scholarly journals BUSINESS ETHICS IN HUMAN RESOURCES MANAGEMENT PRACTICES AND ITS IMPACT ON THE ORGANIZATIONAL PERFORMANCE

2020 ◽  
Vol 21 (1) ◽  
pp. 402-411
Author(s):  
Khalaf Ibrahim Al-Tarawneh
Keyword(s):  
Human Resources ◽  
Organizational Performance ◽  
Management Practices ◽  
Stock Exchange ◽  
Human Resources Management ◽  
Hrm Practices ◽  
Industrial Companies ◽  
Training Compensation ◽  
Business Functions ◽  
High Degree

There is a growing interest in BEs at present, because it has become an important necessity in all business functions in organizations, particularly HRM. Human resources function deals with one of the most important resources in the company to improve performance and gain competitive advantage. Therefore, HRM practices should be applied based on ethical principles such as fairness, transparency and equal opportunities. This study aimed to determine the extent of commitment to BEs within the HRM activities in the industrial companies listed on Amman Stock Exchange and its impact on the performance of those companies. The results of the study showed that there is a high degree of commitment to BEs in all HRM practices. The results of the study showed that there is a high degree of commitment to BEs in all HRM practices in terms of recruitment, selection, training, compensation, and appraisal employees’ performance. The results also showed that there is an impact of practicing BEs in all activities of HRM except compensation on the OP. At the end of the study, the researcher developed a set of recommendations that he considered they are necessary to achieve a higher level of commitment to BEs in order to improve OP.

scholarly journals The Mediating Effect of HRM Outcomes (employee retention) on the Relationship between HRM Practices and Organizational Performance

2012 ◽  
Vol 2 (1) ◽  
pp. 75 ◽  
Author(s):  
Fathi Mohamed Abduljlil Aldamoe ◽  
Mohamd Yazam ◽  
Kamal Bin Ahmid
Keyword(s):  
Human Resources ◽  
Organizational Performance ◽  
Employee Retention ◽  
Management Practices ◽  
Human Resources Management ◽  
Mediating Effect ◽  
Resources Management ◽  
Mediating Role ◽  
Hrm Practices ◽  
The Relationship

The matter of human resources activities have been commonly used to observe organizational performance. One of the distinctive features of HRM is that better performance is achieved through the people in the organization. In recent years significant remarks have been recorded in identifying the Human Resources Management (HRM) – performance relationship. The relationship between HRM practices and organizational performance has been well documented by the previous studies. However, authors have called for the interrogation of the mediating role of HRM Outcomes such as employee retention in the relationship between HRM practices and organizational performance. Thus, the major objective of this study is to investigate the mediating effect of HRM Outcomes (employee retention) on the relationship between HRM practices and organizational performance. Based on the evidence derived from the literature, the paper concludes that employee retention is likely to mediate in the relationship between HRM practices and organizational performance. Keywords: Human Resources management, employee retention, Human Resources management practices, organizational performance 

scholarly journals The Effect of the Degree of Misfit Between Human Resources Management Practices and the Types of Organizational Culture on Organizational Performance

2020 ◽  
Vol 22 (3) ◽  
pp. 301
Author(s):  
Gugup Kismono ◽  
Raden Muhammad Pradana Ramadista
Keyword(s):  
Organizational Culture ◽  
Human Resources ◽  
Organizational Performance ◽  
Management Practices ◽  
Open Systems ◽  
Human Resources Management ◽  
Organizational Cultures ◽  
Resources Management ◽  
Hrm Practices ◽  
Industrial Sectors

“Fit model” argues that the level of misfit between human resources management (HRM) practices and the type of organizational culture negatively influences organizational performance. However, the lack of emprirical research to support that contention can be problematic. Utilizing the concept of fit, this study aims to examine empirically the effect of the degree of misfit between HRM practices and the types of organizational cultures on organizational performance. Data were collected from a sample comprising of 128 respondents representing 64 companies in Indonesia, from nine industrial sectors. The hypothetical model was developed based on four types of HRM practices (human relations, internal process, rational goals, and open systems) and four types of organizational cultures (clan, hierarchy, market, and adhocracy). Euclidean distance scores were calculated to describe the misfit between the HRM practices and the types of organizational culture variables. Subsequently, the effect of the misfit scores on organizational performance was determined. The results show that the degree of misfit between HRM practices and the type of organizational culture has a significant and negative effect on organizational performance. This empirical research supports the concept of fit, in which the type of organizational culture that is supported by suitable HRM practices will result in a more positive organizational performance. Then, it is deemed necessary for companies to adapt their HRM practices to their culture, in order to improve their performance.

The Role of Awareness in Designing Human Resources Management Practices in Family Firms

2022 ◽  
pp. 1017-1053
Author(s):  
Giulia Flamini ◽  
Luca Gnan
Keyword(s):  
Human Resources ◽  
Family Firms ◽  
Management Practices ◽  
Human Resources Management ◽  
External Environment ◽  
Organizational Factors ◽  
Two Dimensions ◽  
Hrm Practices ◽  
Implicit Coordination

The chapter aims to develop a theoretical configurational model of HRM practices for family firms based on the construct of awareness. The typology of ideal HRM practices configurations the authors developed grounds on are 1) two organizational factors (awareness of the internal and external environment and organizational awareness) and 2) two dimensions of organizational awareness (the need for explicit and implicit coordination mechanisms). The first dimension refers to the need for mechanisms explicitly adopted by a family firm to manage task or communication interdependencies. The second one relates to those requirements for mechanisms that are available to family firms from shared cognition, which enable them to explain and anticipate task statuses and individuals' collaborative behaviors, thus helping them in managing task interdependencies. The authors combined these results in four configurations of HRM practices (administrative, shared, professional, and integrated configurations) and developed seven propositions.

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 Assessing Construct Reliability of Human Resources Management Practices (HRM) and Employee Loyalty: A Preliminary Evidence from the Omani Logistic Sector

2020 ◽  
Vol 10 (3) ◽  
pp. 22
Author(s):  
AbdulQader Al Saiari ◽  
Fadilah Puteh ◽  
Abdul Jalil Mohamed Ali
Keyword(s):  
Human Resources ◽  
Management Practices ◽  
Human Resources Management ◽  
Working Environment ◽  
Study Cohort ◽  
Employee Loyalty ◽  
Job Rotation ◽  
Resources Management ◽  
Hrm Practices ◽  
The Impact

Purpose: In the past few years, industry sector highly dominated the Oman’s economy, as the logistics sector forms the backbone of it, which accounted for 56.6% of GDP in 2019. The logistic sector is expected to provide 80,000 jobs by 2020 and 300,000 by 2040. Review of past literature on issues related to HRM impact on employee loyalty particularly from the Omani logistic sector revealed limited outcome. This paper aims in assessing the construct reliability of human resources management practices (HRM) and employee loyalty as well as the impact of HRM practices on employee loyalty, as HRM practices include recognition, compensation, promotion, training, selective hiring, job rotation, and working environment.Method: To achieve this objective, a quantitative approach was adopted, as questionnaire was distributed to 52 employees who work in logistics sector in Oman as pilot study cohort. Data were analyzed by using SPSS. Items of the research constructs were measured for its reliability value.Results: The results showed that employee loyalty construct obtained the highest mean (3.891), while compensation construct obtained the lowest mean (3.281). In addition, the results showed that reliability statistics for research constructs and their paragraphs achieved high Cronbach alpha, thus met the minimum trajectory of reliability value. The results of regression analysis illustrated that HRM best practices (recognition, compensation, promotion, training, selective hiring, job rotation, and working environment) had a significant impact on employee loyalty.Implications: This paper is expected to be a reference for other studies in other sectors to assess the construct reliability on HRM practices variables as well as employee loyalty.

scholarly journals Human Resources Management Practices and Affective Commitment among Financial Industry Employees in Malaysia

2019 ◽  
Vol 8 (6S3) ◽  
pp. 284-291
Keyword(s):  
Human Resources ◽  
Performance Appraisal ◽  
Affective Commitment ◽  
Management Practices ◽  
Market Competition ◽  
Human Resources Management ◽  
Financial Industry ◽  
Resources Management ◽  
Hrm Practices ◽  
Training Programmes

Market competition increased difficulty for organizations to hold premium quality workers. This research explores on the human resources management (HRM) practices and affective commitment (AC) among a sample of 384 financial industry employees in Klang, Selangor, Malaysia. The hypotheses were developed by considering the correlation between four key HRM practices (training, career advancement, performance evaluation and rewards) and AC. The findings indicates that the independent variables of career development, training and performance appraisal have a positive and significant relationship with AC, whereas rewards has no correlation with AC. The findings imply that in the Malaysian financial industry needs greater training programmes and effective performance evaluations to increase employees’ performance and commitment.

scholarly journals The Role of Information Technology Competency in Activating of Human Resources Management Practices/ Applied Study in the Informatics and Communications Public Company in Iraq

2019 ◽  
Vol 25 (116) ◽  
pp. 43-67
Author(s):  
Nada Ismaeel Jabbouri Qammach
Keyword(s):  
Information Technology ◽  
Human Resources ◽  
Management Practices ◽  
Human Resources Management ◽  
Resources Management ◽  
Hrm Practices ◽  
Technology Competency ◽  
Public Company ◽  
Role Of Information

This research aims to clarify the role of Information Technology Competency (ITC) with dimensions' (IT Usage, IT Knowledge, and IT Operations) as an independent variable in the activation of Human Resources Management Practices (HRM Practices) as a dependent variable with dimensions' (Training and Development, Recruitment, Job Design, and Performance appraisal). Based on this, the correlation and effect relationships between the independent and dependent variables are determined by formulating two main hypotheses. There are a significant relationship and effect of IT competency with HRM practices within the dimensions. Furthermore, the scope and population of this research are the Informatics and Communications Public Company in Iraq. A quantitative design methodology was used to examine the relationships among variables of this research was used and the researcher adopted the descriptive-analytical approach. The questionnaire was distributed to a number of employees and managers (responders'), they were selected randomly and included 76 respondents. The statistical program (SPSS) was used to analyse the data through the use of statistical and descriptive methods such as mean, variation coefficient, and standard deviation, to analyze and describe data for correlation hypothesis testing, and simple linear regression coefficient to test impact hypothesis. The most important of conclusions to this study indicated that is a   correlation among the HRM practices are related to IT competencies, Hence, there is an effective relationship positively between research variables.

scholarly journals A national investigation of the correlation between perceptions of human resources management practices and organizational effectiveness

1989 ◽  
Vol 20 (1) ◽  
pp. 7-12
Author(s):  
A. J. Templer ◽  
K. B. Hofmeyr
Keyword(s):  
Human Resources ◽  
Organizational Effectiveness ◽  
Management Practices ◽  
Management Practice ◽  
Human Resources Management ◽  
Future Research ◽  
Resources Management ◽  
Hrm Practices ◽  
Organization Effectiveness ◽  
The Usa

This study investigates the extent to which organization effectiveness can be predicted from human resources management (HRM) practices. The results are based on data gathered from attitude surveys of a large sample of employees in 38 companies across the USA. It is found that HRM practices can be summarized in six HRM dimensions which predict organization effectiveness at the departmental level, as perceived by employees. Such effectiveness appears to be linked to HRM practices which stress communication, job clarity, management concern, and equity. Opportunities for future research are suggested and implications for management practice are presented.

scholarly journals EMPLOYEE ENGAGEMENT: TYPES, LEVELS AND RELATIONSHIP WITH PRACTICE OF HRM

2020 ◽  
Vol 4 (2) ◽  
pp. 42-47
Author(s):  
Daiva Budriene ◽  
Danuta Diskiene
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Employee Engagement ◽  
Human Resource ◽  
Management Practices ◽  
Human Resources Management ◽  
Resources Management ◽  
Organizational Engagement

Human resources are important assets of every organization. Recruitment and selection play an effective role in improving the organizational performance, because recruitment directly is relating with employee engagement. Employee engagement has emerged as a popular organizational concept in recent years. Employee engagement, strangely enough, has been a crucial priority of HR since before the term was using. It has become one of the leading priorities of human resource practitioners and senior managers in the organization today, so employee engagement has generated great deal of attention among many human resource practitioners. In present day, where is large-scale competition in the market, it is necessary for the organization to have engaged workforce for the survival and smooth functioning of the organization. Every organization wants to make the best utilization of its human resources in order to achieve competitive advantage in the market. When employees are engaged in their work, they have good relationships with their co-workers and working environment becomes better, are not only happy in their job, but also translate that satisfaction into higher productivity and profitability of the organization. High levels of engagement promote retention of talent, foster customer loyalty and improve organizational performance and stakeholder value. The paper discusses theoretical approaches to the significant concept and phenomenon of today – employee engagement and the factors behind it. In addition, the paper examined the type of employee engagement, problematic of individual and organizational engagement that affects organizational decisions. The aim of article is to identify the distinctive features of two types of engagement in the scientific literature employee engagement and organizational engagement, also connections reflecting the possible role of human resource management practices in the process of management of employee engagement. The purpose implies tasks: to reveal the essence of engagement and the factors that determine it ; also is presented a theoretical model of interfaces. The research methodology is the theoretical modeling of the phenomenon employee engagement from a human resource management perspective. The article is presenting in different sections such as meaning and concept of employee engagement, importance and factors influencing employee engagement and impact of employee engagement on organizational performance. The article consists of three logically interconnected parts. The introduction justifies relevance topics. The main part provides a review of literary sources, in which the authors examine the typology of engagement, distinguish types such as job engagement and organizational engagement. This section analyzes the relationship between characteristics and the influence of their design on employee engagement. This section also analyzes the conditions of formation and the results of the manifestation of employee engagement at the individual organizational levels, describes the connection of various aspects of this state with the practice of human resources management. In the final part, is given a theoretical model developed by the author – the main result of the article. It is a hypothetical model of the structure of employee engagement and how various human resources management practices shape employee engagement and how individual engagement of an employee transforms into a competitive advantage of organization. Data sources for the theoretical study described in this article are publications on the topic of engagement of such highly rated publications like Journal of Applied Psychology, Journal of Occupational and Organizational Psychology and The International Journal of Human Resource Management. The value of the results. This paper may serve as the basis for further research in the field of employee engagement generally and individual additional variable components. Research conclusions may have be used to build the organizational policy of the company in relation to the system human resource management.

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