scholarly journals Human Resource Management Practices as an Antecedent of Employee Performance

2020 ◽  
pp. 152-160
Author(s):  
Dr. Shaheen Ahmed
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Employee Performance ◽  
Job Security ◽  
Training And Development ◽  
Partial Least Square ◽  
Equation Modeling ◽  
Hrm Practices ◽  
Business Goals

The practitioners and academicians in the business arena are highly concern about the enhancement of employee performance in this competitive age for achievement of business goals. Considering the issue, this study aimed to measure the influence of Human Resource Management (HRM) practices on the performance of employees. The data of this study have been collected from 392 on-the-job operational level employees using survey method who are working at different garment factories in Bangladesh. The collected data are analyzed through structural equation modeling to partial least square method. The study empirically proves that employee training and development, promotion opportunity, and job security has significant influence on the employees’ performance. Theoretically, this study proves that training and development, job security and promotion opportunity together influence on the performance of employees in the developing economy. The practitioners and policy makers of the organizations are expected to make necessary adjustments in their existing HRM practices based on the findings of this study in the context of Bangladesh for enhancing the employees’ performance level so that their whole-hearted efforts can be gained for the achievement of business goals.

scholarly journals The Effect of Green Human Resource Management on Organization Citizenship Behaviour for Environment (OCBE) and Its Implications on Employee Performance at Pt Andalan Bakti Niaga

2021 ◽  
Vol 6 (1) ◽  
pp. 174-181
Author(s):  
Ari Saputro ◽  
Lenny Christina Nawangsari
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Appraisal ◽  
Human Resource ◽  
Employee Performance ◽  
Partial Least Square ◽  
Equation Modeling ◽  
Survey Method ◽  
Green Performance ◽  
Green Human Resource Management

This study aims to analyze the effect of Green Human Resource Management on Employee Performance through Organization Citizenship Behavior for Environment (OCBE). This type of research uses a survey method with a quantitative approach. This research was conducted at PT Andalan Bakti Niaga. Sampling using nonprobability techniques with a sample size of 80 people. Data analysis in this study used Structural Equation Modeling (SEM) with Partial Least Square (PLS) software version 3.2.7. The results obtained in this study: 1) Green Recruitment, Green Training, Green Compensation and Rewards have a positive and significant effect on OCBE; 2) Green Performance Appraisal has no significant effect on OCBE; 3) Green Training and Green Performance Appraisal have a positive and significant effect on Employee Performance; 4) Green Recruitment and Green Compensation and Rewards have a negative and significant effect on Employee Performance; 5) OCBE has a positive and significant effect on Employee Performance; 6) Green Recruitment, Green Training, Green Compensation and Rewards have a significant effect on Employee Performance through OCBE; 7) Green Performance Appraisal has no significant effect on Employee Performance through OCBE; 8) Green Human Resource Management has a significant effect on OCBE; 9) Green Human Resource Management has a significant effect on Employee Performance.

The effect of high-involvement human resource management practices on supply chain integration

2015 ◽  
Vol 45 (8) ◽  
pp. 716-746 ◽  
Author(s):  
Baofeng Huo ◽  
Zhaojun Han ◽  
Haozhe Chen ◽  
Xiande Zhao
Keyword(s):  
Supply Chain ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Estimation Method ◽  
Supply Chain Integration ◽  
Equation Modeling ◽  
High Involvement ◽  
Content Type ◽  
Hrm Practices

Purpose – Taking an interdisciplinary approach, the purpose of this paper is to combine concepts from human resource management (HRM) and supply chain management (SCM) fields and explore the effects of high-involvement HRM practices on supply chain integration (SCI). Design/methodology/approach – Using empirical survey data collected from ten countries, the authors examine the specific effects of three dimensions of high-involvement HRM practices – employee skills, incentives and participation – on three types of SCI – internal integration, supplier and customer integration. The authors use structural equation modeling and the maximum-likelihood estimation method to test the proposed relationships. Findings – The results confirm the overall relevancy of HRM to SCI. However, several proposed links are not supported by the data collected. Originality/value – This study makes both theoretical and managerial contributions by empirically examining the interface between HRM and SCI. More specifically, it examines the effects of different high-involvement HRM practices on different types of SCI. The findings will not only help researchers to better understand the interface, but will also guide managers in adjusting HRM practices to achieve desired operational goals.

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 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.

Relationship between human resource management practices and informal workplace learning

2019 ◽  
Vol 31 (8) ◽  
pp. 551-576 ◽  
Author(s):  
Md Shariful Alam Khandakar ◽  
Faizuniah Pangil
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Workplace Learning ◽  
Organizational Support ◽  
Management Practices ◽  
Partial Least Square ◽  
Least Square ◽  
Content Type ◽  
Hrm Practices

Purpose This study aims to examine the relationship between human resource management (HRM) practices and informal workplace learning. Design/methodology/approach Data were collected from a sample of 381 employees working as heads of the department of branches in private commercial banks of Bangladesh. Hypotheses were tested by using structural equation modelling-partial least square. Findings Findings of the study revealed that HRM practices such as selective hiring, extensive training, performance appraisal, compensation practices, empowerment and information-sharing, significantly positively related with informal workplace learning. Originality/value Based on the situated learning and organizational support theory, this study is empirically testing how HRM practices influence informal workplace learning.

Exploring the impact of perceived AMO framework on constructive and destructive deviance

2019 ◽  
Vol 40 (5) ◽  
pp. 994-1011 ◽  
Author(s):  
Pooja Malik ◽  
Usha Lenka
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Employee Engagement ◽  
Human Resource ◽  
Equation Modeling ◽  
Content Type ◽  
Perceived Ability ◽  
Hrm Practices ◽  
The Impact ◽  
The Relationship

Purpose The purpose of this paper is to investigate the impact of perceived abilities-motivation-opportunity (AMO framework) enhancing human resource management practices on destructive and constructive deviance through employee engagement. Design/methodology/approach Data were collected from 350 middle-level information technology employees. Structural equation modeling was applied to examine the proposed hypotheses. Findings Results revealed significant relationships between perceived AMO framework and destructive and constructive deviance, except for the relationship between perceived ability and destructive deviance. Furthermore, perceived AMO framework exhibited a significant positive relationship with employee engagement. Utilizing social exchange theory, results proposed partial mediation of employee engagement between perceived AMO framework and constructive and destructive deviance except for the relationship between perceived ability and destructive deviance, for which employee engagement exhibited full mediation. Research limitations/implications This study implies that contemporary organizations must take initiatives to enhance employee engagement through the implementation of abilities, motivation and opportunities-enhancing human resource management (HRM) practices (AMO framework). Results of the study infer that motivation-enhancing HRM practices contribute highest in generating employee engagement followed by opportunity and abilities-enhancing HRM practices. Originality/value This study empirically investigates the impact of HRM bundles on both destructive and constructive deviance. Additionally, this study explores the underlying mechanism between HRM bundles and workplace deviance by assessing the mediating role of employee engagement.

Progressive human resource management and firm performance

2019 ◽  
Vol 27 (3) ◽  
pp. 471-493 ◽  
Author(s):  
Neha Gahlawat ◽  
Subhash C. Kundu
Keyword(s):  
Resource Management ◽  
Firm Performance ◽  
Human Resource Management ◽  
Human Resource ◽  
Business Environment ◽  
Equation Modeling ◽  
Integrity Test ◽  
Content Type ◽  
Domestic Firms ◽  
Hrm Practices

Purpose This study aims to examine the adoption and efficacy level of progressive human resource management (HRM) practices in various organizations operating in India. Design/methodology/approach Primary data based on 615 respondents from 103 domestic firms and 116 foreign multinational corporations (MNCs) operating in India were gathered and analyzed using statistical techniques like t-test, confirmatory factor analysis and structural equation modeling. Findings The results reveal that the adoption of progressive HRM practices in form of self-managed teams, flexibility to work flexible hours, use of online mediums to invite applicants, selection of candidates using assessment center and integrity test, performance based incentives, flexible benefits, facility of e-learning and innovative management development programs is positively related to firm performance in Indian context. Using institutional and cultural perspective, the findings have also demonstrated that their exist differences in adoption of progressive HRM practices between foreign MNCs and domestic firms. Practical implications Domestic firms in India are needed to learn some important managerial lessons from the foreign MNCs, especially when their adoption of progressive practices results in more increase in firm performance. These are suggested to implement a broad range of innovative HR practices like MNCs to improve growth potential, instead of focusing on two or three practices. Originality/value By exploring the differences between domestic and foreign MNCs, this study has offered some key insights on the extent of adoption and operationalization of progressive HRM in current Indian business environment.

scholarly journals Human Resource Management Practices and Employee Retention

2020 ◽  
Vol 9 (1) ◽  
pp. 30-35
Author(s):  
Archana Yadav
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Power Management ◽  
Human Resource ◽  
Management Practices ◽  
Training And Development ◽  
Work Life ◽  
Annual Reports ◽  
Human Resource Practices ◽  
Hrm Practices

The study aims to assess the predicting role of human resource management (HRM) practices in retaining employees in NTPC Ltd. The company has been successful not only in attracting the best talent in the market, but also in retaining them, according to NTPC’s annual reports from 2013 -17, attrition rate was between .93% to 1% of the Middle Executive. NTPC is a leader not only in the power industry, but also in the market due to its robust HRM practices. Training and development emerged as the most prominent HRM practice during the study, which is also considered the backbone of NTPC Ltd. The company maintains a dedicated Knowledge sharing centre located in Noida, known as the ‘Power Management Institute’ (PMI) which is a world-class learning centre, has collaborated with best institutes in the world and train employees at all levels from entry level to top executive level with ‘planned intervention ‘. Data was obtained from NTPC’s publications maintained in the form of annual reports and ‘Power Management Institute ’annual calendars for the previous five years. A survey was conducted across various plants of NTPC on Middle- Level Executive on human resource practices which are followed in NTPC. HRM practices examined in this study are Security, training and development, quality of work life, compensation, career advancement, Promotion, award and rewards, and work-life balance. Findings indicate that Training and Development and Compensation are the most significant human resource practices in retaining employees and Promotion is the least significant HRM Practice in retaining employees at NTPC Ltd.

scholarly journals MOTIVASI DAN DISIPLIN KERJA PENGARUHNYA TERHADAP KINERJA PEGAWAI KANTOR REGIONAL X BADAN KEPEGAWAIAN NEGARA DENPASAR MELALUI LINGKUNGAN KERJA SEBAGAI VARIABEL INTERVENING

2021 ◽  
Vol 2 (1) ◽  
pp. 11-23
Author(s):  
Wayan Arya Paramarta ◽  
Komang Budi Arnawan
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Work Environment ◽  
Human Resource ◽  
Civil Service ◽  
Employee Performance ◽  
Partial Least Square ◽  
Service Agency ◽  
Regional Office ◽  
Insignificant Effect

Human resource management should build disciplinary behaviour for employees who compete competitively in the current era of globalization. Besides, with the existence of human resource management, it is expected that they have to create the best performance for companies that want to advance or develop, so they are required to have quality employees. The purpose of this study was to analyses the influence between motivation and work discipline on employee performance at the Regional Office X Denpasar State Civil Service Agency through the work environment as an intervening variable. The type of data used in this study is qualitative data and quantitative data, with data sources namely data. primary and secondary. The data collection method was carried out by distributing questionnaires to respondents, while the data analysis method in this study used Partial Least Square (PLS) with Smart PLS version 3.2.9. The results of this study indicate that motivation has a positive but insignificant effect on employee performance, work discipline has a positive but insignificant effect on employee performance, motivation has a positive and significant effect on the employee work environment, work discipline has a positive and significant effect on the employee work environment, work environment. positive and significant effect on employee performance. Furthermore, motivation has a positive but not significant effect on performance through the work environment of employees, work discipline has a positive and significant effect on performance through the work environment of the employees of Regional Office X Denpasar State Civil Service Agency.

scholarly journals Committed to change? Human resource management practices and attitudes towards organizational change

2019 ◽  
Vol 1 (1) ◽  
pp. 345-358
Author(s):  
Sabine Raeder ◽  
Mariya V. Bokova
Keyword(s):  
Organizational Change ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Second Order ◽  
Equation Modeling ◽  
Commitment To Change ◽  
Continuance Commitment ◽  
Hrm Practices ◽  
Order Factor

AbstractOrganizations rely on human resource management (HRM) practices to steer organizational change, but little is known about the effects of HRM practices on employees’ attitudes towards change. This study aims to investigate the relationship between employees’ perception of HRM practices and their commitment to change. The sample comprised 221 employees of a public organization after it underwent an organizational change. Data were analyzed through structural equation modeling, considering HRM practices as individual predictors or as a second-order factor of aligned HRM practices. The results indicate that the model with individual HRM practices achieved a superior fit, but only two practices – communication and autonomy – were related to affective commitment to change. The model with a second-order factor of aligned HRM practices showed a clear positive relationship with affective and normative commitment to change, and a clear negative relationship with continuance commitment to change. Investing in HRM practices to support an ongoing change helps organizations to convince employees of the necessity and value of the change. This study provides empirical evidence that HRM practices are important for supporting employees’ commitment to change and encouraging their positive behavior towards change.

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