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.

scholarly journals EFFECTS OF RECRUITMENT AND SELECTION AND PERFORMANCE OF PRIVATE SECONDARY SCHOOLS IN NYERI COUNTY, KENYA

2021 ◽  
Vol 8 (9) ◽  
Author(s):  
Nderitu Eunice Wangui ◽  
Makhamara Felistus
Keyword(s):  
Resource Management ◽  
Secondary Schools ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Social Exchange ◽  
Management Practices ◽  
Sampling Technique ◽  
Hrm Practices ◽  
And Performance

<p>Human resource management (HRM) practices entail policies, systems, and methods that govern workplace employees. They are the processes or functions applied to manage workers and direct them in an organization towards development. Some of the HRM practices include recruitment, screening, selection, development, training, and rewarding of staff. A number of studies to investigate the interaction between HRM practices and organizational performance have been conducted. Many of these studies have been done in the manufacturing or health sectors, with very few having been carried out in private secondary schools. This background is what has necessitated this study in order to investigate the effect of human resource management practices on the performance of private secondary schools in Nyeri County, in Kenya. The objectives of the study were to determine the effect of recruitment, staff development and reward practices on organizational productivity and performance. The study used four theories i.e. Resource-Based View, the Social Exchange Theories, McGregor’s theory X and Y, and the Human Capital to support it. The study targeted a population of 440 subjects. This included principals and their deputies, departmental heads, and classroom teachers of the private secondary schools in Nyeri County. The study adopted descriptive research design. The study applied stratified random sampling technique to pick schools for the research. Interview schedule was used for collecting data from principals, while data from the teachers was obtained through the utilization of questionnaires. The reliability of instruments in this study was established through Cronbach’s alpha, while they were validated through content, construct, and discussion with the supervisor. Descriptive statistics were utilized in the analysis quantitative data with the aid of Statistical Package for Social Sciences (SPSS) Version 20 to generate them. Qualitative data was analysed by thematic analysis, content analysis and discussion. The findings of the study were presented in frequency distribution tables. </p><p> </p><p><strong> Article visualizations:</strong></p><p><img src="/-counters-/edu_01/0886/a.php" alt="Hit counter" /></p>

THE INTERPLAY BETWEEN THE SOCIAL AND ECONOMIC HUMAN RESOURCE MANAGEMENT SYSTEMS ON INNOVATION CAPABILITY AND PERFORMANCE

2021 ◽  
pp. 2150074
Author(s):  
KONSHIK KIM
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Product Innovation ◽  
Innovation Capability ◽  
Hrm Practices ◽  
The Social ◽  
And Performance ◽  
Nature And Society ◽  
Main Effects

This study established the social and economic human resource management (HRM) systems and analysed their respective impacts and interplay on the innovation capability and product innovation. With 1,940 longitudinal samples over five waves, the results show that the effects of the social HRM system on the capability and performance of innovation are much stronger than the effect of the economic HRM system on innovation capability and product innovation. The findings also show that no congruence effects between the social and economic HRM systems on the innovation capability and product innovation were found in that the combined effects of the two HRM systems are not maximised when the levels of the two HRM systems are in agreement. Further, findings suggest that the main effects of the social HRM system can be supplemented with the economic HRM system in that the effects of the social HRM system tend to increase as the level of the economic HRM system increases. This study contributes to the understanding of the HRM system that has traditionally pursued one best bundle of HRM practices regardless of underlying principles and assumptions on human nature and society.

Human Resource Management Patterns of (Anti) Corruption Mechanisms within Informal Networks

2019 ◽  
Vol 38 (2) ◽  
pp. 177-193
Author(s):  
Maral Muratbekova-Touron ◽  
Tolganay Umbetalijeva ◽  
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Management ◽  
Human Resource ◽  
Peer Pressure ◽  
Social Recognition ◽  
Informal Networks ◽  
Network Ties ◽  
Hrm Practices ◽  
And Performance

In this article, we propose to comprehend the corruption mechanisms of tender bidding processes in terms of Human Resource Management (HRM) practices within informal networks. Taking the context of Kazakhstan, we analyze the behavior of individual actors as members of informal networks. Our analysis shows that both corruption and anti-corruption mechanisms can be explained in terms of HRM practices such as (camouflaged) recruitment (e.g., of powerful government officials via network ties), compensation (e.g., kickbacks for corruption; social recognition or shame for anti-corruption) and performance management (e.g., demonstrative punishment for corruption; extreme formalization, peer pressure or social sanctions for anti-corruption).

Sustainable electronic human resource management systems and firm performance: an empirical study

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Surajit Bag ◽  
Pavitra Dhamija ◽  
Jan Harm Christiaan Pretorius ◽  
Abdul Hannan Chowdhury ◽  
Mihalis Giannakis
Keyword(s):  
Resource Management ◽  
Theoretical Model ◽  
Firm Performance ◽  
Human Resource Management ◽  
South African ◽  
Human Resource ◽  
Structural Equation ◽  
Content Type ◽  
Hrm Practices ◽  
And Performance

PurposeThe authors aim to investigate whether ability electronic human resource management (e-HRM) practices, opportunity enhancing e-HRM practices and motivation enhancing e-HRM can possibly lead to development of sustainable e-HRM systems. Finally, the authors also examined if sustainable e-HRM systems can enhance firm performance.Design/methodology/approachThe model was developed using dynamic capability view perspective. The study tests theoretical model and presents findings by analysing data (partial least squares structural equation modelling method) gathered from 151 South African firms.FindingsThe findings indicate that ability enhancing e-HRM practices and motivation enhancing e-HRM practices can result in development of sustainable e-HRM systems, and findings also indicate that sustainable e-HRM systems can improve firm performance.Practical implicationsEmphasis is required on ability enhancing e-HRM practices and motivation enhancing e-HRM practices to develop sustainable e-HRM systems. Once workforce understand the complete benefits of e-HRM, they will start using this system on a regular basis for activities including goal setting, and performance measurement. The development of sustainable e-HRM systems will improve firm performance especially from cost control and customer satisfaction perspective.Originality/valueThis study advances the conceptual debate in the e-HRM domain through the development and testing of theoretical model.

scholarly journals DETERMINANTS OF STANDARDIZATION AND LOCALIZATION OF HUMAN RESOURCE MANAGEMENT (HRM) PRACTICES IN MULTINATIONAL COMPANIES’ SUBSIDIARIES: A REVIEW AND IMPLICATIONS

2021 ◽  
pp. 29-42
Author(s):  
Stephen James ◽  
Mawazo. H. Baruti
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Management ◽  
Human Resource ◽  
Industrial Relations ◽  
Multinational Companies ◽  
Host Countries ◽  
Hrm Practices ◽  
And Performance ◽  
The Individual

Standardization and localization are two debatable concepts in human resource management of Multinational Companies (MNCs) subsidiaries. Standardization involves conducting subsidiaries HRM practices in similar ways as conducted at headquarters of Multinational Companies while localization is adaptation of subsidiaries HRM practices to ways used by local firms in the host countries of subsidiaries. The objective of this paper was to explore determinants associated with standardization and localization of HRM practices in Multinational Companies’ subsidiaries. Method used was a review of literature retrieved from Google, Google Scholar and Jstor as electronic data bases. Interpretation of findings from the literature showed that there were various determinants associated with standardization and localization of HRM practices in Multinational Companies’ subsidiaries and mostly included: cultural and institutional factors, country-of-origin dominance and HRM approaches adopted by Multinational Companies for overseas subsidiaries. It was concluded that the national contexts of the parent and host countries as reflected in the individual determinants had a huge role to play in standardization and localization of HRM practices such as staffing, training and development, compensation, communication, job design, promotion, recognition, job security, industrial relations, and performance management among MNCs’ subsidiaries. The paper also provided implications to international human resource management practitioners. KEY WORDS: HRM practices, Localization, Standardization, Subsidiaries

HUMAN RESOURCE MANAGEMENT PRACTICES AND ITS IMPACT ON EMPLOYEE ENGAGEMENT AND PERFORMANCE IN AN ORGANIZATION A STUDY ON LABOUR FORCE IN MALAYSIA

2021 ◽  
Vol 5 (1) ◽  
pp. 29-35
Author(s):  
Dhivyabharathi Parabakaran ◽  
Masri Abdul Lasi
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Employee Engagement ◽  
Human Resource ◽  
Work Engagement ◽  
Management Practices ◽  
Hrm Practices ◽  
Human Resource Management Practices ◽  
And Performance ◽  
Work Empowerment

This research study is to investigate the Human Resource Management Practices (HRM) and its impact on employee engagement and performance in an organization. There are 4 variables that impact on employee engagement and performance which are (learning culture), (work empowerment), (reward and recognition) and (supervisor support) in an organization. The main objective of this research study is to explore the understanding towards the human resource management practices. The organization should be very friendly and supportive employees to create a strong bond between the employees and supervisor develop business strategies. Employee’s engagement and performance has come up with a new method to human resource management practices to stay competitively and effectively to improve performance towards the employees. In order to investigate the relationship between HRM practices and employee engagement and performance, I was designed a questionnaire and distribute the questionnaire to 150 respondents. The questions were stated in the questionnaire are from the previous researcher was done for the similar topic. The data was calculated using the SPSS statistics and excel is to found there is a significant relationship between the independent and independents variable. Also using regression analysis to analyse the result. The findings result indicate that there is a relationship among all independent variables which are learning culture, work empowerment, rewards and recognition and supervisor support have significant impact on employee’s engagement and performance. In conclusion, analysed that HRM practices have an impact on the employee work engagement and performance. The future researcher should study that the employers need to develop proper and well established HRM policies and regulations in order to success in huge work engagement and performance level among the employees.

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