scholarly journals The Impact of Human Resource Management Practices on Perceived Organisational Justice

2019 ◽  
Vol 10 (1) ◽  
pp. 219
Author(s):  
Swarts I. ◽  
Leeuw Z. M. ◽  
Mukonza C.
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Management ◽  
Human Resource ◽  
Management Practices ◽  
Simple Random Sampling ◽  
Quantitative Methodology ◽  
Hrm Practices ◽  
Organisational Justice ◽  
The Impact

The paper sought to investigate the impact of perceived organisational justice and Human Resource Management (HRM) practices. HRM practices have been recognised progressively more as a vital ingredient towards sustained competitive success, especially firms and organisations that are operating in unstable, challenging and rapidly changing international competitive environments. The paper made use of quantitative methodology. Data was collected from a list HRM payment registered National Department of Public Works (NDPW). Target population were 1296 employees and only 500 employees were selected using simple random sampling.  A total of 375 questionnaires were completed. Statistical Package for Social Sciences (SPSS) was used to analyse the data using inferential and descriptive statistics. Employees are not satisfied with the following HRM practices: performance management, compensation, promotion, recruitment and selection. The study recommends that for NDPW to achieve its strategic mandate attention must be given to promote positive organisational justice.

scholarly journals THE IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON ORGANIZATIONAL PERFORMANCE CASE STUDY: MANUFACTURING ENTERPRISES IN KOSOVO

2020 ◽  
Vol 21 (1) ◽  
pp. 222-229
Author(s):  
Arta Jashari ◽  
Enver Kutllovci
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Management Practices ◽  
Positive Association ◽  
Manufacturing Firms ◽  
Hrm Practices ◽  
Human Resource Management Practices ◽  
The Impact

The purpose of this study is to examine the impact of human resource management practices on organizational performance. In this study a total of 100 managers of manufacturing firms in Kosovo from public and private sectors have responded to the survey. The survey questionnaire had contained 39 items covering selected HRM practices and organizational performance. Our empirical results show that managers of manufacturing firms in Kosovo recognize the importance of employees in their organization and apply practices to manage them effectively. The outcome of correlation analysis provides evidence that HRM practices positively and significantly influence organizational performance. Recruitment and selection practices show the strongest positive association with organizational performance (rho = 0.905) compared to other practices. Regarding to our findings we suggest that with a good recruiting and selection, the organization will fill with a group of potentially qualified candidates. Also, companies should continuously train and develop and involve their employees as they are viewed as the most important resources source of competitive advantage.

Impact of human resource management on performance in competitive priorities

2016 ◽  
Vol 36 (2) ◽  
pp. 114-134 ◽  
Author(s):  
Jorge Andrés Vivares-Vergara ◽  
William Ariel Sarache-Castro ◽  
Julia Clemencia Naranjo-Valencia
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Empirical Evidence ◽  
Human Resource ◽  
Management Practices ◽  
Manufacturing Companies ◽  
Competitive Priorities ◽  
Content Type ◽  
Hrm Practices ◽  
The Impact

Purpose – Human resource management (HRM) is considered an important issue in operations strategy (OS). Furthermore, OS effectiveness depends on performance in competitive priorities (CP). However, little empirical evidence exists about the relationship between them. Thus, the purpose of this paper is to investigate the impact of HRM on performance in CP. Design/methodology/approach – The research was conducted by surveying a sample of medium and large manufacturing companies in the Colombian coffee region. Three groups of variables were studied: performance in CP, HRM practices and factors related to employees. A regression analysis was conducted to test the hypotheses. Findings – No significant relationship was found between HRM practices and performance in CP. Regarding the factors related to employees, two findings were relevant: first, when the companies involve features about the individuals in OS decision making (motivations, personal goals, abilities, etc.) better performance can be observed in CP; second, when employees reach a higher level of satisfaction and job performance, the performance in CP improves as well. Practical implications – Considering the importance of HRM practices, appropriate adjustment and application should be sought to improve company performance. Furthermore, factors related to employees (features about the individuals, job satisfaction and employee performance), must be properly aligned with the OS. Originality/value – The paper addresses an issue supported by little empirical evidence. Because few studies have considered the total set of CP identified in the literature review, the authors applied an indicator to establish the global performance of the production system according to the market requirements. Traditionally, HRM has been studied from the perspective of management practices, giving little attention to employees. In this research, the authors consider not only this perspective but also the effects of factors related to employees on performance in CP when they are aligned with the OS.

scholarly journals THE IMPACT OF DIGITALIZATION ON HUMAN RESOURCE MANAGEMENT PRACTICES IN THE AUTOMOTIVE MANUFACTURING INDUSTRY

2021 ◽  
Vol 56 (5) ◽  
pp. 524-537
Author(s):  
Neeta Jayabalan ◽  
Zafir Khan Mohamed Makhbul ◽  
Sudhashini Nair Senggaravellu ◽  
Muthaloo Subramaniam ◽  
Nurliana Adliah Binti Ramly
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Manufacturing Industry ◽  
Management Practices ◽  
Industrial Revolution ◽  
Core Competencies ◽  
Automotive Manufacturing ◽  
Hrm Practices ◽  
The Impact

The advancement of digital technologies such as electronic devices, information systems, mobile or internet technologies, etc., which is presently known as the Fourth Industrial Revolution, generates real opportunities for organizations to focus their activities on core competencies and achievable goals. It was inevitable for human resource management (HRM) to adopt such an advancement that drastically influenced businesses’ work and management. Digital technology has caused the total re-evaluation and improvement of the procedures and systems concerning different capacities throughout businesses, and the HR role is not an exception. Therefore, this study aims to investigate the impact of digitalization technologies on HRM practices in the automotive manufacturing industry in Malaysia. Recruitment and selection, training and development, and performance appraisal and compensation are the main HRM practices identified as independent variables. A total of 203 respondents were selected for an online survey among employees in the automotive manufacturing industry in Pekan, Pahang. The results show a significant relationship between digitalization technologies and all human resource practices addressed in this study except compensation where the data was obtained and examined using IBM SPSS (Version 27) statistical software. The findings of the study revealed that HRM practices have a significant association with digitalization technologies and, occasionally, with the current and future needs of industrial revolution in manufacturing the industry; further studies can widen their scope to other industries in making Malaysia a developed nation holistically from political and socio-economic perspectives.

Considering Call Center Developments in E-HRM

2009 ◽  
pp. 191-196
Author(s):  
Wendy R. Carroll
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Management ◽  
Human Resource ◽  
Call Center ◽  
Management Practices ◽  
Lessons Learned ◽  
New Employees ◽  
Hrm Practices ◽  
The One

Technology advances have dramatically affected the ways in which we manage and organize work. With new evolutions of technologically mediated systems, the development of electronic human resource management (e-HRM) practices becomes more accepted for many organizations. For example, on the one hand, organizations have been able to extend job searches to attract new employees from around the globe using the World Wide Web. This recruitment feature has provided matches of special skilled workers with employers and has lessened recruitment costs for other searches for less skilled positions by bringing potential candidates directly to the organization. On the other hand, HRIS technologies within operation structures such as call centers have been tightly integrated into e-HRM practices creating heavily defined performance management systems. The developments in the call center area specifically have resulted in an interesting convergence of HRIS and HR architectures to explore lessons learned and future directions in e-HRM. The purpose of this article is to first provide a background of the call center developments over the past 15 years in light of e-HRM. Specifically, a focus on the technological advancements in call center operations will be overlaid with the developments of e-HRM practices to reveal the ways in which both are integrated and implemented to create an end-to-end process. The second focus of this article is on the development of performance management HR practices such as electronic performance monitoring (EPM), e-coaching, and e-learning using HRIS integrations. Although in many ways this integrated e-HRM model has improved organization performance and effectiveness, there have also been other implications resulting in negative affects on performance outcomes such as turnover, job satisfaction, and customer satisfaction. So finally, this article will draw out the lessons learned from the call center model and e-HRM with a focus on the balance between human resource management practices and operational structural design.

scholarly journals The Impact of HRM Practices on Job Satisfaction in the select Star Hotels of Coimbatore

2019 ◽  
Vol 8 (10S) ◽  
pp. 180-191
Keyword(s):  
Job Satisfaction ◽  
Resource Management ◽  
Human Resource Management ◽  
Performance Appraisal ◽  
Human Resource ◽  
Management Practices ◽  
Training And Development ◽  
Employee Job Satisfaction ◽  
Hrm Practices ◽  
The Impact

Employees are the greatest asset for any organization and they are pivotal to organization’s effectiveness. Satisfied employees can contribute more to the attainment of organizational goals (Maimako, 2016). According to literature survey(Jeet, 2014; Hassan,2013) the high level of employee job satisfaction will lead to lower turnover, increase in production, increase in customer service, cost reduction in recruitment and selection,lower training cost and improvement in team work.Oyeniyi,Afolabiand Olayanju(2014) and Maimako, (2016)state thatgood Human Resource Management (HRM) practices like training and development, performance appraisal, compensation and safety and health have direct impact on employee job satisfaction and this leads to increase in satisfaction level. For this research, five HRM practices (Staffing; Training and Development, Performance Appraisal, Performance Rewards, and Internal Communication System) were taken to find theirimpact on Job satisfaction. Data collected from ten star hotels in Coimbatore city show that human resource management practices have positive impact on job satisfaction. The moderation effects of gender and salary also have had animpact on employee job satisfaction.

scholarly journals The relationship between employee well-being and organizational trust in the context of sustainable human resource management

2021 ◽  
Vol 19 (2) ◽  
pp. 118-131
Author(s):  
Vaida Jaskeviciute ◽  
Asta Stankeviciene ◽  
Danuta Diskiene ◽  
Julija Savicke
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Practices ◽  
Organizational Trust ◽  
Well Being ◽  
Business Environment ◽  
Hrm Practices ◽  
The Impact ◽  
The Relationship

As the impact of the COVID-19 pandemic continues to grow, new challenges in the organizational and business environment emerge, causing the human resource management (HRM) to develop a flexible yet strategic and sustainable response in the face of instability and uncertainty. HRM practices that focus on employees’ emotional, psychological, and cognitive states are becoming crucial. The aim of this paper is to disclose the relationship between employee well-being and organizational trust in the context of sustainable HRM. The literature analysis revealed that sustainable HRM practices focused on meeting the needs of employees are particularly significant as they positively influence employee well-being. Furthermore, ensuring employee well-being based on sustainable HRM principles leads to increased organizational trust. The results of the analysis proved direct and indirect relationships between employee well-being and organizational trust; however, further research is needed to distinguish the relationship between sustainable human resource management practices and employee well-being, with a mediating role and moderating role of organizational trust.

scholarly journals Human Resource Management (HRM) Practices and Employee Job Satisfaction at a Public Corporation in Qatar

2021 ◽  
Vol 3 (26) ◽  
pp. 53-73
Author(s):  
Dr. Thamer Mohammed Maharmeh ◽  
Keyword(s):  
Job Satisfaction ◽  
Resource Management ◽  
Human Resource Management ◽  
Performance Management ◽  
Human Resource ◽  
Simple Random Sample ◽  
Employee Job Satisfaction ◽  
Hrm Practices ◽  
Public Corporation ◽  
The Impact

Recognizing the importance of human resource management (HRM) practices, and their effects on employee behaviors and attitudes, many studies investigated the correlation between HRM practices and employee job satisfaction. The overall objective of this research is to investigate the impact of HRM practices (training and development and performance management) on employee satisfaction in case of a public corporation in Qatar. In order to meet the objectives of the research, and in order to answer its questions, a survey questionnaire was developed and distributed to a simple random sample of (92) employees, who work for a public corporation in Qatar. The total number of the returned surveys was (78) surveys. This means that the response rate was 84%. Results of data analysis revealed that there is positive and strong correlation between HRM practices and employee job satisfaction. HRM practices explain 22% of employee job satisfaction, while other factors explain 78%. Based on that, it was suggested to develop HRM practices in order to foster employee job satisfaction. It was also suggested to carry future researches to investigate other factors that may drive employee job satisfaction.

scholarly journals MEASURING THE IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON EMPLOYEE TURNOVER

2012 ◽  
Vol 4 (1) ◽  
pp. 63-73
Author(s):  
Viara Slavianska
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Employee Turnover ◽  
Management Practices ◽  
Structured Interviews ◽  
High Turnover ◽  
Missed Opportunities ◽  
Hrm Practices ◽  
The Impact

When employees leave the organization, whether at their own will or not, the consequences could be extremely serious. High turnover costs much, because it involves direct financial expenses for recruitment and selection, appointment, training and adaptation of the newcomers; at the same time, the indirect (hidden) costs, because of lost productivity and missed opportunities, constitute about 70–85% of all. This research was conducted in a large Bulgarian business organization with the aim to determine the impact of HRM practices on the personnel turnover, measured by the inclination to leave. There were formulated conclusions about the ability of the HRM system to retain the employees and respectively recommendations to the management of the organization. The methods of data collection included in-depth semi structured interviews with the manager of the HRM department and anonymous inquiry among 140 employees and workers. The results were subsequently processed with SPSS. Key words: employee turnover, human resource management, HRM practices.

scholarly journals Workers’ Affective Commitment and their Willingness to Perform Discretionary Work Behaviour: the Impact of Commitment-Oriented Human Resources Management Practices

2006 ◽  
Vol 1 (1) ◽  
Author(s):  
Susan Zeidan
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Social Exchange ◽  
Psychological Contract ◽  
Affective Commitment ◽  
Management Practices ◽  
Employee Attitudes ◽  
Hrm Practices ◽  
The Impact

This paper contributes to the development of the human resource management (HRM) literature through developing the linkages between HRM practices and employee attitudes and behaviours. It is widely believed that the implementation of high commitment human resource management (HRM) practices (e.g., training and development, communication, and participative decision making) can create strategic advantage for the organisation (e.g., Arthur, 1994; Delaney and Huselid, 1996). It is also suggested that HRM practices could shape employee attitudes and behaviours. However, the intervening mechanisms of this effect are yet to be examined. Researchers have pointed to the need to understand the means by which these practices exert their influence on employee commitment and other individual outcomes (Meyer and Smith, 2000).Drawing on social exchange theory (Blau, 1964), this paper aims to address this need by developing a theoretical framework which explicitly links employee perceptions of HRM practices and important work outcomes via perceived fulfilment of the psychological contract. Drawing upon psychological contract theory, it is proposed that commitment HRM practices create a more positive psychological contract (and thus higher perceptions of fulfilment of the psychological contract). This will in turn, lead to increased affective commitment and enhanced organisational citizenship behaviours (OCB).

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