scholarly journals The relationship between employee well-being and organizational trust in the context of sustainable human resource management

2021 ◽  
Vol 19 (2) ◽  
pp. 118-131
Author(s):  
Vaida Jaskeviciute ◽  
Asta Stankeviciene ◽  
Danuta Diskiene ◽  
Julija Savicke
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Practices ◽  
Organizational Trust ◽  
Well Being ◽  
Business Environment ◽  
Hrm Practices ◽  
The Impact ◽  
The Relationship

As the impact of the COVID-19 pandemic continues to grow, new challenges in the organizational and business environment emerge, causing the human resource management (HRM) to develop a flexible yet strategic and sustainable response in the face of instability and uncertainty. HRM practices that focus on employees’ emotional, psychological, and cognitive states are becoming crucial. The aim of this paper is to disclose the relationship between employee well-being and organizational trust in the context of sustainable HRM. The literature analysis revealed that sustainable HRM practices focused on meeting the needs of employees are particularly significant as they positively influence employee well-being. Furthermore, ensuring employee well-being based on sustainable HRM principles leads to increased organizational trust. The results of the analysis proved direct and indirect relationships between employee well-being and organizational trust; however, further research is needed to distinguish the relationship between sustainable human resource management practices and employee well-being, with a mediating role and moderating role of organizational trust.

The Relationship Between Human Resource Management Practices, Knowledge Management Practices, and Performance: Evidence from the Healthcare Industry in India

2021 ◽  
pp. 097215092110372
Author(s):  
Satyanarayana Parayitam ◽  
Shaik Mohamed Naina ◽  
Timothy Shea ◽  
Abdul Hameed Syed Mohideen ◽  
Alex Aruldoss
Keyword(s):  
Knowledge Management ◽  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Management Practices ◽  
Training And Development ◽  
Learning Culture ◽  
Hrm Practices ◽  
The Relationship

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.

scholarly journals THE IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON ORGANIZATIONAL PERFORMANCE CASE STUDY: MANUFACTURING ENTERPRISES IN KOSOVO

2020 ◽  
Vol 21 (1) ◽  
pp. 222-229
Author(s):  
Arta Jashari ◽  
Enver Kutllovci
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Management Practices ◽  
Positive Association ◽  
Manufacturing Firms ◽  
Hrm Practices ◽  
Human Resource Management Practices ◽  
The Impact

The purpose of this study is to examine the impact of human resource management practices on organizational performance. In this study a total of 100 managers of manufacturing firms in Kosovo from public and private sectors have responded to the survey. The survey questionnaire had contained 39 items covering selected HRM practices and organizational performance. Our empirical results show that managers of manufacturing firms in Kosovo recognize the importance of employees in their organization and apply practices to manage them effectively. The outcome of correlation analysis provides evidence that HRM practices positively and significantly influence organizational performance. Recruitment and selection practices show the strongest positive association with organizational performance (rho = 0.905) compared to other practices. Regarding to our findings we suggest that with a good recruiting and selection, the organization will fill with a group of potentially qualified candidates. Also, companies should continuously train and develop and involve their employees as they are viewed as the most important resources source of competitive advantage.

Impact of human resource management on performance in competitive priorities

2016 ◽  
Vol 36 (2) ◽  
pp. 114-134 ◽  
Author(s):  
Jorge Andrés Vivares-Vergara ◽  
William Ariel Sarache-Castro ◽  
Julia Clemencia Naranjo-Valencia
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Empirical Evidence ◽  
Human Resource ◽  
Management Practices ◽  
Manufacturing Companies ◽  
Competitive Priorities ◽  
Content Type ◽  
Hrm Practices ◽  
The Impact

Purpose – Human resource management (HRM) is considered an important issue in operations strategy (OS). Furthermore, OS effectiveness depends on performance in competitive priorities (CP). However, little empirical evidence exists about the relationship between them. Thus, the purpose of this paper is to investigate the impact of HRM on performance in CP. Design/methodology/approach – The research was conducted by surveying a sample of medium and large manufacturing companies in the Colombian coffee region. Three groups of variables were studied: performance in CP, HRM practices and factors related to employees. A regression analysis was conducted to test the hypotheses. Findings – No significant relationship was found between HRM practices and performance in CP. Regarding the factors related to employees, two findings were relevant: first, when the companies involve features about the individuals in OS decision making (motivations, personal goals, abilities, etc.) better performance can be observed in CP; second, when employees reach a higher level of satisfaction and job performance, the performance in CP improves as well. Practical implications – Considering the importance of HRM practices, appropriate adjustment and application should be sought to improve company performance. Furthermore, factors related to employees (features about the individuals, job satisfaction and employee performance), must be properly aligned with the OS. Originality/value – The paper addresses an issue supported by little empirical evidence. Because few studies have considered the total set of CP identified in the literature review, the authors applied an indicator to establish the global performance of the production system according to the market requirements. Traditionally, HRM has been studied from the perspective of management practices, giving little attention to employees. In this research, the authors consider not only this perspective but also the effects of factors related to employees on performance in CP when they are aligned with the OS.

scholarly journals The Impact of COVID-19 on Human Resource Management Practices and Future Marketing

2021 ◽  
Vol 6 (1) ◽  
pp. 43
Author(s):  
Stavros Kalogiannidis
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Practices ◽  
Well Being ◽  
Physical Contact ◽  
Policies And Procedures ◽  
Changing Times ◽  
Strategic Policies ◽  
The Impact

The increased prevalence of COVID-19 has had severe implications on the well-being of most organization and professionals most especially in the field of human resource management and marketing. This study focused on establishing the impact of COVID-19 on different human resource practices and future marketing. It was established that the dynamics of work have greatly changed from the traditional way of working from the organization’s premises to working remotely at home. Consequently, marketing has also shifted to different online platforms since physical contact with customers is currently prohibited to maintain social distancing one way of preventing coronavirus. These changes have been associated with different negative implications and some positives as some professionals find it more flexible and convenient to work remotely. To cope with the current changing times, an organization must adjust and adapt to the new emerging technologies of working remotely and consequently implement strategic policies and procedures towards maintaining a steady flow. 

scholarly journals ENHANCING CAREER COMMITMENT: THE INFLUENCE OF HUMAN RESOURCE MANAGEMENT PRACTICES

2017 ◽  
Vol 16 (2) ◽  
Author(s):  
Khulida Kirana Yahya ◽  
Fee-Yean Tan
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Practices ◽  
Career Commitment ◽  
Training And Development ◽  
Hrm Practices ◽  
Human Resource Management Practices ◽  
The Relationship ◽  
And Training

The purpose of this study is to examine the relationship between human resource management(HRM) practices (training and development, compensation and promotion) with careercommitment. Data was gathered through questionnaire from 253 employees of a multinationalcompany in Malaysia. The regression results indicated that compensation, and training anddevelopment were significant predictors to enhance career commitment. The results alsosuggested that compensation was the most important factor that influence career commitmentfollowed by training and development.Keywords: Career Commitment; HRM Practices; Training and Development; Compensation;Promotion.

scholarly journals Exploring the Relationship between Human Resource Management Practices and Organizational Commitment: Empirical Evidence from the Banking Sector in China

2012 ◽  
Vol 4 (9) ◽  
pp. 502-516 ◽  
Author(s):  
Faheem Ghazanfar ◽  
Muhammad Siddique . ◽  
Mohsin Bashir .
Keyword(s):  
Organizational Commitment ◽  
Resource Management ◽  
Human Resource Management ◽  
Performance Appraisal ◽  
Human Resource ◽  
Management Practices ◽  
Banking Sector ◽  
Human Resource Management Practices ◽  
The Impact ◽  
The Relationship

The purpose of this paper is to measure the impact of human resource management practices individually and as a system on organizational commitment. Data were collected from 304 respondents from banking sector of China. A questionnaire survey for this purpose was conducted in different cities of China. Correlations and multiple regression statistics analysis were used to explore the relationship between the variables involved in the study. The findings of the study provide support for the variables (selection, training, performance appraisal, promotion, performance based rewards, information sharing, job security and human resource management system) and are confirmed by the results of the previous studies. The findings of the current study support the notion that the HR practices relates to organizational commitment, individually and as a system as well. These findings provide important avenues for the banking sector of China and for the debate regarding convergence of the human resource management practices regionally as well as internationally.

scholarly journals A Review Study of the Human Resource Management Practices on Job Satisfaction of Hotel Industry Employees of Malaysia

2019 ◽  
Vol 9 (3) ◽  
pp. 75
Author(s):  
Md Murad Miah ◽  
Intan Adha Hafit
Keyword(s):  
Job Satisfaction ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Practices ◽  
Hotel Industry ◽  
Hrm Practices ◽  
Human Resource Management Practices ◽  
Review Study ◽  
The Relationship

The purpose of this review study to determine the impact of human resource management practices on job satisfaction. In addition, in this research is deeply focusing on job satisfaction, various human resource management practices, hotel industry of Malaysia, providing some prior relevant theoretical model, the relationship between HRM practices and job satisfaction and hypotheses has been developed. Based on this review of existing literature has been identified that there is a lot of HR management lacking in the hotel industry of Malaysia namely; shortage of talented people, high turnover issue, lack of adequate training, lack of motivation and lack of quality services. However, based on the existing literature it is proven that there is a significant relationship between HRM practices and job satisfaction. Therefore, this study will contribute in two ways namely; In practically- helps the management of hotel industry to understand the relationship between HRM practices and job satisfaction, keep motivating and retaining skillful employees, attract talent people and reduce the turnover issue and finally developed the competitive advantage among its rivals. In theoretically- this research will be the reference for the future research on HRM practices and job satisfaction. Other than that, the conceptual framework is plain and simple that is easy to understand for the relationship between HRM practices and job satisfaction which will help other researchers to think wisely about the relationship.

Westernization or localization of human resource management practices in CIS countries? Evidence from Kazakh firms

2019 ◽  
Vol 14 (3) ◽  
pp. 385-409 ◽  
Author(s):  
Marina Latukha ◽  
Konstantin Malko
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Multinational Corporations ◽  
Human Resource ◽  
Management Practices ◽  
Business Environment ◽  
Exploratory Research ◽  
Content Type ◽  
Hrm Practices ◽  
Cis Countries

Purpose The purpose of this paper is to investigate the peculiarities of human resource management (HRM) practices in Kazakh firms and identify the factors that influence them. Attention is paid to analysis of the country-specific environment, which shapes the peculiarities of HRM and provides discussion on the respective Westernization or localization perspectives. Design/methodology/approach The paper argues that HRM practices are influenced by a number of factors, some of which are rather specific to Kazakhstan and some are common in a Commonwealth of Independent States’ context. The study uses exploratory research which includes the conduction of a survey, consisting of blocks of questions, for data collection. Findings The results show that despite dynamic economic growth of Kazakhstan’s economy, HRM practices are still in transition from those of Soviet heritage to ones that exist in Western multinational corporations. They cannot fully match the country’s needs for HRM development. Several recommendations for the future development of HRM in Kazakhstan are made. Originality/value The study examines the adaptation of HRM practices to the business environment in Kazakhstan.

A sequential relationship between entrepreneurial orientation, human resource management practices, collective organisational engagement and innovation performance of small and medium enterprises

2021 ◽  
pp. 026624262110564
Author(s):  
Khuram Shahzad ◽  
Marco De Sisto ◽  
Muhammad Athar Rasheed ◽  
Sami U Bajwa ◽  
Wei Liu ◽  
...  
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Entrepreneurial Orientation ◽  
Management Practices ◽  
Small And Medium Enterprises ◽  
Innovation Performance ◽  
Hrm Practices ◽  
Medium Enterprises ◽  
The Relationship

Despite the increasing relevance of entrepreneurial orientation (EO) for innovation performance in the context of small and medium enterprises (SMEs), few studies examine the complexity of the underlying mechanism that explains the relationship between EO and innovation performance. Drawing on the resource-based view (RBV) and signalling theory, we examine an organisation-level model to explain how SME EO predicts innovation performance through human resource management (HRM) practices and collective organisational engagement (COE). We used data collected from 186 human resource managers and 526 employees in SMEs. The results indicate that HRM practices and COE sequentially mediate the relationship between EO and innovation performance. To complement studies that identify an organisation’s micro processes (i.e. employee behaviours as mediators between EO and innovation), this study highlights the need to examine macro processes occurring at the organisation level to account for the EO–innovation performance relationship.

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