Use Value and HRD and HRM Flexibility

2016 ◽  
pp. 1853-1873
Author(s):  
Claretha Hughes ◽  
DeVaughn Stephens
Keyword(s):  
Human Resource Development ◽  
Human Resource ◽  
High Performance ◽  
Use Value ◽  
Work Systems ◽  
Practical Applications ◽  
Contingent Employment ◽  
Resource Flexibility ◽  
Firm Model ◽  
Human Resource Flexibility

Human Resource Development (HRD) and Management (HRM) flexibility emphasizes flexible learning, educational technology, flexible firm model, human resource flexibility, high performance work systems, and contingent employment. Human resource departments should examine the development and management of their human resources in the context of the employees' use value within organizations. This paper analyzes the concept of use value of the employees within the theoretical and practical applications of HRD and HRM flexibility and provides recommendations for organizations to increase the use value of workers. Employee use value directly contributes to the organization's success or lack thereof.

Use Value and HRD and HRM Flexibility

2016 ◽  
pp. 181-199 ◽  
Author(s):  
Claretha Hughes ◽  
DeVaughn Stephens
Keyword(s):  
Human Resource Development ◽  
Human Resource ◽  
High Performance ◽  
Use Value ◽  
Work Systems ◽  
Practical Applications ◽  
Contingent Employment ◽  
Resource Flexibility ◽  
Firm Model ◽  
Human Resource Flexibility

Human Resource Development (HRD) and Management (HRM) flexibility emphasizes flexible learning, educational technology, flexible firm model, human resource flexibility, high performance work systems, and contingent employment. Human resource departments should examine the development and management of their human resources in the context of the employees' use value within organizations. This paper analyzes the concept of use value of the employees within the theoretical and practical applications of HRD and HRM flexibility and provides recommendations for organizations to increase the use value of workers. Employee use value directly contributes to the organization's success or lack thereof.

scholarly journals Human Resource Flexibility as a Mediating Variable Between High Performance Work Systems and Performance

2008 ◽  
Vol 34 (5) ◽  
pp. 1009-1044 ◽  
Author(s):  
Inmaculada Beltrán-Martín ◽  
Vicente Roca-Puig ◽  
Ana Escrig-Tena ◽  
Juan Carlos Bou-Llusar
Keyword(s):  
Human Resource ◽  
High Performance ◽  
Work Systems ◽  
High Performance Work Systems ◽  
Resource Flexibility ◽  
And Performance ◽  
Human Resource Flexibility

High performance work system and performance: Opening the black box through the organizational ambidexterity and human resource flexibility

2018 ◽  
Vol 88 ◽  
pp. 397-406 ◽  
Author(s):  
Mercedes Úbeda-García ◽  
Enrique Claver-Cortés ◽  
Bartolomé Marco-Lajara ◽  
Patrocinio Zaragoza-Sáez ◽  
Francisco García-Lillo
Keyword(s):  
Human Resource ◽  
High Performance ◽  
Black Box ◽  
Organizational Ambidexterity ◽  
Work System ◽  
Resource Flexibility ◽  
High Performance Work System ◽  
And Performance ◽  
Human Resource Flexibility

Human resource development and human resource management levers for sustained competitive advantage: Combining isomorphism and differentiation

2016 ◽  
Vol 24 (4) ◽  
pp. 533-550 ◽  
Author(s):  
Elizabeth F Chapman ◽  
Faye A Sisk ◽  
Jeff Schatten ◽  
Edward W Miles
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource Development ◽  
Human Resource ◽  
High Performance ◽  
Management Practices ◽  
Resource Development ◽  
Work Systems ◽  
High Performance Work Systems ◽  
Human Resource Management Practices

AbstractNumerous studies have investigated human resources as a source of sustained competitive advantage, indicating that the high-performance work systems created by certain human resource development and human resource management practices lead to greater firm performance. Though the mechanism by which this link exists remains a ‘black box,’ substantial evidence shows organizations benefit by adopting the human resource development and human resource management practices that lead to high-performance work systems. We discuss two divergent perspectives, institutional theory and resource-based view, and their impact on high-performance work systems. We argue that organizations adhering to tenets of institutional theory experience isomorphism in certain human resource development and human resource management practices, whereas resource-based view attributes create ways that firms differentiate their practices. We posit that to be competitive firms must balance the push–pull effect of institutional pressure with that of resource-based view differentiation.

Toward a Unifying Framework for Defining Internal Human Resource Flexibility

2012 ◽  
pp. 1-29 ◽  
Author(s):  
Inmaculada Beltrán Martín
Keyword(s):  
Human Resource ◽  
Success Factor ◽  
Resource Based View ◽  
Resource Flexibility ◽  
Critical Success ◽  
Relational Flexibility ◽  
Definition Of ◽  
Collaborative Activities ◽  
Human Resource Flexibility ◽  
Multidimensional Concept

A flexible workforce is emerging as a critical success factor to counteract certain organizational rigidities and to guarantee organizational competitiveness in challenging environments .This chapter provides a review of the relevant definitions and classifications of human resource (HR) flexibility that have appeared during recent years. Furthermore, the chapter presents a definition of internal HR flexibility based on the resource-based view approach. From this perspective, HR flexibility is defined as a multidimensional concept. Specifically, this chapter assumes that employees are flexible when they show intrinsic flexibility (i.e. they can easily move between tasks and roles), modification flexibility (i.e. they alter their skills and/or behaviors to adapt to new circumstances), and relational flexibility (i.e. they participate in collaborative activities).

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