Internal Commitment or External Collaboration? The Impact of Human Resource Management Systems on Firm Innovation and Performance

2013 ◽  
Vol 52 (2) ◽  
pp. 263-288 ◽  
Author(s):  
Yu Zhou ◽  
Ying Hong ◽  
Jun Liu
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Systems ◽  
Firm Innovation ◽  
External Collaboration ◽  
And Performance ◽  
The Impact

scholarly journals Additive Effects of Performance- and Commitment-Oriented Human Resource Management Systems on Organizational Outcomes

2019 ◽  
Vol 11 (6) ◽  
pp. 1679
Author(s):  
KonShik Kim ◽  
Tack-Hyun Shin
Keyword(s):  
Human Capital ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Social Sustainability ◽  
Organizational Outcomes ◽  
Management Systems ◽  
Additive Effects ◽  
Hrm Practices ◽  
And Performance

Exploring the duality and balance research on human resource management (HRM), this study established two different HRM systems or bundles based on distinct guiding principles—the performance-oriented HRM system and the commitment-oriented HRM system. This study investigated whether the performance- and commitment-oriented HRM systems or bundles with different philosophical backgrounds have their own independent and additive effects on organizational outcomes. The relationships between these HRM systems and organizational outcomes were examined with 1735 firm-period samples in the longitudinal setting. The empirical results show that the commitment-oriented HRM systems have independent and additive effects on organizational commitment and human capital. However, the performance-oriented HRM systems have no independent and additive effect on organizational outcomes. Our study also indicates that increasing the performance-oriented HRM practices can be redundant and unnecessary unless firms have sufficiently high levels of the commitment-oriented HRM practices. Given that the definition and measures of commitment-oriented HRM bundles nearly match the characteristics of sustainable HRM, we thus argue that the commitment-oriented HRM systems have more potential to improve not only organizational outcomes and performance, but also human and social sustainability, than the performance-oriented HRM systems.

Human Resource Management Systems and Work Engagement: Exploring the Impact of Employee Paternalistic Values

2020 ◽  
Vol 31 (4) ◽  
pp. 489-509
Author(s):  
Elaine Farndale ◽  
Zipporah Metto ◽  
Samer Nakhle
Keyword(s):  
Resource Management ◽  
Empirical Study ◽  
Human Resource Management ◽  
Human Resource ◽  
Work Engagement ◽  
Moderating Effect ◽  
Hard Work ◽  
Management Systems ◽  
The Impact ◽  
Strong System

Organizations implement high-commitment human resource management (HRM) systems to increase work engagement as they provide employees with a sense of being looked after in the workplace. This relationship is rarely considered alongside the responsibility of management to look after employees beyond the workplace too in return for hard work and loyalty, as represented by paternalistic values. This study, therefore, investigates the effect of high-commitment HRM systems on work engagement, mediated by employees perceiving the HRM system to be distinctive, consistent, and consensual (i.e., a strong system), and moderated by employee belief in paternalistic values. Based on an empirical study of 384 employees, high-commitment HRM is found to increase work engagement as hypothesized. However, HRM system strength does not mediate this relationship as expected and instead is associated with lower levels of work engagement. When testing for the moderating effect of employee belief in paternalistic values, when this is low, high HRM system strength leads to lower levels of work engagement. These findings imply that strong HRM systems may be perceived as intrusive, as paternalism may be, for employees with low belief in paternalistic values.

scholarly journals The Impact of Strategies Human Resource Management on Organizational Commitment. (An Applied Study on Employees in Jordanian Islamic Banks)

2020 ◽  
Vol 14 (4) ◽  
pp. 14
Author(s):  
Mohammad. A. O. Almutairi ◽  
Ayyoub. A. Alsawalhah
Keyword(s):  
Organizational Commitment ◽  
Resource Management ◽  
Human Resource Management ◽  
Performance Management ◽  
Human Resource ◽  
Human Resources Management ◽  
Islamic Banks ◽  
Applied Study ◽  
And Performance ◽  
The Impact

The present study aimed to explore the impact of strategies human resource management (SHRM) (recruitment, training, compensation, and performance management) on organizational commitment, An applied study on employees in Jordanian Islamic banks. It was found that the strategies human resources management in Jordanian Islamic banks is high. It was found that the employees’ organizational commitment level in Jordanian Islamic banks is high. There is a statistically significant effect at the level (α≤0.05) of strategies human resource management (employment, training, compensation and performance management) on organizational commitment (respect for values and ethics, willingness to commit to work, creative behavior at work), an applied study on employees in Jordanian Islamic banks. The researchers recommend: developing the strategies of the human resources management in a manner that is consistent with the external environment of the organization.

scholarly journals The impact of human resource management (hrm) practices on employee satisfaction level and performance

2021 ◽  
Vol 11 (3) ◽  
pp. 40-43
Author(s):  
Swaroopa Dubisetty ◽  
Sreenivasulu Reddy K
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Employee Satisfaction ◽  
Employee Retention ◽  
Retention Rate ◽  
Employee Performance ◽  
Hrm Practices ◽  
And Performance ◽  
The Impact

Human Resource Management is a significant function in a company designed to improve human resource performance in provision of their management strategic objectives. Human resource is primarily concerned with how workforces are maintained with in companies’ concentrating on plans, procedures and systems. This study focuses on Information Technology sector in India.This study analyzes the Human Resource Management (HRM) practices that increase employee satisfaction towards the company to enhance employee performance in the organization. Effective Human Resource practices can reduce employee turnover and increase retention rate within an organization. These practices are health and safety measures, Working environment, Welfare programmes, Training and Development, Compensation management, Reward management, Industrial relations, Work life balance, and Fringe benefits. The analysis identified the significance of employee retention practices to improve retention rate of IT organizations. The study targeted a sample of 615 respondents. A questionnaire was developed in this analysis with the help of previous studies or literature to measure the identified HR practices and related with employee retention. Samples were collected using questionnaire from 102 employees in order to test the hypothesis. ANOVA test was done using SPSS_v20 to find out the impact of Human resource practices variables on employee satisfaction level and performance. It was found that there was a significant relationship and identified major impact of reward management and compensation plans on employee performance whereas welfare programmes had less impact on employee performance.

scholarly journals The possibilities of artificial intelligence in the management of human resources in a free enterprise

2019 ◽  
Vol 6 (3) ◽  
Author(s):  
Tatiana Panteleeva ◽  
Eduard Arustamov ◽  
Artur Maksaev
Keyword(s):  
Artificial Intelligence ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Systems ◽  
Free Enterprise ◽  
Economic Paradigm ◽  
Modern Economic ◽  
The Impact ◽  
Positive Results

This article discusses the impact of artificial intelligence in human resource management in a market economy. The aim of the article is to study the main modern trends in the development and transformation of human resource management systems under the influence of artificial intelligence. It has been established that the use of artificial intelligence (AI) carries both advantages and threats, which requires the modern economic paradigm of being ready for the challenges of digitalization, the possibility of a quick transition to realizing the use of human creative abilities and creating the conditions for a qualitative transformation of the educational sector and labor market. In addition, the use of AI will allow to achieve positive results if clear tasks are formulated before him, and, conversely, it turns out to be unable to fulfill its goals in conditions of uncertainty.

scholarly journals The Influence of Management on Teacher Well-Being and the Development of Sustainable Schools

2021 ◽  
Vol 13 (5) ◽  
pp. 2909
Author(s):  
Esther Pagán-Castaño ◽  
Javier Sánchez-García ◽  
Fernando J. Garrigos-Simon ◽  
María Guijarro-García
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Negative Impact ◽  
Well Being ◽  
Structural Equations ◽  
Mediating Effect ◽  
Educational Performance ◽  
And Performance ◽  
The Relationship

Teaching is one of the professions with the highest levels of stress and disquiet at work, having a negative impact on teachers’ well-being and performance. Thus, well-being is one of the priorities in human resource management (HRM) in schools. In this regard, this paper studies the relationship between HRM, well-being and performance, observing the incidence of leadership and innovation in these relationships. The objective is to measure the extent to which it is necessary to encourage sustainable environments that promote the well-being of teachers and, by extension, students. The study used the methodology of structural equations and a sample of 315 secondary school teachers. The work validates the influence of leadership by example and information management on HRM and performance. In addition, we confirm the significant effect of human resource management on educational performance. The relationship is observed both directly and through the mediating effect on the improvement of well-being. On the other hand, the positive influence of innovation on performance, both in schools and in the classrooms, is reaffirmed. These results suggest the need to zero in on the human resources policies in schools linked to the improvement of teacher well-being and educational performance. They also highlight the role of school and classroom innovation as a key element in maintaining educational quality.

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