Managing Human Resources in E-Commerce

2022 ◽  
pp. 1549-1577
Author(s):  
Roksana Binte Rezwan
Keyword(s):  
Human Resources ◽  
Human Resource ◽  
Driving Force ◽  
Business Success ◽  
Success Factor ◽  
The Core ◽  
Hrm Practices ◽  
Critical Success ◽  
Business Requirements ◽  
Start Ups

Human resources are the driving force and source of the core competitive advantage of any business. The purpose of this chapter is to discuss how human resource management (HRM) practices and human resource (HR) strategies are formulated and utilized in the context of e-commerce firms. When discussing e-commerce, relatively less attention is paid to HRM-related issues. However, analyzing, carefully, both the successful start-ups (i.e., Dollar Shave Club and Warby Parker) and e-commerce giants (i.e., Amazon and Alibaba) treat HRM as a critical success factor. Because business success depends on the careful integration of HRM strategies with business requirements and strategies. In this chapter, the different HRM practices and strategies adopted by different e-commerce firms will be discussed.

Managing Human Resources in E-Commerce

2021 ◽  
pp. 229-256
Author(s):  
Roksana Binte Rezwan
Keyword(s):  
Human Resources ◽  
Human Resource ◽  
Driving Force ◽  
Business Success ◽  
Success Factor ◽  
The Core ◽  
Hrm Practices ◽  
Critical Success ◽  
Business Requirements ◽  
Start Ups

Human resources are the driving force and source of the core competitive advantage of any business. The purpose of this chapter is to discuss how human resource management (HRM) practices and human resource (HR) strategies are formulated and utilized in the context of e-commerce firms. When discussing e-commerce, relatively less attention is paid to HRM-related issues. However, analyzing, carefully, both the successful start-ups (i.e., Dollar Shave Club and Warby Parker) and e-commerce giants (i.e., Amazon and Alibaba) treat HRM as a critical success factor. Because business success depends on the careful integration of HRM strategies with business requirements and strategies. In this chapter, the different HRM practices and strategies adopted by different e-commerce firms will be discussed.

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).

scholarly journals Raising the Curtain in People Management by Exploring How Sustainable HRM Translates to Practice: The Case of Lithuanian Organizations

2018 ◽  
Vol 10 (12) ◽  
pp. 4356 ◽  
Author(s):  
Živilė Stankevičiūtė ◽  
Asta Savanevičienė
Keyword(s):  
Human Resources ◽  
Human Resource ◽  
Well Being ◽  
Structured Interviews ◽  
Hrm Practices ◽  
Human Aspects ◽  
Real People ◽  
And Performance ◽  
Hr Managers ◽  
Core Characteristics

Arguing for the necessity to re-think human resource management (HRM), as human resources are becoming scarce, HRM practices themselves can be even harmful for employees, and the mainstream HRM is more interested not in the employee well-being, but in the search for the link between HRM and performance, the paper introduces sustainable HRM as an alternative approach to people management. Sustainable HRM is seen as a design option, which allows one to maintain, renew and restore human resources. Although previous works have broadened the understanding of the meaning given to sustainable HRM and its core characteristics, research into how sustainable HRM translates into practice is still lacking. Thus, the purpose of the paper is to reveal the practices through which 11 characteristics of sustainable HRM are expressed in real people management in organizations. In doing this, qualitative data were collected from Lithuanian organizations using semi-structured interviews with 19 human resource (HR) managers. The research indicated a variety of applied practices, which differ by maturity. Care of employees, profitability, external partnership, fairness and equality, and employee development were revealed as the characteristics of sustainable HRM most explicitly expressed through HRM practices. Nonetheless, the organizations need more heterogeneous HRM activities, which simultaneously consider the economy, environment, society, and human aspects.

Human Resource Blueprints in Irish High-Tech Start-up Firms

2006 ◽  
Vol 20 (2) ◽  
pp. 111-121
Author(s):  
Mary A. Keating ◽  
Mariabrisa Olivares
Keyword(s):  
Empirical Study ◽  
Human Resources ◽  
Human Resource ◽  
Human Resources Management ◽  
High Tech ◽  
Entrepreneurial Firms ◽  
Resources Management ◽  
Start Up ◽  
Research Findings ◽  
Start Ups

Focusing on Irish high-tech start-ups, this paper reports on the results of an empirical study of organization building by entrepreneurial firms, specifically in relation to human resource practices. The research findings are benchmarked with findings from SPEC, the Stanford Project of Emerging Companies (Baron and Hannan, 2002). Human resources management and entrepreneurial research have rarely been combined in the literature and there is no distinct body of work in the area of human resource management in entrepreneurial firms.

Strategic human resources, innovation and entrepreneurship fit

2005 ◽  
Vol 26 (6) ◽  
pp. 544-559 ◽  
Author(s):  
Zhongming Wang ◽  
Zhi Zang
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Practices ◽  
Organisational Performance ◽  
Content Type ◽  
Hrm Practices ◽  
Strategic Hrm ◽  
Innovation And Entrepreneurship

PurposeStrategic human resource management (SHRM) is seen as crucial for innovation and entrepreneurship in China. An empirical research was carried out to investigate main dimensions of the model of human resources management (HRM), practices and their effects on organisational performance in relation to innovation and entrepreneurship.Design/methodology/approachThe research has two parts. The first part is a field survey on human resource management practices and its main dimensions. The study was conducted in the Chinese local companies and joint ventures across different partnerships. The second part is an in‐depth case‐set analysis of Chinese entrepreneurship models from a strategic HRM perspective.FindingsThe results showed that both functional and strategic dimensions of HRM could be identified which had differential effects upon organisational performance and that the most successful local entrepreneurial firms were among the collective‐based and globally‐oriented ones.Originality/valueThis study demonstrated that the fit between strategic HRM practices, innovation strategy and entrepreneurship model was significantly contributed to entrepreneurial performance. A regional comparative model of SHRM and entrepreneurship was proposed for sustainable business developments and organisational change.

scholarly journals Human Resource Management practices that translate into sustainable competitive advantage

2019 ◽  
Vol 3 (1) ◽  
pp. 115
Author(s):  
Ewa Bułat
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Practices ◽  
Design Research ◽  
Value Added ◽  
Business Strategies ◽  
Business Success ◽  
Sustainable Competitive Advantage ◽  
Hrm Practices

 Aim: The aim of the paper is to delve into the Human Resource Management (HRM) practices which undoubtedly translate into enhanced business performance. The article combines the theoretical study of HRM with its application to professional practice in order to provide a comprehensive analysis of the reasons and ways of implementing good HRM processes. Design/Research methods: A desk case study approach has been adopted to conduct a descriptive-comparative analysis of two prosperous corporations operating in distinct sectors. Conclusions/findings: It is suggested that the analysed companies have been consistently outperforming their competitors due to their HRM practices which can be linked back to the seminal motivation theories and concepts relating HRM to performance. It seems that especially the application of AMO framework and Path-Goal Theory to workplace scenarios can yield good results, regardless of the industry. Originality/value of the article: This study not only provides an insight into the HRM practices which appear to contribute most to improved productivity, but it also attempts to shed some light on the how and why of their application. So far, much of the empirical research has confirmed a significant statistical connection between HRM practices and business success, but relatively little attention has been paid to understanding the exact mechanisms through which conceptual HRM practices can be implemented. An attempt to address this gap is the value added of the paper. Implications: The findings may prompt the upper echelons of power in companies to fit the appropriate HR practices into their business strategies to achieve the organisational objectives.  

scholarly journals The Power of Mentoring and Digitization as Processes of Strengthening the Human Resource Departments' Activity

2019 ◽  
Vol 8 (3) ◽  
pp. 47
Author(s):  
Hamid Hazim Majid
Keyword(s):  
Human Resources ◽  
Technological Change ◽  
Human Resource ◽  
Market Share ◽  
Top Management ◽  
The Core ◽  
The Way ◽  
Research Studies

Human resources (HR) represent the core of any organization. The way the human resources activities are understood, managed, standardised and mentored is vital for the survival, development and success of any organization in market competitions. In the digitization era HR and HR departments activities contribute to the safety and efficiency of the company, sharing part of assets, investment and profits.The professionals working in the HR department (HRD) are undergoing a profound transformation of mentality and technological change as main challenges of finding specialists and retaining employees.There present research studies the way the coming years will influence the company top management and staffs’ activities so that the profit and market share not to be diminished or lost 

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 Human resource management in promoting innovation and organizational performance

2020 ◽  
Vol 18 (1) ◽  
pp. 107-118 ◽  
Author(s):  
I Gede Riana ◽  
Gede Suparna ◽  
I Gusti Made Suwandana ◽  
Sebastian Kot ◽  
Ismi Rajiani
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Middle Managers ◽  
Hrm Practices ◽  
Proposed Model ◽  
Simultaneous Testing ◽  
Medium Enterprises

Human resource management (HRM) is one of the elements enabling an organization to remain competitive in turbulence conditions. The effective practice of HRM makes competent and innovative employees contributing to the achievement of organizational objectives. This study aims to analyze HRM practices in creating innovation and organizational performance. The questionnaire was used to measure the respondents’ perceptions of variables used by a Likert scale. A survey of 126 manager samples and middle managers at export-oriented short and medium enterprises (SMEs) in Bali, Indonesia, was conducted to test the model. The analysis has shown that the proposed model was proven to be compliant with the research hypotheses. HRM significantly affects organizational performance and innovation, and it was found out that innovation can improve organizational performance. However, in the process of simultaneous testing, it was found out that innovation cannot improve organizational performance. The lack of attention to investments in human resources became one of the barriers to SMEs in creating innovation.

scholarly journals Obtaining employee commitment to living the brand of the organisation

2006 ◽  
Vol 37 (1) ◽  
pp. 9-20 ◽  
Author(s):  
G. Boyd ◽  
M. Sutherland
Keyword(s):  
Qualitative Study ◽  
Empirical Evidence ◽  
Case Studies ◽  
Human Resource ◽  
Brand Management ◽  
Employee Performance ◽  
Business Environment ◽  
Success Factor ◽  
Critical Success Factor ◽  
Critical Success

In the competitive business environment, brand management is viewed as a critical success factor. The importance of building a brand-centric organisation in which employees are ambassadors for the brand is often espoused, but there has been little empirical evidence of how managers should set about achieving this. This exploratory qualitative study consisted of four case studies in organisations where employees are acknowledged to ‘live the brand’ to obtain empirical evidence of those factors that influenced employee performance. The study uncovered six key practices that managers should implement in an integrated manner when driving an intervention to enable employees to live the brand. The findings also contradict some of the human resource literature in what was found to be unimportant.

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