Strategic Human Resource Practices and Product Innovation

2008 ◽  
Vol 29 (6) ◽  
pp. 821-847 ◽  
Author(s):  
Sjoerd Beugelsdijk
Keyword(s):  
Human Resource ◽  
Working Hours ◽  
Human Resource Practices ◽  
Radical Innovations ◽  
Hr Practices ◽  
Flexible Working Hours ◽  
Task Autonomy ◽  
Performance Based Pay ◽  
Heuristic Device ◽  
And Performance

Using creativity theory as a heuristic device, I develop hypotheses on the relation between strategic human resource practices and a firm's capability to generate product innovations. My empirical tests in a sample of 988 Dutch firms indicate the importance of task autonomy, training and performance-based pay for generating incremental innovations. Regarding radical innovations, the results point to the importance of task autonomy and flexible working hours. The use of standby contracts is associated with significantly lower levels of innovativeness. We also find interaction effects between individual HR practices, between HR practices and firm size, and between HR practices and R&D intensity.

scholarly journals Human Resource Practices in Public Healthcare Sector: A Perceptual Study among Healthcare Professionals

2017 ◽  
Vol 6 (1) ◽  
pp. 52
Author(s):  
Sumathi G N
Keyword(s):  
Performance Management ◽  
Human Resource ◽  
Healthcare Professionals ◽  
Healthcare Sector ◽  
Family Welfare ◽  
Public Healthcare ◽  
Human Resource Practices ◽  
Public Healthcare Sector ◽  
Primary Health Centres ◽  
And Performance

<span lang="EN-US">The study is aimed to identify various human resource practices in the public healthcare sector and to measure the level of human resource practices. The study adopts the perceptual view of healthcare professionals such as medical officers and staff nurses working in Primary Health Centres of Tamilnadu. A survey using a questionnaire is used to collect data from healthcare professionals. The results indicated that human resource practices such as job autonomy and job security are perceived to be useful and necessary, while training and performance management system are found to provide necessary inputs for carrying job duties and practices such as career growth opportunities and compensation need the attention of the officials of Health and Family Welfare department of Tamilnadu Government for enhancing the utility of these practices</span><span>.</span>

scholarly journals Corporate Governance Ideology, Human Resource Practices and Senior Staff Salaries

2021 ◽  
Author(s):  
Nicholas Black ◽  
Peter Stokes
Keyword(s):  
Corporate Governance ◽  
Human Resource ◽  
Common Sense ◽  
Human Resource Practices ◽  
Senior Staff ◽  
Staff Members ◽  
Hr Practices ◽  
Managerial Power ◽  
Corporate Goals ◽  
The Common

This chapter examines the link between corporate governance ideology and HR (human resource) practices involved in the important and ongoing issue of senior staff salaries. In the spirit of financialization and hyper-individuals, the mainstream corporate governance ideology promotes beliefs about competitive pay and managerial power. These beliefs shape the design and implementation of HR practices by legitimizing the ‘common-sense’ assumption that senior staff members should, primarily, be rewarded for meeting corporate goals. However, our discussion critiques the use of this corporate governance ideology for encouraging myopia and silence amongst remuneration committee members in response to growing inequality. This is exemplified by an inductive analysis of remuneration committee minutes taken from British universities (n = 67). Interestingly, this example also highlighted a marginalized belief about sacrificial leadership that countered this growth under alternative ideology in the spirit of altruism. The chapter recommends the radical proposal that remuneration committees should expand their remit beyond only considering senior staff salaries and promote HR practices that will embed altruism and equality.

Managing Age Diversity in the Workplace

2019 ◽  
Author(s):  
Cody Cox ◽  
Richard Posthuma ◽  
Fabian Castro ◽  
Eric Smith
Keyword(s):  
Human Resource ◽  
Meaningful Work ◽  
Human Resource Practices ◽  
Age Stereotypes ◽  
Organizational Contexts ◽  
Hr Practices ◽  
Age Diversity ◽  
Different Ages ◽  
Motivational Changes ◽  
Diversity In The Workplace

Many researchers have noted the increasing age of the workforce, but less noted is that the workforce is also becoming more diverse in terms of age. Thus, as the workforce ages, the ability to manage age diversity will become increasingly important. Managing workers of different ages requires understanding the physiological, psychological, and motivational changes that accompany age, as well as how individuals of different ages interact in organizational contexts. With an increased awareness of the multidimensional nature of age, employers can consider useful adaptations to their human resource practices. Dispelling invalid age stereotypes may be accomplished through inclusive HR practices, the use of intergenerational interactions, and providing meaningful work to all employees.

HUMAN RESOURCE PRACTICES AND OPEN INNOVATION

2013 ◽  
Vol 17 (06) ◽  
pp. 1340019 ◽  
Author(s):  
DARIA PODMETINA ◽  
DARIA VOLCHEK ◽  
JUSTYNA DĄBROWSKA ◽  
IRINA FIEGENBAUM
Keyword(s):  
Human Resource ◽  
Open Innovation ◽  
New Products ◽  
Human Resource Practices ◽  
Internal Motivation ◽  
Hr Practices ◽  
Innovation Strategies ◽  
Human Side ◽  
Innovation Approach

The human side of open innovation (OI) has not been extensively studied; however, when companies develop new products or services, it is essential to foster corporate innovativeness, and managing personnel is a key to this. Human resource (HR) practices are an essential means by which companies can influence and shape the skillset, attitudes, and behaviour of individuals to do their work and can systematise the work of the whole organisation. In this paper, we aim to contribute to understanding the role of HR in open innovation, by analysing the HR practices in companies operating under an open innovation approach. We test our model with the PLS-SEM method, using Smart PLS software. Our findings suggest that personnel education is essential in supporting corporate open innovation strategies. Internal motivation systems prove to be valuable assets to support internal and external openness in OI implementation. High appreciation of personnel and its value to company are important for increasing external and internal openness.

scholarly journals The Influence of Human Resource Management Practices on the SMEs Performance: Mediating Role of Employee Engagement

2021 ◽  
Vol 4 (1) ◽  
pp. 79-91
Author(s):  
Muhammad Azeem Ahmad ◽  
Arshia Hashmi ◽  
Waris Ali
Keyword(s):  
Organizational Performance ◽  
Performance Management ◽  
Employee Engagement ◽  
Human Resource ◽  
Training And Development ◽  
Human Resource Practices ◽  
Mediating Role ◽  
And Performance ◽  
Recruitment And Selection

Recently, human resource practices have been considered as the foremost solution for high organizational performance and attained the focus of recent studies and regulators. Therefore, the present study investigates the impact of human resource practices such as recruitment and selection, training and development, reward and compensation, and performance management on SMEs performance in Pakistan. The present research also examines the mediating role of employee engagement among the nexus of recruitment and selection, training and development, reward and compensation, performance management, and SMEs performance in Pakistan. This research has adopted the questionnaires to collect the data and executed the smart-PLS to analyze the data. The results revealed that recruitment and selection, training and development, reward and compensation, and performance management have a positive association with SMEs’ performance. The findings also exposed that employee engagement positively mediating the links among recruitment and selection, training and development, reward and compensation, performance management, and SMEs performance in Pakistan. This study has provided the guidelines to the policymakers that they should extend their focus towards human resource practices that improve organizational performance.

scholarly journals PENGARUH BERANTAI BUDAYA ORGANISASI DAN HUMAN RESOURCE PRACTICES TERHADAP KREATIFITAS DAN KINERJA USAHA UMKM

2018 ◽  
Vol 7 (3) ◽  
pp. 61
Author(s):  
Sulhaini Sulhaini ◽  
Rusdan Rusdan ◽  
Rahman Dayani ◽  
Baiq Ismiwati
Keyword(s):  
Organizational Culture ◽  
Market Orientation ◽  
Human Resource ◽  
Direct Effect ◽  
Business Performance ◽  
Learning Orientation ◽  
Human Resource Practices ◽  
Purposive Sampling ◽  
Learning Orientations ◽  
And Performance

This research aimed at examining the chain of effects of organisational culture and human resource practices towards SMEs’ creativity and performance. The study contributes to the literature by giving explanations related to how human resource practices, market and learning orientations affect the creativity and performance of SMEs. Population in this research was all SMEs producing handicraft, food / beverage and others in Mataram-Indonesia. Sample firms were selected using purposive sampling. The results showed that organizational culture, namely market orientation and learning orientation affect creativity and business performance in different ways. Learning orientation does not have a strong effect on creativity but has a direct effect on business performance. Meanwhile market orientation and human resource practices have no direct effect on business performance but through their influence on creativity. Market orientation and human resource practices ensure high business performance through its influence on creativity improvement. Market orientation becomes a source of creative ideas as its dimensions provide opportunities for SMEs to find useful ideas. Furthermore, human resource practices maintain / motivate employees for continuous creative endeavors, faster and better than to competitors. This creates higher customer value, stronger competitive advantage and greater guarantees business success /business performance.Penelitian ini menguji pengaruh berantai dari budaya organisasi dan human resource practices terhadap kreatifitas dan kinerja usaha UMKM. Studi ini berkontribusi pada literature dengan memberikan penjelasan terkait bagaimana human resource practices, market dan learning orientations mempengaruhi kreatifitas dan kinerja usaha UMKM. Populasi dalam penelitian ini adalah semua UMKM dibidang usaha pengolahan baik kerajinan maupun makanan/minuman dan lainnya. Teknik sampling yang digunakan adalah purposive sampling dari teknik sampling Non-Probability Sampling. Hasil penelitian menunjukkan bahwa budaya organisasi, yaitu market orientation dan learning orientation mempengaruhi kreatifitas dan kinerja usaha dengan cara yang berbeda. Learning orientation tidak berpengaruh kuat terhadap kreatifitas tetapi berpengaruh langsung terhadap kinerja usaha. Sedangkan market orientation memiliki pengaruh yang sama dengan human resource practices, yaitu tidak berpengaruh langsung terhadap kinerja usaha tetapi melalui pengaruhnya terhadap kreatifitas. Market orientation dan human resource practices menjamin kinerja usaha yang tinggi melalui pengaruhnya terhadap peningkatan kreatifitas. Market orientation menjadi sumber inspirasi ide-ide kreatif karena adanya orientasi kepada konsumen dan pesaing memberikan peluang bagi UMKM untuk menemukan ide. Selanjutnya, human resource practices menguatkan motivasi karyawan untuk berkreasi secara berkelanjutan, lebih cepat dan lebih unggul dari pesaing. Hal ini menciptakan keunggulan bersaing yang lebih kuat dan menjadi jaminan kesuksesan usaha/kinerja usaha yang lebih tinggiKeywords :human resource practices, organizational culture, creativity

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