The Impact of Ability-Enhancing Human Resource Practices on Employees’ Ambidexterity: A Mediation of Cognitive Factors

2020 ◽  
Vol 24 (02) ◽  
pp. 1854-1868
Author(s):  
Gulbahar ◽  
Dr. Shazia Akhtar
Keyword(s):  
Human Resource ◽  
Cognitive Factors ◽  
Human Resource Practices ◽  
The Impact

What matters more? The impact of industry and organizational factors on organizational culture

2016 ◽  
Vol 54 (3) ◽  
Author(s):  
Anjali Chaudhry ◽  
Ling Yuan ◽  
Jia Hu ◽  
Robert A. Cooke
Keyword(s):  
Organizational Culture ◽  
Cultural Values ◽  
Human Resource ◽  
Hierarchical Linear Modeling ◽  
Design Methodology ◽  
Leadership Behaviors ◽  
Organizational Factors ◽  
Cultural Norms ◽  
Human Resource Practices ◽  
The Impact

Purpose Writings on organizational culture suggest that cultural values and norms are influenced by factors at the organizational, industry, and societal levels. While the effects of societal and organizational factors have been researched extensively, those of industry factors have not received commensurate attention. This paper investigates the relative importance of industry versus organizational variables in explaining the cultural norms reported by individuals within organizations. Design/methodology/approach The effects of two industry characteristics, (growth rate and research and development intensity) and two sets of organizational factors (leadership behaviors and human resource practices) on the strength of constructive, passive/defensive, and aggressive/defensive organizational cultural norms were investigated. Findings Results of hierarchical linear modeling (HLM) analysis of survey data from 3245 respondents in 424 organizations in twelve different industries revealed significant between-organization variation but no significant between-industry variation in the three types of cultural norms measured. Furthermore, while industry-level factors were unrelated to culture, significant variance in the culture measures was explained by leadership behaviors and human resource practices (use of rewards and fairness of performance appraisal). Research limitations/implications The strength of cultural norms and expectations within an organization evolve in response to attributes specific to the organization and do not necessarily reflect industry characteristics. The results indicate that organizations using surveys to assess their cultures may learn as much (if not more) by comparing their feedback to data on organizations across a spectrum of industries as opposed to organizations exclusively in their own industry. Originality/value Most of the frameworks developed to examine and describe the cultures of organizations delineate specific dimensions or types that are assumed to be relevant to all organizations regardless of the industries within which they operate. The purpose of this paper was to explore the validity of this assumption by investigating the relative impact of industry and organizational factors on organizational culture.

scholarly journals Impact of Strategic Planning on Human Resources Management Practices: An Empirical Study of Iraq

2019 ◽  
pp. 626-633
Author(s):  
Ali Hassan Haraj ◽  
Mohammed Hameed
Keyword(s):  
Strategic Planning ◽  
Human Resources ◽  
Human Resource ◽  
Management Practices ◽  
Human Resources Management ◽  
Human Resource Practices ◽  
Resources Management ◽  
Hrm Practices ◽  
Relationship Of ◽  
The Impact

The main aim of this study is to investigate the impact of strategic planning on human resources management practices. 100 questionnaire was distributed among the managers in the Ministry of Electricity in Iraq and only 59 questionnaire was received. SPSS software was used to analysis the data. The study examines the relationship of strategic planning on HRM practices. The strategic planning has three constructs i.e. Strategic Analysis, Strategic Attitude and Strategic Selection while Human resource practices has four constructs i.e. Selection, Training, Incentives, Performance Evaluation. The findings indicted that significant positive relationship of strategic planning with human resource practices. Hence showing that better strategic planning will result in better HRM practices.

scholarly journals The Impact of Human Resource Practices on Employees' Performance through Job Satisfaction at Saudi Ports Authority Based on the Assumption of Maslow Theory

2019 ◽  
Vol 8 (5C) ◽  
pp. 245-253
Keyword(s):  
Job Satisfaction ◽  
Human Resource ◽  
Primary Data ◽  
Human Resource Practices ◽  
Port Authority ◽  
Cargo Handling ◽  
Mediating Role ◽  
Data Survey ◽  
The Impact

Saudi Ports is one of the busiest seaports in the world and the biggest ports in the Middle East.It has the largest and most diversified economy in the Middle East with industrial exports that are internationally oriented. The Port Authority played a great role to increase the economics of the country through, cargo handling Imports and exports goods. Saudi Ports Authority has nine main ports on the two cost of the kingdom which achieved 95% of export and imports goods through the kingdom’s seaports while 55% of the cargo handled is exported. however, cargo’s over stock is the main issue that recently came up which raise the price of cargo’s handle up to 200%, which as a result of lack of job satisfaction among employees in cargo section and lack appropriate human resource practices. Therefore, our study takes a step to examine the role of human resource practice on employee’s performance and also the mediating role of job satisfaction in the relationship between human resource practices and employee’s performance in Saudi Port Authority. Moreover, this study will validate of the assumption of Maslow theory. This study will be based on primary data (survey Questionnaire)

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