scholarly journals Sustainable Human Resource Management and Organisational Performance: An Integrating Theoretical Framework for Future Research

2020 ◽  
Vol 4 (2) ◽  
pp. e281
Author(s):  
Lucía Muñoz-Pascual ◽  
Jesús Galende
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Dynamic Capabilities ◽  
Future Research ◽  
Organisational Performance ◽  
Resource Based View ◽  
Knowledge Based

This paper identifies and analyses six relevant approaches for the analysis of Sustainable Human Resource Management and Organizational Performance: Resource-Based View, Dynamic Capabilities View, Knowledge-Based View, Behavioral Theory, Human Relations Theory, and Cooperative Systems and Ambidextrous Organizations. They are complementarity approaches. They can all be applied to the analysis of a specific resource or capability for sustainable human resource management (HRM) and, consequently, organisational performance. However, the contributions made by the Resource-Based View and the new approach of Ambidextrous Organizations seem to be the most comprehensive approaches for studying sustainable HRM from an internal perspective of firms that allows the long-term development of their organizational and society performance.

scholarly journals Why Not Knowledge-Based HRM? Its Direct and Indirect Effect on Innovative Service Offerings

SAGE Open ◽  
2020 ◽  
Vol 10 (4) ◽  
pp. 215824402098300
Author(s):  
Norwan Ahmad ◽  
Ng Siew Imm ◽  
Yuhanis Abdul Aziz ◽  
Norazlyn Kamal Basha
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Dynamic Capabilities ◽  
Management Practices ◽  
Business Service ◽  
Marketing Capability ◽  
Cross Sectional Survey ◽  
Knowledge Based ◽  
Human Resource Management Practices

This article is aimed at examining the effect, direct and indirect, of knowledge-based human resource management on innovative offerings of service small and medium-sized enterprises (SMEs). Knowledge-based human resource management essentially reflects the central role played by the embedded knowledge-centric human resource management practices, which may lead to new or improved services. A cross-sectional survey was implemented involving a sample of 278 business service SMEs from Malaysia and indicated two key findings from the study. First, knowledge-based human resource management was found to positively influence innovative service offerings. Second, dynamic capability in the aspects of entrepreneurial orientation, marketing capability, and technological capability were found to mediate the knowledge-based human resource management–innovative service offerings relationship. This study espouses the potentials of creating innovative service offerings among business service SMEs through embedding knowledge perspective in human resource management practices as well as investment in dynamic capabilities.

Suzhi: an indigenous criterion for human resource management in China

2014 ◽  
Vol 5 (2) ◽  
pp. 129-143 ◽  
Author(s):  
Liguo Xu ◽  
Pinging Fu ◽  
Youmin Xi
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Content Type ◽  
Research And Practice ◽  
Indigenous Management ◽  
Hrm Practices ◽  
Knowledge Based ◽  
Different Dimensions

Purpose – The purpose of this paper is to conceptualize the indigenous concept of suzhi at individual and organizational levels, and identify its dimensions for human resource management (HRM) research and practice in China. Design/methodology/approach – Based on a comprehensive review of suzhi literature, Chinese cultural and historical literature, as well as Western mainstream HRM research, a multidimensional suzhi framework is conceptualized. Findings – As an indigenous expression, suzhi can be and has been adopted for Chinese HRM research and practice. As a multidimensional construct, one’s cognitive suzhi is jointly determined by corresponding moral suzhi, wenhua (knowledge-based) suzhi and zhuanye (professional) suzhi. Cognitive suzhi, in turn, determines one’s behavioral suzhi that drives employees to enhance organizational performance, and this relationship is moderated by psychological suzhi. Research limitations/implications – The proposed framework provides new insight for Chinese indigenous management research, particularly in developing suzhi measurement for different dimensions. It also informs HRM practices in recruiting, selection, performance analysis and employee career development. Originality/value – The complexity of suzhi dimensions from an organizational HRM perspective is analyzed. The resulting suzhi framework offers new insight for HRM research and practices in China.

scholarly journals Impact of Strategic Human Resource Management Practices on Performance: Study on Employees in the Sri Lankan Banking Sector

2021 ◽  
Vol 2 (3) ◽  
Author(s):  
Manthreege Wasantha Kalyani
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Employee Retention ◽  
Banking Sector ◽  
Strategic Human Resource Management ◽  
Sri Lankan ◽  
Organisational Performance ◽  
Service Oriented

This work explores the effect of strategic human resource management (SHRM) activities on organizational performance, mediated by employee retention in the Sri Lankan banking sector. The data consisted of 238 workers using a selfgoverning survey and analyzed using structural equation modeling.The results suggest that the three SHRM practices of capacity enhancement, skill enhancement and motivation enhancement have a significant indirect impact on organizational performance. The relationship between SHRM activities and organizational success is often influenced by employee retention. This study provides SHRM specialists in the banking sector with a useful guide on which SHRM practices are significant to employee retention and organisational performance and hence, should be given consideration. SHRM theory has been largely developed in traditional functional manufacturing organisations but not in service-oriented organisations. This study fills the gap by examining the causal relationship between the SHRM practices and organisational performance through the mediating effect of employee retention in a service-oriented industry, i.e. the banking sector. A model that incorporates SHRM strategies is being used in the study to provide a realistic image of its relationship with employee retention and organizational performance.

Conceptual Structure of Lodging-Context Studies: 1990-2016

2019 ◽  
Vol 43 (4) ◽  
pp. 573-594 ◽  
Author(s):  
Mehmet Ali Köseoglu ◽  
Fevzi Okumus ◽  
Eka Diraksa Putra ◽  
Mehmet Yildiz ◽  
Ismail Cagri Dogan
Keyword(s):  
Human Resource Management ◽  
Human Resource ◽  
Conceptual Structure ◽  
Early Growth ◽  
Network Density ◽  
Future Research ◽  
Economic Activities ◽  
Knowledge Domain ◽  
Resource Based View ◽  
Network Analyses

The purpose of this article is to analyze the conceptual structure of lodging-context research. In this regard, 2,632 articles published between 1990 and 2016 were analyzed utilizing network analyses. We find that the knowledge domain of lodging has been expanding, with greater focus on the business and economic activities of hotels. As the network density is low, lodging as a field is at a relatively early growth level and it is open for multidisciplinary collaborations. Articles related to strategy, marketing, and human resource management are relatively mature and well developed. However, some areas such as resource-based view, and cruise business still remain undeveloped and immature. Moreover, as one of the first studies in this field, this work provides an inclusive evaluation of the results, limitations, and suggestions for future research.

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.

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