How Does Human Resource Management Influence Organizational Outcomes? A Meta-analytic Investigation of Mediating Mechanisms

2012 ◽  
Vol 55 (6) ◽  
pp. 1264-1294 ◽  
Author(s):  
Kaifeng Jiang ◽  
David P. Lepak ◽  
Jia Hu ◽  
Judith C. Baer
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Organizational Outcomes ◽  
Analytic Investigation ◽  
Mediating Mechanisms

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 Towards a Generic Model of Human Resource Management

2021 ◽  
Vol 14 (7) ◽  
pp. 58
Author(s):  
H.H.D.N.P. Opatha
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Academic Discipline ◽  
Basic Research ◽  
Organizational Outcomes ◽  
Generic Model ◽  
Value Addition ◽  
Body Of Knowledge ◽  
International Body

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.

Institutional Approaches to Examining the Influence of Context on Human Resource Management

2021 ◽  
pp. 52-70
Author(s):  
Matthew M. C. Allen ◽  
Geoffrey Wood
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Social Inequality ◽  
Human Resource ◽  
International Institutions ◽  
Organizational Outcomes ◽  
Historical Institutionalism ◽  
Job Tenure ◽  
Business Systems ◽  
Research Perspectives

This chapter reviews three related, but distinctive, institutional approaches to human resource management (HRM) policies within organizations. The approaches view institutions, organizations, and their HRM policies as conceptually separate, but ontologically connected. In other words, they view context and HRM as intertwined, meaning that institutions play a key role in constituting what firms are and what HRM is in different contexts. The chapter reviews work on HRM within (1) the “varieties” approaches of the varieties of capitalism and business systems frameworks, (2) historical institutionalism, and (3) the regulationist framework. The chapter highlights the similarities among, as well as the differences between, these frameworks. In contrast to some other research perspectives, these institutional approaches add value to HRM analyses by explaining key variation among the nature of firms and how that variation influences important outcomes, such as HRM policies and practices, employees’ skill development, job tenure patterns, and social inequality. They also provide frameworks to address (1) how and why HRM changes and (2) how national and international institutions influence the types of HRM that firms adopt and their ability to achieve different objectives in contrasting locations. Individually and collectively, they demonstrate the importance of context on the nature of organizations, what HRM is, and the links between HRM and organizational outcomes.

scholarly journals Exploring the Relationship Between Human Resource Management and Organizational Performance in the Healthcare Sector

2015 ◽  
Author(s):  
Ian Kessler
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Organizational Outcomes ◽  
Developed Countries ◽  
Healthcare Sector ◽  
Research Stream ◽  
The Impact ◽  
The Relationship

This article examines the impact of human resource management (HRM) on organizational performance in the healthcare sector. It reviews the literature on the relationship between HRM practice and organizational outcomes in healthcare, as well as the current state of knowledge and debate on this relationship. It then considers how the HRM agenda in healthcare and its connection to organizational outcomes might be influenced by broad contextual factors, with particular reference to institutional developments mainly in the British National Health Service. It discusses public policy developments and the growing pressure faced by developed countries to address the performance of their healthcare systems, including workforce management issues, and considers research framed in large part by mainstream debates in the field of HRM with regard to the HRM-performance connection. Finally, it analyzes a more refined research stream that explores the association between patterns of staffing and various outcomes.

Human Resource Management Practices to Support Emotional Labor in Emergency Response

2015 ◽  
Vol 12 (4) ◽  
pp. 875-889 ◽  
Author(s):  
Sharon Mastracci
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Emotional Labor ◽  
Management Practices ◽  
Organizational Outcomes ◽  
Future Research ◽  
Self Awareness ◽  
Care Plans ◽  
Human Resource Management Practices

Abstract Based on a continuing program of research, this paper reveals several organizational measures needed if emotional labor is to be supported, including self-care plans, recruiting for self-awareness, and performance evaluations that capture more than a standard set of knowledge, skills, and abilities. The paper focuses on the experience of emergency responders, who work in extreme conditions that demand extensive emotional labor. Propositions are presented to link human resource management practices and individual and organizational outcomes; propositions that can inform future research and hypothesis testing in this area.

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