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Shafaei, Azadeh, Mehran Nejati, and Yusmani Mohd Yusoff. "Green human resource management." International Journal of Manpower 41, no. 7 (June 18, 2020): 1041–60. http://dx.doi.org/10.1108/ijm-08-2019-0406.
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PurposeThe study aimed to provide insights on antecedent and outcome of green HRM at the organisational level and the outcome of green HRM at the individual level. It also sought to examine the mechanism through which green HRM would lead to employees’ positive outcome.Design/methodology/approachA quantitative study design using a two-study approach was employed to collect and analyse the data. For study 1, 206 hotels from Malaysia were included in analysis at the organisational level, while in study 2 at the individual level, 508 employees from different sectors provided insights through an online questionnaire. For both studies, partial least squares (PLS–SEM) was used to assess the research model.FindingsAll the proposed hypotheses were supported. Specifically, at the organisational level, organisational environmental culture is positively related to green HRM, and green HRM management positively associates with organisation's environmental performance. At the individual level, green HRM positively influences employees' job satisfaction, and meaningfulness through work is a strong mediator in this relationship.Originality/valueThis study is significant as it contributes to both theory and practice by providing fresh insights on green HRM and its antecedent and outcomes at two levels (organisational and individual) and across two economies (emerging and developed). It also sheds some light on the outcome of green HRM at the employee level which is an area that is still under-researched. By focusing on meaningfulness through work as an important factor, the study contributes to better understanding of green HRM and employees’ positive outcomes.
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Yong, Jing Yi, M. Y. Yusliza, and Olawole Olanre Fawehinmi. "Green human resource management." Benchmarking: An International Journal 27, no. 7 (June 13, 2019): 2005–27. http://dx.doi.org/10.1108/bij-12-2018-0438.
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Purpose Green or environmental human resource management (HRM) has in recent years attracted much attention from academia and practitioners all over the world. However, a thorough analysis of green or environmental HRM has not been made so far. To address this gap, the present study provides a systematic and comprehensive literature review. The purpose of this paper is threefold: to review Green HRM literature of various scopes, approaches and contexts; to identify different focus areas in the Green HRM literature; and to propose areas for future research. Design/methodology/approach The paper follows a systematic literature review approach. The selected journal articles are categorized on the basis of five focus areas in the Green HRM derived from the extant literature. Findings Research has grown significantly over the past 12 years that has focused on Green HRM. A total of 70 articles were reviewed and most of these articles employed quantitative method and were carried out in developing countries. Based on the five focus areas identified in this literature review, the performance outcome of Green HRM at both the organizational level and individual level received the greatest attention from the researchers. Research limitations/implications This paper is limited to a review of academic articles obtainable from online databases, containing the words “Green human resource management”, “Green HRM”, “Green human resource”, “Environmental HRM”, “Green training” and “Environmental training” in the title. Additionally, only papers from high quality, peer-reviewed journals were evaluated. Other academic sources such as books and conference papers were not included in this study. Originality/value The paper presents a structural overview of 70 peer-reviewed articles published in leading academic journals from 2007 until early 2019. This review provides an increased understanding of the existing state of current research, trends and future research directions in the Green HRM discipline.
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Soman, Dilip. "Human Resource Management: For Humans." NHRD Network Journal 14, no. 2 (February 14, 2021): 173–85. http://dx.doi.org/10.1177/2631454120982115.
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Marketing departments, governments and policymakers all around the world have increasingly started embracing the field of behavioural sciences in improving the design of products and services, enhancing communications, improving managerial decision-making, encouraging desired behaviour by stakeholders and, more generally, creating a human-centric marketplace. Within organisations, the human resources management (HRM) function is perhaps the one place that acknowledges that humans are central to the organisation’s success, so it is critical that HRM too actively embraces the insights and methods of behavioural sciences. In this article, I provide an overview of the behavioural sciences, discuss how HRM can benefit from an in-depth knowledge of the science and illustrate specific examples from recruitment processes, training and communications, incentive design, employee-oriented processes, and diversity and inclusion initiatives that could benefit from evidence from behavioural sciences.
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Ahn, Ji-Young, and Ellyn Jenica Avila. "An exploration of research clusters of sustainable human resource management." Problems and Perspectives in Management 20, no. 2 (April 26, 2022): 84–95. http://dx.doi.org/10.21511/ppm.20(2).2022.08.
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Sustainable human resource management has gained significant attention and importance over the past years. The present paper aims to review the sustainable HRM literature by identifying the existing research clusters relating to the field and analyzing the common themes per cluster to organize the intellectual base on the topic and identify possible research gaps. There has been a consistent increase in research publications since 2017. The cluster analysis conducted in the present study presented the current state of research per type of sustainable HRM, with over 60% of studies relating to green HRM. General sustainable HRM follows this with 27% and socially responsible HRM – with 11%. In addition, the review sample extracted from the Scopus database showed how sustainable HRM involved CSR, sustainable development, environmental management, and supply chain management.Moreover, it showed how it could be linked with other disciplines, different contextual variables, and possibilities for cross-disciplinary studies. Furthermore, the results show that much research has concentrated on the green HRM cluster, followed by general sustainable and socially responsible HRM clusters. This paper provided an opportunity to see in a comprehensive way what research is being done per cluster and find the possible research gaps in the current body of literature.
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Chauhan, Dr Pravinsinh R. "Functions of Human Resource Management and emerging changes in HRM." Paripex - Indian Journal Of Research 3, no. 7 (January 1, 2012): 1–3. http://dx.doi.org/10.15373/22501991/july2014/42.
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Begin, James P. "Comparative human resource management (HRM):." International Journal of Human Resource Management 3, no. 3 (December 1992): 379–408. http://dx.doi.org/10.1080/09585199200000156.
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Gede Riana, I., Gede Suparna, I. Gusti Made Suwandana, Sebastian Kot, and Ismi Rajiani. "Human resource management in promoting innovation and organizational performance." Problems and Perspectives in Management 18, no. 1 (February 12, 2020): 107–18. http://dx.doi.org/10.21511/ppm.18(1).2020.10.
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Human resource management (HRM) is one of the elements enabling an organization to remain competitive in turbulence conditions. The effective practice of HRM makes competent and innovative employees contributing to the achievement of organizational objectives. This study aims to analyze HRM practices in creating innovation and organizational performance. The questionnaire was used to measure the respondents’ perceptions of variables used by a Likert scale. A survey of 126 manager samples and middle managers at export-oriented short and medium enterprises (SMEs) in Bali, Indonesia, was conducted to test the model. The analysis has shown that the proposed model was proven to be compliant with the research hypotheses. HRM significantly affects organizational performance and innovation, and it was found out that innovation can improve organizational performance. However, in the process of simultaneous testing, it was found out that innovation cannot improve organizational performance. The lack of attention to investments in human resources became one of the barriers to SMEs in creating innovation.
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Gani, Raashidah, and Darakhshan Anjum. "e- Human Resource Management (e-HRM)." International Journal of Emerging Research in Management and Technology 6, no. 6 (June 29, 2018): 184. http://dx.doi.org/10.23956/ijermt.v6i6.266.
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e- HRM is a wide term which integrates Information Technology (IT) with Human Resource Management (HRM). It mainly focuses on the goals of the managers and employees of a company. e- HRM is the process of transmission of digitalized Human Resource information. e- HRM is a technique of executing Human Resource (HR) plans, policies, and practices in an organization. In the present times, a number of organizations have replaced Human Resource Management activities with e- HRM in their business. The process of e- HRM has played an efficient role in increasing the overall Human Resource capabilities of management. This research paper elaborates on e-HRM in detail on the following aspects: Introduction of e-HRM, Scope of e-HRM, functions of e-HRM, objectives of e- HRM, outcomes of e- HRM. This paper is an attempt to study the e-HRM and its various aspects.
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Richman, Nicole. "Human Resource Management and Human Resource Development: Evolution and Contributions." Creighton Journal of Interdisciplinary Leadership 1, no. 2 (November 16, 2015): 120. http://dx.doi.org/10.17062/cjil.v1i2.19.
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<p>Research agrees that a high performance organization (HPO) cannot exist without an elevated value placed on human resource management (HRM) and human resource development (HRD). However, a complementary pairing of HRM and HRD has not always existed. The evolution of HRD from its roots in human knowledge transference to HRM and present day HRD activities reveals that environmental, social, and political influences have escalated the need for organizations to focus employee development in the areas of flexibility, innovation, and capability. The following review illustrates the importance of HRM and HRD to organizational leadership. Furthermore, the research examined builds a close association betwee HPO and the skills transferred through an effective collaboration of HRM and HRD activities.</p><div> </div>
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Khdour, Naser, Ahmad Samed Al-Adwan, Anas Alsoud, and Jamal Ahmed Al-Douri. "Human resource management practices and total quality management in insurance companies: Evidence from Jordan." Problems and Perspectives in Management 19, no. 1 (March 29, 2021): 432–44. http://dx.doi.org/10.21511/ppm.19(1).2021.36.
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This study aims to extend the argument about the association between HRM and Total Quality Management (TQM) in insurance companies in Jordan. It is argued that the consideration of TQM can be supported in terms of configuration as an effect of Human Resource Management (HRM) in the presence or absence of other HRM practices. Data for this study were collected from 24 insurance companies listed on the Amman Stock Exchange and 342 employees. PLS-SEM was used to analyze the data collected through path analysis. Structural equation modeling was used to examine a causal relationship between the variables. The overall effect of HRM on TQM was explored to improve quality orientation and people criteria in insurance companies. The findings have indicated a significant and positive effect of teamwork, staffing, performance appraisals, and compensation on TQM. However, training and development have a negative, but significant impact on TQM. In addition, TQM significantly and positively affects the HRM of an organization. Performance was also positively and significantly affected by HRM. TQM is an important factor of HRM in insurance companies. AcknowledgmentThe authors are very thankful to all the associated personnel in any reference that contributed to the purpose of this study.
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Boon, Corine, Frank D. Belschak, Deanne N. Den Hartog, and Mark Pijnenburg. "Perceived Human Resource Management Practices." Journal of Personnel Psychology 13, no. 1 (January 2014): 21–33. http://dx.doi.org/10.1027/1866-5888/a000101.
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How employees spend their work time can have important consequences for organizations. Although some research has examined the relationship between human resource management (HRM) and employee absence, we know less about whether HRM also affects employees’ time allocation at work. This study examines the role of perceived HRM and psychological processes in explaining employee absence and time allocation in the form of time spent on core task and contextual activities. Besides an avoidance mechanism, linking perceived HRM to absence via lower satisfaction, we propose an approach mechanism linking perceived HRM to time spent on task and contextual activities via satisfaction and willingness to exert extra effort. A study among 1,626 employees of a Dutch governmental organization supports the proposed model.
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Blštáková, Jana, and Jana Palenčárová. "Human Resource Management in Healthcare." SHS Web of Conferences 115 (2021): 03003. http://dx.doi.org/10.1051/shsconf/202111503003.
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Contemporary healthcare systems face several challenges. The main management challenges include shortage and low satisfaction of health professionals. Satisfaction and motivation of medical staff is crucial for their stabilization and quality work-medical performance. The positive impact of HRM practices on increasing employee satisfaction and engagement is scientifically proven. Currently, HRM practices in healthcare are used in a limited way, often only at the level of HR or labour law and union bargaining. This is indicative of the low level of HR development. It is desirable to make full use of HRM practices in healthcare. The aim of this paper is to identify and define the challenges of human resource management in healthcare and explain the importance of implementing developed HRM practices to improve the quality of health care delivery. The research method used is a literature search. The investigation of the relationship between quality human resource management and healthcare delivery is considered important because the knowledge and competency to manage people are not necessary to hold a management position in most healthcare professions in Slovakia. In the world’s best hospitals, we find developed HRM with a positive impact on employee satisfaction and medical indicators.
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Meshoulam, Ilan, and Lloyd Baird. "Proactive Human Resource Management." Human Resource Management 26, no. 4 (1987): 483–502. http://dx.doi.org/10.1002/hrm.3930260405.
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Randev, Kadumbri Kriti, and Jatinder Kumar Jha. "Sustainable Human Resource Management: A Literature-based Introduction." NHRD Network Journal 12, no. 3 (July 2019): 241–52. http://dx.doi.org/10.1177/2631454119873495.
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The concept of sustainability has deeply penetrated in all functions of management such as supply chain, organisational behaviour, human resource, strategic management and so on. But recently, sustainable human resource management (S-HRM) has garnered a significant amount of attention from industry practitioners and academicians due to the escalation of adverse impact of existing HRM approaches on employees, society and the environment ( Mariappanadar, 2003 , International Journal of Social Economics, 30(8), 906–923; 2014a, Human Resource Management Review, 24(4), 313–329; 2014b, Sustainability and Human Resource Management, Springer). Human resource sustainability is being desired by all because of its notable implications for both the employees and the organisations. Previous literature establishes that human resource management (HRM) practices play a vital role in determining organisational success and survival. Furthermore, the harmful impact of high performance work systems and their existing HRM practices on the well-being of employees and their families has made it even more pertinent for industry practitioners to identify mechanisms to reduce employee harm and increase human resource sustainability for organisational growth and well-being. A research report by the Society for Human Resource Management in 2010 and a few other scholars claim that S-HRM can help HRM practitioners to reduce the negative impact of business practices on employees, society and the environment ( Cohen & Taylor, 2012 , HR’s role in corporate social responsibility and sustainability; Daily & Huang, 2001 , International Journal of Operations & Production Management, 21(12), 1539–1552; Dumitrana, 2009 , Human resources role in sustainable development). However, S-HRM has been studied sporadically, and there is a lack of convergence in its understanding. It has been broadly defined with the help of various perspectives borrowed from literature on strategic HRM, corporate social responsibility, Green HRM and sustainable work systems. This article aims to explore the existing literature of S-HRM to develop a deeper understanding of the concept. Through a comprehensive literature review, this article also highlights the evolution of S-HRM along with its implications for employees, HR managers and the organisations that have been studied in the previous literature.
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Chiva, Ricardo. "The common welfare human resource management system." Personnel Review 43, no. 6 (August 26, 2014): 937–56. http://dx.doi.org/10.1108/pr-01-2014-0026.
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Purpose – The purpose of this paper is to propose a new generic human resource management (HRM) system linked to a novel and more developed social and organizational paradigm: the common welfare HRM system. Design/methodology/approach – This conceptual paper builds on the concept of individual consciousness to better understand the differences between the three generic HRM systems. It relates different levels of consciousness to one of the most cited HRM system typologies: the control and the commitment HRM systems. The control HRM system will be related to a low level of consciousness. The commitment HRM system will be related to a medium level of consciousness. And the highest level of consciousness is related to the proposed common welfare HRM system. This latter system of HRM practices will be supported by examples of three very innovative organizations. Findings – This paper presents a new HRM system that intends to foster innovation and creativity all around the organization, and represents a development on the traditional control and commitment. The common welfare HRM system implies a new approach in management and HRM, away from the primacy of the ego, competition and hierarchy. Research limitations/implications – The common welfare HRM system is related to highly innovative organizations and implies a paradigm shift in which a more humanistic view of individuals is offered. Practical implications – The paper clarifies the several HRM practices related to the three HRM systems: control, commitment and common welfare. Originality/value – The paper theoretically underpins the existence of a new and more developed HRM system through consciousness levels and analyzes the particular HRM practices of this new system.
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Gebretsadik Estifo, Zelalem, Luo Fan, and Naveed Ahmad Faraz. "Effect of Employee Oriented Human Resource Management Practices on Counterproductive Work Behaviors." INTERNATIONAL JOURNAL OF INNOVATION AND ECONOMIC DEVELOPMENT 5, no. 2 (2019): 23–41. http://dx.doi.org/10.18775/ijied.1849-7551-7020.2015.52.2002.
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This research investigated the link between employee-orientated human resource management (EOHRM) counterproductive work behaviors targeted at individual members and organization in Ethiopia. Relaying on social exchange theory, organizational support theory, signaling theory, and relevant literature we examined how employee-oriented HRM practice affects counterproductive work behaviors by using perceived organizational support as a mediator. Data had been obtained from 555 workers and 150 supervisors from eight companies in Ethiopia. Partial least squares structural equation modeling (PLS-SEM) methods via SmartPLS has been used to determine the hypothesized links pertaining to employee-oriented HRM and counterproductive work behavior directed towards individual members and the organization. Final results confirmed that perceived organizational support fully mediated the relationship between employee-oriented HRM and counterproductive work behaviors. The impact of employee-oriented HRM on counterproductive work behavior-organizational via perceived organizational support were stronger than the impact of employee-oriented HRM on counterproductive work behavior – individual (interpersonal). The findings suggest that organizations may minimize (reduce) employees’ counterproductive work behavior by putting into action employee-oriented HRM practices that would uplift perceived organizational support that finally prevents the tendency to act against the organization and its members.
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Assaf, Nasser, Saleh Saleh Alhusan, Ahmed El-Qasem, Mohammad Al Qudah, and Abdelkareem Alzoubi. "Dawacom Human Resource Management Reality and Ambition." International Journal of Business and Management 12, no. 3 (February 21, 2017): 62. http://dx.doi.org/10.5539/ijbm.v12n3p62.
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This project explores the human resource management (HRM) that’s the organization needs in order to perform effectively and efficiently. Dawacom HRM is the case study of this project, using qualitative approach methodology, and collecting data via researcher observations, experiences, and practices.Through the project we expect to identify Dawacom HRM roles, tasks, objectives, workflow, and manager’s duties. Also, this project explores Dawacom HRM attributes, diversity, job analysis, recruiting and selecting processes, compensation systems, measuring HRM performance, training and developing programs.The project highlighted issues that affect HRM Processes and organization performance such as: health and safety, ethical workplace and fair treatment, global human resource.The project will show Dawacom HRM advantages and disadvantages and how can improve Dawacom HRM by what actions, personnel, cultural things. So, HR team will be able to focus his importance toward those areas.
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Bandara P.M.G.R.I, Kumarasiri R.D.S.R, Silva H.C.M, and Herath A.M.T.N. "Human Resource Management System." International Journal of Engineering and Management Research 12, no. 4 (August 31, 2022): 125–53. http://dx.doi.org/10.31033/ijemr.12.4.16.
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The main focus of the essay, "Human Resources Management System," is on controlling the administrator of a company's human resources department. The systems and procedures at the intersection of human resources and management are referred to as a human resource management system (HRMS).technology (IT) with human resources management (HRM). It combines HRM as a discipline, especially its fundamental HR actions and procedures related to information technology, as opposed to data processing programming. Systems developed into enterprise resource planning (ERP) software packages and established procedures. This paper's major goal is to make it easier for the administrator to keep track of everyday activities including attendance, projects, work, appointments, etc. This essay discusses the steps involved in identifying the personnel, tracking their hourly attendance, and figuring out their actual payable hours or days. This document should keep track of every employee's time spent working for the firm so that it may be used to evaluate performance. Based on that, transfers, dismissals, and promotions are possible.
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AlKerdawy, Mostafa Mohamed Ahmed. "The Relationship between Human Resource Management Ambidexterity and Talent Management: The Moderating Role of Electronic Human Resource Management." International Business Research 9, no. 6 (April 11, 2016): 80. http://dx.doi.org/10.5539/ibr.v9n6p80.
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<p>This study investigates the moderating role of electronic human resource management (e-HRM) in the relationship between human resource management ambidexterity (HRMA) and talent management (TM) using data collected from 430 managers working in 10 international banks in Egypt. e-HRM was found to be an important moderator of the relationship between HRMA and TM. The more dependence on e-HRM in executing human resource policies in banks, the greater influence of HRMA on TM. The results referred also a positive and significant influence of both HRMA and e-HRM on TM. This study concludes by discussing managerial implications and the limitations should be addressed in future research.</p>
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Wang, Bin, and Yan Zhao Qi. "Problems and Measurements for Electronic Human Resource Management in Chinese Universities." Applied Mechanics and Materials 411-414 (September 2013): 2892–96. http://dx.doi.org/10.4028/www.scientific.net/amm.411-414.2892.
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Researches on university human resource management have been a popular topic in China. University is a major locus of human resources. In information age, firms increasingly incorporate information technologies (IT) into human resource management (HRM) to cope with technological challenges[1]. HR managers achieve their goals by using analyzed information produced by IT. Besides, with IT evolving, HRM has entered into electronic-HRM (e-HRM) era with characteristics of self-service and intranet. Since e-HRM is gaining more attention nowadays, it is necessary to introduce e-HRM to the human resource management in universities. HRM in universities is of important significance for the development of the universities. In this case, managers should research on human resources development and management in universities practically. They should study university staff development and management issues. To understand human resource management in Chinese university with the overall situation, this article uses literature analysis to analyze university e-HRM in China. Then points out the electronic human resource management problems that Chinese university needs to solve. It also advises some counter measurements for the problems.
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Mushtaq, Khawaja Asif. "Understanding of Contemporary Human Resource Management." International Journal of Scientific & Engineering Research 11, no. 7 (July 25, 2020): 1197–212. http://dx.doi.org/10.14299/ijser.2020.07.04.
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In recent era human resource management (HRM) got a considerable popularity and attraction among corporates. Chief operation officers of corporate world are enthusiastically engaging in HRM to understand its financial worth for the organizations. Human resource management (HRM) is a set of formal systems of an organization that ensures the most effective and efficient use of available human capital for the attainment of organizational objective. Human Resource management has become the best source for organizational competitive advantage.
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Caldwell, Cam, and Verl Anderson. "Six Myths of Human Resource Management." Business and Management Research 10, no. 2 (June 19, 2021): 1. http://dx.doi.org/10.5430/bmr.v10n2p1.
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Introduction: For decades the Human Resource Management (HRM) strategic role has been viewed as limited in its effectiveness. Human Resource Professionals (HRPs) have been criticized for their lack of formal preparation – when that preparation even exists. According to Gomez-Mejia (2015) and colleagues, fewer than one-third of all HRPs have any academic preparation in HRM and most lack an understanding of the legal, professional, and technical principles of their profession.Objective: The purpose of this paper is to focus on six myths about HRM and the role of HRPs that are frequently held by Top Management Team (TMT) members, business practitioners, and even many HRPs. The failure of so many HRPs and TMTs to recognize the fallacies in these myths is a cause of organizational dysfunction and undermines the ability of HRPs to be ethical stewards who serve and protect the best interests of their organizations.Methods: The paper begins by briefly identifying seven key strategic functions of HRM in distinguishing the HRPs’ staff role in successful organizations.Results: We describe the context of today’s challenging work environment in which HRPs perform their labors and identify six myths that plague the HRM profession and undermine the effectiveness of many modern organizations.Conclusions: We conclude the paper with a challenge to TMT members and HRPs to raise the bar and increase the accountability of those who deliver HRM services within their organizations.
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Mtembu, Vuyokazi. "Does having knowledge of green human resource management practices influence its implementation within organizations?" Problems and Perspectives in Management 17, no. 2 (May 30, 2019): 267–76. http://dx.doi.org/10.21511/ppm.17(2).2019.20.
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Sustainability and green practices are in the frontline of issues organizations globally are concerned about because of the consequences of climate change and its challenges. The objective and key question of this study was to determine whether there is a relationship between knowledge of green human resource management (HRM) practices and its implementation within the organizations. The study followed a methodology of triangulated empirical research approach with a combined method of qualitative and quantitative research approaches. Human resource practitioners from human resource divisions in higher education institutions in KwaZulu-Natal, South Africa, formed the population surveyed. Interview schedule and questionnaires were instruments used in data collection. Thematic analysis was used to analyze data collected from interviews. Statistical Package for Social Sciences (SPSS) version 24 was used to analyze quantitative data collected. About half of HR practitioners indicated minimal awareness of the concept ‘green HRM’, but reflected moderate knowledge and understanding of green HRM activities. Overall, the findings revealed a moderate application of green HRM principles in HRM activities in the institutions. There was no policy framework in the form of green HRM policies to drive green activities within the HR divisions and institutionally. Findings also revealed that there is a relationship between knowledge of green HRM activities and its implementation within the organization. Also, a strong correlation was found to exist between green HRM policies and implementation of green HRM activities in the organization. This then led the researcher to recommend that organizations who aspire to go green, be resource efficient and sustainable will need to have green HRM policies in place, they will also need to ensure that training and awareness workshops on green HRM are conducted to skill and equip all stakeholders involved.
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Katou, Anastasia A., and Pawan Budhwar. "Human resource management and organisational productivity." Journal of Organizational Effectiveness: People and Performance 2, no. 3 (September 7, 2015): 244–66. http://dx.doi.org/10.1108/joepp-06-2015-0021.
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Purpose – The purpose of this paper is to present robust evidence about the effects of human resource management (HRM) systems on organizational productivity, by mixing both distal objective and proximal subjective measures, and by proposing an estimation method that employs hard HRM data. Design/methodology/approach – The purpose of the study is achieved via a simultaneous equations system that has been estimated and simulated, based on an augmented Cobb-Douglas production function, which innovatively has been transformed from static to dynamic, using both economics-based literature and literature from the HRM discipline. Findings – The study supports the view that HRM has a positive impact on productivity, through employee skills, attitudes, and behaviour. Additionally, the study finds that a 10 per cent increase in the extent of the systematic use of HR practices will lead to a 3.27 per cent increase in the total production, and that employee compensation and incentives play the most important role in improving production efficiency. Further, the study finds that for each additional year of systematic use of HR practices, total production will be increasing by 0.07 per cent per annum. Practical implications – The findings of the study suggest practitioners that competitiveness (expressed by increased productivity) will be increased not by reducing costs, as a result of dismissing employees or decreasing wages, but instead by improving productivity as a result of increased compensation and incentives, and improved training and development. Originality/value – The key output of the paper is the development of a sophisticated model that links an HRM system to a production system, through intermediate HRM outcomes, and the extension of the “generalised method of moments” as a systems estimation method that should be used for curing possible misspecification and common method bias problems in the HRM discipline.
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Nadezda, Jankelova, Joniakova Zuzana, Blstakova Jana, and Nemethova Ildiko. "Readiness of human resource departments of agricultural enterprises for implementation of the new roles of human resource professionals." Agricultural Economics (Zemědělská ekonomika) 63, No. 10 (October 11, 2017): 461–70. http://dx.doi.org/10.17221/189/2016-agricecon.
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This paper is part of a broader study which aims to investigate the success factors of agricultural enterprises. It attempts to present the partial results of a questionnaire survey whose goal was to determine the quality of HRM (Human Resource Management) departments in basic agricultural enterprises. Studies focusing on the HRM of basic agricultural enterprises have been published in many countries. In the Slovak Republic, experts and academics from the Slovak University of Technology in Nitra, and the Slovak Research Institute of Agricultural and Food Economics have arrived at perceptive conclusions on the current state of human capital in the agri-food sector and have proposed innovative directions for further development. Surprisingly, however, academia still fails to perceive HR management as a partner in an enterprise, rather than simply a service unit in the organisational structure of the agricultural enterprise. Therefore, an in-depth analysis of the role of HRM departments is missing and this paper aims to fill that gap. The methodology of research is based on Ulrich’s model of the mixed roles of HR departments (2009), which is used as a framework to determine the quality levels of role performance, defined by the model, of HRM departments. The survey sample consists of 70 basic agricultural enterprises.
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Hohenstein, Nils-Ole, Edda Feisel, and Evi Hartmann. "Human resource management issues in supply chain management research." International Journal of Physical Distribution & Logistics Management 44, no. 6 (July 1, 2014): 434–63. http://dx.doi.org/10.1108/ijpdlm-06-2013-0175.
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Purpose – With today's increasing globalization and associated growing demand for talented supply chain managers, human resource management (HRM) in supply chain management (SCM) has emerged as a top priority for firms. However, a thorough analysis of HRM issues in SCM research has not been made so far. To address this gap this paper provides a systematic and comprehensive literature review. The purpose of this paper is threefold: to analyze HRM/SCM issues published in leading SCM journals, to identify different HRM research streams in the SCM literature and to propose areas for future research. Design/methodology/approach – This paper employs a systematic literature review methodology. The selected journal articles are categorized on the basis of an analytical framework that contains seven HRM/SCM research streams derived from the extant literature. Findings – The systematic literature review indicates a growing focus on HRM/SCM issues in recent years, a trend that is predicted to continue. Additionally, the study findings show that research has primarily emphasized certain popular categories while other crucial ones lack analysis. Originality/value – This paper presents a structured overview of 109 peer-reviewed articles published in leading academic journals from 1998 to 2014. The review structures extant HRM/SCM literature and highlights its critical importance in SCM research. Topical gaps in the literature are identified as areas for future research.
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Reutzel, Christopher R., Carrie A. Belsito, and Jamie D. Collins. "Human resource management executive presence in top management." International Journal of Organizational Analysis 24, no. 5 (November 7, 2016): 985–1001. http://dx.doi.org/10.1108/ijoa-10-2015-0916.
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Purpose This study aims to draw upon research from strategic human resource management (HRM) and strategic management to examine how HRM demands influence the likelihood that chief executive officers (CEOs) will staff top management with a human resource (HR) executive. Design/methodology/approach The theory and hypotheses developed in this study are tested on a sample of US initial public offering firms from the calendar year 2007, using logistic regression. Findings The results of hypothesis tests suggest that HR executive presence in top management is positively related to the HRM demands faced by a CEO stemming from product/service innovation strategies, the number of HRs employed by the firm and CEO’s financial orientation. Research limitations/implications The results of this study may not generalize to other settings. This study does not simultaneously consider the role of other structural forms which may increase or reduce the degree of HRM demands faced by the CEO. This study extends prior research on executive job demands by expanding the understanding of factors which give rise to HRM sources of executive job demands. Study results suggest that CEOs with financial orientations are more likely to staff their top management teams with an HR executive, which suggests that in the face of executive job demands stemming from a particular functional area, CEOs delegate responsibility for that function to another member of top management. This finding suggests that CEOs can, and in fact do, recognize the limitations engendered by their experiences and that when confronted with a specific type of executive job demand that does not align with their expertise, they take steps to address their individual limitations by appointing others that are more capable of addressing the particular source of executive job demand. Practical implications Study results suggest that product/service innovation strategies, CEO’s financial background and the number of HRs employed by the firm increase the likelihood of HR functional representation in top management. Originality/value The theory and results of this study extend the focus of extant research on factors giving rise to HRM’s functional representation in top management. Although prior research has emphasized the role of ownership characteristics and risk preferences in the adoption of this structural form, this study examines the role of CEO HRM demands. This approach allows for the integration of the upper echelons theory with the strategic HRM literature and provides an empirical examination of CEO job demands arising from the HRM function.
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Koster, Ferry, and Luc Benda. "Innovative human resource management: measurement, determinants and outcomes." International Journal of Innovation Science 12, no. 3 (August 24, 2020): 287–302. http://dx.doi.org/10.1108/ijis-03-2020-0027.
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Purpose External factors such as global competition and new technologies, require organizations to be innovative. Such organizational innovations also ask for innovative human resource management (HRM). However, in the current literature, it is not completely clear what innovative HRM means, as it is conceptualized in different ways. This study aims to provide clarity about innovative HRM by suggesting a new measurement scale; formulating hypotheses about some core determinants of innovative HRM; and investigating how innovative HRM relates to organizational innovation. Design/methodology/approach Using a sample of 719 Dutch organizations it was possible to investigate the properties of the inventory and examining several determinants of innovative HRM and how it relates to organizational innovation. Findings The innovative HRM scale is internally consistent and differs from other HRM indicators. It is explained by external developments, organizational size and stability of the organization. Finally, innovative HRM is a predictor of organizational innovation. Originality/value The measure that was developed in this paper is new to the literature. Innovative HRM has not been measured in a similar way to date. Besides that, the innovative HRM Survey is a novel data set.
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Ali, Sufaid, Anees Janee Ali, Khurram Ashfaq, and Jamshed Khalid. "Green Human Resource Management and Environmental Innovativeness." International Journal of Sustainable Development and Planning 16, no. 6 (October 31, 2021): 1117–30. http://dx.doi.org/10.18280/ijsdp.160613.
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Drawing upon the resource-based view and the situated learning theory, this study examined the effect of green human resource management (HRM) practices on the firm environmental innovativeness. The moderating role of organizational innovative culture on the relationship between green HRM and firm environmental innovativeness was also assessed. A survey of 212 furniture manufacturing companies in Malaysia was analyzed using structural equation modeling. Results from the data analysis suggest that green HRM practices are positively associated with the firm environmental innovativeness. The positive effect of green training and green compensation on firm environmental innovativeness was found to be increased by moderating the role of organizational innovative culture. The present study clarifies key green HRM practices that can assist the environmental innovativeness in Malaysian furniture manufacturing firms and advances related research by proposing and examining an overarching model to enlighten such synergies and the moderating role of organizational innovative culture. The findings further extend the scope of green HRM research to promote innovation in the manufacturing firms. The theoretical and practical implications of green HRM are presented to enhance the environmental innovativeness.
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Mohiuddin, Muhammad, Elahe Hosseini, Sedigheh Bagheri Faradonbeh, and Mehdi Sabokro. "Achieving Human Resource Management Sustainability in Universities." International Journal of Environmental Research and Public Health 19, no. 2 (January 14, 2022): 928. http://dx.doi.org/10.3390/ijerph19020928.
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The sustainability of human resource management (HRM) is the basis for an organization’s future growth and success. This study aims to investigate achieving HRM sustainability in universities. We use a quantitative research method design to investigate the factors that affect HRM sustainability at universities. The study was conducted during the spring and summer of 2020 at Iranian state universities. As the study’s statistical population included 2543 employees, a sample size of 334 employees was calculated using the Cochran formula. A questionnaire with 32 statements based on a 5-point Likert scale was used to collect the data, which were analyzed using PLS3 software. The findings show that human resource practices, social factors, psychological factors, employer branding, and economic factors have positive and significant effects on HRM sustainability at universities. Findings indicate that it is essential to consider the implementation of adequate HRM practices and related socio-economic and psychological supports for HRM sustainability in universities that can lead to the competitiveness of the higher education institutions such as universities.
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Meijerink, Jeroen, and Anne Keegan. "Conceptualizing human resource management in the gig economy." Journal of Managerial Psychology 34, no. 4 (May 13, 2019): 214–32. http://dx.doi.org/10.1108/jmp-07-2018-0277.
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Purpose Although it is transforming the meaning of employment for many people, little is known about the implications of the gig economy for human resource management (HRM) theory and practice. The purpose of this paper is to conceptually explore the notion of HRM in the gig economy, where intermediary platform firms design and implement HRM activities while simultaneously trying to avoid the establishment of employment relationships with gig workers. Design/methodology/approach To conceptualize HRM in the gig economy, the authors offer a novel ecosystem perspective to develop propositions on the role and implementation of HRM activities in the gig economy. Findings The authors show that HRM activities in the gig economy are designed to govern platform ecosystems by aligning the multilateral exchanges of three key gig economy actors: gig workers, requesters and intermediary platform firms, for ensuring value co-creation. The authors argue that the implementation of HRM activities in the gig economy is contingent on the involvement and activities of these gig economy actors. This means that they are not mere recipients of HRM but also actively engaged in, and needed for, the execution of HRM activities. Originality/value The study contributes to research by proposing a theoretical framework for studying the design of HRM activities, and their implementation, in the gig economy. From this framework, the authors derive directions for future research on HRM in the gig economy.
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Sundiman, Didi. "Human Resource Management in the Enhancement Processes of Knowledge Management." Binus Business Review 8, no. 3 (November 30, 2017): 167. http://dx.doi.org/10.21512/bbr.v8i3.3708.
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This research explored Human Resource Management (HRM) in enhancement processes of knowledge management. This research explored how HRM practice enhanced the operational of knowledge management. Data were collected by a survey by interviewing 12 informants from Small and Medium Enterprise (SME). The results show that HRM practice gives initiative in the enhancement process of the knowledge management strategy applied to the company. It can be concluded that each sub-component of HRM affects the components of knowledge management, and HRM is highly influential and has a positive effect on quality management processes and vice versa in the work environment.
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Opatha, H. H. D. N. P. "Towards a Generic Model of Human Resource Management." International Business Research 14, no. 7 (June 16, 2021): 58. http://dx.doi.org/10.5539/ibr.v14n7p58.
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This theoretical basic research paper was written in order to accomplish three research objectives: (1) to perform a brief description of selected popular models of Human Resource Management (HRM) developed by various scholars or authors; (2) to revisit and review the model of HRM developed by me in 2009; and (3) to introduce a generic model of HRM with an adequate theoretical base. It revealed that at least five popular models exist in the literature of HRM and they were briefly reviewed. The relevant review done with regard to the model developed locally as the first model of HRM in 2009 revealed that it is an internally focused but comprehensive and distinct model with a necessity of incorporating forces which exist in internal and external environments. Finally, a generic model of HRM which is composed of seven interrelated components such as internal environment, external environment, HRM fields and functions, HRM outcomes, organizational outcomes, HRM academic and professional factor, and feedback through evaluation was developed and presented by using several common theories, perspectives, arguments and logical beliefs. Hopefully the generic model will be a significant value addition to the existing local as well as international body of knowledge of HRM which is a highly recognized academic discipline and an established practice.
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Oppong, Nana Yaw. "Human resource management transfer challenges within multinational firms." Management Research Review 41, no. 7 (July 16, 2018): 860–77. http://dx.doi.org/10.1108/mrr-02-2017-0038.
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Purpose The paper aims to trace the challenges that multinational companies (MNCs) face as they grow out of their national borders into foreign countries and how they attempt to transfer human resource management (HRM) policies and practices across their subsidiaries for a best-fit HRM model. Design/methodology/approach The paper uses the dilemma theory (involving two opposing values which doing one without the other creates a disadvantage but both cannot be done together) as the main analytical tool and reviews scholarly literature on MNCs’ HRM transfers for the assessment of the transfer challenges. Findings It is found that MNCs face a dilemma as to how to find best-fit between home-country HRM requirements and host-country demands. In the face of this dilemma, MNCs attempt to build synergy between home-country requirements and host-country demands for a best-fit HRM that is beneficial to both the parent company and their foreign subsidiaries. Despite the best-fit HRM practices to diffuse the tension, parent company has greater influence in the final synergy product which is the trade-off between home-country HRM label and host-country contextual demands, thereby advancing the dominant HRM option of the dilemma. Practical implications MNCs should be aware of the possible challenges as they internationalise and should equally be aware that though they may build a synergy (a blend of workable headquarters and subsidiary HRM), the final product will continue to favour headquarters’ HRM policies and practices. Originality/value The paper generates theoretical implications into the issues and challenges that arise with HRM transfers within multinational firms by examining how the dilemma theory sheds light on the transfer process and challenges from the dominant-contextual tension till the fight for best-fit HRM. It also contributes to the development of cycle of cross-border HRM dilemma, cross-border HRM transfer framework and Synergy-Dominant theory.
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Matošková, Jana, and Petra Směšná. "Human resource management practices stimulating knowledge sharing." Management & Marketing 12, no. 4 (December 20, 2017): 614–32. http://dx.doi.org/10.1515/mmcks-2017-0036.
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Abstract The major goal of the paper was to develop a theoretical framework that conceptualizes the indirect impact on human resource management practice on knowledge sharing in the organization. In the current competitive environment, the ability to use knowledge assets and to continuously renovate it is required for organizational success. Therefore, the field of human resource management should dedicate great effort to understanding how to enhance the knowledge flows within the organization. Theoretical indications were provided about HRM practices that influence the quality and quantity of knowledge sharing within an organization. Further, a conceptual model of relations between HRM practices and factors influencing knowledge sharing within an organization was introduced. It is supposed that HRM practices have direct impacts on personality traits of employees, organizational culture, characteristics of managers, and instruments used for knowledge sharing. Subsequently, these factors have direct effects on the perceived intensity of knowledge sharing. The paper offers 12 testable propositions for the indirect relation between HRM practices and knowledge sharing in the organization. The suggested model could assist future research to examine the influence of HRM practices upon managing knowledge is a more complex way. Via a theoretical contribution to the debate on the influence on HRM practices upon managing knowledge, the study contributes to further research development in this field.
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Astaf'eva, O. V. "Changes in the corporate human resource management." National Interests: Priorities and Security 16, no. 5 (May 15, 2020): 876–84. http://dx.doi.org/10.24891/ni.16.5.876.
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Subject. The obvious turnover and insufficient involvement of staff may turn rather dear for the company, especially when it concerns the promising talent, who were trained thoroughly for a long time. Human Resource Management (HRM) is especially critical for those entities which take care of their competitive advantages driven by innovative employees. That is the reason for new approaches to building and managing the crucial resource of modern corporations – people. Objectives. I examine changes in managers’ routine as new HRM methods are adopted, creating new success drivers and competitiveness of the entity. Methods. The methodological basis comprises proceedings that try to find new methods for entities to raise their competitive advantages by enhancing the quality of HRM. The study employs methods of generalization, comparative analysis, theoretical modeling, decomposition. Results. I provide the rationale for new HRM methods, in addition to the traditional method of competence. The article sorts out changes that were seen in managers’ routine of operational decision-making for strategic staff management. Conclusions. HRM methods are difficult to replicate. So, the development of the HRM approach can become a sustainable driver of the corporate competitiveness. Companies shall invest abundantly in people and business processes, which is, on the one hand, an operational task, and, on the other hand, a vital process implementing the strategy, that shall be necessarily maintained by top managers.
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Akinnusi, David M. "Benchmarking of human resources management." SA Journal of Human Resource Management 6, no. 2 (November 18, 2008): 25–31. http://dx.doi.org/10.4102/sajhrm.v6i2.151.
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This paper reviews the role of human resource management (HRM) which, today, plays a strategic partnership role in management. The focus of the paper is on HRM in the public sector, where much hope rests on HRM as a means of transforming the public service and achieving much needed service delivery. However, a critical evaluation of HRM practices in the public sector reveals that these services leave much to be desired. The paper suggests the adoption of benchmarking as a process to revamp HRM in the public sector so that it is able to deliver on its promises. It describes the nature and process of benchmarking and highlights the inherent difficulties in applying benchmarking in HRM. It concludes with some suggestions for a plan of action. The process of identifying “best” practices in HRM requires the best collaborative efforts of HRM practitioners and academicians. If used creatively, benchmarking has the potential to bring about radical and positive changes in HRM in the public sector. The adoption of the benchmarking process is, in itself, a litmus test of the extent to which HRM in the public sector has grown professionally.
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Lim, Seunghoo, Tae Kyu Wang, and Soo-Young Lee. "Shedding New Light on Strategic Human Resource Management: The Impact of Human Resource Management Practices and Human Resources on the Perception of Federal Agency Mission Accomplishment." Public Personnel Management 46, no. 2 (April 24, 2017): 91–117. http://dx.doi.org/10.1177/0091026017704440.
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We assess the resource-based view in the study of strategic human resource management in public agencies. We mainly examine the impact of both human resource management (HRM) practices and actual human resources on the perception of federal agency mission accomplishment. We show that all types of goal-aligned and performance-based HRM practices (including rewards, training, appraisal, and recruitment) positively affect perceived agency mission accomplishment. In addition, certain types of human resources (including the percentage of career senior executive service members and organizational size) contribute to perceived agency mission accomplishment although others (including the percentage of professionals and noncareer senior executive service members) make negative contributions. Strategic knowledge, regarding an organization’s valuable, rare, inimitable, and nontradable resources—in both HRM practices and human resources—can help improve perceived federal agency mission accomplishment.
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Galli, Brian J. "How Can Human Resource Management Help the Theory of Constraints." International Journal of Strategic Engineering 2, no. 1 (January 2019): 1–13. http://dx.doi.org/10.4018/ijose.2019010101.
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Now, more companies consider human resource management (HRM) as part of strategic business management. A critical analysis of The Goal: A Process of Ongoing Improvement by Goldratt as it relates to HRM allows for discussion and evaluation of HRM implications. However, does HRM implementation support achieving a companies' strategic objectives? If so, how is it related to The Goal? This report seeks answering these questions by evaluating HRM in the book's context. This article discusses the role of HRM in companies, HRM principals that impact operations, roles of stakeholders and their value in the Theory of Constraints (TOC), HRM and its impact on the TOC, roles of HRM management and leadership, and the relationship between technology and human resources. Discussing these topics, this article provides an overview of HRM's impact on organizations. The main findings indicate that HRM implementation is a strategic management resource to be implemented by any businesses.
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Mitrofanova, Elena, and Aleksandra Mitrofanova. "E-HRM As a Human Resource Management Tool in the Digital Economy." Management of the Personnel and Intellectual Resources in Russia 10, no. 5 (November 29, 2021): 73–77. http://dx.doi.org/10.12737/2305-7807-2021-10-5-73-77.
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The article substantiates the need to create a new model of a personnel management system - electronic human resource management, which is an advanced business solution that provides full online support in the management of all processes, actions, data and information necessary for human resource management in a modern company, it is determined the essence and content, the goal, objectives, levels of electronic human resource management are shown, functions and results are shown, methods and opportunities for the implementation of electronic human resource management are proposed. It is shown that the introduction of electronic human resource management increases the efficiency of HR management processes by concentrating information about personnel in a centralized data bank, speeding up information processing, reducing errors and the amount of duplicate work, reducing less productive activities in the field of human resources and its reorientation to strategic tasks.
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Hendry, Chris. "Personnel and Human Resource Management in Britain." German Journal of Human Resource Management: Zeitschrift für Personalforschung 8, no. 3 (August 1994): 209–38. http://dx.doi.org/10.1177/239700229400800303.
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Personnel management in Britain continues to evolve with the adoption of ideas from human resource management (HRM). This has been controversial, however, due to the antagonism which many academics have for an American import which signifies (for them) an attack on the structures of collective bargaining. For personnel professionals, it has been seen as a slight on their pretensions to take a strategic approach to employment, and to threaten their exclusive claims to professional expertise. The paper attempts to separate reality from myth by reviewing the progress of HRM in terms of four criteria - commitment, flexibility, quality, and strategic integration - which are commonly associated with HRM. It concludes that strategic integration is the most important differentiating factor, but that there is more than one emerging model of HRM. Finally, it proposes employment systems and skill as two essential concepts for a strategic perspective.
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Adif, Riandy Mardhika, Jufriadif Na`am, and Novizar Nazir. "The Concept of Green Human Resource Management in Industry." AJARCDE | Asian Journal of Applied Research for Community Development and Empowerment 4, no. 1 (April 19, 2020): 28–35. http://dx.doi.org/10.29165/ajarcde.v4i1.35.
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The integration of environmental management into Human Resource Management (HRM) is called Green HRM. There is a growing need for the application of Green HRD in industry. The objective of this review is to explore green human resource management practices of organizations in the industry based on the existing literature. Based on this review, it is concluded that by understanding and increasing the scope and depth of green HRM practices, organizations can improve their environmental performance in a more sustainable manner than before. The green HRM practices are more powerful tools in making organizations and their operations in industry green. The green performance, green behaviors, green attitude, and green competencies of human resources can be shaped and reshaped through the adaptation of green HRM practices.
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Hung, Yu-Ting, Michael C. Cant, and Johannes A. Wiid. "The importance of human resources management for small businesses in South Africa." Problems and Perspectives in Management 14, no. 3 (September 6, 2016): 232–38. http://dx.doi.org/10.21511/ppm.14(3-1).2016.09.
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The majority of SMEs fail in the first five years of operation (Cant and Ligthelm, 2003). Human resource management (HRM) has been identified as a crucial key success factor for SMEs in today’s world. This research study investigates small business owners’ perception of the importance of HRM. The objective of this paper is to determine the perceived importance of human resources (HR) among South African SMEs and the management of it. A questionnaire was constructed and judgement sampling was used to gather the responses of 88 small business owners. The research revealed that the majority of SMEs have HR practices of some sort in place, as well as areas to improve on HR practices. The challenge now is to further increase the adoption of HR management and practices among small businesses in South Africa to ensure their success, as they play a vital role in the South African economy. Keywords: South African SMEs, developing countries, human resource functions, human resources management, HR, HRM. JEL Classification: M19
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Chae, Chungil, Jeong-Ha Yim, Jaeeun Lee, Sung Jun Jo, and Jeong Rok Oh. "The Bibliometric Keywords Network Analysis of Human Resource Management Research Trends: The Case of Human Resource Management Journals in South Korea." Sustainability 12, no. 14 (July 15, 2020): 5700. http://dx.doi.org/10.3390/su12145700.
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Although previous studies on human resource management (HRM) research trends in the global context provided very useful information about the structures of HRM research trends, they have critical limitations. Despite the growing contribution and significance of HRM practices in Korea, a dominant group of scholars has rarely focused on what is going on in the research community in the country. To overcome the limitations and fill the gaps found in studies on the global HRM trends, the purpose of this study is to conduct the keyword network analysis investigating the semantic network structure composed of Korean HRM studies. A total of 1158 research papers published by three top peer-reviewed HRM journals in Korea that were published from 2007 to 2018 were analyzed. The result shows that the whole network structure of Korean HRM has a complex semantic structure that is socially constructed. Additionally, this study identified the top 10 prominent keywords and its ego-centric networks, and nine thematic clusters. By adopting keywords network analysis in bibliometric methods, this study provides an accurate structural interpretation of Korean HRM research practice to facilitate the sustainable development of the studies on the global HRM trends.
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Ramaswamy, Shubhangee, Devidas Golhar, Srinivas Kumar Swamy, and Poonam Pawar. "Impact of Human Resource Management on Talent Management at Apple." ECS Transactions 107, no. 1 (April 24, 2022): 12493–503. http://dx.doi.org/10.1149/10701.12493ecst.
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The purpose of this research was to find out how HRM influences the performance of talent management in an organization. For this purpose, Apple Inc. was selected and data was collected through primary data collection method by sharing a survey questionnaire with 25 random employees of Apple. From their responses, it was found that the HRM department of Apple ensures the effectiveness of the organization’s different talent management techniques. It was found that the HRM department is responsible for developing, implementing, and maintaining talent management methods in an organization such as Apple Inc. Talent management method at Apple is effective due to its HRM department only.
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Lin, Song, and David Lamond. "Human resource management practices in Chinese organisations." Chinese Management Studies 8, no. 1 (April 1, 2014): 2–5. http://dx.doi.org/10.1108/cms-04-2014-0090.
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Purpose – The aim of this special issue of Chinese Management Studies (CMS) focuses attention on a central activity of Chinese organisations – managing people. The aim is to support efforts to move beyond human resource management (HRM) research in China as a subset of international or comparative HRM research and promote indigenous approaches to research in China. Design/methodology/approach – Review and reflection. Findings – The research presented in the eight articles that constitute this special issue not only use sample data from China but also explore the mechanisms of different variables in the special Chinese condition, situation and context, resulting in meaningful results on a practical level. As such, they provide valuable contributions to theory construction in HRM and organisational behaviour, not just for China but for organisations around the world. Research limitations/implications – Developing an indigenous understanding of Chinese HRM has a long way to go. The findings here provide a contribution to the growing foundation on which to base further efforts. They will not only help build knowledge about complex organisation dynamics in Chinese businesses but also enrich the overall management knowledge base, not just Chinese organisations. Originality/value – Provides valuable contributions to theory construction in HRM and organisational behaviour, not just for China but for organisations around the world.
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Boselie, Paul. "Human resource management en work systems." Maandblad Voor Accountancy en Bedrijfseconomie 77, no. 7/8 (July 1, 2003): 359–66. http://dx.doi.org/10.5117/mab.77.20790.
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Human resource management (HRM) houdt zich meer en meer bezig met de meerwaarde van medewerkers voor een organisatie, getuige de vele publicaties op het gebied van (strategisch) HRM van de afgelopen tien jaar (Osterman, 1994; Huselid, 1995; Wright en Snell, 1998). Dit artikel geeft een theoretisch overzicht van de belangrijkste ontwikkelingen in de afgelopen jaren op het gebied van strategisch management en management control binnen de context van human resource management. Deze input vormt een opmaat voor de discussie omtrent nieuwe vormen van ‘work systems’ in organisaties.
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Iguisi, Osarumwense Iguisi, and Amaka Orakwu. "Conceptualizing entrepreneurship in human resource management." International Journal of Research in Business and Social Science (2147- 4478) 9, no. 3 (April 30, 2020): 85–93. http://dx.doi.org/10.20525/ijrbs.v9i3.692.
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This paper examines various models of entrepreneurship in the recruiting, managing, and organizing of Human Resources of an enterprise or organization. It adds to the growing body of literature in entrepreneurship by reviewing literature that examines the relationship between entrepreneurship and the Human resource management practice. It examines the theoretical framework that underpins the relationship between HRM and entrepreneurship. The study introduces strategic HRM as an entrepreneurial strategy whereby employees are applied as instruments needed to fully accomplish organizational objectives. It concludes that in starting a new firm or maintaining an already established organization where resources are limited, entrepreneurship and the role of an entrepreneur becomes a crucial management function in the selection and personal development of the human resource competencies. Organizations are therefore encouraged to imbibe the role of entrepreneurship in the managing of Human Resources in order to drive innovativeness, lead change, and make continuous improvements.
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Arora, Mamta, and Arpita Kaul. "Green Human Resource Management: An Empirical Study of India." Visegrad Journal on Bioeconomy and Sustainable Development 9, no. 2 (November 1, 2020): 61–66. http://dx.doi.org/10.2478/vjbsd-2020-0012.
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Abstract Purpose: The broad over-arching goals of this work were to study the existing constituents of green human resource management (HRM), to understand the green HRM practices being followed by different companies in India (belonging to certain sectors) and to compare the different sectors in terms of adoption of green HRM. Methodology: A questionnaire was meticulously prepared by the authors to collect the data for this study and was sent to various Indian companies belonging to four sectors: IT/IT services, banking/finance, consultancy and engineering/technology. The questionnaire included a carefully selected collection of questions to gain rich insights into different aspects of green HRM implementation. Findings: most of the companies included in this study are following green HRM (though to varying extents). Green recruitment, green training and development & green safety and health management are the most prominent green HRM functions while green performance appraisal is the least popular green HRM function among these organizations. The IT/IT services sector is most actively using green HRM practices while the banking/finance sector is the most reluctant to adopt green HRM. Practical Implications: a rigorous structure for companies to implement green HRM is provided.
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Figueiredo, Elisa, Leonor Pais, Samuel Monteiro, and Lisete Mónico. "Human resource management impact on knowledge management." Journal of Service Theory and Practice 26, no. 4 (July 11, 2016): 497–528. http://dx.doi.org/10.1108/jstp-12-2014-0269.
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Purpose – The purpose of this paper is to explain and empirically test the dependence of organizational processes related to knowledge on the nature of assumptions operating in processes of human resource management (HRM) in organizations. It concentrates on practices related to training, career development and retention. Design/methodology/approach – This empirical study as a quantitative nature and the sample is made up of 5,306 collaborators in 634 organizations belonging to an economic group in the banking sub-sector. Data were collected through two questionnaires: human resource management practices questionnaire and knowledge management questionnaire – short form. The model was tested by applying univariate and multivariate multiple regression analyses. Findings – Findings provide support for the proposed model and show the predictive capacity of the HRM practices regarding knowledge management (KM) processes, revealing a strong direct relationship between the two constructs. It stands out that the people management practices adopted from an organic and valued perspective possess a particular and distinctive capacity to predict and impact positively on KM processes. Practical implications – The findings may be used by human resources and KM practitioners interested in the development of organizational knowledge through human resource practices. Originality/value – The main contribution of this study is to confirm the close relationship of dependency between organizational management processes regarding people and knowledge, showing the positive effect of best practices of HRM on KM processes, as opposed to traditional or transactional practices.