scholarly journals The Role of Business Sustainability in Human Resource Management: A Study on Indian Manufacturing Companies

2017 ◽  
Vol 11 (1) ◽  
Author(s):  
Vasantha Lakshmi R ◽  
Hanuman Kennedy
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Manufacturing Companies ◽  
Business Sustainability

scholarly journals Pathways towards Sustainability in Organizations: Empirical Evidence on the Role of Green Human Resource Management Practices and Green Intellectual Capital

2020 ◽  
Vol 12 (8) ◽  
pp. 3228 ◽  
Author(s):  
Saqib Yaqoob Malik ◽  
Yukun Cao ◽  
Yasir Hayat Mughal ◽  
Ghulam Muhammad Kundi ◽  
Mudassir Hayat Mughal ◽  
...  
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Competitive Advantage ◽  
Human Resource ◽  
Intellectual Capital ◽  
Resource Based View ◽  
Business Sustainability ◽  
Green Human Resource Management ◽  
The Impact

According to the resource-based view (RBV), an organization can be viewed as a collection of human, physical and organizational resources. These resources are valuable and inimitable, and are the main source of sustainable competitive advantage and sustained higher performance. Green human resource management (GHRM) practices help organizations to obtaina competitive advantage and align business strategies with the environment. In the same way, increases in environmental awareness and strict implementation of international environmental regulations havea greater impact on business sustainability. Environmentalism and sustainability are becoming more of a concern for organizations. For this reason, green human resource managementpractices and green intellectual capital are the main elements of business sustainability. Based on the resource-based view and intellectual capital-based view theory, this study investigated the impact of GHRM practices and green intellectual capital on sustainability, using cross-sectional data. The results show that the two dimensions of GHRM practices (green recruitment and selection, and green rewards) and green intellectual capital (green human capital, green structural capital and green relational capital) have a positive effect on a firm’s sustainability. GHRM practices and green intellectual capital have a positive role in this model. Practitioners, scholars and academics all may take benefits from the findings of this study.Limited variables andemerging and developingeconomies were the scope of this study. Future studies could investigate and explore the impact of green HRM practices and the role of management and stakeholder pressureonnew areas of sustainability.

scholarly journals SHRM Practices Employee and Organizational Resilient Behavior: Implications for Open Innovation

2021 ◽  
Vol 7 (2) ◽  
pp. 159
Author(s):  
Khaliq Ur Rehman ◽  
Mário Nuno Mata ◽  
José Moleiro Martins ◽  
Sabita Mariam ◽  
João Xavier Rita ◽  
...  
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Behavior ◽  
Human Resource ◽  
Management Practices ◽  
Strategic Human Resource Management ◽  
Equation Modeling ◽  
Human Resource Management Practices ◽  
Resilient Behavior

The primary objective of this research is to investigate the role of strategic human resource management practices in developing resilient organizational behavior. This research aims to test the mediating function of individual resilient behavior between strategic human resources management practices and resilient organizational behavior. Data was collected from 780 managerial level employees working in small and medium Chinese enterprises in Hubei Province through a self-administrated questionnaire. The Smart partial least square structural equation modeling technique was used for data analysis. The analysis showed a significant positive relationship among SHRM practices, employee resilient behavior, and resilient organizational behavior. Results also show that employee resilient behavior partially mediates the relationship between SHRM practices and resilient organizational behavior. Individual resilient behavior is needed when an organization is in crisis, restructuring, transformation, turbulent, and unfavorable conditions. Without individual resilient behavior, it is difficult for an organization to be resilient. Therefore, strategic human resource management practices are essential to develop an employee’s resilience. This research contributed to the body of knowledge by bringing new concepts together. The main contribution was testing the role of individual resilient behavior between strategic human resource management practices and resilient organizational behavior.

The relationships between Human Resource Practices on Employee Retention in Malaysian Industrial Settings

2013 ◽  
Vol 1 (2) ◽  
pp. 09-20
Author(s):  
Kim Lian Lee ◽  
Sarvanan Singram ◽  
Christopher Luke Felix
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Appraisal ◽  
Human Resource ◽  
Employee Retention ◽  
Management Practices ◽  
Human Resource Practices ◽  
Manufacturing Companies ◽  
Hrm Practices ◽  
Human Resource Management Practices

Objective - The study explores the relationships between human r esource management practices on employee retention in Malaysian industrial setting s . The human resource management practices such as selection, training and development, performance appraisal and reward were considered in this study as the main factors that impact the employee retention in an organization Methodology/Technique - All d ata used in th is study consist s of respondents of executives and managers in manufacturing companies located in Klang Valley, Malaysia. Data processing and statistical analyses were mainly carried out using SPSS. Reliability test was used to check the con sistency and dimensionality of the scale items. P e a rson Intercorrelation was used to measure the associations among the human resource practices and employee retention and Multiple Regression Analysis to check the criterion - related validity of the scale i tems and to complement the correlation results. Findings - Data from 151 respondents from various industries show ed that the reward was most correlated with employee retention. This is followed by performance appraisal, in which fair and inclusive appraisa l leads to better retention. On the contrary, selection was found to have least significance relationship with employee retention. Novelty - The contribution of the study is in asserting some findings for human resource manager to understand the importanc e of an effective HRM practices on employee retention in the manufacturing industry. Apart from that, this research provides an understanding of some important elements in human resource management practices that are more effective in employee retention. Type of Paper - Empirical Type of Paper - HRM Practices; Employee Retention; Relationship; Significance .

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