Academic literature on the topic 'HRM (Human Resource Management)'

Information Technology (IT) systems have greatly impacted organizations and HumanResource Management (HRM) is no exception. In this context, IT is often introduced withthe rationale that it could offer benefits such as cost reduction, time savings and strategictransformation. Many organizations have invested in e-HRM systems in hope oftransforming the Human Resource department (HR) into a strategic ally. Extant research,however, shows that many organizations fail to achieve intended effects from their ITinvestments and as result beliefs around the strategic value of e-HRM vary. This thesisaims to critically examine the link between e-HRM investments and strategic value. To thisend, we ask the following research question: “why does E-HRM systems fail to effectuate astrategic transformation of the HR department given their perceived capabilities to thecontrary? “. To answer this question we conducted a systematic literature review of e-HRMresearch published between 2009-2014. The review focused on perceptions about e-HRMsystems within organizations and sought to unearth how perceptions shape the route of ITimplementation towards a strategy outcome. Our findings indicate that the majority of thestudies are not guided by a leading theoretical paradigm. Furthermore strategic barrierssuch as implementation problems and limited use of the system that does not reflect itspotential are identified and discussed. By examining some common factors that have beenidentified to shape the translation of e-HRM systems from initial perception to actualizeduse we lay the foundation for more nuanced theorizing of HRM use within contemporaryorganizations.

Human resource management (HRM) has paid insufficient attention to the impact of context. In this article, we outline the need for HRM to take full account of context, particularly national context, and to use both cultural theories and, particularly, institutional theories to do that. We use research publications that utilize the Cranet data to show how that can be done. From that evidence, we develop a series of proposals for further context-based research in HRM.

Problem:Many businesses today, based on the stakeholder’s theory, suggest thatsustainability can only be achieved through the fulfillment of the stakeholder’s in-terests. These interests are centered around adding value to the stakeholders forexample; shareholders in terms of increased dividends. The value in form of profitmaximization, which suppresses the need for other pillars of sustainability to prevail.In this thesis, an argument is presented that a balance should be achieved in all threepillars of. The economic, social and environmental sustainability. It further arguesthat the shift fromH.R.Mtoe−H.R.Mis crucial for innovations and inventions,focused on the development of such technologies, that bolster social sustainability.However, any change may have to put into consideration the company or organiza-tion’s size, this is because somee−H.R.Mtools might not be efficient and effectivefor small-size companies as defined in the report. Purpose:The purpose of this study is to add insight to the concept ofe−H.R.M, and further explore to which extent ise−H.R.Ma driver towards social sus-tainability, reflecting onthe downside of the change which such sustainability mightcreate. Method:Data collection was through interviews. Three managers, two C.E.Os anda former employee from three companies were involved. The interviews were con-ducted via telephone that lasted between30to40minutes. However, a face-to-facefollow up interview was conducted for one of the participants. All interviews wererecorded with the consent of the participants and later transcribed and analysed. Results:The interviewees agreed thate−H.R.Mtools and strategies helped tocreate harmony at work and simplified communication, training and aided the per-formance and appraisal process of employees, which is used during the incentivesprocess, a form of motivation in the organisation. Conclusion:The conclusion from this study is that,e−H.R.Mis a good changefromH.R.Mand that it plays a big role in organizational social sustainability. Abalance should, however, be gained to also put into consideration other pillars. Thestudy contradicts the stakeholders’ theory that only focuses on the economic part ofsustainability through profit maximization, favorable for functional markets alone.

It is widely accepted that business process management (BPM), a contemporary management approach that focuses on managing overall business processes within an organization to accomplish the organizational goal, relies on modern information and communication technology (ICT) systems. Although there are plenty of academic discussions available on BPM and the firm performance relationship, the literature does not provide constructive information on how the adoption of ICT impacts the BPM performance. Therefore, this study creates an awareness of the contribution of ICT to BPM by analyzing the linkage between impacts of human resource information systems (HRIS) on human resource management (HRM) performance. A conceptual model was developed with strong theoretical background by incorporating the works informed by Lee et al. (2012) and Paauwe and Richardson (1997) to test several hypotheses. In this research, the target population is human resources professionals who have access to HRIS within their organizations in a Canadian context. Since this study has a wide range of data distribution that tries to measure the strength of relationship between a HRIS-enabled HR practices and the HRM performance, this study adopts Kendall’s tau-b correlation, one of the best approaches to measure the strength of the relationship. The important findings of this study are that HRIS-enabled HR transactional, traditional and transformational practices, when implemented appropriately, significantly impact the HRM performance. Specifically, this study confirms that HRIS-enabled HR traditional management practices such as performance management, rewards, career development and communication predominantly significantly impact the HRM performance. In other words, this study specifically encourages an organization to adopt comprehensive performance management systems (PMS), an important component of HRIS, to manage their employees effectively.

This thesis explores human resource management (HRM) adoption by investigating the influence of multiple HRM actors’ social position, capital resource(s) exchange mechanism, dispositions, social classes, habitus, social expectation, and national and global environmental factors. The objectives of this thesis were achieved through systematically conducting three different studies for the thesis. The first study was carried out to gain insight into the influence of social position on HRM academics’ adoption. The major contribution of this study was a theorising model on HRM academics’ adoption. It shows which capital resource is very sought after and how it plays a role in developing HRM academics’ dispositions, which in turn provides them with the drive and motivation to adopt western HRM ideas and knowledge. The second study was carried out to gain insight into the mechanism and formation of capital resource(s) exchange that influences HRM practitioners to adopt western HRM ideas, knowledge, and practices. The main contribution of this study comprised empirical insights into the importance and role of social class (élite and emerging class); habitus and socialisation (primary and secondary socialisation) as developers and controllers of the mechanism of capital resource(s) exchange; and formation of social position. The third study investigated a gap between accepted (adopted) HRM ideas and knowledge, and actual HRM practices. The major contribution of this study was its theorising on the factors that influence this gap. It explored the influences of conflicting factors such as actors’ professional and occupational orientation and position, social position, and social expectation, which develop the gap. This thesis adopted a qualitative abductive research approach. It conducted qualitative indepth interviews with 19 HRM academics, 15 MBA-Alumni HRM practitioners, and 10 non-MBA-Alumni HRM practitioners. Qualitative observation in two business schools and five business organisations in multiple industries was carried out to enrich the data collection. This thesis contributes to the existing body of knowledge by providing insights into individual actors’ level HRM adoption, which is an underexplored area in Pakistan and similar developing countries. By employing theoretical and analytical tools based on Bourdieu’s theory of practices and social position, Rogers’s and Tarde’s theorising of adoption, and findings of empirical studies of macro institutions, cultural sensitive views, and institutional factors’ framework in the diffusion of HRM, this thesis explored, examined, and theorised HRM adoption at different individual actors’ level in business organisations and business schools in Pakistan. In that respect, this thesis theoretically contributes to Bourdieu’s theory and its unique use in international HRM, organisation studies, and management research. This thesis empirically contributes to the understanding of management and think tanks in business schools, business organisations, educators, HRM practitioners, and relevant government and regulatory bodies who can benefit from the findings of this research by understanding the different factors and social structures affecting western HRM’s effectiveness and its applications. It also suggests to these stakeholders the factors that affect individuals’ and employees’ adoption of western HRM and western management ideas, knowledge, and practices; any change in strategies, policies, and procedures; and problems in their implementation.

Over the last decade, much research has been conducted in the field of HRM and its association with organisational performance. Encouraged by substantial positive evidence for statistical associations between sophisticated HRM practices and enhanced organisational performance, HRM researchers have become more assertive in their claims that HRM contributes to performance. However, most of the research is based on questionnaire surveys and still leaves key questions unanswered, in particular by which processes HRM contributes to performance. This lack of knowledge about the processes involved in the HRM-performance relationship is referred to as 'black box'. It is the focus of this thesis to attempt to open this 'black box'. A qualitative case study methodology was adopted and the Glasgow four-star hotel sector chosen as a field of enquiry. This choice allowed for a standardisation of factors that might influence the degree of sophistication of HRM and its impact on performance, i.e. regional differences in terms of product and labour markets, capital intensity and unionisation. Four out of seven eligible hotels participated in the research. The cognitions of managerial respondents from different levels (i.e. general managers, HR managers and line managers) formed the basis of the research. Interviews with these respondents were analysed using a causal mapping method. Detailed quantitative secondary data enabled an investigation of the economic context and demonstrated that organisational performance is influenced by the economic context. It is argued that the appropriate level of analysis is the operational departments where HRM is applied by line managers in a way not necessarily in accordance with formal policy. On this level, HRM has demonstrated both direct effects on the achievement of departmental performance indicators and indirect effects through employee outcomes.

Background and Problem definition: Atypical employment is something that has becomeincreasingly common in recent decades, these are defined as positions where no relationship is of thetraditional type in which the employee has a long term relationship with the employer and where hecarries out his work at the premises of the employer. These atypical employments can take variousforms, it can be fixed term contracts, project work or jobs in employment agencies and so on. Thestaffing sector in Sweden has grown rapidly since the 90s, and since international research shows thatthe three-way relationship arising from the use of staffing agencies may lead to challenges in differentparts of HRM, we have chosen to study this topic. Aim: The purpose of this paper is to describe and understand how HRM is handled in atypicalemployment relationships.Method: The epistemological starting point for this work is hermeneutics, as a result of this theresearch approach is qualitative and inspired by abduction. The authors have chosen to carry out thework as a case study of three primary cases, each one consisting of an employment agency, a clientorganization and an employee. The analysis is based on the hermeneutics principles of interpretationand concentration of meaning. Results: What emerged as central to how HRM is handled are the interdependencies that existbetween the business environment and the strategies of the firm, how they affect different parts ofHRM and how participation and liminality have an impact on the three-way relationship.Keywords: HRM, atypical employment, staffing agencies, three-way relationship and strategy.<br>Bakgrund och Problematisering: Atypiska anställningsförhållanden är något som har blivit meroch mer vanligt förekommande de senaste decennierna, dessa definieras som anställningar där interelationen är av den traditionella typen där den anställde har en långsiktig relation med arbetsgivarenoch där denne utför sitt arbete på plats hos arbetsgivaren. Dessa atypiska anställningsförhållanden kanta sig olika uttryck, det kan vara olika visstidsanställningar, arbete i projektform eller anställningar ibemanningsföretag och så vidare. Bemanningsbranschen i Sverige har vuxit i snabb takt sedan 90-talet, och då internationell forskning visar på att det trepartsförhållande som uppstår vid användandetav bemanningsföretag kan leda till utmaningar när det gäller olika delar av HRM har vi valt dettaämne att studera. Syfte: Syftet med detta arbete är att beskriva och förstå hur HRM hanteras i atypiskaanställningsförhållanden.Metod: Den epistemologiska utgångspunkten för detta arbete är hermeneutiken, som en följd avdetta är forskningsansatsen kvalitativ och inspirerad av abduktion. Författarna har valt att genomföraarbetet som en fallstudie bestående av tre primärfall som var och ett består av ett bemanningsföretag,en kundorganisation och en anställd. Analysen bygger på hermeneutikens tolkningsprinciper ochmeningskoncentrering. Resultat: Det som framkommit som centralt för hur HRM hanteras är de ömsesidigaberoendeförhållanden som föreligger mellan företagens förutsättningar och strategier, hur dessapåverkar olika delar av HRM och hur delaktighet och liminalitet har inverkan på trepartsförhållandet.Sökord: HRM, atypiska anställningsförhållanden, bemanningsföretag, trepartsförhållande och strategi.

Thesis (Ph. D.)--University of Kentucky, 2007.<br>Title from document title page (viewed on June 12, 2007). Document formatted into pages; contains: viii, 222 p. : ill. Includes abstract and vita. Includes bibliographical references (p. 205-219).

This study explored human resource management (HRM) functions of 200 work organizations operating in Turkey using a questionnaire. The participating organizations were the members of either the Personnel Managers Association or the Quality Association in Turkey. Job analysis and design, recruitment and selection, orientation and employee training, performance appraisal, career planning and development, human resource planning, compensation management and incentives, managing employee health and safety were among the fields that were examined. In addition to the prevalent HRM functions, the profile of Human Resource Departments of the organizations (i.e., title, size, number of hierarchical levels, etc.), the characteristics of HRM managers (education, age, gender, experience, etc.) were also examined. For example, it was found that the departments operating in field of HRM were named Human Resource Department in 59.5% of the organizations in the sample. Moreover, the results indicated that the main HRM areas practiced by the private sector organizations operating in Turkey were personnel selection, employee recruitment, training and development, compensation management, and employee orientation. Nevertheless, the other essential functions of HRM, such as job analysis, human resource planning and career planning, and development were not practiced as frequently. Whether those functions were frequently practiced or not, each of them was further analysed in terms their specific applications. Another aim of the present study was to compare the practices of HRM in Turkey with its applications in the world. For instance, the results demonstrated that recruiting via internet was practiced frequently in the surveyed organizations and in the US companies. The present study also revealed that personnel selection methods, such as interviews, were popular among surveyed organizations and organizations in Eastern European countries, England, and the US.