scholarly journals A meta-analytical study on the association of human resource management practices with financial, market and operational performance

2021 ◽  
Vol 52 (1) ◽  
Author(s):  
Sukhpreet Kaur ◽  
Gurvinder Kaur
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Financial Market ◽  
Performance Measures ◽  
Meta Analysis ◽  
Operational Performance ◽  
Organisational Performance ◽  
Bottom Line ◽  
Hrm Practices

Purpose: This article draws on the meta-analysis technique to systematically analyse and compare the association of human resource management (HRM) practices with financial, market and operational performance.Design/methodology/approach: An exhaustive search of HRM-performance link resulted in a final sample (k) of 24 independent studies. For this purpose, Comprehensive Meta-Analysis (Version 3.0) software was used. Heterogeneity of the studies was determined using Q-statistic with a p-value, I2, T2 and Tau. As the degree of heterogeneity was very high, random effects model was selected to estimate the mean of effects. Lastly, publication bias was studied using graphical and statistical methods.Findings/results: The results revealed the average correlational (r) association of HRM practices with financial performance, market performance and operational performance as 0.305, 0.434 and 0.311, respectively. More specifically, HRM practices have the strongest association with market performance.Practical implications: The results statistically quantify the association between HRM practices and organisational performance measures for developing desired knowledge, skills and abilities to generate higher and improved performance. The results of this study provide HR managers with evidence that right investment in human resources does significantly contribute to the bottom line; they should make better and higher allocation of the resources for HRM.Originality/value: To the best of our knowledge, this study is the first to meta-analytically examine the varying association of HRM with three distinct organisational performance measures.

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 and Organizational Performance-The Mediating Role of Organizational Commitment: Empirical Evidence from the Public Sector in a Non-Western Context

2012 ◽  
Vol 13 (1) ◽  
pp. 1-18
Author(s):  
Susan Zeidan ◽  
Assaad Farah ◽  
Shadi Abouzeid
Keyword(s):  
Organizational Commitment ◽  
Resource Management ◽  
Public Sector ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
United Arab Emirates ◽  
Bottom Line ◽  
Hrm Practices ◽  
The Impact

Research in the field of strategic human resource management has attracted a great deal of interest because of its likely impact on bottom line outcomes. Recent work in this area posits that organizational commitment can mediate the relationship between human resource management (HRM)practices and organizational performance. However, most of the studies conducted in this area were concentrated on samples gathered from private organizations, and mainly in western countries. In this paper, the impact of HRM on organizational performance is assessed. Furthermore, this research attempts to shed more light on the ‘black box’ between human resource practices and organizational performance by investigating the mediating function of organizational commitment in two public sector entities within the United Arab Emirates (UAE). The mediating factor was tested through regression of the data collected from a sample of 371 workers who are employed within the two aforementioned public sector entities. The main findings are in line with the outcomes of earlier HRM-performance studies conducted in western public and private sectors, where employers can expect improved organizational performance when their employees' perceptions of the HRM practices within the organization tend to foster an increase in their organizational commitment.

How does human resource management influence organisational performance? An integrative approach-based analysis

2017 ◽  
Vol 66 (6) ◽  
pp. 797-821 ◽  
Author(s):  
Anastasia A. Katou
Keyword(s):  
Job Satisfaction ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Business Strategies ◽  
Operational Performance ◽  
Organisational Commitment ◽  
Organisational Performance ◽  
Content Type ◽  
Hr Practices

Purpose Drawing on the contingency perspective between business strategies and human resource (HR) practices, the purpose of this paper is to examine the effects of human resource management (HRM) system (which integrates both content and process of HR practices) on both proximal organisational outcomes (such as job satisfaction, motivation, and organisational commitment) and distal organisational outcomes (such as employee engagement, organisational citizen behaviour (OCB), co-operation among employees, intention to quit, and operational performance). Design/methodology/approach The analysis is based on a sample of 996 Greek employees working in 108 private organisations and the statistical method employed is structural equation modelling with bootstrapping estimation. Findings The results indicate that HRM content is more positively related to job satisfaction and motivation and less related to organisational commitment than HRM process. Moreover, HRM system is sequentially related to organisational outcomes (both directly and indirectly) and significantly influences employee job satisfaction and motivation, as well as OCB and co-operation among employees, and operational performance. Research limitations/implications The data were collected using a questionnaire at a single point in time, and thus, not allowing dynamic causal inferences. Considering that Greece is experiencing a severe financial crisis, the findings from this unique context may not generalise across other contexts. Practical implications The core messages to decision makers are that employee development and rewards are the major dimensions of the content of an HRM system and that consistency and distinctiveness are the principal features of the process of an HRM system, even in cases where the organisation is operating under an economic crisis environment. Originality/value Investigations into the relationship between HRM systems and organisational performance have become increasingly common. Nevertheless, empirical studies that measure the impact of HRM systems, which being contingent on business strategies integrate both content and process of HR practices on organisational performance are still rare. This paper partially fills this gap.

scholarly journals Lordly Management and its Discontents: ‘Human Resource Management’ in Pakistan

2021 ◽  
pp. 095001702199736
Author(s):  
Syed Imran Saqib ◽  
Matthew MC Allen ◽  
Geoffrey Wood
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Emerging Economies ◽  
Banking Industry ◽  
New Institutionalism ◽  
Early Career ◽  
Hrm Practices ◽  
Power Differentials ◽  
Cultural Script

New institutionalism increasingly informs work on comparative human resource management (HRM), downplaying power and how competing logics play out, and potentially providing an incomplete explanation of how and why ‘HRM’ and associated practices vary in different national contexts. We examine HRM in Pakistan’s banking industry and assess how managers’ espoused views of HRM practices reflect prevailing ones in dominant HRM models, and how they differ from early-career professionals’ perceptions of these practices. The cultural script of ‘seth’ (a neo-feudalist construction of authority) influences managers’ implementation of HRM policies and competes with the espoused HRM logic. We argue that managers will pursue a ‘seth’ logic when managing employees, as it reproduces existing power differentials within companies. By doing so, they render HRM unrecognizable from dominant models. Indeed, by using the term ‘HRM’, much of the existing, new institutionalism-influenced literature rationalizes a particular view of organizations and management that is inappropriate and analytically misleading in emerging economies.

The effect of high-involvement human resource management practices on supply chain integration

2015 ◽  
Vol 45 (8) ◽  
pp. 716-746 ◽  
Author(s):  
Baofeng Huo ◽  
Zhaojun Han ◽  
Haozhe Chen ◽  
Xiande Zhao
Keyword(s):  
Supply Chain ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Estimation Method ◽  
Supply Chain Integration ◽  
Equation Modeling ◽  
High Involvement ◽  
Content Type ◽  
Hrm Practices

Purpose – Taking an interdisciplinary approach, the purpose of this paper is to combine concepts from human resource management (HRM) and supply chain management (SCM) fields and explore the effects of high-involvement HRM practices on supply chain integration (SCI). Design/methodology/approach – Using empirical survey data collected from ten countries, the authors examine the specific effects of three dimensions of high-involvement HRM practices – employee skills, incentives and participation – on three types of SCI – internal integration, supplier and customer integration. The authors use structural equation modeling and the maximum-likelihood estimation method to test the proposed relationships. Findings – The results confirm the overall relevancy of HRM to SCI. However, several proposed links are not supported by the data collected. Originality/value – This study makes both theoretical and managerial contributions by empirically examining the interface between HRM and SCI. More specifically, it examines the effects of different high-involvement HRM practices on different types of SCI. The findings will not only help researchers to better understand the interface, but will also guide managers in adjusting HRM practices to achieve desired operational goals.

The relationships between Human Resource Practices on Employee Retention in Malaysian Industrial Settings

2013 ◽  
Vol 1 (2) ◽  
pp. 09-20
Author(s):  
Kim Lian Lee ◽  
Sarvanan Singram ◽  
Christopher Luke Felix
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Appraisal ◽  
Human Resource ◽  
Employee Retention ◽  
Management Practices ◽  
Human Resource Practices ◽  
Manufacturing Companies ◽  
Hrm Practices ◽  
Human Resource Management Practices

Objective - The study explores the relationships between human r esource management practices on employee retention in Malaysian industrial setting s . The human resource management practices such as selection, training and development, performance appraisal and reward were considered in this study as the main factors that impact the employee retention in an organization Methodology/Technique - All d ata used in th is study consist s of respondents of executives and managers in manufacturing companies located in Klang Valley, Malaysia. Data processing and statistical analyses were mainly carried out using SPSS. Reliability test was used to check the con sistency and dimensionality of the scale items. P e a rson Intercorrelation was used to measure the associations among the human resource practices and employee retention and Multiple Regression Analysis to check the criterion - related validity of the scale i tems and to complement the correlation results. Findings - Data from 151 respondents from various industries show ed that the reward was most correlated with employee retention. This is followed by performance appraisal, in which fair and inclusive appraisa l leads to better retention. On the contrary, selection was found to have least significance relationship with employee retention. Novelty - The contribution of the study is in asserting some findings for human resource manager to understand the importanc e of an effective HRM practices on employee retention in the manufacturing industry. Apart from that, this research provides an understanding of some important elements in human resource management practices that are more effective in employee retention. Type of Paper - Empirical Type of Paper - HRM Practices; Employee Retention; Relationship; Significance .

The Relationship Between Human Resource Management Practices, Knowledge Management Practices, and Performance: Evidence from the Healthcare Industry in India

2021 ◽  
pp. 097215092110372
Author(s):  
Satyanarayana Parayitam ◽  
Shaik Mohamed Naina ◽  
Timothy Shea ◽  
Abdul Hameed Syed Mohideen ◽  
Alex Aruldoss
Keyword(s):  
Knowledge Management ◽  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Management Practices ◽  
Training And Development ◽  
Learning Culture ◽  
Hrm Practices ◽  
The Relationship

The objective of the present study is to examine the impact of human resource management (HRM) practices on organizational performance. Knowledge management (KM) practices as a moderator in the relationship between HRM practices and organizational performance are studied by developing a conceptual model. Using a structured survey instrument, the data were collected from 979 employees from 10 hospitals in the southern part of India (Tiruchirappalli District of Tamil Nadu). After thoroughly checking the instrument’s measurement properties using the LISREL, hierarchical regression was performed to test the hypotheses. The results support (a) compensation and rewards, performance appraisal and learning culture that are positively and significantly related to organizational performance; (b) recruitment and selection, training and development that are not significantly related to organizational performance; and (c) KM practices that moderate the relationship between (a) training and development and organizational performance, and (b) learning culture and organizational performance. Finally, the implications for HRM and KM are discussed.

Battling COVID-19 with human resource management bundling

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Arosha S. Adikaram ◽  
N.P.G.S.I. Naotunna ◽  
H.P.R. Priyankara
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Crisis Management ◽  
Human Resource ◽  
Qualitative Methodology ◽  
Health And Safety ◽  
Employee Motivation ◽  
Health Crisis ◽  
Content Type ◽  
Hrm Practices

PurposeThis paper aims to present an empirically driven crisis management framework of complementary human resource management (HRM) bundles that can be utilized in simultaneously managing the health crisis, financial crisis and disruptions to business operations through lockdown and other government restrictions propelled by the COVID-19 pandemic.Design/methodology/approachThe framework is developed employing qualitative methodology, drawing from the successful HRM practices adopted by 26 Sri Lankan companies in battling the many crises of COVID-19 and using the soft HRM approach as the theoretical basis.FindingsThe findings report a framework that consists of three key HRM bundles (health and safety bundle, cost-saving bundle and employee motivation and engagement bundle) entailing an array of inter-related, internally consistent, complementary and mutually reinforcing HRM practices and HRM activities. These HRM bundles and the HRM practices as well as the HRM activities therein, indicate how a softer approach to managing employees can be used during a crisis.Practical implicationsThe framework will inform the HRPs of the HRM bundles, HRM practices and HRM activities that can be used to manage the multiple crises created by COVID-19 and other similar pandemics.Originality/valueThe study contributes to and expands the knowledge of HRM in crisis management generally and HRM in a global pandemic more specifically.

Impact of Wage on Human Resource Management in Period of Crisis: The Case of Viet Nam Firm

2013 ◽  
Vol 03 (09) ◽  
pp. 16-25
Author(s):  
Nguyen Thi Lac Thu ◽  
Xiao Xiang
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Operational Performance ◽  
Viet Nam ◽  
Important Position ◽  
The Relationship ◽  
Working Efficiency

Human resource also known as an employee is the most important factor in the development of the organization. Therefore, the role of human resource management (HRM) in each organization also need excite employees realize their important position in the organization. Thus encourage their dedication in order to enhance operational performance of the organization. Besides that, the operation of HRM is also to create the balance between employee interest and organization’s interest. One of the important factors which the employees concern is wage. So, HRM and wage is related. The purpose of this research is to evaluate the relationship between the HRM and working efficiency based on the wage in a period of crisis in Viet Nam. Therefore, we selected Huong Giang’s travel company (HG Co) as objects to research on that relationship.

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