Research on the Relationship Between Strategic Human Resource Management and Organizational Performance Based on Contingency Mode

The objective of the present study is to examine the impact of human resource management (HRM) practices on organizational performance. Knowledge management (KM) practices as a moderator in the relationship between HRM practices and organizational performance are studied by developing a conceptual model. Using a structured survey instrument, the data were collected from 979 employees from 10 hospitals in the southern part of India (Tiruchirappalli District of Tamil Nadu). After thoroughly checking the instrument’s measurement properties using the LISREL, hierarchical regression was performed to test the hypotheses. The results support (a) compensation and rewards, performance appraisal and learning culture that are positively and significantly related to organizational performance; (b) recruitment and selection, training and development that are not significantly related to organizational performance; and (c) KM practices that moderate the relationship between (a) training and development and organizational performance, and (b) learning culture and organizational performance. Finally, the implications for HRM and KM are discussed.

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Promoting Strategic Human Resource Management, Organizational Learning, and Knowledge Management in Modern Organizations

Advanced Methodologies and Technologies in Business Operations and Management - Advances in Logistics, Operations, and Management Science ◽

10.4018/978-1-5225-7362-3.ch066 ◽

2019 ◽

pp. 879-891

Author(s):

Kijpokin Kasemsap

Keyword(s):

Human Capital ◽

Knowledge Management ◽

Resource Management ◽

Organizational Learning ◽

Human Resource Management ◽

Organizational Performance ◽

Human Resource ◽

Strategic Human Resource Management ◽

Current Trends ◽

Strategic Goals

This chapter describes the concept of strategic human resource management (SHRM), the concept of electronic human resource management (e-HRM), the importance of SHRM in modern organizations, and the current trends of organizational learning and knowledge management (KM) in modern organizations. SHRM is the strategic practice of attracting, developing, rewarding, and retaining employees with the important goal of increasing various benefits to both employees as individuals and organization as a whole. SHRM strategically utilizes organizational resources and talent within HR functions to make organizations more effective in the modern workforce. Organizational learning and KM allow for organizational employees to share knowledge and learn exactly what is relevant to their specific tasks toward encouraging human capital and knowledge creation. The chapter argues that promoting SHRM, organizational learning, and KM has the potential to enhance organizational performance and achieve strategic goals in modern organizations.

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Human Resource Strategic to Maintain Waste Management in Organization

International Journal of Engineering & Technology ◽

10.14419/ijet.v7i3.20.18993 ◽

2018 ◽

Vol 7 (3.20) ◽

pp. 119

Author(s):

Fadillah Ismail ◽

Ainul Mardhiyah Nor Aziz ◽

Wan Md. Syukri Wan Mohamad Ali ◽

Halimah Mohd Yusof

Keyword(s):

Resource Management ◽

Waste Management ◽

Human Resource Management ◽

Strategic Management ◽

Competitive Advantage ◽

Human Resource ◽

Strategic Human Resource Management ◽

Professional Conduct ◽

Sustainable Competitive Advantage ◽

The Relationship

The time constraint to concentrate on human resource management and lack of knowledge for the key strategic management of human resource would constrain the expand of the needs for its execution. The objective or motivation behind this study is to investigate the relationship and practice of strategic human resource management, the awareness of the exploration on strategic human resource management improves and professional conduct on waste management in organization. This investigation enhances to the logical group of research to fill the gap that as of now exists in organization. Waste management is chosen as the concentration of this investigation in relationship between strategic human resource management and sustainable competitive advantage. Thus, this research is important to manager’s level and academia for benefit table to business settings further enhancement.

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The mediating effects of psychological contracts on the relationship between human resource management systems and organisational performance

International Journal of Manpower ◽

10.1108/ijm-10-2013-0238 ◽

2015 ◽

Vol 36 (7) ◽

pp. 1012-1033 ◽

Cited By ~ 3

Author(s):

Anastasia A. Katou

Keyword(s):

Resource Management ◽

Human Resource Management ◽

Organizational Performance ◽

Human Resource ◽

Structural Equation ◽

Psychological Contracts ◽

Cross Sectional ◽

Content Type ◽

The Impact ◽

The Relationship

Purpose – The purpose of this paper is to investigate the impact of human resource management (HRM) systems (expressed by content, process and climate) on organizational performance through the mediating role of psychological contracts (expressed by employer and employee promises fulfilment). Design/methodology/approach – The study examines theoretical relationships in the Greek context, based on structural equation modelling (SEM) estimation, using a sample of employees from both private and public sector organizations. Findings – The study finds that the impact of HRM content on organizational performance is less strong compared to its impact through HRM process. Additionally, the study finds that psychological contract partially and positively mediates the HRM – performance relationship, where the impact of HRM on organizational performance through employee promises fulfilment is stronger than that through employer promises fulfilment. Research limitations/implications – The study does not allow for appropriately investigating dynamic causal inferences due to the cross-sectional nature of data. Additionally, considering that Greece is experiencing a severe economic and financial crisis, the findings from this unique context may not generalize across borders. Practical implications – For improving organizational performance, managers and decision makers should make their HRM systems more visible, understandable, legitimate and relevant. At the same time they should make HRM systems more instrumental, valid and consistent of HR messages. Originality/value – Investigations into the relationship between HRM systems and organizational performance have become increasingly common. Nevertheless, empirical studies that measure the influence of HRM systems, which integrate both content and process, on organizational performance are still rare. This paper partially fills this gap.

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The strategic human resource management approaches and organisational performance

Journal of Advances in Management Research ◽

10.1108/jamr-11-2017-0104 ◽

2019 ◽

Vol 16 (2) ◽

pp. 181-193 ◽

Cited By ~ 7

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.

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Going Beyond the SHRM Paradigm: Examining Four Approaches to Governing Employees

Journal of Management ◽

10.1177/0149206315618011 ◽

2015 ◽

Vol 44 (4) ◽

pp. 1598-1619 ◽

Cited By ~ 19

Author(s):

Zhong-Xing Su ◽

Patrick M. Wright ◽

Michael D. Ulrich

Keyword(s):

Resource Management ◽

Human Resource Management ◽

Organizational Performance ◽

Human Resource ◽

Organizational Theory ◽

Strategic Human Resource Management ◽

Chinese Context ◽

Positive Effects ◽

Hybrid Governance ◽

Alternative Approaches

Drawing from strategic human resource management and organizational theory, this article develops an integrated typology of employee governance. This typology is based on the dimensions of eliciting employees’ commitment to the organization (commitment-eliciting) and achieving employees’ compliance to rules (compliance-achieving), which yields four approaches to governing employees: disciplined governance, bonded governance, hybrid governance, and unstructured governance. Results from 337 firms show that the hybrid governance approach is linked with significantly higher organizational performance than alternative approaches in the Chinese context. In addition, both commitment-based practices and compliance-based practices are positively related to organizational performance, and their interaction produces additional positive effects.

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Research on the Human Resources Performance Management Based on the Strategic Direction Data Mode Analysis

Applied Mechanics and Materials ◽

10.4028/www.scientific.net/amm.687-691.4560 ◽

2014 ◽

Vol 687-691 ◽

pp. 4560-4563 ◽

Cited By ~ 1

Author(s):

Qiu Juan Zhu ◽

Guo Hui Su

Keyword(s):

Resource Management ◽

Human Resource Management ◽

Organizational Performance ◽

Performance Management ◽

Human Resource ◽

Management Practices ◽

Strategic Human Resource Management ◽

Mode Analysis ◽

Strategic Direction ◽

Human Resource Management Practices

Strategic human resource management theory, strategic choice on the basis of the enterprise, to take appropriate human resource management practices, to better achieve Organizational performance. By analyzing real human resource management Different modes of practice, combined with the specific activities of the US-Japan Human Resource Management companies, proposed supportive human resource management practices can help companies achieve strategic goals of innovation.

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