Does Green Human Resource Practices Enhance Sustainable Environmental Performance, Mediation Moderation Analysis

2021 ◽  
Vol 7 (5) ◽  
pp. 3738-3755
Author(s):  
Jing-Jing Lai ◽  
Wen-Cheng Wang ◽  
Ying-Hsun Hung ◽  
Nai-Yuan Pai
Keyword(s):  
Organizational Culture ◽  
Human Resource ◽  
Environmental Performance ◽  
Psychological Climate ◽  
Primary Data ◽  
Human Resource Practices ◽  
Moderation Model ◽  
Mediation Moderation ◽  
Structured Questionnaire ◽  
Do So

The study examines the significant impact of green human resource practices on the environmental performance mediating through green psychological climate and moderated through green organizational culture. Digging in the literature gives that environmental performance is affected positively by the green human resources, the study chose to impart a difference by investigating a mediation moderation model. To do so, primary data is being collected using a structured questionnaire and analyzed through regression models. The results of the study show that the environmental performance is affected 74% alone by the green human resource practices, with 25% mediation of green psychological climate and 7% moderated effect of green organizational culture.

The Risk Management Profession in Australia

2018 ◽  
pp. 112-129
Author(s):  
Adela J. McMurray ◽  
Jean Cross ◽  
Carlo Caponecchia
Keyword(s):  
Risk Management ◽  
Organizational Culture ◽  
Human Resource ◽  
Business Continuity ◽  
Human Resource Practices ◽  
Attitudes And Beliefs ◽  
Anova Analysis ◽  
Organizational Boundaries ◽  
Management Standard ◽  
International Risk Management

This study aimed to identify to what extent Australian organizations have any plans to manage business continuity threats, and the nature and content of these plans. Sixty-four respondents who were risk management professionals were surveyed to explore the Business Continuity Practices within their organizations. The ANOVA analysis showed 39 per cent of the organizations had developed an enterprise-wide plan of which just over half stated that the plan was tested. However, 36 per cent of respondents had no plan, an “informal plan,” were developing a plan, or did not know whether they had a plan. Standardized guidelines for a process to manage risks have been developed across many spheres and countries and are brought together in the international risk management standard ISO31000 (ISO, 2009), which presents a process applicable to all organizations and all risks. Human resource practices that promote consistent communication and an organizational culture that allows business continuity plan values, attitudes and beliefs to become embedded and to move across traditional organizational boundaries are therefore important for gaining the cooperation needed to implement plans in an organization's operational areas pertaining to business continuity.

What matters more? The impact of industry and organizational factors on organizational culture

2016 ◽  
Vol 54 (3) ◽  
Author(s):  
Anjali Chaudhry ◽  
Ling Yuan ◽  
Jia Hu ◽  
Robert A. Cooke
Keyword(s):  
Organizational Culture ◽  
Cultural Values ◽  
Human Resource ◽  
Hierarchical Linear Modeling ◽  
Design Methodology ◽  
Leadership Behaviors ◽  
Organizational Factors ◽  
Cultural Norms ◽  
Human Resource Practices ◽  
The Impact

Purpose Writings on organizational culture suggest that cultural values and norms are influenced by factors at the organizational, industry, and societal levels. While the effects of societal and organizational factors have been researched extensively, those of industry factors have not received commensurate attention. This paper investigates the relative importance of industry versus organizational variables in explaining the cultural norms reported by individuals within organizations. Design/methodology/approach The effects of two industry characteristics, (growth rate and research and development intensity) and two sets of organizational factors (leadership behaviors and human resource practices) on the strength of constructive, passive/defensive, and aggressive/defensive organizational cultural norms were investigated. Findings Results of hierarchical linear modeling (HLM) analysis of survey data from 3245 respondents in 424 organizations in twelve different industries revealed significant between-organization variation but no significant between-industry variation in the three types of cultural norms measured. Furthermore, while industry-level factors were unrelated to culture, significant variance in the culture measures was explained by leadership behaviors and human resource practices (use of rewards and fairness of performance appraisal). Research limitations/implications The strength of cultural norms and expectations within an organization evolve in response to attributes specific to the organization and do not necessarily reflect industry characteristics. The results indicate that organizations using surveys to assess their cultures may learn as much (if not more) by comparing their feedback to data on organizations across a spectrum of industries as opposed to organizations exclusively in their own industry. Originality/value Most of the frameworks developed to examine and describe the cultures of organizations delineate specific dimensions or types that are assumed to be relevant to all organizations regardless of the industries within which they operate. The purpose of this paper was to explore the validity of this assumption by investigating the relative impact of industry and organizational factors on organizational culture.

scholarly journals Comparative Analysis of Organizational Culture in IT Sector

2021 ◽  
Vol 9 (4) ◽  
pp. p1
Author(s):  
Neeraj Kumari
Keyword(s):  
Organizational Culture ◽  
Comparative Analysis ◽  
Organisational Culture ◽  
Shared Vision ◽  
Primary Data ◽  
Exploratory Research ◽  
Four Dimensions ◽  
Strategic Direction ◽  
Team Orientation ◽  
Structured Questionnaire

The study aims to do a comparative analysis of organizational culture between the three different organizations in IT sector. It is an exploratory research. A structured questionnaire was used to collect the primary data. The sample size was 165. It consisted of employees from three leading IT organizations in India. Aligning culture and leadership goals are keys to organisational success. All the four dimensions of organisational culture are heavily influenced by leadership based interventions in an organisation. A true leader is a catalyst in driving: Adaptability–by creating change, emphasising customer focus and promoting organisation learning, Mission–by defining strategic direction, defining objectives and goals  and creating a shared vision, Consistency–by managing coordination & integration, defining core values and working to reach agreement, and Involvement–by empowering people, building team orientation and developing organisation capability.

scholarly journals PENGARUH KOMPETENSI, KOMUNIKASI DAN BUDAYA ORGANISASI TERHADAP KINERJA KARYAWAN PT. SEMEN BOSOWA MAROS

2018 ◽  
Vol 18 (4) ◽  
pp. 524-540
Author(s):  
Ali Baba
Keyword(s):  
Organizational Culture ◽  
Data Analysis ◽  
Linear Regression ◽  
Human Resource Management ◽  
Human Resource ◽  
Employee Performance ◽  
Primary Data ◽  
Cultural Organization ◽  
Independent Variable ◽  
Culture Positive

Influence of Competency, Communication and Cultural Organization on Employee Performance PT. Semen Bosowa Maros. To know and analyze the influence of competence, communication and organizational culture on employee performance of PT. Semen Bosowa Maros and as for the benefits to the parties bound research is expected to develop a repertoire of knowledge in the field of human resource management especially concerning competence, communication and organizational culture on employee performance. Data used in this study are primary data that responses to questionnaires from respondents with data analysis using multiple linear regression with SPSS 20. The sample in this research is 93 respondents employees of PT. Semen Bosowa Maros. Results of this study stated that based on the analysis of data in the show showed that 66.2% of an employee's performance is influenced by competence, communication and organizational culture this means that 33.8% (100% - 66.2%) the employee's performance is influenced by other factors, where the regression results indicate that the independent variable is the style of competency, communication and organizational culture positive and significant impact on the performance of employees of PT. Semen Bosowa Maros

scholarly journals PENGARUH KOMPETENSI, KOMUNIKASI DAN BUDAYA ORGANISASI TERHADAP KINERJA KARYAWAN PT. SEMEN BOSOWA MAROS

2017 ◽  
Vol 18 (4) ◽  
pp. 524
Author(s):  
Ali Baba
Keyword(s):  
Organizational Culture ◽  
Data Analysis ◽  
Linear Regression ◽  
Human Resource Management ◽  
Human Resource ◽  
Employee Performance ◽  
Primary Data ◽  
Cultural Organization ◽  
Independent Variable ◽  
Culture Positive

Influence of Competency, Communication and Cultural Organization on Employee Performance PT. Semen Bosowa Maros. To know and analyze the influence of competence, communication and organizational culture on employee performance of PT. Semen Bosowa Maros and as for the benefits to the parties bound research is expected to develop a repertoire of knowledge in the field of human resource management especially concerning competence, communication and organizational culture on employee performance. Data used in this study are primary data that responses to questionnaires from respondents with data analysis using multiple linear regression with SPSS 20. The sample in this research is 93 respondents employees of PT. Semen Bosowa Maros. Results of this study stated that based on the analysis of data in the show showed that 66.2% of an employee's performance is influenced by competence, communication and organizational culture this means that 33.8% (100% - 66.2%) the employee's performance is influenced by other factors, where the regression results indicate that the independent variable is the style of competency, communication and organizational culture positive and significant impact on the performance of employees of PT. Semen Bosowa Maros 

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

scholarly journals The Impact of Human Resource Practices on Employees' Performance through Job Satisfaction at Saudi Ports Authority Based on the Assumption of Maslow Theory

2019 ◽  
Vol 8 (5C) ◽  
pp. 245-253
Keyword(s):  
Job Satisfaction ◽  
Human Resource ◽  
Primary Data ◽  
Human Resource Practices ◽  
Port Authority ◽  
Cargo Handling ◽  
Mediating Role ◽  
Data Survey ◽  
The Impact

Saudi Ports is one of the busiest seaports in the world and the biggest ports in the Middle East.It has the largest and most diversified economy in the Middle East with industrial exports that are internationally oriented. The Port Authority played a great role to increase the economics of the country through, cargo handling Imports and exports goods. Saudi Ports Authority has nine main ports on the two cost of the kingdom which achieved 95% of export and imports goods through the kingdom’s seaports while 55% of the cargo handled is exported. however, cargo’s over stock is the main issue that recently came up which raise the price of cargo’s handle up to 200%, which as a result of lack of job satisfaction among employees in cargo section and lack appropriate human resource practices. Therefore, our study takes a step to examine the role of human resource practice on employee’s performance and also the mediating role of job satisfaction in the relationship between human resource practices and employee’s performance in Saudi Port Authority. Moreover, this study will validate of the assumption of Maslow theory. This study will be based on primary data (survey Questionnaire)

scholarly journals Measurement of the perceptions of human resource practices in a seemingly collectivistic culture

2019 ◽  
Vol 17 ◽  
Author(s):  
Anton Grobler ◽  
Sonja Grobler ◽  
Rose Mathafena
Keyword(s):  
South African ◽  
Human Resource ◽  
Factor Structure ◽  
Primary Data ◽  
Human Resource Practices ◽  
South African Context ◽  
The South ◽  
Cross Sectional Survey ◽  
Hr Practices ◽  
African Context

Orientation: Human resources (HR) practices and specifically the perceptions thereof are not only important for organisational strategy and performance but have a direct impact on employee attitudes and behaviour. The accurate measurement of these perceptions is therefore important.Research purpose: The goal of this study was to validate the Human Resource Practices Perceptions Questionnaire for the South African context (which is unique in terms of its apparent collectivistic nature), from an etic perspective.Motivation for the study: The accurate measurement of employees’ perception of HR practices are essential to give the organisation a competitive advantage. This study was done to validate a HR practices perceptions questionnaire in a seemingly collectivistic context.Research approach/design and method: This study is based on a cross-sectional survey design, collecting primary data on the perceptions of HR practices from 1676 South African employees in public and private sector organisations. An exploratory (EFA) and confirmatory factor analysis (CFA) were conducted.Main findings: The EFA and CFA yielded a slightly different permutation compared to the initial factor structure. A nine-factor structure was extracted and confirmed. A slight adjustment of the original questionnaire was required to incorporate performance evaluation with a teamwork focus and to differentiate training from development. It was further found that invariance exists when comparing the private and the public sectors.Practical/managerial implications: It was found that the instrument had to be adjusted for the South African context to ensure an accurate measurement of employees’ perceptions of HR practices.Contribution/value-add: The instrument has been validated and can thus be used with confidence to assess the perceptions of HR practices regardless of the sector. It thus provides an accurate measurement that can be used to predict or explain other employee behavioural outcomes in relation to their perceptions of the HR practices.

Issues of Human Resource Management Practices on Organization Performance: A Case Study of Nepal Telecom

2021 ◽  
Vol 1 ◽  
pp. 1-8
Author(s):  
Kapil Khanal
Keyword(s):  
Human Resource ◽  
Service Sector ◽  
Management Practices ◽  
Positive Impact ◽  
Primary Data ◽  
Coefficient Of Determination ◽  
Secondary Source ◽  
Organization Performance ◽  
Human Resource Practices ◽  
The Impact

Objective: To identify and evaluate the impact of human resource practices on organization performance in service sector. Methods and Materials: Two main sources of data namely primary and secondary were used in the study. The primary data were collected through mail questionnaire method from 132 employees of Nepal Telecom organization for the study. The secondary source was through journals, textbooks and annual reports of Nepal Telecom. After collecting responses from 132 respondents, the data were analyzed through SPSS. The value of Cronbach’s Alpha (α) of overall questionnaire is 0.84, which suggests the reliability of primary data. Descriptive as well as explorative research designs were used to analyze the primary and secondary data. Results and Conclusion: The coefficient of determination between human resource practices and organization performance is 70.89%. There is strong correlation among all independent and dependent variables. All three independent variables are significant positive impact on dependent variable. The study concluded that there is a positive relationship between human resource practices and organization performance of Nepal Telecom organization.

scholarly journals The Impact of Human Resource Practices on Employees' Performance through Job Satisfaction at Saudi Ports Authority Based on the Assumption of Maslow Theory

2019 ◽  
Vol 8 (2S9) ◽  
pp. 400-408
Keyword(s):  
Job Satisfaction ◽  
Human Resource ◽  
Primary Data ◽  
Human Resource Practices ◽  
Port Authority ◽  
Cargo Handling ◽  
Mediating Role ◽  
Data Survey ◽  
The Impact

Saudi Ports is one of the busiest seaports in the world and the biggest ports in the Middle East.It has the largest and most diversified economy in the Middle East with industrial exports that are internationally oriented. The Port Authority played a great role to increase the economics of the country through, cargo handling Imports and exports goods. Saudi Ports Authority has nine main ports on the two cost of the kingdom which achieved 95% of export and imports goods through the kingdom’s seaports while 55% of the cargo handled is exported. however, cargo’s over stock is the main issue that recently came up which raise the price of cargo’s handle up to 200%, which as a result of lack of job satisfaction among employees in cargo section and lack appropriate human resource practices. Therefore, our study takes a step to examine the role of human resource practice on employee’s performance and also the mediating role of job satisfaction in the relationship between human resource practices and employee’s performance in Saudi Port Authority. Moreover, this study will validate of the assumption of Maslow theory. This study will be based on primary data (survey Questionnaire)

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