Human resource management in public-private partnership organisations: A review

The proliferating phenomenon of public-private partnership (PPP) in public service provision continues to lay a firm foundation for the growth of organizations of hybrid character (van Gestel, Denis, & Ferlie, 2020). Unfortunately, the effects of such organizational arrangements on critical management practices remain underexplored (Berman, 2012). Analytically focusing on purpose-based taxonomy of practices including hiring, training, compensation, and employment relations (Chuang, Chen, & Chuang, 2013), this paper theoretically explores the possible implications of the PPP modality on human resource management (HRM) practice at the organizational level. Thirteen (13) critical propositions are delineated from interpretively intersecting extant knowledge from PPP and HRM strands of literature. In essence, the analysis suggests a) the high dependence of HRM practice and decision-making on the structural and institutional context, b) the necessity for more agility, characterized by adaptability and dynamism, and c) the need for a changed management competence profile of practitioners focusing on strategic and integrative skills sets in a PPP organization context. The paper advances the propositions as important insights for practitioners and as potent directions for further research.

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Identifying the effect of green human resource management practices on lean-agile (LEAGILE) and prioritizing its practices

International Journal of Productivity and Performance Management ◽

10.1108/ijppm-05-2020-0232 ◽

2021 ◽

Vol ahead-of-print (ahead-of-print) ◽

Author(s):

Somaieh Alavi ◽

Hamid Aghakhani

Keyword(s):

Resource Management ◽

Human Resource Management ◽

Human Resource ◽

Management Practices ◽

Organizational Level ◽

Equation Modeling ◽

Successful Implementation ◽

Content Type ◽

The Individual ◽

Green Human Resource Management

PurposeThe present study attempted to identify, measure and prioritize key green human resource management (GHRM) practices to achieve the lean-agile mindset in the steel industry.Design/methodology/approachFollowing an in-depth review of the literature, this study identifies GHRM practices. Then, the effect of green HRM practices on the lean-agile mindset was evaluated using structural equation modeling (SEM). In the next step, using the fuzzy analytic hierarchy process (FAHP), prioritization of practices that have significant effects on lean-agile mindset were discussed.FindingsThe present study introduced eight GHRM practices. The results of SEM showed a significant and positive effect of all GHRM practices on lean-agile mindset. Prioritization of GHRM practices by the FAHP was defined as green reward management, green education and development, green performance evaluation, green discipline management, green employment, green safety and health management, green selection and green career design.Research limitations/implicationsThe present study suffers from some limitations. First, the research was conducted at a temporal section. Second, this research has been conducted in a particular industry.Practical implicationsThe present study encourages human resource managers to increase their efforts to achieve green employees and put employee greenery in their strategic goals.Social implicationsSuccessful implementation of GHRM programs has positive consequences at the individual, organizational and community levels. Implementation of the identified actions increases employee vitality at the individual level. At the organizational level, the work environment of environmentally friendly organizations is also more attractive to job seekers. Finally, at the social and extra-organizational level, a green lifestyle is spread in the community, which will lead to a healthy and green environment.Originality/valueEmphasizing environmental principles on the one hand and creating the lean-agile mindset on the other are effective factors on maintaining the competitive advantage of industries. In this regard, the present study presented two innovations in HRM literature: (1) assessing the effect of GHRM practices on lean-agile mindset and (2) prioritizing GHRM practices based on the lean-agile mindset.

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How Do Human Resource Management Practices Predict Employee Turnover Intentions: An Empirical Survey of Teacher Training Colleges in Kenya

International Journal of Business Administration ◽

10.5430/ijba.v9n4p201 ◽

2018 ◽

Vol 9 (4) ◽

pp. 201

Author(s):

Kyalo Abigail Manthi ◽

James M. Kilika ◽

Linda Kimencu

Keyword(s):

Resource Management ◽

Human Resource Management ◽

Performance Management ◽

Human Resource ◽

Management Practices ◽

Turnover Intentions ◽

Teacher Training Colleges ◽

Human Resource Management Practices ◽

Training Compensation ◽

And Performance

This study sought to establish how Human Resource Management practices predict tutor turnover intentions in primary Teacher Training colleges (PTTCs) in Kenya. The objectives of the study were: to establish the influence of Training, Compensation, Career development and Performance management on tutor turnover intentions in PTTCs in Kenya. The scope of the study was the Nairobi Metropolitan region. Multi stage sampling was used to obtain a sample size of 152 respondents where the actual response rate was 74.3%. The findings of the study showed that training, compensation, career development and performance management were poorly practiced and that they significantly and negatively predict tutor turnover intentions in PTTCs as they collectively accounted for 28% variation in the experienced turnover intentions among the tutors. The findings raise both theoretical and practical implications for underpinning HRM practice, behavioral science theories and personnel administrative responsibilities to college principals respectively. The study calls on future research to consider the contingent effects of the tutors' demographic characteristics and the contextual factors surrounding HRM Practice in the Colleges.

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