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1
Shen, Jie, Jenny Dumont, and Xin Deng. "Employees’ Perceptions of Green HRM and Non-Green Employee Work Outcomes: The Social Identity and Stakeholder Perspectives." Group & Organization Management 43, no. 4 (August 18, 2016): 594–622. http://dx.doi.org/10.1177/1059601116664610.
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Green human resource management (green HRM) refers to a set of HRM practices that organizations adopt to improve employee workplace green performance. While the effect of perceived green HRM on employee workplace green performance has received some empirical support, its relationship with employee non-green workplace outcomes remains unexplored and, therefore, unknown. This research tests an integrative moderated-mediation model related to the relationship between perceived green HRM and non-green workplace outcomes including employee task performance, organizational citizenship behavior toward the organization (OCBO) and intention to quit, and the underlying mechanisms. Analyses of the multisourced data reveal that perceived green HRM influences these three non-green employee workplace outcomes through a motivational social and psychological process (i.e., organizational identification). Perceived organizational support (POS) moderates the effect of perceived green HRM on organizational identification and the indirect effect of perceived green HRM on the three employee workplace outcomes, via the mediation of organizational identification. This research advances our knowledge about the relationship between perceived green HRM and non-green employee workplace outcomes.
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Sasongko, Totok. "THE ROLE OF EMPLOYEE MOTIVATION ON THE RELATIONSHIP BETWEEN HRM PRACTICES AND SERVICE QUALITY IN HEALTHCARE ORGANIZATION." JEMA: Jurnal Ilmiah Bidang Akuntansi dan Manajemen 15, no. 01 (January 16, 2018): 1. http://dx.doi.org/10.31106/jema.v15i01.782.
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The human resources management in the healthcare institution is essential to enable the delivery of efficient and effective medical services. This study conducted to investigate how HRM practices can enhance service quality and proposes an integrated framework in which perceived HRM practices are related to employee commitment, which in turn related to perceived service quality performance. Five HRM practices was selected. A questionnaire was constructed. The quantitative methodology was applied to collect and analyze data. Data was collected from 270 employees (including nurse and doctor) and bottom manager in Dr. Radjiman Wediodiningrat in Indonesia. The result shows that the selected HRM practices all significantly and meaningfully can predicted the employee motivation, in which feedback and recogniton was the most effective practices. The result also shows that employee motivation is an effective predictor of service quality performance. Lastly, employee motivation has a role as mediator effect toward the relationship between HRM practice and service quality. This research suggests that HRM departement need to chooses human resources management practices properly that can increase employe motivation and their service quality performances.
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Yasmeen, Rehana, Munaza Bibi, and Ali Raza. "Impact of Organization Politics on Human Resource Management Practices and Employee Performance." SEISENSE Journal of Management 2, no. 2 (February 22, 2019): 39–47. http://dx.doi.org/10.33215/sjom.v2i2.118.
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Purpose- The purpose of this study was to investigate the impact of nepotism & favoritism as a form of organization politics on HRM practices and employee performance.
Design/Methodology- Explanatory research design was employed to determine the effect of nepotism & favoritism on HRM practices and employee performance. Primary data collection method was used among employees working in different public-sector hospitals based on their accessibility. For this study, the sample of 150 employees was used. The adapted questionnaire was used for data collection. Data were analyzed using SPSS.
Findings- The correlation analysis revealed a significant relationship between favoritism, employee performance & HRM practices whereas nepotism has a significant association with employee performance but the insignificant relationship with HRM practices. The outcomes of the study unveiled a significantly negative effect of nepotism on employee performance & HRM practices while favoritism has a significantly positive effect on employee performance & HRM practices.
Practical Implications- The study outcomes might help public sector hospitals HR department to incorporate some changes regarding their policies to prevent the nepotistic & favoritism practices which can lead to creating a politics in the organization in which everyone works to fulfill his or her self- interest without focusing towards organizational goals achievement.
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Hameed, Zahid, Ikram Ullah Khan, Tahir Islam, Zaryab Sheikh, and Rana Muhammad Naeem. "Do green HRM practices influence employees' environmental performance?" International Journal of Manpower 41, no. 7 (February 25, 2020): 1061–79. http://dx.doi.org/10.1108/ijm-08-2019-0407.
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PurposeRecent research has demonstrated an increasing awareness among business communities about the importance of environmental concerns. Green human resource management (GHRM) has become a crucial business strategy for organizations because the human resource department can play a key role in going “green.” This study tests an integrative model incorporating the indirect effects of GHRM practices on employee organizational citizenship behavior toward environment (OCBE), through green employee empowerment. Moreover, this study investigates the moderating effect of individual green values on OCBE.Design/methodology/approachUsing a paper–pencil survey, we collected multisource data from 365 employees and their immediate supervisors from Pakistan.FindingsThe results of structural regression revealed that GHRM has a significant indirect effect on OCBE through green employee empowerment. The results also indicated that individual green values moderated the positive relationship between green employee empowerment and OCBE.Practical implicationsOrganizations should appropriately appraise workers’ green behavior and align their behavior to pay and promotion. Organizations should also encourage and motivate employees to be engaged in green activities and contribute to environmental management.Originality/valueThis study suggests that green employee empowerment and individual green values are important factors that influence the relationship between GHRM and employees' OCBE, and it empirically analyzes these proposed relationships in a developing country context.
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Aktar, Alima, and Faizuniah Pangil. "Mediating role of organizational commitment in the relationship between human resource management practices and employee engagement." International Journal of Sociology and Social Policy 38, no. 7-8 (July 9, 2018): 606–36. http://dx.doi.org/10.1108/ijssp-08-2017-0097.
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Purpose The purpose of this paper is to examine the mediating role of organizational commitment (OC) on the relationship between human resource management (HRM) practices and employee engagement among banking employees in the context of an emerging economy namely Bangladesh. Design/methodology/approach The survey data include 383 employees from 30 private commercial banks in Bangladesh. For analyzing the data, structural equation modeling is employed with the bootstrapping method. Findings This study finds that HRM practices such as career advancement, employee participation, job security, performance feedback, rewards and recognition, training and development are the significant predictors of employee engagement. Results also identify OC as a partial mediator on HRM practices and employee engagement relationship which suggest that direct relationship of predictors and criterion variables are stronger than indirect association. More interestingly, findings indicate that the mechanism of black-box stage is not always work on the relationship between HRM practices and employee performance. Originality/value Exploring the role of OC on the relationship between HRM practices and employees’ behavioral outcome, i.e. employee engagement, is appeared as an initial effort in the academic literature. Furthermore, empirical research that examines the association of different organizational factors with employee engagement through OC is rarely been investigated. Thus, the findings of this study act as a strategic tool for the bank managers to design their organizational policies in such a way that fosters their employee’ level of engagement.
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Mahfouz, Shatha, Ayu Suriawaty Bahkia, and Noryati Alias. "The impact of human resource management practices on employee performance and the mediating role of employee commitment." Journal of Governance and Regulation 10, no. 4, special issue (2021): 222–34. http://dx.doi.org/10.22495/jgrv10i4siart3.
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Employees represent the essential assets of any organization. The best organizations oversee human capital in the most efficient and effective way (Nethmini & Ismail, 2019). Blau (2017) highlighted the relevance between human resources management (HRM) practices and the employees’ success at work through enhanced inspiration and commitment. Hence, employee commitment cannot be overlooked as the degree of employee commitment can decide employee performance (Ahmad, 2014). This paper aims to explore the significance of employee commitment as a mediator in the relationship between HRM practices and employee performance. The target population is employees in the construction industry in Jordan. The respondents were selected utilizing a simple random sampling method. The data was gathered through a self-administered questionnaire and analyzed utilizing structural equation modeling (SEM) in IBM SPSS AMOS 24.0. The researcher obtained an aggregate of 297 usable and completed questionnaires. The study found that: 1) HRM practices have significant effects on employee performance, 2) employee commitment has significant effects on employee performance, 3) HRM practices have significant effects on employee commitment, and more importantly, and 4) employee commitment partially mediates the relationship between HRM practices and employee performance. The implications of the study are also examined
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Yang, Chen, and Fu Yang. "Guanxi HRM practices and employee creative performance." Personnel Review 49, no. 8 (February 7, 2020): 1713–29. http://dx.doi.org/10.1108/pr-11-2018-0466.
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PurposeThe current study examines the relation of guanxi human resource management (HRM) practices with subjective evaluations of creative performance by direct supervisors, as well as conceptualizes the employee ambidextrous behavior as a mediator, and social comparison orientation and leader–member exchange (LMX) as moderators for understanding the relation.Design/methodology/approachSurvey data were collected from 211 employee–supervisor dyads in China. Hierarchical regression analyses, Preacher and Hayes’ (2008) indirect effects PROCESS macro, and Preacher et al.'s (2007) moderated mediation analysis approach were conducted to test the hypothesized relationships.FindingsGuanxi HRM practices were negatively associated with employee creative performance, mediated by the employee ambidextrous behavior. The authors also found that social comparison orientation showed a strong moderating effect, such that it amplified the indirect relationship between guanxi HRM practices and employee creative performance via ambidextrous behavior. In contrast, LMX showed a weak moderating effect, such that it attenuated this indirect relationship.Originality/valueThis study provides evidence that the extent to which employee ambidextrous behavior mediates the relationship between guanxi HRM practices and creative performance depends on LMX and social comparison orientation. It represents a promising new direction for the guanxi HRM practices and creative performance literatures.
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Katou, Anastasia A. "The mediating effects of psychological contracts on the relationship between human resource management systems and organisational performance." International Journal of Manpower 36, no. 7 (October 5, 2015): 1012–33. http://dx.doi.org/10.1108/ijm-10-2013-0238.
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Purpose – The purpose of this paper is to investigate the impact of human resource management (HRM) systems (expressed by content, process and climate) on organizational performance through the mediating role of psychological contracts (expressed by employer and employee promises fulfilment). Design/methodology/approach – The study examines theoretical relationships in the Greek context, based on structural equation modelling (SEM) estimation, using a sample of employees from both private and public sector organizations. Findings – The study finds that the impact of HRM content on organizational performance is less strong compared to its impact through HRM process. Additionally, the study finds that psychological contract partially and positively mediates the HRM – performance relationship, where the impact of HRM on organizational performance through employee promises fulfilment is stronger than that through employer promises fulfilment. Research limitations/implications – The study does not allow for appropriately investigating dynamic causal inferences due to the cross-sectional nature of data. Additionally, considering that Greece is experiencing a severe economic and financial crisis, the findings from this unique context may not generalize across borders. Practical implications – For improving organizational performance, managers and decision makers should make their HRM systems more visible, understandable, legitimate and relevant. At the same time they should make HRM systems more instrumental, valid and consistent of HR messages. Originality/value – Investigations into the relationship between HRM systems and organizational performance have become increasingly common. Nevertheless, empirical studies that measure the influence of HRM systems, which integrate both content and process, on organizational performance are still rare. This paper partially fills this gap.
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Aldamoe, Fathi Mohamed Abduljlil, Mohamd Yazam, and Kamal Bin Ahmid. "The Mediating Effect of HRM Outcomes (employee retention) on the Relationship between HRM Practices and Organizational Performance." International Journal of Human Resource Studies 2, no. 1 (January 5, 2012): 75. http://dx.doi.org/10.5296/ijhrs.v2i1.1252.
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The matter of human resources activities have been commonly used to observe organizational performance. One of the distinctive features of HRM is that better performance is achieved through the people in the organization. In recent years significant remarks have been recorded in identifying the Human Resources Management (HRM) – performance relationship. The relationship between HRM practices and organizational performance has been well documented by the previous studies. However, authors have called for the interrogation of the mediating role of HRM Outcomes such as employee retention in the relationship between HRM practices and organizational performance. Thus, the major objective of this study is to investigate the mediating effect of HRM Outcomes (employee retention) on the relationship between HRM practices and organizational performance. Based on the evidence derived from the literature, the paper concludes that employee retention is likely to mediate in the relationship between HRM practices and organizational performance. Keywords: Human Resources management, employee retention, Human Resources management practices, organizational performance
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Guan, Xiaoyu, and Stephen Frenkel. "How perceptions of training impact employee performance." Personnel Review 48, no. 1 (February 4, 2019): 163–83. http://dx.doi.org/10.1108/pr-05-2017-0141.
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PurposeThe purpose of this paper is to investigate the influence of firm training on the job performance of mainly semi-skilled manufacturing employees in the context of changes required to ensure the competitiveness of contemporary Chinese manufacturing.Design/methodology/approachData were collected using a survey with time-lagged method and from multiple sources. The sample included 348 supervisor-subordinate dyads from two Chinese manufacturing firms. PROCESS macro tool (Hayes) was used to test the mediating role of work engagement and the moderating role of HRM strength in the training-performance relationship.FindingsWork engagement mediates the relationship between training and in-role task performance, while the relationships between work engagement and both task performance and organizational citizenship behavior are moderated by HRM strength.Research limitations/implicationsBased on a time-lagged survey, causal relationships cannot be drawn from this study. Results point to future research on the training-performance relationship that more closely considers antecedents and the organizations’ internal and external contexts.Practical implicationsManagers should pay close attention to the context and process of training and learning from the employees’ perspective. In addition, a strong HRM system will improve the benefits of training on employee performance.Originality/valueThis study provides theoretical explanations on the mechanisms linking training and employee performance based on the ability-motivation-opportunity framework.
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Aktar, Alima, and Faizuniah Pangil. "The Relationship between Employee Engagement, HRM practices and Perceived Organizational Support: Evidence from Banking Employees." International Journal of Human Resource Studies 7, no. 3 (July 10, 2017): 1. http://dx.doi.org/10.5296/ijhrs.v7i3.11353.
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The purpose of this study is to investigate the relationship between HRM practices and employee engagement. Although employee engagement has got a great attention among the industry practitioners in recent times, it requires more considerations particularly in the academic literature. Based on the norms of social exchange theory (SET), this study has developed the framework to examine the role of perceived organizational support (POS) on HRM practices-employee engagement linkage. Survey data has been collected from employees who are working in different private commercial banks in Bangladesh. This study has used a sample of 376 employees using cluster sampling technique. To analyze the data, this study has employed SmartPLS 3.0 version software. The results of structural equation modeling revealed that HRM practices namely career advancement, job security and performance were significantly and positively related to employee engagement. The results also showed that POS can moderate the relationship between HRM practices and employee engagement. It suggests that in the presence of POS, relatively low level of employees’ perceptions regarding job related resources will exert a high level of employees’ behavioral outcomes such as engagement. The implications and suggestions for future research have also been discussed.
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Lu, Kangyin, Jinxia Zhu, and Haijun Bao. "High-performance human resource management and firm performance." Industrial Management & Data Systems 115, no. 2 (March 9, 2015): 353–82. http://dx.doi.org/10.1108/imds-10-2014-0317.
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Purpose – Human resources have become a key issue in relation to the strong competition between service firms. Therefore, the purpose of this paper is to explore the relationship between high-performance human resource management (HRM) within this field to firm performance, making a useful attempt to explore the “black box” of enterprise human resources management effect on firm performance. Design/methodology/approach – In order to validate the relationship between high-performance HRM and firm performance, Chinese service industry samples were collected. Structural equation modeling and regression are adopted to estimate the direct effect of high-performance HRM on firm performance and the mediating role of innovation. Findings – The results show that the impacts of high-performance HRM on firm performance are significant. Moreover, innovation plays a partial mediating role between them. Training, work analysis and employee participation has a significantly positive impact on firm performance, while effects of profit sharing, employee development and performance evaluation on enterprise performance is not significant. The results strongly support the hypothesis that innovation holds intermediary variables between high-performance HRM and firm performance. Practical implications – Studying the relationship between high-performance HRM and firm performance can help Chinese enterprises more reasonable and effective learning foreign advanced management ideas and methods. And then can help Chinese enterprises to establish a high-performance HRM system that is suitable for Chinese enterprises; the research can help enterprises to identify meaningful practice of human resources management, outstanding keys, and perfect the HRM system of enterprises; research on innovation and innovative thinking is conducive to develop employees’ innovation motive, promote employee’ innovative behavior, and improve firm performance. Originality/value – This paper takes innovation as a mediating variable into the model and studies the intermediary role of innovation.
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Gahlawat, Neha, and Subhash C. Kundu. "Participatory HRM and firm performance." Employee Relations: The International Journal 41, no. 5 (August 2, 2019): 1098–119. http://dx.doi.org/10.1108/er-05-2018-0147.
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Purpose The purpose of this paper is to examine the relationship between participatory HRM and firm performance through a series of mediators. Design/methodology/approach Primary data were collected from 569 respondents belonging to 207 organizations operating in India. Structural equation modeling and bootstrapping via PROCESS were used to analyze the hypothesized relationships between participatory HRM and firm performance. Findings The study has highlighted that participatory HRM in the form of self-managed teams, flexible work arrangements and empowerment results in better organizational climate, heightened affective commitment, reduced intention to leave and enhanced firm performance. Furthermore, it has been established that organizational climate, affective commitment and intention to leave serially mediate the relationship between participatory HRM and firm performance. Practical implications The study gives strong indications that adopting bundle of participatory HRM practices is beneficial for generating positive organizational climate, enhanced employee attitudes and superior firm performance. Originality/value By establishing serial mediation through organizational climate, affective commitment and employees’ intention to leave, this study brings new insights into the interpretation of underlying mechanism existing between participatory HRM and firm performance, thus uniquely contributes to the HRM and OB literature.
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Otoo, Frank Nana Kweku. "Human resource management (HRM) practices and organizational performance." Employee Relations: The International Journal 41, no. 5 (August 2, 2019): 949–70. http://dx.doi.org/10.1108/er-02-2018-0053.
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Purpose The purpose of this paper is to examine the mediating role of employee competencies in the relationship between human resource management (HRM) practices and organizational performance. Design/methodology/approach An integrated research model was developed by combining principal factors from existing literature. Data were collected through questionnaire from 600 employees of the selected hotels. The validity of the model and hypotheses was tested using structural equation modeling. The reliability and validity of the dimensions are established through confirmatory factor analysis. Findings The results indicate that some HRM practices impact organizational performance through their influence on employee competencies. The study further revealed that employee competencies mediate the relationship between HRM practices and organizational performance. Research limitations/implications The research was undertaken in the hotel industry and the analysis based on cross-sectional data which cannot be generalized across a broader range of sectors and international environment. Practical implications The findings of the study have the potential to help policy makers, stakeholders and management of hotels in adopting proper and well-articulated HRM practices in building human capital and stimulating the necessary behaviors that create advantage for the organization. Originality/value This study extends the literature by empirically adducing evidence that employee competencies mediated the relationship between HRM practices and organizational performance of the hotel industry in Ghana.
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Sun, Li, and Chanchai Bunchapattanasakda. "Impact of Strength of Human Resource Management System on Perceived Organizational Support." International Journal of Business and Management 14, no. 3 (February 19, 2019): 60. http://dx.doi.org/10.5539/ijbm.v14n3p60.
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Among the various influencing factors of organizational performance, HRM system strength and perceived organizational support are two important factors which focus on employee perception. In modern business management, human resource management runs through the whole process of business management. Effective HR system can influence employee perception, understanding and acceptance of HRM practices, which in turn influence employee’s attributions to organizational behaviours and thereby influence employee attitudes and behaviours. Besides, organizational commitment to employees can promote employee’s positive attributions and feedback through job satisfaction and hard work. So far, there has been a plethora of researches on variables related to HRM system strength and perceived organizational support. However, there is a lack of the research on the relationship between the two variables. Therefore, this paper studied the impact of HRM system strength on perceived organizational support, based on a survey of 508 front-line employees in China. Research findings showed that there is a significant positive relationship between overall HRM system strength and perceived organizational support, between three dimensions of HRM system strength and two dimensions of perceived organizational support. This result can help researchers understand the relationship chain between HRM system strength, perceived organizational support and organizational performance.
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Tian, Amy Wei, John Cordery, and Jos Gamble. "Staying and performing." Personnel Review 45, no. 5 (August 1, 2016): 947–68. http://dx.doi.org/10.1108/pr-09-2014-0194.
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Purpose – The purpose of this paper is to empirically examine the effect of human resource management (HRM) practices on employees’ organisational job embeddedness and job performance. Following the ability-motivation-opportunity (AMO) model of HRM, the authors predicted that ability-, motivation- and opportunity-enhancing HRM practices would relate to fit, links and sacrifice components of job embeddedness, with these components mediating the relationship between HRM and employee job performance. Design/methodology/approach – Data were collected from a matched sample of 197 Chinese state-own firm employees and their supervisors. Multiple mediation test was used to test direct and mediating effects. Findings – Results indicated that HRM practices contribute to the creation and development of embeddedness, and the improvement of job performance. The job embeddedness components of fit, links and sacrifice were found to mediate the HRM-job performance relationship. The results suggest that organisations can proactively enhance both embeddedness and employee performance through implementing appropriate HRM practices. Research limitations/implications – While this study makes a contribution to the understanding of the relationship between HRM practices, employees’ organisational job embeddedness, the authors collected most of the data during one time period. Originality/value – Directly addressing these theoretical and methodological issues, the study makes two key contributions to the HRM and job embeddedness literatures. First, the authors found that the HR practices will directly influence employees’ job embeddedness. Second, the authors extend the scope of the AMO framework of HR by proposing that job embeddedness dimensions as important mediators in the HRM-job performance relationship.
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Van Beurden, Jeske, Karina Van De Voorde, Marc Van Veldhoven, Kaifeng Jiang, Kerstin Alfes, Sargam Garg, Chidiebere Ogbonnaya, et al. "Employee Perceptions of HRM and its Relationship with Employee Well- Being and Performance." Academy of Management Proceedings 2020, no. 1 (August 2020): 13103. http://dx.doi.org/10.5465/ambpp.2020.13103symposium.
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Alfes, Kerstin, Sargam Garg, Mengwei Li, and Jeske Van Beurden. "Employee Perceptions of HRM and its Relationship with Employee Well-being and Performance." Academy of Management Proceedings 2021, no. 1 (August 2021): 10695. http://dx.doi.org/10.5465/ambpp.2021.10695symposium.
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Sivapragasam, P., and R. P. Raya. "HRM and Employee Engagement Link: Mediating Role of Employee Well-being." Global Business Review 19, no. 1 (September 24, 2017): 147–61. http://dx.doi.org/10.1177/0972150917713369.
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The debate concerning the link between human resource management (HRM) and employee level as well as organizational outcomes has reached an interesting crossroads. While studies continue to demonstrate a relationship between financial success and the organization’s commitment to management practices that support people’s goals and treat people as assets, yet in reality, the focus on achieving short-term financial performance has obscured the consideration of people-oriented goals. Given the centrality of HRM practices to organizational success, this study reports the results of a survey conducted among 626 knowledge professionals working in IT companies in Chennai city of the Indian state of Tamil Nadu. The study found statistically significant relationship between HRM practices and employee-level outcomes such as perceived efficacy, engagement and employee well-being, where employee well-being plays a mediating role. The implications of the findings of the theory and practice of HRM have been discussed.
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Siraj, Nuru, István Hágen, Afriyadi Cahyadi, Anita Tangl, and Goshu Desalegn. "Linking Leadership to Employees Performance: The Mediating Role of Human Resource Management." Economies 10, no. 5 (May 11, 2022): 111. http://dx.doi.org/10.3390/economies10050111.
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Human resource management (HRM) practices along with appropriate leadership have a paramount role in enhancing employees’ performance. Even though there was much literature on the subject of HRM and leadership, there were still some unanswered questions about the set of HR practices that most effectively contribute to improved employees’ performance through proper leadership. The primary goal of this research was to look at how leadership quality affects employee performance, as well as the function of human resource management in mediating the relationship between leadership and employee performance in manufacturing industries in Addis Ababa, Ethiopia. The study used an explanatory and descriptive research design, and a mixed research approach (qualitative and quantitative), to achieve its goal. More specifically, a multi-stage sampling technique (simple random and purposive sampling) was employed. The data was collected from both primary and secondary sources, and analysis was made using a structural and measurement model by AMOS Version 2021. The finding of the study implies that; leadership has a positive and significant relationship with employee performance through human resource management, hence the full mediating role of human resource management was observed between leadership and employee performance. This study is novel in that, it contributes new finding to the existing literature by combining the relationship between leadership and employee performance in a single study and two different directions (direct and indirect). Hence, the recommendations can be applied by industry managers to boost employees’ performance through appropriate HRM practices and leadership by taking this finding as a benchmark. Based on the finding of the study, we recommend industry managers focus on human resource management indicators such as collaboration, involvement, actualization, perceivance, and teamwork to boost their leadership quality that deliberately influences employees’ performance.
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De Koeijer, Relinde, Jaap Paauwe, Robbert Huijsman, and Mathilde Strating. "Examining of the effect of HRM in mitigating negative effects of LM&SS on employee well-being in health care." International Journal of Lean Six Sigma 13, no. 1 (November 12, 2021): 67–100. http://dx.doi.org/10.1108/ijlss-01-2021-0011.
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Purpose This study aims to examine the effect of human resource management (HRM) in mitigating negative effects of Lean management and Six Sigma (LM&SS) on employee well-being in health care. The authors subdivide well-being into three components: happiness, trust and health. Design/methodology/approach This is a cross-sectional, multisite survey study in internal service units of hospitals. Data analyzed using multivariate regression come from a sample of 1,886 survey respondents (42 units, N = 218 supervisors, N = 1,668 employees) in eight Dutch academic hospitals that have implemented LM&SS. Findings The present study findings show no or weak effects of LM&SS on the happiness and health component of employee well-being. In addition, the authors found a significant but weak direct positive effect (ß = 0.07) of the LM&SS bundle on the trusting relationships component of well-being. Therefore, moderating effects of HRM practices on the relationship between LM&SS and employee well-being seem less relevant because an existing relationship between LM&SS and employee well-being is a prerequisite for moderation (Hayes, 2009). There were unexpected side effects. Inspired by research that discusses direct effects of HRM on employee well-being, the authors tested this relationship and found that HRM has a direct positive effect on trust and happiness of employees in health care. For the health component of well-being, the present results show a weak negative effect of HRM. Practical implications This study results in a cautiously optimistic view about LM&SS in health care, provided that it is applied in a targeted manner (to improve the performance of their processes) and that HRM is strategically aligned with the goals of LM&SS to improve employees’ happiness and trusting relationships. Originality/value Unique features of the study are the focus on the consequences for employees’ well-being related to LM&SS in health care, the role of HRM in regard to this relationship and the participation of all eight Dutch academic hospitals in this research.
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Parabakaran, Dhivyabharathi, and Masri Abdul Lasi. "HUMAN RESOURCE MANAGEMENT PRACTICES AND ITS IMPACT ON EMPLOYEE ENGAGEMENT AND PERFORMANCE IN AN ORGANIZATION A STUDY ON LABOUR FORCE IN MALAYSIA." MALAYSIAN E COMMERCE JOURNAL 5, no. 1 (November 16, 2021): 29–35. http://dx.doi.org/10.26480/mecj.01.2021.29.35.
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This research study is to investigate the Human Resource Management Practices (HRM) and its impact on employee engagement and performance in an organization. There are 4 variables that impact on employee engagement and performance which are (learning culture), (work empowerment), (reward and recognition) and (supervisor support) in an organization. The main objective of this research study is to explore the understanding towards the human resource management practices. The organization should be very friendly and supportive employees to create a strong bond between the employees and supervisor develop business strategies. Employee’s engagement and performance has come up with a new method to human resource management practices to stay competitively and effectively to improve performance towards the employees. In order to investigate the relationship between HRM practices and employee engagement and performance, I was designed a questionnaire and distribute the questionnaire to 150 respondents. The questions were stated in the questionnaire are from the previous researcher was done for the similar topic. The data was calculated using the SPSS statistics and excel is to found there is a significant relationship between the independent and independents variable. Also using regression analysis to analyse the result. The findings result indicate that there is a relationship among all independent variables which are learning culture, work empowerment, rewards and recognition and supervisor support have significant impact on employee’s engagement and performance. In conclusion, analysed that HRM practices have an impact on the employee work engagement and performance. The future researcher should study that the employers need to develop proper and well established HRM policies and regulations in order to success in huge work engagement and performance level among the employees.
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Liu, Fang, Irene Hau-Siu Chow, Dan Xiao, and Man Huang. "Cross-level effects of HRM bundle on employee well-being and job performance." Chinese Management Studies 11, no. 3 (August 7, 2017): 520–37. http://dx.doi.org/10.1108/cms-03-2017-0065.
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Purpose The purpose of this paper is to examine the mediation role of psychological ownership for the organization (PO-O) in the relationships between human resource management (HRM) bundle and job satisfaction, affective commitment and job performance. Design/methodology/approach Based on multilevel data analysis, 705 employees from 162 small- and medium-sized enterprises in China, this study adopted an empirical design. Findings PO-O mediates the relationships between HRM bundle and job satisfaction, affective commitment and job performance. Research limitations/implications These findings highlight the importance of HRM bundle to contribute to employees’ feelings of ownership for the organization and their well-being and job performance. Longitudinal design and multiple sources at multi-stage for data collection in future research would be required for the further understanding of the relationships between the variables of this study. A single organizational and cultural context is not sufficient; broader testing in different organizational and cultural contexts is required. Practical implications Managers should develop employees’ feeling of ownership by using HRM bundle. They can thus gain a competitive advantage by enhancing employees’ skills, knowledge and abilities, as well as improving their well-being and performance. Originality/value This study extends the current literature by providing theoretical and empirical explanations of the mediating role of psychological ownership in the HRM bundle-employee outcomes relationship using a cross-level research design.
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Waiyawuththanapoom, Phutthiwat, Sotarat Thammaboosadee, Pimploi Tirastittam, Kittisak Jermsittiparsert, Chalat Wongsanguan, Patsara Sirikamonsin, and Wissawa Aunyawong. "The role of human resource management and supply chain process in sustainable business performance." Uncertain Supply Chain Management 10, no. 2 (2022): 517–26. http://dx.doi.org/10.5267/j.uscm.2021.11.011.
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The objective of this study is to examine the role of HRM and supply chain to promote business performance (BP) sustainability in Thai textile firms. Meditating role of employee skills and raw material is examined. Therefore, the relationship between HRM, supply chain, employee skills, raw material and BP sustainability was examined. Population of the study is textile firms of Thailand. Employees of these textile firms were selected as respondents. 300 questionnaires were distributed among the textile firms of Thailand. Results of the study shows the positive role of HRM in BP sustainability. Better practices of HRM have the ability to promote BP sustainability. HRM has a positive role in employee skills development which further enhances BP sustainability. Moreover, supply chains in textile firms also play a major role to promote BP sustainability. Better supply chain increases the availability of raw material which causes BP sustainability.
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Lai, Yanqing, George Saridakis, and Stewart Johnstone. "Human resource practices, employee attitudes and small firm performance." International Small Business Journal: Researching Entrepreneurship 35, no. 4 (April 4, 2016): 470–94. http://dx.doi.org/10.1177/0266242616637415.
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This article uses the matched employee–employer dataset from the Workplace Employment Relations Study of 2011 (WERS2011) in Britain to empirically examine the direct relationship between human resource management (HRM) practices and small and medium-sized enterprise (SME) performance in the United Kingdom, as well as the potential moderating effect of organisational commitment/job satisfaction on the HRM-performance linkage. We find a positive and direct relationship between the use of certain formalised human resource (HR) practices and SME performance, measured by financial performance and labour productivity. More importantly, we find that the positive relationship between HR practices and financial performance varies between SMEs with high job satisfaction and low job satisfaction, and that the relationship is weakened in SMEs with high job satisfaction. The results suggest that certain HR policies and practices may improve small firm performance, especially within firms with low levels of commitment and satisfaction.
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Hauff, Sven, Marco Guerci, and Silvia Gilardi. "Well-being-oriented HRM configurations: diffusion, contingencies and outcomes." Evidence-based HRM: a Global Forum for Empirical Scholarship 8, no. 3 (May 14, 2020): 253–71. http://dx.doi.org/10.1108/ebhrm-09-2019-0080.
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PurposeWhile current human resource management (HRM) research on the relationship between HRM and employee well-being has focused on performance-oriented HRM (e.g. high-performance work practices), scholars have called to broaden the perspective and to explore HRM practices that are indeed well-being-oriented. The purpose of this paper is to analyze the empirical diffusion of well-being-oriented HRM configurations, the conditions in which these are used, and their associations with health, happiness and relational well-being.Design/methodology/approachAnalyses are based on a probabilistic subsample of 1,364 employees in Germany. Employee data are used, since individual employees' perceptions of HRM practices are crucial for understanding the effects of HRM on employee well-being. Configurations of well-being-oriented HRM practices are identified using latent class analysis.FindingsFindings show that (1) employees experience diverse configurations of well-being-oriented HRM practices, which differ in their investment levels and the specific practices used; (2) these configurations are contingent on organizational-level and individual-level characteristics and (3) these configurations have diverse associations with different well-being dimensions. Importantly, configurations characterized by higher investments are not always associated with higher well-being, and the highest well-being is associated with a configuration based on high investment in well-being-oriented HRM focused on support from supervisors.Originality/valueThis exploratory paper is the first to analyze configurations of well-being-oriented HRM practices. By focusing on well-being-oriented HRM it complements previous research which usually addresses how HRM systems designed to enhance performance affect employee well-being.
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Karmoker, Kajol, Farhana Amin Kona, Amanta Hasnat Oyshi, and Kazi Snigdha Yasmin. "Effects of Green Human Resource Management on Employee Green Behavior: Moderating Role of Employee Environmental Knowledge." International Journal of Sustainable Development & World Policy 10, no. 2 (September 13, 2021): 64–80. http://dx.doi.org/10.18488/journal.26.2021.102.64.80.
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The study was conducted with an objective of measuring the effects of green human resource management (green HRM) practices on employee on-the-job and off-the-job green behavior within the context of garments industry in Bangladesh. Moreover, the study tested the moderating effects of employee environmental knowledge on the relationship between green HRM practices and employee on-the-job and off–the-job green behavior. A self-administered questionnaire survey was conducted in order to collect data from the participants. Two hundred and seventy employees working at the managerial level of garments factories in Bangladesh participated in the survey. Moderated regression analysis was employed to test the proposed research model. The study findings revealed that green HRM practices positively and significantly influenced employee on-the-job and off-the-job green behavior. This findings suggest that employee green behavior displayed both inside and outside the organization stem from the learnings and experiences inside the organization. Employee environmental knowledge was also found to moderate the effects of green HRM practices on employee on-the-job and off-the-job green behavior indicating that green HRM effects are stronger in case of environmentally concerned employees. The study findings provide HR professionals and policy makers with the guidance regarding the promotion of employee green behavior for improving environmental performance.
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Laiho, Maarit, Essi Saru, and Hannele Seeck. "“It's the work climate that keeps me here”: the interplay between the HRM process and emergent factors in the construction of employee experiences." Personnel Review 51, no. 2 (December 13, 2021): 444–63. http://dx.doi.org/10.1108/pr-09-2020-0663.
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PurposeThe purpose of this paper is to explore the interplay between human resource management (HRM) and emergent factors in constructing a strong HRM climate. Specifically, the paper aims to shed light on how employee perceptions of the HRM process and emergent factors together construct a strong HRM climate, i.e. employees' shared perceptions of HRM.Design/methodology/approachThe paper uses qualitative interview data (managers and employees) from two organisations operating in Finland. The data are analysed based on a systematic data analysis and gives an illustration of the interplay between high-performance work system and the emergent factors.FindingsThe findings illustrate the three types of interplay between HPWS and emergent factors – supplementation, substitution and suffocation – that construct employee experience.Originality/valueThe paper extends earlier discussions on the relationship between HRM and employee experience by empirically examining how the HRM process – together with emergent factors – constructs a strong HRM climate. The present study contributes to further theorising and increasing our understanding of the creation of employee experience.
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Budriene, Daiva, and Danuta Diskiene. "EMPLOYEE ENGAGEMENT: TYPES, LEVELS AND RELATIONSHIP WITH PRACTICE OF HRM." Malaysian E Commerce Journal 4, no. 2 (June 3, 2020): 42–47. http://dx.doi.org/10.26480/mecj.02.2020.42.47.
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Human resources are important assets of every organization. Recruitment and selection play an effective role in improving the organizational performance, because recruitment directly is relating with employee engagement. Employee engagement has emerged as a popular organizational concept in recent years. Employee engagement, strangely enough, has been a crucial priority of HR since before the term was using. It has become one of the leading priorities of human resource practitioners and senior managers in the organization today, so employee engagement has generated great deal of attention among many human resource practitioners. In present day, where is large-scale competition in the market, it is necessary for the organization to have engaged workforce for the survival and smooth functioning of the organization. Every organization wants to make the best utilization of its human resources in order to achieve competitive advantage in the market. When employees are engaged in their work, they have good relationships with their co-workers and working environment becomes better, are not only happy in their job, but also translate that satisfaction into higher productivity and profitability of the organization. High levels of engagement promote retention of talent, foster customer loyalty and improve organizational performance and stakeholder value. The paper discusses theoretical approaches to the significant concept and phenomenon of today – employee engagement and the factors behind it. In addition, the paper examined the type of employee engagement, problematic of individual and organizational engagement that affects organizational decisions. The aim of article is to identify the distinctive features of two types of engagement in the scientific literature employee engagement and organizational engagement, also connections reflecting the possible role of human resource management practices in the process of management of employee engagement. The purpose implies tasks: to reveal the essence of engagement and the factors that determine it ; also is presented a theoretical model of interfaces. The research methodology is the theoretical modeling of the phenomenon employee engagement from a human resource management perspective. The article is presenting in different sections such as meaning and concept of employee engagement, importance and factors influencing employee engagement and impact of employee engagement on organizational performance. The article consists of three logically interconnected parts. The introduction justifies relevance topics. The main part provides a review of literary sources, in which the authors examine the typology of engagement, distinguish types such as job engagement and organizational engagement. This section analyzes the relationship between characteristics and the influence of their design on employee engagement. This section also analyzes the conditions of formation and the results of the manifestation of employee engagement at the individual organizational levels, describes the connection of various aspects of this state with the practice of human resources management. In the final part, is given a theoretical model developed by the author – the main result of the article. It is a hypothetical model of the structure of employee engagement and how various human resources management practices shape employee engagement and how individual engagement of an employee transforms into a competitive advantage of organization. Data sources for the theoretical study described in this article are publications on the topic of engagement of such highly rated publications like Journal of Applied Psychology, Journal of Occupational and Organizational Psychology and The International Journal of Human Resource Management. The value of the results. This paper may serve as the basis for further research in the field of employee engagement generally and individual additional variable components. Research conclusions may have be used to build the organizational policy of the company in relation to the system human resource management.
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Choudhary, Neetu, M. Muzamil Naqshbandi, P. J. Philip, and Rajender Kumar. "Employee job performance." Journal of Management Development 36, no. 8 (September 11, 2017): 1087–98. http://dx.doi.org/10.1108/jmd-10-2016-0195.
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Purpose The purpose of this paper is to examine the impact of emotion management ability of leaders on employee job performance by highlighting the mediating role of employee perception of job characteristics. Design/methodology/approach Hypotheses were developed and tested using multi-source data collected from 65 dyads of heads of department and their subordinates. Findings Results show that leaders’ emotion management ability relates positively to employee job performance, and that this relationship is mediated by employees’ perception of job characteristics. Research limitations/implications Cross-sectional data were used to test the hypotheses. Generalizability of the findings is limited as the sample is taken from only one industry in India. Originality/value The findings contribute to HRM and leadership literature. The study has implications for jobs that require a high degree of interpersonal interaction with subordinates. Unique value also lies in the context of the study as this study is one of the first to explore the phenomenon in India.
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Katou, Anastasia A. "How does human resource management influence organisational performance? An integrative approach-based analysis." International Journal of Productivity and Performance Management 66, no. 6 (July 10, 2017): 797–821. http://dx.doi.org/10.1108/ijppm-01-2016-0004.
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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.
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Tabouli, Esmael M. A., Nasser Ahmed Habtoor, and Mohammad Nashief S. "The Impact of Human Resources Management on Employee Performance: Organizational Commitment Mediator Variable." Asian Social Science 12, no. 9 (August 25, 2016): 176. http://dx.doi.org/10.5539/ass.v12n9p176.
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<p>This study aims to examine the impact of the human resource management (HRM) policies on the organizational commitment and the performance of the employees at Jumhoruia bank in Libya. The study encompasses the policies factor as an independent variable and the factor of employee performance as a dependent variable. This study also intends to investigate the role of “organizational commitment” as a mediator variable between the polices of (HRM) and the performance of the employee, and to achieve these aims, the researchers have used the descriptive analytical method (quantitative) which represented using (CFA) in order to verify the structural truth of the study factors reaching to use (SEM-AMOS). The study is targeting all employees working in Jumhoruia bank, the headquarters and the branches in the capital city of Libya, Tripoli The study has concluded with many results, and one of the most important results is that, there is a positive relationship between the (HRM) and the employees’ performance. The study also found that there is an indirect positive effect to the (HRM) through the organizational commitment with a percentage higher than the direct impact. the researchers recommends that all policy makers of (HRM) should pay more concern on policies and practices related to the employees which results into developing the employees’ performance, also policy makers inside the bank should concentrate on emotional aspects of the employees which in turn result into a higher positive influence on their performance compared with the direct impact on their performances.</p>
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Thu, Nguyen Thi Lac, and Xiao Xiang. "Impact of Wage on Human Resource Management in Period of Crisis: The Case of Viet Nam Firm." Australian Journal of Business and Management Research 03, no. 09 (September 3, 2013): 16–25. http://dx.doi.org/10.52283/nswrca.ajbmr.20130309a02.
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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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Zardasht, Prusha, Sewa Omed, and Shadi Taha. "Importance of HRM Policies on Employee Job Satisfaction." Black Sea Journal of Management and Marketing 1, no. 1 (August 25, 2020): 49–57. http://dx.doi.org/10.47299/bsjmm.v1i1.15.
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Employee performance is a key factor in the organizations for productivity. Besides, highly performing employees promote the quality of customer relationship. Because of its positive impact on the internal and external success of the organization, scholars and practitioners are investigating its antecedents and consequences increasingly in the recent years. Therefore, the current paper has aimed to search HRM policies’ impact on employee job satisfaction in the Kurdistan Region of Iraq. The results have revealed that rewarding and motivation was the most significant indicators of employees’ job satisfaction. Secondly, empowerment was an important subject for the employees which makes them satisfied with their jobs. Lastly, communication and motivation were the significant indicators which affected the job satisfaction of employees.
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Cristiani, Alvaro, and José M. Peiró. "Calculative and collaborative HRM practices, turnover and performance." International Journal of Manpower 40, no. 4 (July 1, 2019): 616–42. http://dx.doi.org/10.1108/ijm-11-2016-0207.
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Purpose The purpose of this paper is to study the human resource management (HRM)–performance linkage by exploring alternative relationships between different HRM practices, categorised as either calculative or collaborative, and employee turnover and organisational and financial outcomes, in Uruguayan multinational companies (MNCs) and domestic companies, to better understand the implications of the Latin American context in this relationship. Design/methodology/approach The study is performed at the firm level, using data from a representative sample of 274 firms, including both multinationals and locally owned firms in Uruguay, collected through the Cranet 2009 survey. The authors tested the hypotheses of the proposed model using structural equation modelling (SEM) and hierarchical multiple regression analysis. Findings Empirical results show that collaborative HRM practices are significantly related to lower employee turnover rates, whereas calculative HRM practices are significantly associated with higher organisational and financial outcomes. These findings show the importance of the Latin American context in the relationships between HRM practices and firms’ outcomes. Research limitations/implications The use of survey data with single respondents might produce reliability problems. Additionally, the data used are cross-sectional, making it difficult to determine causality. Practical implications Managers in MNCs and local firms in the context of developing economies and Latin American cultures must be aware that different types of HRM practices will influence different outputs and impacts on overall outcomes. Originality/value The paper examines the extent to which HRM practices have a significant relationship with firm performance. In addition, it identifies the differential effects of calculative and collaborative HRM practices on performance, using data from a Latin American contextual setting rarely examined, in order to determine similarities and differences from results obtained in US and European contexts.
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Khattak, Faiz Ullah, Qaiser Mehmood ., Aamir Mumtaz ., Ijaz Ur Rehman ., and Kashif Ur Rehman . "Shrinking Employees Turnover Intention by applying Tools of Job Embeddedness (Used as a Mediator)." Information Management and Business Review 4, no. 7 (July 15, 2012): 370–78. http://dx.doi.org/10.22610/imbr.v4i7.991.
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The current research study examined the association among the HRM practices through job embeddedness (as a mediator) and employee turnover intentions. In this study, the researchers used new construct i.e. job embeddedness to explore its mediating impact on the relationship between employee turnover intentions and HRM practices such as training, compensation, career planning, performance appraisal and supervisor support. Job embeddedness was studied in terms of fit, links, and sacrifice organization. Job embeddedness plays a crucial role to reduce turnover. If organization applies these HRM practices in true letter and spirit, then their employees will be more satisfied, committed, and loyal to that organization. If employees are more embedded to the organization in a positive manner, so that employees are more committed, satisfied and impacts their performance.
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Zhang, Man Jing. "Research on the Innovation Method of HRM Based on Information Technology." Applied Mechanics and Materials 687-691 (November 2014): 4485–88. http://dx.doi.org/10.4028/www.scientific.net/amm.687-691.4485.
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As an organization s strategy to manage the employment relationship, high-performance work system (HPWS) may lead to superior firm performance and favorable employee outcomes through cultivating the relational aspects of employee’s psychological contract. In this study, we investigated the processes (mediation and moderation) linking HPWS and outcomes at both the organizational and individual levels. Hierarchical linear modeling (HLM) analysis on a sample of 1129 employees from 92 firms in the Pearl River Delta of China indicated that HPWS was associated with increased firm performance and decreased turnover rate at the organizational level, and relational contract fully mediated the cross-level relationships between HPWS and employees affective commitment and in-role performance at the individual level. In addition, perceived supervisor support moderated the HPWS and relational contract relationship. We discuss theoretical and practical implications to end of this paper.
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Jaškevičiūtė, Vaida. "Trust in organization effect on the relationship between HRM practices and employee well-being." SHS Web of Conferences 120 (2021): 02021. http://dx.doi.org/10.1051/shsconf/202112002021.
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This study investigates the effects of trust in the organization on the relationship between human resource management practices and employee well-being. Method: An anonymous survey of 638 employees in Lithuania was conducted. The research was designed based on a 6-dimensional scale of perceived human resources management policies and practices, a 3-dimensional questionnaire of employee well-being, and a 2-dimensional questionnaire of trust in the organization. Questionnaire items were measured on a 5-point Likert scale. Survey data were analyzed using descriptive statistics, correlations, multivariate linear regressions and mediation analysis. Findings: Specific relationships were found between various HRM practices with employee well-being in having a full effect or in having a partial effect. This empirical study showed that select HRM practices positively influence employee well-being through the mediating effect of trust in the organization. Managerial implications: Based on the results of the survey, employee well-being at work in Lithuania can best be improved by the strengthening of trust in the organization through following these HRM practices: “recruitment and selection” (RS), “involvement” (I), “work conditions” (WC) and “competence-based performance appraisal” (CBPA).
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Browning, Victoria. "Creating service excellence through Human Resource Management practices." South African Journal of Business Management 29, no. 4 (December 31, 1998): 135–41. http://dx.doi.org/10.4102/sajbm.v29i4.778.
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Service excellence has become a critical source of competitive advantage for organisations. This article focuses on the interaction between the frontline employee and the customer and the role of Human Resource Management (HRM) in sustaining service-orientated behaviour. The nature of the relationship between HRM and service behaviour is also explored, focusing on three possible intervening variables - commitment to customer service, job competence and organisational identification. The implications of this relationship for business managers are highlighted and it is suggested that to achieve service excellence, managers need to focus as much on their internal relationships with employees as they do on their external relationships with customers, as their contribution to organisational performance is inter-linked. Directions for future research in redefining HRM practices and determining the nature of the link between HRM and service-orientated behaviour are discussed.
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Mufeed, Umar, and Saurav Kumar. "Examining the Relationship between HRM Practices and Organizational Commitment: An Empirical Study in Select Higher Educational Institutions." Asian Review of Social Sciences 7, no. 1 (May 5, 2018): 67–70. http://dx.doi.org/10.51983/arss-2018.7.1.1379.
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Human capital is recognized as a vital factor in contributing towards organizational performance and in this competitive and knowledge driven economy play a critical role for the success and survival of their institutions. Organizations irrespective of their nature and size have realized that capable and effective human resource acts as a strategic advantage over its competitors provided employees are committed towards their organizations. In this respect HRM practices have a significant role in enhancing employee commitment as it leads in improving their morale and performance. Keeping this in view, the present paper is aimed to examine the relationship between HRM practices and organizational commitment in sample select four educational institutions. It is also aimed to examine the effect of HRM Practices on organizational commitment. The findings of the study revealed that there exists a positive and favourable relationship between HRM practices and Organizational commitment. Moreover, the study found that HRM practices significantly influences Organizational commitment among employees. The study suggests that HR practitioners need to relook at HRM practices for increasing employees’ commitment in sample select institutions.
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Edgar, Fiona, Alan Geare, and Jing A. Zhang. "Accentuating the positive." International Journal of Manpower 39, no. 7 (October 1, 2018): 954–70. http://dx.doi.org/10.1108/ijm-05-2017-0112.
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Purpose The positive psychology movement suggests organisational behaviourists should accentuate the positive by increasing the attention paid to the enhancement of employee wellness. This fits comfortably with the ethos of human resource management which is rooted in notions of social exchange, reciprocity and mutual gain. The purpose of this paper is to inject some positivity into HRM research by examining the mediating role of positive emotions in the HRM–performance relationship. Design/methodology/approach To examine the role played by positive emotions in the relationship between HRM and citizenship behaviours, the authors surveyed a sample of 250 employees from 14 organisations in New Zealand service industries. Sobel and bootstrapping tests were used to examine the mediation model. Findings Results show positive emotional states, both personal and job-related, to positively and partially mediate the HRM–contextual performance relationship. Research limitations/implications Theoretically, this finding opens up HRM’s black box affording support for the inclusion of a wider range of psychological states than those presently studied. Practical implications Support is provided for HRM approaches which are more progressive than remedial in nature. Originality/value Emotions are malleable and this study suggests that fostering positive emotional states might hold the key to performance, unlocking desirable employee behaviours.
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Papa, Armando, Luca Dezi, Gian Luca Gregori, Jens Mueller, and Nicola Miglietta. "Improving innovation performance through knowledge acquisition: the moderating role of employee retention and human resource management practices." Journal of Knowledge Management 24, no. 3 (February 15, 2018): 589–605. http://dx.doi.org/10.1108/jkm-09-2017-0391.
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Purpose This paper aims to study the effects of knowledge acquisition on innovation performance and the moderating effects of human resource management (HRM), in terms of employee retention and HRM practices, on the above-mentioned relationship. Design/methodology/approach A sample of 129 firms operating in a wide array of sectors has been used to gather data through a standardized questionnaire for testing the hypotheses through ordinary least squares (OLS) regression models. Findings The results indicate that knowledge acquisition positively affects innovation performance and that HRM moderates the relationship between knowledge acquisition and innovation performance. Originality/value With the increasing proclivity towards engaging in open innovation, firms are likely to face some tensions and opportunities leading to a shift in the management of human resources. This starts from the assumption that the knowledge base of the firm resides in the people who work for the firm and that some HRM factors can influence innovation within firms. Despite this, there is a lack of research investigating the link between knowledge acquisition, HRM and innovation performance under the open innovation lens. This paper intends to fill this gap and nurture future research by assessing whether knowledge acquisition influences innovation performance and whether HRM moderates such a relationship.
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Heffernan, Margaret, Brian Harney, Kenneth Cafferkey, and Tony Dundon. "Exploring the HRM-performance relationship: the role of creativity climate and strategy." Employee Relations 38, no. 3 (April 4, 2016): 438–62. http://dx.doi.org/10.1108/er-06-2015-0110.
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Purpose – While an established stream of research evidence has demonstrated that human resource management (HRM) is positively related to organisational performance, explanations of this relationship remain underdeveloped, while performance has been considered in a narrow fashion. Exploring the relevant but often neglected impact of creativity climate, the purpose of this paper is to examine key processes (mediation and moderation) linking high-performance human resource practices with a broad range of organisational performance measures, including employee performance and HR performance. Design/methodology/approach – The paper draws on a People Management Survey of 169 HR managers from top performing firms in the Republic of Ireland. Findings – The findings provide general support for the role of creativity climate as a key mediator in the HRM-performance relationship. The impact of HPWS on performance is judged universal with little evidence of variation by strategic orientation. Practical implications – Sophisticated HRM is found to directly impact a range of organisational performance outcomes. Creativity climate provides an understanding of the mechanisms through which such impact takes effect. Organisations should develop a clear and consistent HR philosophy to realise HR, employee and organisational performance. Originality/value – The paper offers a more intricate understanding of the key factors shaping both the operation and impact of the HRM-performance relationship. Creativity climate offers an important vehicle to better understand how the HRM-performance relationship actually operates. The paper also highlights the potential of examining multiple organisational performance outcomes to offer more nuanced and considered insights.
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Mohammed Abu Hussein, Alhareth, Al Montaser Mohammad, Ahmad Alheet, Mahmoud Hussein Abu Joma, and Salman Abu lehyeh. "Relationships between human resource management practices, employee satisfaction, service quality, and employee service behavior in the hotel industry." Problems and Perspectives in Management 21, no. 1 (February 15, 2023): 242–52. http://dx.doi.org/10.21511/ppm.21(1).2023.21.
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The hotel industry is critical in developing the economy. Moreover, it is the largest and most rapidly growing industry in Jordan. Employee satisfaction is a crucial element for the success of any organization, particularly in the hotel industry. Therefore, this study aims to examine the influence of human resource management (HRM) practices since these constructs could influence different outcomes at the workplace, such as employee satisfaction, service quality, and employee service behavior in the hotel industry. The study has undertaken five primary HRM practices – recruitment, capability, compensation, performance appraisal, and training and development (T&amp;D) – to measure their impact on employee satisfaction, service quality, and employee service behavior. Data were collected from 290 employees and 290 customers of Jordan’s hotels across all categories in the four main tourist attractions: Amman, Petra, Aqaba, and the Dead Sea. A quantitative approach was employed using various statistical tools such as mean, tabulation of data, correlation, and ANOVA by SPSS software. The results indicated that HRM practices positively affect service quality, employee service behavior, and employee satisfaction. It was also found that when employees in Jordan’s hotel industry demonstrate excellent service behavior, the customer perceptions of service quality increase. Finally, effective human resource management strategy systematically organizes all individual human resource management measures to directly influence employee satisfaction, service behavior, and service quality in a way that leads hotels to achieve organizational success.
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Panes, Ronie, and Ivy Galanta. "Determinants of Employee Engagement in a Tertiary Christian Institution in Mlang, North, Cotabato." Journal of Business and Management Studies 3, no. 2 (July 4, 2021): 12–18. http://dx.doi.org/10.32996/jbms.2021.3.2.2.
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Employee engagement and positive institutional outcomes are assumed to be linked in various fashions. Engaged employees play a key role in achieving organizational success and competitive advantage. Research shows that engaged employees are willing to work the extra mile, work with passion and feel a profound connection to their company, thereby driving innovation and moving the organization forward. This study aimed to assess employee engagement in a tertiary Christian Institution in Mlang, North Coatabato, regarding organizational motivation and discretion. It also aimed to determine the respondents' perception of the three identified employee engagement determinants: human resource management practices, psychological empowerment, and organizational culture. Moreover, it sought to determine the relationship between HRM practices, psychological empowerment, and organizational culture to employee engagement and finally, which among the three indicators significantly influence employee engagement. This quantitative study used descriptive correlation and 70 full-time personnel of the institution answered the adopted survey questionnaire derived from different authors. Results revealed that the respondents’ perceptions of the HRM practices, the organizational culture, and employee engagement were high. Apparently, all of the variables of HRM practices have significant relationships to employee engagement, whereas, in the psychological empowerment, only the impact was found to have a significant relationship to employee engagement. In terms of organizational culture, only achieving goals and cultural strength was found to significantly affect employee engagement. Lastly, findings revealed that only the performance evaluation, impact and cultural strength were found to be the significant determinants of employee engagement among the variables. The quality of employee engagement has the potential to increase employee productivity, work quality and retention significantly.
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Pradhan, Gopal Man. "Impact of Human Resource Management Practices on Organizational Performance (A Case of Nepal)." Batuk 5, no. 2 (July 31, 2019): 14–31. http://dx.doi.org/10.3126/batuk.v5i2.30114.
Full textAbstract:
HRM practices in Nepalese organizations are undergoing continual transition, moving from former personnel concepts to modern HRM policies and strategies. This study focuses on assessing the human resource practices in the manufacturing and service sector institutions in Nepal. This study also attempts to find out the relationship between the adoptions of such practices in their performance. The correlation results suggested that there is negative association between HRM practices and employee turnover whereas there is positive association between HRM practices and productivity. The regression result suggested that there is a negative association between HRM practices and employee turnover whereas there is positive association between HRM practices and productivity. At present many Nepalese business organizations are found using team based job design that fosters the specialization as well as the synergy in the team assignment.
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Guan, Xiaoyu, and Stephen Frenkel. "How HR practice, work engagement and job crafting influence employee performance." Chinese Management Studies 12, no. 3 (August 6, 2018): 591–607. http://dx.doi.org/10.1108/cms-11-2017-0328.
Full textAbstract:
PurposeScholars have adopted different theoretical perspectives to explain the influence of HR practice on employee outcomes. However, few studies have investigated the role of human resource (HR) practice in fostering higher in-role and extra-role employee performance by encouraging employee participation in job design, a process referred to as job crafting. Drawing on human resource management (HRM) process theory and the job crafting literature, this study aims to examine how work engagement and job crafting mediate the relationship between employee perceptions of HR practice and employee performance.Design/methodology/approachThe authors use survey on a sample of 455 employees working in five Chinese manufacturing firms to test their theoretical model.FindingsThis study finds that where management maintains a strong HR system, employees are more likely to be engaged in their work and participate in job crafting. In addition, job crafting on its own, and work engagement and job crafting together, are shown to mediate the HRM–performance relationship.Research limitations/implicationsIn a Chinese context, line managers (including supervisors) are both important implementers of HR policy and vary in their adoption of particular roles. Yet our research did not consider the role of these persons in facilitating work engagement or job crafting. Future studies could usefully explore how these managers vary in their attitudes towards job crafting and the roles they play in encouraging this important activity.Practical implicationsOne important implication is that strong HR system with distinctive, consistent and consensus HR practices should be used by managers to motivate employees to encourage work engagement and job crafting behaviours.Originality/valueThis study enriches the theoretical framework to explain the underlying mechanism between HRM and employee performance from job crafting perspective.
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Gigauri, Iza. "Organizational Support to HRM in Times of the COVID-19 Pandemic Crisis." European Journal of Marketing and Economics 4, no. 1 (May 15, 2020): 16. http://dx.doi.org/10.26417/492dnl43d.
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The paper studies organizational support with respect to Human Resource Management during the COVID-19 pandemic. It examines HRM initiatives regarding changing in jobs, working routine, workplaces, and remote working conditions. The paper analyses how HR managers supported employees during the pandemic and how top-management encouraged employee wellbeing. It also explores whether HRM practice and employee emotions are a strategic focus for companies. Quantitative data for this research was collected with survey from forty-eight organizations located in Georgia. The findings suggest that HRM supported staff with helping them to update their skills for remote working, established flexible working hours, and adopted less strict policies regarding performance management. Additionally, HR managers have been encouraged by the top-management in implementing initiatives concerning employee physical and emotional wellbeing. Furthermore, HRM should be a strategic focus for any organization to lay foundation of employee relationship and organizational culture in order to overcome difficulties and adapt to the changes. The novelty of the research highlights the importance of HRM practice when economies are facing the threat of recession. It contributes to HRM in terms of supporting employees during the pandemic as well as from the top-management perspective to promote HR initiatives, and paves the way for further studies in this field.
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Elsawy, Mahmoud. "The Effect of Sustainable Human Resource Management on Achieving Sustainable Employee Performance: An Empirical Study." International Business Research 15, no. 5 (April 7, 2022): 10. http://dx.doi.org/10.5539/ibr.v15n5p10.
Full textAbstract:
The research investigated the nature of the relationship between the components of sustainable HRM and sustainable employee performance. 400 surveys were distributed to the participants, who work in the UAE industrial sector. They returned 333 valid usable questionnaires for a response percentage of 83.2%. The results showed that there is a significant correlation between the components of sustainable HRM and sustainable employee performance. The researcher also offers a discussion, practical and managerial implications, research limitations, and future research suggestions.
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Rimi, Nadia Newaz. "High Commitment Human Resource Management Practices and Employee Outcomes, HR Attribution Theory and a Proposed Model in the Context of Bangladesh." Information Management and Business Review 5, no. 11 (November 30, 2013): 538–46. http://dx.doi.org/10.22610/imbr.v5i11.1085.
Full textAbstract:
Human resource management (HRM) practices have been studied as a composite or bundle approach with different names including different practices. Each bundle includes common HRM practices of staffing, compensation, training and development, performance appraisal, job design and career development issues with varying dimensions. The present study refers these HRM practices as High Commitment HRM (HCHRM) practices. Prior studies identify these HCHRM practices related to employee outcomes of satisfaction, commitment and retention. Consistent with early findings, the present study believes a relation between HCHRM and employee outcomes. Additionally, HR attribution theory is discussed here to explain the causal relationship between HCHRM practices and employee outcomes. Based on the review of HCHRM practices literatures and existing HRM practices of Bangladesh, a research model is proposed and propositions are developed, The model is expected to be tested in future to identify the relationship among HCHRM practices, HR attribution and employee outcomes in the context of Bangladesh. The proposed model can be tested in other countries as well.