THE INFLUENCE OF HUMAN RESOURCE MANAGEMENT SYSTEMS ON INNOVATION: EVIDENCE FROM IRISH MANUFACTURING AND SERVICE FIRMS

2017 ◽  
Vol 21 (01) ◽  
pp. 1750003 ◽  
Author(s):  
FRANK CROWLEY ◽  
JANE BOURKE
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Management ◽  
Human Resource ◽  
Successful Implementation ◽  
Service Firms ◽  
Firm Level ◽  
Firm Innovation ◽  
Employment Contracts ◽  
Hrm Practices

The ability of firms to maximise their innovative potential is fundamental to economic growth. The successful implementation of human resource management (HRM) practices is important for firm performance, and there is a growing understanding of the benefits to firms when HRM practices are applied together. We investigate if HRM practices are significantly more effective when implemented as ‘bundles’ or ‘systems’ of complementarities than when they are implemented individually in Irish manufacturing and service firms. The National Workplace Survey (2009a), a dataset rich with information on HRM practices at the firm level, is employed. HRM bundles relating to performance management and appraisal, knowledge sharing and involvement and empowerment in decision-making are all positively associated with innovation in manufacturing and service firms, and bundles of flexible employment contracts practices positively influence innovation in service firms. In summary, HRM practices when applied together, rather than in isolation, are important for firm innovation.

Human Resource Management Patterns of (Anti) Corruption Mechanisms within Informal Networks

2019 ◽  
Vol 38 (2) ◽  
pp. 177-193
Author(s):  
Maral Muratbekova-Touron ◽  
Tolganay Umbetalijeva ◽  
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Management ◽  
Human Resource ◽  
Peer Pressure ◽  
Social Recognition ◽  
Informal Networks ◽  
Network Ties ◽  
Hrm Practices ◽  
And Performance

In this article, we propose to comprehend the corruption mechanisms of tender bidding processes in terms of Human Resource Management (HRM) practices within informal networks. Taking the context of Kazakhstan, we analyze the behavior of individual actors as members of informal networks. Our analysis shows that both corruption and anti-corruption mechanisms can be explained in terms of HRM practices such as (camouflaged) recruitment (e.g., of powerful government officials via network ties), compensation (e.g., kickbacks for corruption; social recognition or shame for anti-corruption) and performance management (e.g., demonstrative punishment for corruption; extreme formalization, peer pressure or social sanctions for anti-corruption).

Deciphering the implementation of green human resource management in an emerging economy

2017 ◽  
Vol 36 (10) ◽  
pp. 1230-1246 ◽  
Author(s):  
Mohd-Yusoff Yusliza ◽  
Nur Zahiyah Othman ◽  
Charbel Jose Chiappetta Jabbour
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Conceptual Framework ◽  
Human Resource ◽  
Emerging Economy ◽  
Employee Empowerment ◽  
Successful Implementation ◽  
Business Partner ◽  
Content Type ◽  
Hrm Practices

Purpose Drawing on the resource-based view (RBV) theory, the purpose of this paper is mainly to show how electronic human resource management (HRM), green employee empowerment, and human resource (HR) business partner role may influence green HRM practices. Design/methodology/approach A conceptual framework was proposed to test the direct effect of the three independent variables – and key HR factors – on green HRM. Self-administered questionnaire was adopted in a systematic collection of data from manufacturing and service organizations in Malaysia. The partial least squares method was used to test the conceptual framework of the study. Findings The empirical results demonstrate that green employee empowerment has a significant positive relationship with all dimensions of green HRM practices; the added value of HR business partner role is an important aspect in ensuring the successful implementation of green HRM practices; and surprisingly, electronic HRM was not significantly related with all dimensions of green HRM practices. Originality/value As revealed by searches of ISI Web of Knowledge and Scopus, there is no similar work which tested a similar framework based on evidence from an emerging economy. Based on RBV, it is possible to suggest that green employee empowerment and the role of HR as a Business Partner constitute unique resources when adopting green HRM practices.

Human Resource Management in the Not-for-Profit Sector

2021 ◽  
pp. 436-457
Author(s):  
Emma Parry ◽  
Clare Kelliher
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Management ◽  
Human Resource ◽  
Management Communication ◽  
Public And Private ◽  
The Public ◽  
For Profit ◽  
Hrm Practices ◽  
Not For Profit

This chapter examines human resource management (HRM) in organizations in the not-for-profit sector. It examines the use of HRM practices relating to recruitment, selection, training, reward, performance management, communication, and diversity in not-for profit organizations, drawing on data collected via the Cranet survey. In the light of ongoing debate about how the not-for-profit sector differs from, or is similar to, the public and private sectors, we compare the findings across sectors. Furthermore, in line with commentary about the increasing importance of HRM in this sector, we compare the data collected in 2014/15 with the findings from the 2009/10 survey. We show that many of the HRM practices used in the not-for-profit sector are similar to those used in the public and private sectors, making it difficult to identify a unique not-for-profit approach to HRM. However, we also suggest that some elements of the commonly cited values-based approach to HRM remain.

Considering Call Center Developments in E-HRM

2009 ◽  
pp. 191-196
Author(s):  
Wendy R. Carroll
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Management ◽  
Human Resource ◽  
Call Center ◽  
Management Practices ◽  
Lessons Learned ◽  
New Employees ◽  
Hrm Practices ◽  
The One

Technology advances have dramatically affected the ways in which we manage and organize work. With new evolutions of technologically mediated systems, the development of electronic human resource management (e-HRM) practices becomes more accepted for many organizations. For example, on the one hand, organizations have been able to extend job searches to attract new employees from around the globe using the World Wide Web. This recruitment feature has provided matches of special skilled workers with employers and has lessened recruitment costs for other searches for less skilled positions by bringing potential candidates directly to the organization. On the other hand, HRIS technologies within operation structures such as call centers have been tightly integrated into e-HRM practices creating heavily defined performance management systems. The developments in the call center area specifically have resulted in an interesting convergence of HRIS and HR architectures to explore lessons learned and future directions in e-HRM. The purpose of this article is to first provide a background of the call center developments over the past 15 years in light of e-HRM. Specifically, a focus on the technological advancements in call center operations will be overlaid with the developments of e-HRM practices to reveal the ways in which both are integrated and implemented to create an end-to-end process. The second focus of this article is on the development of performance management HR practices such as electronic performance monitoring (EPM), e-coaching, and e-learning using HRIS integrations. Although in many ways this integrated e-HRM model has improved organization performance and effectiveness, there have also been other implications resulting in negative affects on performance outcomes such as turnover, job satisfaction, and customer satisfaction. So finally, this article will draw out the lessons learned from the call center model and e-HRM with a focus on the balance between human resource management practices and operational structural design.

scholarly journals Human resource management practices and firm outcomes: evidence from Vietnam

2018 ◽  
Vol 25 (2) ◽  
pp. 221-238 ◽  
Author(s):  
Thang Dang ◽  
Thai Tri Dung ◽  
Vu Thi Phuong ◽  
Tran Dinh Vinh
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Fixed Effects ◽  
Management Practices ◽  
Value Added ◽  
Firm Level ◽  
Content Type ◽  
Hrm Practices ◽  
Firm Outcomes

Purpose The purpose of this paper is to estimate the effects of human resource management (HRM) practices on firm outcomes at the firm level in Vietnam. Design/methodology/approach The paper employs a fixed-effects framework for the estimation using a panel sample of manufacturing firms from small- and medium-sized enterprise surveys between 2009 and 2013. Findings The paper finds that, on average, a firm that provides the training for new workers gains roughly 13.7, 10 and 14.9 percent higher in output value per worker, value added per worker and gross profit per worker, respectively, than the counterpart. Moreover, an additional ten-day training duration for new employees on average leads to a 4.1 percent increase in output value per worker, a 3.0 percent rise in value added per worker and a 3.0 percent growth in gross profit per worker. The paper also uncovers that a marginal 10 percent of HRM spending results in about 2 and 1.6 percent rises in output value per worker and value added per worker, respectively. Originality/value Using the case of Vietnam, this paper shows the important roles of HRM practices in explaining firm outcomes.

scholarly journals The Impact of Human Resource Management Practices on Perceived Organisational Justice

2019 ◽  
Vol 10 (1) ◽  
pp. 219
Author(s):  
Swarts I. ◽  
Leeuw Z. M. ◽  
Mukonza C.
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Management ◽  
Human Resource ◽  
Management Practices ◽  
Simple Random Sampling ◽  
Quantitative Methodology ◽  
Hrm Practices ◽  
Organisational Justice ◽  
The Impact

The paper sought to investigate the impact of perceived organisational justice and Human Resource Management (HRM) practices. HRM practices have been recognised progressively more as a vital ingredient towards sustained competitive success, especially firms and organisations that are operating in unstable, challenging and rapidly changing international competitive environments. The paper made use of quantitative methodology. Data was collected from a list HRM payment registered National Department of Public Works (NDPW). Target population were 1296 employees and only 500 employees were selected using simple random sampling.  A total of 375 questionnaires were completed. Statistical Package for Social Sciences (SPSS) was used to analyse the data using inferential and descriptive statistics. Employees are not satisfied with the following HRM practices: performance management, compensation, promotion, recruitment and selection. The study recommends that for NDPW to achieve its strategic mandate attention must be given to promote positive organisational justice.

scholarly journals A Study on Implications of Implementing Green HRM in the Corporate Bodies with Special Reference to Developing Nations

2017 ◽  
Vol 12 (9) ◽  
pp. 117 ◽  
Author(s):  
Adimuthu Ramasamy ◽  
Ishmael Inore ◽  
Richard Sauna
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Management ◽  
Human Resource ◽  
Environmental Sustainability ◽  
Hrm Practices ◽  
Novel Concept ◽  
Recruitment And Selection ◽  
Green Human Resource Management ◽  
Desk Research

Green Human Resource Management (GHRM) is very critical in helping different organizations achieve environmental sustainability. This is a novel concept in relatively many organizations and especially those in the developing countries. Although more effort is required to help organizations in the implementation of the green policy, some of these organizations have already embraced the concept and have been utilizing it in some or all their Human Resource Management (HRM) practices. The main HRM practices generally include recruitment and selection, training and development, performance management and appraisal, compensation and reward, empowerment and participation, and the management of the organizational culture. This shows that HRM has a major role to play in helping turn their particular organizations green. This sets the basis of this paper, which utilizes the desk research but proposes further research in the area considering that it is still a green concept in the field of HRM. For the purpose of this paper, the terms businesses, companies, organizations, and firms will be used interchangeably.

THE ROLE AND RELEVANCE OF HUMAN RESOURCE MANAGEMENT AND ITS PRACTICES IN THE PORTUGUESE HOTEL INDUSTRY

2021 ◽  
Vol 27 (2) ◽  
pp. 407-427
Author(s):  
Natália Costa ◽  
Carlos Miguel Oliveira ◽  
Ivo Oliveira
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Competitive Advantage ◽  
Performance Management ◽  
Human Resource ◽  
Hotel Industry ◽  
Training And Development ◽  
Hrm Practices ◽  
Top Managers ◽  
Recruitment And Selection

Purpose – Validation of the Human Resource Management (HRM) practices used by Portuguese hotels, their degree of importance, and the alignment between their strategic dimension and their operational implementation. Design – The study was developed using quantitative analysis, supported by a questionnaire shared with top managers of hotel companies in the Portuguese Hotels national register. Methodology – The HRM practices integrated in the study were the result of those identified in the literature review, the global HR barometer developed by the Michael Page company, and the HRM practices integrated in the Label Pro HR project, developed by the Mediterranean Federation from Human Resources in association with HRM Associations and European higher education institutions. Findings – In Portugal, HRM in the hotel industry is beginning to be understood as a way to achieve competitive advantage. 92,7% of the top managers in our sample reported that the existence of an HR department grants a competitive advantage. Recruitment and Selection, Training and Development, Performance management and evaluation, and Safety and Hygiene at Work are the most important HRM practices. We conclude that the characteristics of hotels (classification and size) are crucial for HRM, their organizational processes, and the strategic importance assigned to the function. Originality of the research – The study is innovative because it uses a questionnaire specifically designed for the study, and which considers a high number of HRM practices. The sample consists of 124 of the 1.515 registered hotels (8,2%).

Trendsetters of HRM: a systematic review of how professional service firms manage people

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Dmitri Sokolov ◽  
Elena Zavyalova
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
The Body ◽  
Professional Service ◽  
Future Research ◽  
Service Firms ◽  
Professional Service Firms ◽  
Content Type ◽  
Hrm Practices

PurposeHuman resource management in professional service firms (PSF) is one of the most important instruments for promoting sustainable competitive advantage. Despite the major growth of scholars' interest in human resource management (HRM) issues in PSF, the body of knowledge in this field remains highly fragmented and diversified. The purpose of this paper is to systematize key evidence on the use of HRM practices in PSF.Design/methodology/approachThe paper is based on a systematic literature review of 90 peer-reviewed journal papers.FindingsThe review revealed typical ability-, motivation- and opportunity-enhancing practices used by PSF and outlined how these HRM practices may differ among various PSF.Originality/valueThe paper provides scholars with an updated and comprehensive research landscape and development process in this important field, thereby contributing to greater research interest and enthusiasm for future research.

scholarly journals Human Resource Management (HRM) Practices and Employee Job Satisfaction at a Public Corporation in Qatar

2021 ◽  
Vol 3 (26) ◽  
pp. 53-73
Author(s):  
Dr. Thamer Mohammed Maharmeh ◽  
Keyword(s):  
Job Satisfaction ◽  
Resource Management ◽  
Human Resource Management ◽  
Performance Management ◽  
Human Resource ◽  
Simple Random Sample ◽  
Employee Job Satisfaction ◽  
Hrm Practices ◽  
Public Corporation ◽  
The Impact

Recognizing the importance of human resource management (HRM) practices, and their effects on employee behaviors and attitudes, many studies investigated the correlation between HRM practices and employee job satisfaction. The overall objective of this research is to investigate the impact of HRM practices (training and development and performance management) on employee satisfaction in case of a public corporation in Qatar. In order to meet the objectives of the research, and in order to answer its questions, a survey questionnaire was developed and distributed to a simple random sample of (92) employees, who work for a public corporation in Qatar. The total number of the returned surveys was (78) surveys. This means that the response rate was 84%. Results of data analysis revealed that there is positive and strong correlation between HRM practices and employee job satisfaction. HRM practices explain 22% of employee job satisfaction, while other factors explain 78%. Based on that, it was suggested to develop HRM practices in order to foster employee job satisfaction. It was also suggested to carry future researches to investigate other factors that may drive employee job satisfaction.

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