scholarly journals HR Practices and Organizational Innovation: The Mediating Role of Knowledge Management Effectiveness

2016 ◽  
Vol 7 (3) ◽  
pp. 50-67 ◽  
Author(s):  
Muhammad Farooq ◽  
Irfan Ullah ◽  
Raja Mahzhar Hameed
Keyword(s):  
Knowledge Management ◽  
Resource Management ◽  
Human Resource Management ◽  
Performance Appraisal ◽  
Human Resource ◽  
Management Practices ◽  
Organizational Innovation ◽  
Management Effectiveness ◽  
Employee Recognition ◽  
Human Resource Management Practices

Organizational innovation has been recognized as an important instrument for organizations to compete in the competitive environment. Pakistan telecom sector strive to transform their business model from labour-intensive to knowledge-intensive, which intend to thrust themselves in higher value added activities such as, developing new products, processes, and services, to continual sustain the competitiveness. One of the means to increase the organizational innovation is through effective human resource management practices and effective knowledge management. This study examined the direct association between human resource management practices (performance appraisal, career management, training, reward system, recruitment and employee recognition) and organizational innovation. Moreover, it also observed the mediating role of knowledge management effectiveness on the direct relationship. Data was collected from a sample of 290 personnel of telecom sector of Pakistan. The regression results showed that human resource management practices generally had a positive impact on organizational innovation. Particularly, the results signify that training and employee recognition were positively related to three dimensions of organizational innovation. Performance appraisal also established to have a positive impact on administrative innovation. Additionally, this study also demonstrates that training, performance appraisal, and employee recognition were positively associated to knowledge management effectiveness.

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>

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 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 Strategic Human Resource Management Practices and Performance of Employees in the Ministry of Health, Nairobi City County, Kenya

2017 ◽  
Vol 5 (12) ◽  
pp. 211-227
Author(s):  
NYAMBANE ARIRI NYAMBANE ◽  
Stephen M. A. Muathe
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Appraisal ◽  
Human Resource ◽  
Management Practices ◽  
Strategic Human Resource Management ◽  
Career Management ◽  
Ministry Of Health ◽  
Human Resource Management Practices ◽  
And Performance

Performance of employees in the Ministry of Health, Nairobi City County has been dismal. There have been instances of inability amongst employees to meet deadlines, low efficiency, and dismal productivity. The objectives of the study included; assessing the influence of recruitment, career management, reward and performance appraisal practices on performance of employees in the Ministry of Health. The study was guided by the strategic management and performance theories. The study adopted mixed methods approach and thus applied descriptive research design. The target population comprised of 15 Departmental Heads and 425 employees all totaling to 440. Using the Central Limit Theorem, 132 respondents, that is, 30.0% of 440, was selected. Stratified sampling was applied to create five strata based on the number of departments in the Ministry of Health Nairobi. Heads of department will be selected using purposive sampling whereas 25 employees will be selected from each department using simple random sampling to avoid bias. This procedure enabled the researcher to realize a sample of 5 heads of departments and 127 employees. The questionnaire was used to collect data from employees whereas interviews with heads of departments. Qualitative data were analyzed thematically along the objectives and presented in narrative forms whereas quantitative data were analyzed descriptively using frequencies and percentages and inferentially analyzed using ANOVA Test Analysis with the help of SPSS Version 23. The study established that, at the Ministry of Health in Nairobi County, employees’ efficiency, productivity and ability to meet deadlines are low. It is also evident that strategic human resource management practices such as recruitment, career management, reward and performance appraisal practices have not been fully exhausted. Thus, the study recommends that the Ministry of Health should endeavor to train their employees in order to improve the organizational performance. The Ministry of Health should provide employees opportunity to make decisions on how to go about their tasks, seeking employees’ input in managerial decisions, delegating to them tasks that they can handle, equipping them with skills required by their jobs, setting achievable targets and incorporating employees in fair evaluation of performance, salary increase and fair administration of rewards. Job performance should be considered in determining the compensation of employee’s performance.

The Cultural Lens

2021 ◽  
pp. 23-52
Author(s):  
Hilla Peretz ◽  
Lena Knappert
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Management ◽  
Performance Appraisal ◽  
Multinational Corporations ◽  
Human Resource ◽  
Management Practices ◽  
Diversity Management ◽  
Future Research ◽  
Human Resource Management Practices

This chapter reviews the literature on the intersection of culture and human resource management. More specifically, the chapter discusses why and how culture accounts for variance in human resource management practices and their outcomes between organizations operating in diverse cultural contexts. To that end, the chapter first provides a summary of how culture is defined and measured and reviews seven established frameworks of culture. Next, the chapter reviews related studies conducted by members of the Cranfield Network on International Human Resource Management and other established scholars in the literature of cultural variance in human resource management practices (i.e., recruitment and selection, performance management and performance appraisal, training and development, compensation and benefits, flexible work arrangement, diversity management, and high-performance work systems) and their outcomes. The chapter concludes with practical implications for multinational corporations and domestic organizations and provides an overview of future research avenues in the field.

Reducing service agents' emotional labor by emotion-focused human resource management practices

2009 ◽  
Vol 37 (3) ◽  
pp. 335-341 ◽  
Author(s):  
Ling-Hsiu Chen ◽  
Shang-Ping Lin
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Appraisal ◽  
Human Resource ◽  
Emotional Labor ◽  
Management Practices ◽  
Service Industry ◽  
Personal Accomplishment ◽  
Human Resource Strategy ◽  
Human Resource Management Practices

To uncover the effectiveness of human resource strategy for emotional labor, this study was designed to explore the relationships between human resource management practices and the consequences of emotional labor of service agents in Taiwan's service industry. Results indicated that all human resource practices (recruitment, selection, socialization and training, performance appraisal, and reward systems) can reduce emotional exhaustion and enhance the feelings of personal accomplishment for service agents.

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