Impact of human resource management practices on enterprises' competitive advantages and business performance: Evidence from telecommunication industry

This study aimed to investigate the relationship between human resource management (HRM) practices, total quality management (TQM) practices and competitive advantages in Telecommunication organizations in Jordan. A self-administrated questionnaire was designed and distributed over a sample of telecommunication employees of 400 employees. The percentage of filled questionnaires is 80% (320 questionnaires). The research hypotheses were tested by using multiple regressions. The study concluded that there is a relationship between human resource management practices and total quality management practices. It was also concluded that there is a relationship between total quality management practices and competitive advantage. Finally, there is a relationship between human resource management practices and competitive advantage. A number of recommendations emerged in light of the findings, is that the telecommunication organization are advised to focus more on the human resource management activities and total quality management activities that improve the utilization of competitive advantages.

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Influence of Organizational Culture, Sustainable Competitive Advantages, and Employees’ Commitment on Strategic Human Resources Management in the Banking Sector of Saudi Arabia

Business Management and Strategy ◽

10.5296/bms.v13i1.19359 ◽

2022 ◽

Vol 13 (1) ◽

pp. 13

Author(s):

Nadra F. Tawfig ◽

Suzilawati Kamarudi

Keyword(s):

Organizational Culture ◽

Resource Management ◽

Human Resource Management ◽

Human Resource ◽

Management Practices ◽

Banking Sector ◽

Strategic Human Resource Management ◽

Competitive Advantages ◽

Human Resource Management Practices ◽

Sustainable Competitive Advantages

The rising trend of “strategic human resource management practices” is significantly leading the way to enhance the performance and competitive advantages of the banking sector. Thus, the banking sector in developing countries still using traditional HRM practices to sustain the competitive advantages and to achieve the business goals. The current study investigates the influence of organizational culture, employees’ commitment, and sustainable competitive advantages on the strategic human resource management practices in the banking sector of Saudi Arabia. We applied a resource-based view to achieve the research objectives. “Structural equation modelling-partial least square” (SEM-PLS) technique were applied to investigate the relationship among constructs under study. A cross-sectional method was applied to collect data from 181 employees working in different banks in Saudi Arabia. We found organizational culture significantly influence employees’ commitment and sustainable competitive advantages. Hence, employees’ commitment does not influence strategic human resource management practices; merely, sustaining competitive advantages significantly influence strategic human resource management practices. Additionally, employees’ commitment not mediates the relationship between organizational culture and strategic human resource practices. Thereby, sustainable competitive advantages mediate the relationship between organizational culture and strategic human resource management practices. Finally, the present study will help the banking sector to unearth the best implication of strategic human resource management practices as they can sustain the competitive advantages and achieve the business goals.

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The Associations among Human Resource Management (HRM) Practices, Total Quality Management (TQM) Practices and Competitive Advantages

Journal of Social Sciences (COES&RJ-JSS) ◽

10.25255/jss.2020.9.2.505.534 ◽

2020 ◽

Vol 9 (2) ◽

pp. 505 ◽

Cited By ~ 1

Author(s):

Hadeel Fareed Tawalbeh ◽

Mais Jaradat

Keyword(s):

Resource Management ◽

Quality Management ◽

Total Quality Management ◽

Human Resource Management ◽

Human Resource ◽

Management Practices ◽

Competitive Advantages ◽

Total Quality ◽

Hrm Practices ◽

Human Resource Management Practices

The current research aimed to investigate the relationship between human resource management (HRM) practices, total quality management (TQM) practices and competitive advantages in Telecommunication organizations in Jordan. A self-administrated questionnaire was designed and distributed over a sample of telecommunication employees of 400 employees. The percentage of filled questionnaires is 80% (320 questionnaires). The research hypotheses were tested by using multiple regressions. The study concluded that there is a relationship between human resource management practices and total quality management practices. It was also concluded that there is a relationship between total quality management practices and competitive advantage. Finally, there is a relationship between human resource management practices and competitive advantage. A number of recommendations emerged in light of the findings, is that the telecommunication organization are advised to focus more on the human resource management activities and total quality management activities that improve the utilization of competitive advantages.

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A framework of significant human resource management practices in Vietnam

Journal of Asian Business and Economic Studies ◽

10.24311/jabes/2017.24.4.3 ◽

2017 ◽

Vol 24 (04) ◽

pp. 46-63

Author(s):

Dung Tran Kim ◽

Anh Truong Thi Lan

Keyword(s):

Resource Management ◽

Human Resource Management ◽

Performance Appraisal ◽

Human Resource ◽

Business Performance ◽

Management Practices ◽

Validity And Reliability ◽

Line Managers ◽

Global Trends ◽

Human Resource Management Practices

This paper aims at conceptualizing a framework of human resource management practices (HRMPs) that will work effectively in Vietnam. qualitative research is applied, based on a survey of 388 companies located in Ho Chi Minh city, Vietnam. HRMPs in Vietnam can be measured using seven criteria. Apart from the four traditional HRM functions, which are recruitment selection, training development, performance appraisal and compensation, HRMPs in the Vietnamese context involve three additional criteria: leading change and motivation, both based on traditional soft practices, and talent management, which is based on contemporary hard practice. The validity and reliability of the HRMPs has been confirmed. It was found that the role of HRMPs explains 43 per cent of the variation in a firm’s business performance. The findings imply that HRMPs in Vietnam, despite lagging behind global trends, are on track to catch up with them. The trend of adopting HRMPs in Vietnam continues with the emergence of traditional HRM soft practices and contemporary HRM hard practices. The typical framework of most common HRMPs in Vietnam implies that there is a need to design appropriate training programs for both HR professionals and line managers.

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