human resource practices
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2022 ◽  
Author(s):  
Tashlin Lakhani ◽  
Can Ouyang

Drawing on organizational theory, agency theory, and research in strategic human resource management, this study explores how chain affiliation influences human resource (HR) investments using data from a nationally random survey of restaurant establishments. We propose that chain-affiliated units will make different investments in those areas of the HR system where chains establish superior organizational routines compared with nonaffiliated units. By contrast, we argue that in the absence of chain routines, ownership incentives will drive differences in human resource investments. Specifically, we find that franchisee-owned units focus more on cost reduction by underinvesting in human resource practices compared with company-owned units and independently owned units when organizational routines are not provided by the chain. We provide further support for our theoretical arguments using additional data on multiunit ownership and franchisor influence. Finally, we conduct supplemental analyses to explore the relationship between different human resource investments and two important organizational outcomes: employee turnover and customer satisfaction ratings from Yelp. Our results highlight the types of human resource practices that are important for service work and suggest that the provision of organizational routines can have important implications for the long-run success of chains and their units.


2022 ◽  
pp. 291-302
Author(s):  
Mitali Dohroo ◽  
Taranjeet Duggal

Two topics, circular economy and human resource practices, have been in separate baskets. However, recent studies have shown that both have a major impact either directly or indirectly on each other. Human resource management or human management is largely associated with a behavior of an economy. It has been largely debated and accepted that human resource management has a major role in creating sustainable organizations. Human resource management as a function involves a lot of postulates of sustainability in the scope of an organization. We all understand that the role of human resources has widened throughout time, and there is a need for more innovations in better management with various stakeholders and employees to create HR as a more solution-based function.


2022 ◽  
pp. 588-605
Author(s):  
Kelly M. Torres ◽  
Aubrey Statti

HR management departments are constantly evolving as a result of new technological advancements. For family HR firms, this technological evolution is vital in ensuring that they remain innovative and current with their competitors. Technology has impacted how companies recruit, retain, and evaluate employees. However, in order to ensure that technology is effectively and accurately adopted and integrated, companies need to understand how they can employ technology to enhance their daily operations and implement tools that provide an adequate return on investment for the technology they select. In family firms, a vast majority of employees are able to ensure that funds are invested in appropriate technology-enhanced projects and that they develop a family-like culture with their stakeholders. This chapter will seek to explore these emerging trends in order to present opportunity for family owned firms to function most efficiently and effectively in the modern, technology enhanced workplace.


2022 ◽  
pp. 1928-1943
Author(s):  
Büşra Müceldili ◽  
Berivan Tatar

Although much has been discussed about human resource management practices in large organizations, studies in the family firms' context are nascent in the literature. To better understand human resource management practices in the context of family firms, this study performed interviews on three experienced and successful family firm owners and human resource managers. The research findings reveal that family firms have professionalized, formalized, and employee-oriented perspective in their human resource practices. This study also showed that the new generations in the family are more aware of the importance of human resources and reflect this perspective to their human resource practices. Besides, employees' organizational justice perception is strengthened by considering equality between family and non-family employees in human resources practices. Implications of these results for practice and further research are discussed.


2022 ◽  
pp. 1707-1726
Author(s):  
Fakher Moncef Jaoua

This research focuses on the contribution of human resource managers to activate and develop the potential of middle managers in a strategy development process. Precisely, the attention is directed on specific practices used by human resource managers and their effects on strategic roles of middle managers in emerging market companies. A survey questionnaire was distributed to 350 CEOs of large Tunisian companies participating in the Industrial Upgrading Program. The results of the application of structural equation methods show the existence and significant and positive effects of specific human resource practices on strategic roles of middle managers. Participation in the decisions and team/group incentives are used by middle managers and influence all strategic roles of middle managers. However, pre-employment training is used towards middle managers, but it has no effect on all strategic roles of middle managers.


2021 ◽  
Vol 26 (4) ◽  
pp. 7-24
Author(s):  
Ayman Balawi ◽  
Esther W. Wachira

This paper sought to answer the question of how best human resource practices can support organisations in the current phase of internationalisation while still maintaining the local standards of the hosting country? In attempting to answer this question, the paper studied the HRM practices of Foreign-Owned Companies and Hungary's Socioeconomic environment. The study revealed that the Hungarian cultural society was more independent, and power hierarchy was not entrenched in the organisational cultures, highly individualistic, masculine, intolerant towards taking risks, realistic, and culturally restrained. The paper concluded that the increased FDIs and multinational companies in Hungary posed a great challenge to employees' effective and efficient management while still maintaining the host country's local standards.


2021 ◽  
Vol 22 (3) ◽  
pp. 1602-1622
Author(s):  
Norzanah Mat Nor Arshad Ayub ◽  
Elaina Rose Johar ◽  
Siti Murni Mat Khairi

Researchers and practitioners have been very enthusiastic and spend the most determinations to study all possible means in order to grab the most advantage from their human resources (HR) especially the Gen Y employees. These employees are pertinent to the part of organisation’s strategic business plan and contribute to the organisation’s performance as well as sustainable competitive advantage. Hence, employee commitment remains a key challenge especially in small and medium enterprises (SMEs) in Malaysia. The purpose of this paper is to investigate the relationship of compensation, training, employee involvement as well as the ability, motivation and opportunity (AMO) model towards employee commitment. The study also seeks to provide the theory-based empirical evidence that the role of AMO model as a mediator in achieving the commitment of employees and used Social Exchange Theory (SET) in order to explain the theoretical rationale of the study model. A total of 168 Gen Y employees representing SMEs service sectors in Selangor, Malaysia participated in this study. Partial Least Square-Structural Equation Modelling (PLS-SEM) was utilised in order to explain the relationship among HR practices towards employee commitment as well as AMO model as a mediator. A key finding that emerged from the analysis showed that only training has direct relationship toward the employee commitment and AMO model plays an important role in gaining employee commitment as it mediates the relationship of employee involvement. However, compensation has no effect in any relationship. Particularly, this study has helped to place the human resource practices, AMO model and employee commitment in the SET by giving a new perspective theoretically that the correct approach of gaining commitment of employees by providing the appropriate practices that employee will reciprocate in return. Also, it showed that Gen Y employees are seeking more involvement than compensation in order to commit themselves. SMEs should involve employees in their daily activities or any decision-making and offers other recognition programs, as money and remuneration are no longer a motivational urge for employees to become committed. Moreover, the findings could therefore serve as a turning point for SMEs to start concentrating and provide more job-related training so that employees can upgrade their skills particularly in this Industrial 4.0 era, where everything changes greatly in the way they deal with others.


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