The Effect of Strategic Human Resource Management on Organizational Performance: The Mediating Role of High-Performance Human Resource Practices

2013 ◽  
Vol 52 (6) ◽  
pp. 899-921 ◽  
Author(s):  
Rebecca Mitchell ◽  
Shatha Obeidat ◽  
Mark Bray
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
High Performance ◽  
Strategic Human Resource Management ◽  
Human Resource Practices ◽  
Mediating Role

Strategic Human Resource Management and Organizational Performance

2012 ◽  
pp. 87-101
Author(s):  
P.C. Bahuguna ◽  
P. Kumari
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
High Performance ◽  
Business Environment ◽  
Strategic Human Resource Management ◽  
Historical Background ◽  
Strategic Fit ◽  
Hr Practices

The discipline of human resource management has progressed significantly over a period of time. Today it is being considered as the most critical source of competitive advantage to the firm. It has progressed to a strategic business partner. Various approaches and models of strategic human resource management have been developed within the framework of strategic human resource management. Like many theories of organization, none are complete. Rather being right or wrong each approach points to different aspect of the process needed to develop effective strategic human resource functions. The issue of fitting HR practices to business strategy has become increasingly relevant over few years. Therefore in the present study we have made efforts to highlight various issues which are relevant to the strategic HRM in the changing scenario of business environment. The present chapter has been divided into five sections. In the first part, the changes occurring in the business environment and its implications for human resource functionaries have been discussed. In the second section we have highlighted the changing role of human resource management. Historical background of strategic human resource management, its role in addressing the challenges of changing business scenario and determinants of strategic fit have also been presented in the second section. In the third section issues regarding the relationship of strategic human resource management with business performance have been discussed. In the fourth section we have made efforts to bring into notice those emerging future trends which might become key issues for high performance in the organization of new era. At last conclusions have been drawn that what needs to be done on the part of the HR functionaries and the organization itself to enhance the strategic fit between the various HR practices and the overall organizational strategic plan.

The nexus between diversity management (DM) and organizational performance (OP): mediating role of cognitive and affective diversity

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Shagufta Showkat ◽  
Siddharth Misra
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Diversity Management ◽  
Content Type ◽  
Mediating Role ◽  
The Impact ◽  
The Relationship

Purpose Present day organizations are considering workforce diversity as one of the main challenges in the human resource management. This study aims to find out the relationship between diversity management (DM) in the context of strategic human resource management (SHRM) and organizational performance (OP). An attempt is made to find out the mediation effect of cognitive diversity (CD) and affective diversity (AD) in the relationship between DM and OP. Design/methodology/approach The constructs investigated in the present study include DM, OP, CD and AD. Structural equation modeling has been used to test the model fit. The data was collected from 50 human resource professionals working in different organizations in the information technology (IT) sector in Bangalore, India. Confirmatory factor analysis has been used for establishing the reliability. Findings The results show that there exists a significant relationship between DM and OP. This significant positive relationship can be attributed to the mediating role of CD and significant negative relationship is because of the AD. Research limitations/implications This study has several limitations. In this study, only three DM practices have been considered. The generalization of the results is another limitation as the study has been conducted in the IT sector in Bangalore, India. Similarly, sample size also affects the implications of an empirical study and sample size in this study is small. This study has investigated only the impact of two aspects of diversity, cognitive and affective, while neglecting the effect of communicational and symbolic processes. Practical implications The results indicate that organizations must consider that by providing intercultural trainings (ICTs), work–life balance (WLB) and work-time flexibility options, the negative aspects of diversity can be minimized. Moreover, organizations should encourage the task conflict which leads to better decision-making as well as creates a sense of group identification, which may help in the avoidance of negative consequences of AD. Originality/value This study is undertaken to find out the effect of certain diversity-oriented SHRM practices such as flexible working times, WLB, ICT and its impact on the OP in the Indian IT industry. This study has investigated the mediating role of CD and AD on the relationship between diversity-oriented SHRM practices and OP, which is the novelty of this study. Third, the study has been undertaken considering that there is a dearth of research on the impact of AD and CD on OP in the Indian context.

Do high-performance human resource practices work? The mediating role of organizational learning capability

2017 ◽  
Vol 25 (02) ◽  
pp. 189-210 ◽  
Author(s):  
Pilar Jerez-Gómez ◽  
José Céspedes-Lorente ◽  
Miguel Pérez-Valls
Keyword(s):  
Organizational Learning ◽  
Human Resource ◽  
High Performance ◽  
Organizational Outcomes ◽  
Strategic Human Resource Management ◽  
Human Resource Practices ◽  
Learning Capability ◽  
Mediating Role ◽  
And Performance

AbstractThis study explores the relationship between high-performance human resource practices and organizational outcomes, using organizational learning capability as a mediating variable. By analyzing a sample of 85 Spanish companies in the chemical industry, the results suggest that the application of high-performance human resource practices is positively related to the development of organizational learning capability. This, in turn, is positively related to the financial and non-financial firm’s performance. The mediating role of learning capability is useful and should be considered in studies that analyze the link between human resource practices and performance, a central topic in the literature on strategic human resource management. Additionally, this study provides indications which can help companies design suitable conditions for promoting organizational learning capability, which is directly related to the development of human resource systems.

scholarly journals The Impact of Strategic Human Resource Management on Institutionalization Process

2017 ◽  
Vol 8 (2) ◽  
pp. 77
Author(s):  
YAVUZ YILMAZ ◽  
HAKAN KITAPCI
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Structural Equation ◽  
Strategic Human Resource Management ◽  
Equation Modeling ◽  
Mediating Role ◽  
The Impact

The purpose of this paper is to examine the mediating role of strategic human resource management between the mechanisms of institutionalization made up institutionalization process and the stages of institutionalization. This issue is researched in the light of data collected through a survey of 125 businesses with human resources department, which are in Kocaeli organized industry region. The assessment of the data is done with structural equation modeling. The analysis shows that strategic human resource management has a positive effect on institutionalization process. The main limitations of this study are the quantity and quality of sample and the number of data that are used in this study. While the researches that examine theoretically the relations between institutional theory and strategic human resource management exist, the hypothesis in this study is analyzed by using empirical data.    

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