scholarly journals The Impact of Human Resource Development (HRD) Practices on Organizational Performance: The Mediating Role of Human Capital

2020 ◽  
Vol 70 ◽  
pp. 90-118
Author(s):  
Shwana Mohammed AKOI ◽  
Mehmet YESILTAS
Keyword(s):  
Human Capital ◽  
Organizational Performance ◽  
Human Resource Development ◽  
Human Resource ◽  
Resource Development ◽  
Mediating Role ◽  
The Impact

A Multidisciplinary Critical Approach to Measure and Analyze Human Capital Productivity

2019 ◽  
pp. 1110-1132
Author(s):  
Marko Kesti ◽  
Jaana Leinonen ◽  
Antti Syväjärvi
Keyword(s):  
Human Capital ◽  
Organizational Performance ◽  
Human Resource Development ◽  
Human Resource ◽  
Production Function ◽  
Resource Development ◽  
Future Research ◽  
Research Areas ◽  
Performance Development ◽  
Effective Organization

The objectives of the article are, to illustrate the complex dimensions of the relationship between human capital management and organizational performance and to provide insight into new methods for organization development. Methods are a combination of several research areas, including system intelligence, tacit signals, quality of the working life index and the theory of human capital production function. This article presents a holistic approach of multi-disciplinary research that emphasizes the complexity of HRM-Performance and explains why, in some cases, human resource development increases business performance, and in other cases not. Development complexity is more difficult when organizational performance is measured by monetary value. The article presents human capital intangible assets' connection to monetary scorecards using human capital production function, which explains and also makes it possible to predict human resource development payback. This article's methods form a skeleton for future research and give fundamentals for effective organization human capital performance development.

A Multidisciplinary Critical Approach to Measure and Analyze Human Capital Productivity

2016 ◽  
pp. 1-22 ◽  
Author(s):  
Marko Kesti ◽  
Jaana Leinonen ◽  
Antti Syväjärvi
Keyword(s):  
Human Capital ◽  
Organizational Performance ◽  
Human Resource Development ◽  
Human Resource ◽  
Production Function ◽  
Resource Development ◽  
Future Research ◽  
Research Areas ◽  
Performance Development ◽  
Effective Organization

The objectives of the article are, to illustrate the complex dimensions of the relationship between human capital management and organizational performance and to provide insight into new methods for organization development. Methods are a combination of several research areas, including system intelligence, tacit signals, quality of the working life index and the theory of human capital production function. This article presents a holistic approach of multi-disciplinary research that emphasizes the complexity of HRM-Performance and explains why, in some cases, human resource development increases business performance, and in other cases not. Development complexity is more difficult when organizational performance is measured by monetary value. The article presents human capital intangible assets' connection to monetary scorecards using human capital production function, which explains and also makes it possible to predict human resource development payback. This article's methods form a skeleton for future research and give fundamentals for effective organization human capital performance development.

The nexus between diversity management (DM) and organizational performance (OP): mediating role of cognitive and affective diversity

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Shagufta Showkat ◽  
Siddharth Misra
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Diversity Management ◽  
Content Type ◽  
Mediating Role ◽  
The Impact ◽  
The Relationship

Purpose Present day organizations are considering workforce diversity as one of the main challenges in the human resource management. This study aims to find out the relationship between diversity management (DM) in the context of strategic human resource management (SHRM) and organizational performance (OP). An attempt is made to find out the mediation effect of cognitive diversity (CD) and affective diversity (AD) in the relationship between DM and OP. Design/methodology/approach The constructs investigated in the present study include DM, OP, CD and AD. Structural equation modeling has been used to test the model fit. The data was collected from 50 human resource professionals working in different organizations in the information technology (IT) sector in Bangalore, India. Confirmatory factor analysis has been used for establishing the reliability. Findings The results show that there exists a significant relationship between DM and OP. This significant positive relationship can be attributed to the mediating role of CD and significant negative relationship is because of the AD. Research limitations/implications This study has several limitations. In this study, only three DM practices have been considered. The generalization of the results is another limitation as the study has been conducted in the IT sector in Bangalore, India. Similarly, sample size also affects the implications of an empirical study and sample size in this study is small. This study has investigated only the impact of two aspects of diversity, cognitive and affective, while neglecting the effect of communicational and symbolic processes. Practical implications The results indicate that organizations must consider that by providing intercultural trainings (ICTs), work–life balance (WLB) and work-time flexibility options, the negative aspects of diversity can be minimized. Moreover, organizations should encourage the task conflict which leads to better decision-making as well as creates a sense of group identification, which may help in the avoidance of negative consequences of AD. Originality/value This study is undertaken to find out the effect of certain diversity-oriented SHRM practices such as flexible working times, WLB, ICT and its impact on the OP in the Indian IT industry. This study has investigated the mediating role of CD and AD on the relationship between diversity-oriented SHRM practices and OP, which is the novelty of this study. Third, the study has been undertaken considering that there is a dearth of research on the impact of AD and CD on OP in the Indian context.

scholarly journals Mediating Role of Dynamic Capabilities on the Relationship between Human Resource Development and Organizational Effectiveness

Organizacija ◽  
2019 ◽  
Vol 52 (3) ◽  
pp. 187-203
Author(s):  
Mohanad Ali Kareem ◽  
Hayder Abdulmohsin Mijbas
Keyword(s):  
Human Resource Development ◽  
Human Resource ◽  
Organizational Effectiveness ◽  
Public Universities ◽  
Dynamic Capabilities ◽  
Resource Development ◽  
Mediating Effect ◽  
Mediating Role ◽  
The Relationship

Abstract Background and purpose: The recent literature established that human resource development (HRD) is significantly related to organizational effectiveness (OE). In rapidly changing environments, the organizations should strive to address the shifts in the environment and cope with markets conditions through developing dynamic capabilities, in return, enhance organizational effectiveness. The main purpose of this study is to examine the mediating role of dynamic capabilities on the relationship between human resources development and organizational effectiveness in the Iraqi public universities context. Design/Methodology/Approach: Data were collected through an online questionnaire survey from 215 employees executive and non-executive employees working in the selected public universities in Iraq. Structural equation modeling (SEM) was employed to test the proposed research model. Results: The analyzed data supported all the hypothesized relationships of the study. This study finds that HRD practices have a significant influence on organizational effectiveness and dynamic capabilities. Further, dynamic capabilities significantly influence on organizational effectiveness. Also, the study empirically supports the mediating effect of dynamic capabilities on the relationship between HRD practices and organizational effectiveness. Conclusion: In the literature, there is still a lack of how HRD practices impact on organizational effectiveness through the mechanisms of dynamic capabilities. Therefore, this research contributes to the literature by pointing out the mediating role of dynamic capabilities on the relationship between HRD and organizational effectiveness. Based on the existing literature and empirical results, the study provides the theoretical and practical implications which are further discussed in detail.

Human Resource Development and Technology Integration

2012 ◽  
pp. 391-407 ◽  
Author(s):  
Jia Wang
Keyword(s):  
Organizational Development ◽  
Human Resource Development ◽  
Human Resource ◽  
Resource Development ◽  
First Century ◽  
Organizational Life ◽  
Technology Applications ◽  
Impact Of Technology ◽  
The Impact

In the information age, technology is rapidly becoming an integral part of organizational life. Ever increasing technology applications have significantly reshaped the day-to-day practices of human resource development (HRD). This chapter explores the role of technology in HRD. Specifically, it addresses three issues. First, it identifies the challenges that technology has brought to HRD in the twenty-first century. Second, it analyzes the impact of technology on HRD practices with a focus on emerging HRD practices in virtual environments. Third, it provides insights into the future of virtual HRD in training and development, organizational development, and career development.

Career Development Models and Human Resource Development Practice

2016 ◽  
pp. 66-84
Author(s):  
Catherine N. Kyeyune
Keyword(s):  
Career Development ◽  
Human Resource Development ◽  
Human Resource ◽  
Resource Development ◽  
Development Models ◽  
Career Trajectories ◽  
Employee Relationship ◽  
The Impact ◽  
Development Practice

Various career development models and concepts have been developed over the years to explain career trajectories of employees in the workplace. The new employer-employee relationship in the workplace has resulted in more dynamic careers; boundaryless, protean, kaleidoscope, hybrid and multiple level careers. However, the impact of these relatively new career theories on human resource development (HRD) is still unclear. In this chapter, the author discusses the role of career development in human resource development and different models of career development. In addition, various organizational activities that can support career development are presented. The author then proposes a framework that links career models to specific organizational career development activities. This provides direction to organizational efforts geared towards employee development.

Human Resource Development and Technology Integration

2012 ◽  
pp. 152-168
Author(s):  
Jia Wang
Keyword(s):  
Organizational Development ◽  
Human Resource Development ◽  
Human Resource ◽  
Resource Development ◽  
First Century ◽  
Organizational Life ◽  
Technology Applications ◽  
Impact Of Technology ◽  
The Impact

In the information age, technology is rapidly becoming an integral part of organizational life. Ever increasing technology applications have significantly reshaped the day-to-day practices of human resource development (HRD). This chapter explores the role of technology in HRD. Specifically, it addresses three issues. First, it identifies the challenges that technology has brought to HRD in the twenty-first century. Second, it analyzes the impact of technology on HRD practices with a focus on emerging HRD practices in virtual environments. Third, it provides insights into the future of virtual HRD in training and development, organizational development, and career development.

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