  
Content Type ◽  
Starting Point ◽  
Creative Climate ◽  
The Relationship

PurposeDespite the strategic importance of the approaches, most of the approaches consider “internal fit” or “external fit”, and do not consider the role of creative climate. The purpose of this paper is to explore the relationship between approaches to strategic human resource management (SHRM) and organisational performance through a creative climate.Design/methodology/approachThis paper has divided into three parts. First, the paper explores the literatures on the constructs. Second, it examines the relationships between constructs dealt with in the literature. Third, the review identifies the gaps in the literature and describes future recommendations of research for this field.FindingsThis study can serve as a starting point for future research on the relationship between SHRM practices, creative climate and organisational performance in terms of financial, human resource and customer retention. Researchers and practitioners need to understand the relationship between the three constructs.Originality/valueThe paper helps managers need to design strategic HRM policies and practices that are aligned with creative climate and organisational performance. Furthermore, it helps scholars/researchers focus their research on the relationship between HRM approaches (universal and contingency approaches), organisational performance and examining the role of creative climate as a mediator to overcome its causal limitations.

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.

Innovation, dynamic capabilities, leadership, and action plan

2019 ◽  
Vol 14 (1) ◽  
pp. 113-127
Author(s):  
Salvatore Moccia ◽  
Shuming Zhao ◽  
Patrick Flanagan
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Design Methodology ◽  
Dynamic Capabilities ◽  
Action Plan ◽  
Leadership Skills ◽  
Technological Changes ◽  
Leadership Model ◽  
Content Type

Purpose The purpose of this paper is to propose a new model of leadership in a volatile, uncertain, complex and ambiguous (VUCA) context, paying special attention to human resource management. Design/methodology/approach The paper is conceptual. It presents the challenges of the VUCA environment that from which technically empowered democracy movements around the world have emerged, needing a new leadership model that aligns human resources tools to the new leadership model. Findings New tools for human resource management are proposed. Originality/value The paper links technological changes and leadership skills, providing a novel framework that can provide a basis for further research into the profound nature of leadership. Implications useful for managers and leaders are discussed.

Study of Chinese firms shows how perceptions of training influence performance

2019 ◽  
Vol 27 (7) ◽  
pp. 20-22
Keyword(s):  
Resource Management ◽  
Job Performance ◽  
Human Resource Management ◽  
Human Resource ◽  
Work Engagement ◽  
Design Methodology ◽  
Work Performance ◽  
Content Type ◽  
Garment Factories ◽  
Training Opportunities

Purpose The authors wanted to find out if perceptions of training were positively related to work engagement and also assess the mediating influence on human resource management. Design/methodology/approach The authors sent out 415 questionnaires to employees in two Chinese garment factories supplying an Australian retailer. Overall, 360 questionnaires were returned and 348 were valid. The survey covered perceptions of the organization’s training practices. A month later, a second survey included employee evaluations of the HRM strength and their work engagement. Meanwhile, supervisors filled out a survey rating employee work performance. Findings The study found that their perceptions of training were positively related to work engagement. The study also revealed that when there was a strong human resource management (HRM) climate, employees had more training opportunities and were more strongly motivated to perform well. Originality/value The authors claimed their study of 348 supervisor-subordinate dyads offered important lessons for managers. It provided guidance on how to increase work engagement and job performance. The research took place in China because it was especially relevant to the cultural and economic context there. China has rapidly grown, but shortages of labour and rising protests about working conditions have made change inevitable.

The nexus between diversity management (DM) and organizational performance (OP): mediating role of cognitive and affective diversity

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Shagufta Showkat ◽  
Siddharth Misra
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Diversity Management ◽  
Content Type ◽  
Mediating Role ◽  
The Impact ◽  
The Relationship

Purpose Present day organizations are considering workforce diversity as one of the main challenges in the human resource management. This study aims to find out the relationship between diversity management (DM) in the context of strategic human resource management (SHRM) and organizational performance (OP). An attempt is made to find out the mediation effect of cognitive diversity (CD) and affective diversity (AD) in the relationship between DM and OP. Design/methodology/approach The constructs investigated in the present study include DM, OP, CD and AD. Structural equation modeling has been used to test the model fit. The data was collected from 50 human resource professionals working in different organizations in the information technology (IT) sector in Bangalore, India. Confirmatory factor analysis has been used for establishing the reliability. Findings The results show that there exists a significant relationship between DM and OP. This significant positive relationship can be attributed to the mediating role of CD and significant negative relationship is because of the AD. Research limitations/implications This study has several limitations. In this study, only three DM practices have been considered. The generalization of the results is another limitation as the study has been conducted in the IT sector in Bangalore, India. Similarly, sample size also affects the implications of an empirical study and sample size in this study is small. This study has investigated only the impact of two aspects of diversity, cognitive and affective, while neglecting the effect of communicational and symbolic processes. Practical implications The results indicate that organizations must consider that by providing intercultural trainings (ICTs), work–life balance (WLB) and work-time flexibility options, the negative aspects of diversity can be minimized. Moreover, organizations should encourage the task conflict which leads to better decision-making as well as creates a sense of group identification, which may help in the avoidance of negative consequences of AD. Originality/value This study is undertaken to find out the effect of certain diversity-oriented SHRM practices such as flexible working times, WLB, ICT and its impact on the OP in the Indian IT industry. This study has investigated the mediating role of CD and AD on the relationship between diversity-oriented SHRM practices and OP, which is the novelty of this study. Third, the study has been undertaken considering that there is a dearth of research on the impact of AD and CD on OP in the Indian context.

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