scholarly journals High Commitment Human Resource Management Practices and Employee Outcomes, HR Attribution Theory and a Proposed Model in the Context of Bangladesh

2013 ◽  
Vol 5 (11) ◽  
pp. 538-546
Author(s):  
Nadia Newaz Rimi
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Appraisal ◽  
Human Resource ◽  
Attribution Theory ◽  
Management Practices ◽  
Employee Outcomes ◽  
Hrm Practices ◽  
Proposed Model ◽  
Human Resource Management Practices

Human resource management (HRM) practices have been studied as a composite or bundle approach with different names including different practices. Each bundle includes common HRM practices of staffing, compensation, training and development, performance appraisal, job design and career development issues with varying dimensions. The present study refers these HRM practices as High Commitment HRM (HCHRM) practices. Prior studies identify these HCHRM practices related to employee outcomes of satisfaction, commitment and retention. Consistent with early findings, the present study believes a relation between HCHRM and employee outcomes. Additionally, HR attribution theory is discussed here to explain the causal relationship between HCHRM practices and employee outcomes. Based on the review of HCHRM practices literatures and existing HRM practices of Bangladesh, a research model is proposed and propositions are developed, The model is expected to be tested in future to identify the relationship among HCHRM practices, HR attribution and employee outcomes in the context of Bangladesh. The proposed model can be tested in other countries as well.

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 .

scholarly journals Comparative Analysis of the HRM Practices between Hospitality and Healthcare Sectors in South Kerala

2016 ◽  
Vol 7 (2) ◽  
pp. 11
Author(s):  
R. Prakash Pillai ◽  
Christy Abraham
Keyword(s):  
Health Care ◽  
Resource Management ◽  
Human Resource Management ◽  
Performance Appraisal ◽  
Human Resource ◽  
Management Practices ◽  
Primary Data ◽  
Structured Interviews ◽  
Hrm Practices ◽  
Human Resource Management Practices

Hospitality and health care sectors have similarities due to service oriented and customer centric approach. The study is aimed to identify and understand the link between hospitality and health care sectors in terms of human resource management practices and how it enriches the business activities. The study is qualitative in nature and a case study was used. Purposive sampling method was used and primary data was collected through direct observation and semi-structured interviews with experts of the five star hotels and super specialty hospitals in South Kerala and secondary data was collected from journals, newspapers, books and internet, etc. Study analyzed that hospitality sector is having well functioned and polished HRM practices compared to health care sector. Each HRM practice is inter-connected and resulted into lower exit rate and better satisfaction of the staff. Proper execution of human resource management practices such as recruitment, selection, induction, training & development, performance appraisal, compensation, employee welfare, grievance mechanism and exit management has a significant role in satisfaction of the employees and performance of the organization. Well functioned HR department and HRM practices will enhance the effectiveness of the staff and that ultimately lead to the best quality service delivery.

scholarly journals Human Resource Management Practices And Organizational Innovation: An Empirical Study In Malaysia

2010 ◽  
Vol 26 (4) ◽  
Author(s):  
Tan Cheng Ling ◽  
Aizzat Mohd. Nasurdin
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Appraisal ◽  
Human Resource ◽  
Manufacturing Industry ◽  
Management Practices ◽  
Organizational Innovation ◽  
Manufacturing Companies ◽  
Hrm Practices ◽  
Human Resource Management Practices

<p class="MsoNormal" style="line-height: normal; text-indent: 0in; margin: 0in 0.5in 0pt;"><span style="font-size: x-small;"><span style="font-family: Times New Roman;"><span style="color: black; mso-themecolor: text1;">With rapid globalization, firms particularly those in the manufacturing sector have to<strong style="mso-bidi-font-weight: normal;"> </strong>continuously innovate for competitive advantage. <span style="mso-spacerun: yes;">&nbsp;</span>One way to do so is via effective human resource management practices (thereafter termed as HRM). <span style="mso-spacerun: yes;">&nbsp;</span>The purpose of this study is to examine the relationship between human resource management (HRM) practices and organizational innovation. <span style="mso-spacerun: yes;">&nbsp;</span>We employed a cross-sectional design with a sample comprised of<strong style="mso-bidi-font-weight: normal;"> </strong></span><span style="color: black; mso-ansi-language: EN-GB; mso-themecolor: text1;" lang="EN-GB">674 large manufacturing companies from six states in Malaysia which were identified as </span><span style="color: black; mso-themecolor: text1;">having a high percentage of innovating companies (Ministry of Science, Technology and Innovation, Malaysia (MOSTI), 2006). <span style="mso-spacerun: yes;">&nbsp;</span>Our independent variables comprised of </span><span style="color: black; mso-ansi-language: EN-GB; mso-themecolor: text1;" lang="EN-GB">five HRM practices (performance appraisal, career management, training, reward system, and recruitment). <span style="mso-spacerun: yes;">&nbsp;</span>Three types of organizational innovation (product innovation, process innovation, and administrative innovation) served as our dependent variables. <span style="mso-spacerun: yes;">&nbsp;</span></span><span style="letter-spacing: -0.05pt; color: black; mso-themecolor: text1;">Our findings provided partial support for our main hypothesis. <span style="mso-spacerun: yes;">&nbsp;</span>Training alone was found to have a positive and significant effect bon the three forms of organizational innovation. <span style="mso-spacerun: yes;">&nbsp;</span>In addition, performance appraisal positively and significantly affects administrative innovation. <span style="mso-spacerun: yes;">&nbsp;</span></span><span style="color: black; mso-bidi-font-weight: bold; mso-themecolor: text1;">Despite the fact that our research framework was partially supported, our study highlights the profound role played by training in stimulating organizational innovation in the context of the manufacturing industry of Malaysia. <span style="mso-spacerun: yes;">&nbsp;</span>I<span style="letter-spacing: -0.05pt;">mplications of our findings and limitations of the research were discussed. </span></span></span></span></p>

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.

scholarly journals Better workers, better elections? Electoral management body workforces and electoral integrity worldwide

2019 ◽  
Vol 40 (3) ◽  
pp. 370-390 ◽  
Author(s):  
Toby S James
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Practices ◽  
Explanatory Models ◽  
Employee Outcomes ◽  
Human Resource Management Practices ◽  
Decision Making Processes ◽  
Electoral Management Bodies ◽  
Cross National

Building better elections is a central task for the study of democracy and democratisation. Despite this, there have been no cross-national studies on the staff who manage and implement elections: electoral management body (EMB) workforces. This article provides the first macroscopic worldwide picture of workforce characteristics, human resource management practices and employee outcomes, and analyses the effects they have on electoral integrity, based on original international surveys of electoral management bodies (EMBs) ( n = 51) and electoral officials ( n = 2029). Drawing from the human resource management literature, a framework is developed to explain how these factors might interact with EMB performance. Analysis demonstrates them to be highly related. Adding data on human resource management practices and employee outcomes improves explanatory models designed to predict the performance of EMBs. Chiefly, EMBs that enable greater opportunities for employees to be involved in decision-making processes perform better. Recruitment practices, job satisfaction and levels of stress are also important.

The effects of human resource management practices on employees’ organisational commitment

2015 ◽  
Vol 23 (3) ◽  
pp. 472-492 ◽  
Author(s):  
Khaled Aladwan ◽  
Ramudu Bhanugopan ◽  
Brian D'Netto
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Structural Equation ◽  
Management Practices ◽  
Middle Eastern ◽  
Organisational Commitment ◽  
Content Type ◽  
Hrm Practices ◽  
Human Resource Management Practices

Purpose – This study aims to examine the effects of human resource management (HRM) practices on organisational commitment (OC) in the Middle Eastern context. Design/methodology/approach – Survey data were collected from 493 front-line employees across a variety of industries in Jordan. A structural equation modelling analysis was performed to delineate the relationship between HRM practices and OC. Findings – A test of the model was conducted using a path analytic approach hypothesising that HRM factors influence OC. The findings indicate that the causal model is consistent with the data and contributes to a fuller understanding of the association between HRM practices and OC. Originality/value – This is the first study that represents a little-researched area of recent times and even less so in Middle Eastern countries. The findings of the study offer new perspectives on how HRM practices have direct and indirect effects on employees’ OC and would assist in reshaping the HR policies in organisations located in the Middle Eastern regions.

Perceived Human Resource Management Practices

2014 ◽  
Vol 13 (1) ◽  
pp. 21-33 ◽  
Author(s):  
Corine Boon ◽  
Frank D. Belschak ◽  
Deanne N. Den Hartog ◽  
Mark Pijnenburg
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Time Allocation ◽  
Management Practices ◽  
Governmental Organization ◽  
Extra Effort ◽  
Proposed Model ◽  
Human Resource Management Practices

How employees spend their work time can have important consequences for organizations. Although some research has examined the relationship between human resource management (HRM) and employee absence, we know less about whether HRM also affects employees’ time allocation at work. This study examines the role of perceived HRM and psychological processes in explaining employee absence and time allocation in the form of time spent on core task and contextual activities. Besides an avoidance mechanism, linking perceived HRM to absence via lower satisfaction, we propose an approach mechanism linking perceived HRM to time spent on task and contextual activities via satisfaction and willingness to exert extra effort. A study among 1,626 employees of a Dutch governmental organization supports the proposed model.

scholarly journals Human Resource Management Practices and Organizational Performance: An Empirical Study of Oil and Gas Industry in Nigeria

2020 ◽  
Vol 7 (1) ◽  
pp. 53-69
Author(s):  
Moses M. Adagbabiri ◽  
Ugo Chuks Okolie
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Management Practices ◽  
Oil And Gas ◽  
Oil And Gas Industry ◽  
Gas Industry ◽  
Hrm Practices ◽  
Human Resource Management Practices

The impact of human resource management (HRM) practices on organizational performance has been subject of discourse among social scientists from a wide range of disciplines in the last two decades. But unfortunately, very insufficient number of studies in this area has been conducted in Nigeria and other developing countries. This study was undertaken to fill this obvious research gap. The author applied descriptive method and collected the data via a survey of 164 respondents in Nigerias Oil and Gas Industry. Data collected were analyzed using Pearson product moment correlation and t-test analysis. The study found that there is a significant relationship between HRM practices and organizational performance. As predicted, the study revealed that human resource management practices exert positive and statistically significant impact on organizational performance. Requisite conclusion and recommendations were provided in the light of theoretical and empirical findings. With this study, we hope to contribute to a better understanding of the role of HRM practices in creating and sustaining organizational performance, specifically in the Nigerian context.

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.

Sign in / Sign up

Export Citation Format

Share Document