KNOWLEDGE-BASED HRM PRACTICES, TASK PERFORMANCE AND IS-BUSINESS STRATEGIC ALIGNMENT

2021 ◽  
Vol 14 ((77-6)) ◽  
pp. 976-985
Author(s):  
Gül GÜN
Keyword(s):  
Task Performance ◽  
Strategic Alignment ◽  
Hrm Practices ◽  
Knowledge Based

HRM Practices In Commercial Banks: A Discriminant Analysis Among Public And Private Sector Banks

Think India ◽  
2019 ◽  
Vol 22 (2) ◽  
pp. 214-221
Author(s):  
E. RUSHIT GNANA ROY ◽  
P. JEGAN
Keyword(s):  
Public Sector ◽  
Human Resources ◽  
Private Sector ◽  
Banking Industry ◽  
Public And Private ◽  
The Public ◽  
Public Sector Banks ◽  
Hrm Practices ◽  
Knowledge Based ◽  
Public And Private Sector

Since the banking industry is a knowledge based industry it is essential to transfer the staff recruited into valuable human resources for the banks. It can be done by the provision of adequate skills, knowledge, competences and talents to the human resources. The investment n HRM is essential and inevitable in banking industry, since the return on investment on HRM practices for higher than its cost. With this background, that rate of implementation of HRM practices is banks was analysed. The study revealed that implementation of HRM practices at private sector banks are higher compared to public sector banks. The public sector banks should realise the importance of implementation of HRM practice in order to enrich their performance.

Data and Knowledge

2011 ◽  
pp. 107-142
Author(s):  
Roy Rada
Keyword(s):  
Task Performance ◽  
Clinical Care ◽  
Hospital Information Systems ◽  
Management Control ◽  
Operational Control ◽  
Active Monitoring ◽  
Knowledge Based ◽  
Major Trend ◽  
The 1960S ◽  
Aggregation Analysis

In the 1960s and early 1970s, the emphasis in hospital information systems was on operational control—active monitoring of routine task performance, with emphasis on doing highly structured tasks better, faster, and cheaper. This operational control has been extensively achieved with systems such as patient accounting and medical records. The next era of application, which followed in the late 1970s and early 1980s, shifted attention toward functional effectiveness in the form of management control (Tan, 2001). In practice, this is often accomplished by data aggregation, analysis, interpretation, and presentation (Bali, 2005). Since the 1980s, a major trend has been the development of knowledge-based systems to support clinical care.

HRM Practices and Problems in Family-Owned SMEs

2014 ◽  
pp. 113-130
Author(s):  
Burcu Özge Özaslan Çalişkan
Keyword(s):  
Resource Management ◽  
Literature Review ◽  
Human Resource Management ◽  
Human Resource ◽  
Family Businesses ◽  
Hrm Practices ◽  
Knowledge Based ◽  
Knowledge Based Economy ◽  
Modern Knowledge

In exchange for the need for more highly trained employees, there is not enough qualified labor in the market. Small- and Medium-Sized Enterprises (SMEs) play an important role in the economies of countries because of their characteristics about generating employment. Effective Human Resource Management (HRM) is becoming increasingly important in the modern knowledge-based economy and vital for the success of small- and medium-sized enterprises. However, there are few studies concerning HRM practices of SMEs. The purpose of this study is to analyze the current HRM practices of SMEs, especially which are family businesses, and to identify HRM practices and the problems within these SMEs. With the help of the literature review, helpful suggestions about HRM practices are developed for SMEs.

Strategic alignment of HRM practices in manufacturing SMEs: aGestaltsperspective

2009 ◽  
Vol 16 (1) ◽  
pp. 7-25 ◽  
Author(s):  
Bruno Fabi ◽  
Louis Raymond ◽  
Richard Lacoursière
Keyword(s):  
Strategic Alignment ◽  
Hrm Practices

Suzhi: an indigenous criterion for human resource management in China

2014 ◽  
Vol 5 (2) ◽  
pp. 129-143 ◽  
Author(s):  
Liguo Xu ◽  
Pinging Fu ◽  
Youmin Xi
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Content Type ◽  
Research And Practice ◽  
Indigenous Management ◽  
Hrm Practices ◽  
Knowledge Based ◽  
Different Dimensions

Purpose – The purpose of this paper is to conceptualize the indigenous concept of suzhi at individual and organizational levels, and identify its dimensions for human resource management (HRM) research and practice in China. Design/methodology/approach – Based on a comprehensive review of suzhi literature, Chinese cultural and historical literature, as well as Western mainstream HRM research, a multidimensional suzhi framework is conceptualized. Findings – As an indigenous expression, suzhi can be and has been adopted for Chinese HRM research and practice. As a multidimensional construct, one’s cognitive suzhi is jointly determined by corresponding moral suzhi, wenhua (knowledge-based) suzhi and zhuanye (professional) suzhi. Cognitive suzhi, in turn, determines one’s behavioral suzhi that drives employees to enhance organizational performance, and this relationship is moderated by psychological suzhi. Research limitations/implications – The proposed framework provides new insight for Chinese indigenous management research, particularly in developing suzhi measurement for different dimensions. It also informs HRM practices in recruiting, selection, performance analysis and employee career development. Originality/value – The complexity of suzhi dimensions from an organizational HRM perspective is analyzed. The resulting suzhi framework offers new insight for HRM research and practices in China.

scholarly journals HRM Practices in Indonesia: the Contributing Power of Embeddedness and Support

2018 ◽  
Vol 9 (2) ◽  
pp. 206-217
Author(s):  
S Martono ◽  
Vini Wiratno Putri
Keyword(s):  
Task Performance ◽  
Organizational Support ◽  
Structural Equation ◽  
Perceived Organizational Support ◽  
Employee Performance ◽  
Job Embeddedness ◽  
Equation Modeling ◽  
Survey Method ◽  
Hrm Practices ◽  
Questionnaire Online

This study aims to test the effect of HRM practices on the employees’ task performance and how the correlation is mediated by the variables of job embeddedness and perceived organizational support. The methods of data collection employed observation, questionnaire online and offline, and interview. Sampling uses the survey method, with the number of respondents 480 (response rate 87.27%) academics in Indonesia. The analysis of Structural Equation Modeling (SEM) with Warp PLS program was used to test the hypothesis. The result of this study shows that the supported HRM practices affect employee performance, job embeddedness and perceived organizational support. Employee performance is also directly affected by job embeddedness and perceived organizational support. Based on the result, there is an effect of HRM practices on the task performance, the better HRM practices are, the more employees’ task performance will improve. Job embeddedness and perceived organizational support are also affected by HRM practices. In addition, this study also proves that job embeddedness and perceived organizational support can also improve employees’ task performance. Besides affecting directly, job embeddedness and perceived organizational support have a role as mediating variables in the HRM practices on performance. The result of this study provides an understanding that good HRM practices are crucial to be applied not only in the profitable organization but also in the universities. This study provides a description of the importance of good HRM practices to be implemented in the universities. Furthermore, it is necessary to continue studying the roles of human resources practices with the larger sample.

Impact of knowledge-based HRM, business analytics and agility on innovative performance: linear and FsQCA findings from the hotel industry

Kybernetes ◽  
2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Rawan Enad Al-Qaralleh ◽  
Tarik Atan
Keyword(s):  
Theory And Practice ◽  
Collective Effects ◽  
Sufficient Condition ◽  
Business Analytics ◽  
Linear Modeling ◽  
Organizational Agility ◽  
Content Type ◽  
Innovative Performance ◽  
Hrm Practices ◽  
Knowledge Based

Purpose The emergence of the knowledge economy and Industry 4.0 has prompted many firms to invest considerable resources into knowledge-based human resource management (HRM) practices and business analytics capabilities aimed at enhancing competitiveness. This paper aims to propose a conceptual model that examines the collective effects of knowledge-based HRM practices, business analytics capabilities and organizational agility on innovative performance using knowledge-based theory as a theoretical framework. Design/methodology/approach The present study empirically tested the above-said idea by surveying (n = 182) individuals with supervisory capacity in Jordanian 4- and 5-star hotels. The obtained data was analyzed using linear modeling and fuzzy sets (fsQCA) techniques. Findings Results from linear modeling revealed that knowledge-based HRM practices, business analytics and organizational agility are important antecedents for innovative performance. Conversely, findings from fsQCA revealed that organizational agility is a necessary and sufficient condition to achieve high innovative performance. While business analytics is a sufficient condition to achieve high innovative performance. Originality/value This study is among the first to unveil the linear and complimentary effects of knowledge-based HRM practices, business analytics capabilities and organizational agility on innovative performance. Implications for theory and practice are discussed.

HRM Practices and Problems in Family-Owned SMEs

2016 ◽  
pp. 2304-2322
Author(s):  
Burcu Özge Özaslan Çalişkan
Keyword(s):  
Resource Management ◽  
Literature Review ◽  
Human Resource Management ◽  
Human Resource ◽  
Family Businesses ◽  
Hrm Practices ◽  
Knowledge Based ◽  
Knowledge Based Economy ◽  
Modern Knowledge

In exchange for the need for more highly trained employees, there is not enough qualified labor in the market. Small- and Medium-Sized Enterprises (SMEs) play an important role in the economies of countries because of their characteristics about generating employment. Effective Human Resource Management (HRM) is becoming increasingly important in the modern knowledge-based economy and vital for the success of small- and medium-sized enterprises. However, there are few studies concerning HRM practices of SMEs. The purpose of this study is to analyze the current HRM practices of SMEs, especially which are family businesses, and to identify HRM practices and the problems within these SMEs. With the help of the literature review, helpful suggestions about HRM practices are developed for SMEs.

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