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The impact of human resource management practices on operational performance: recognizing country and industry differences
Journal of Operations Management
Abstract
The interest in strategic human resource management (HRM) has spawned a number of empirical research studies that investigated the impact of HRM practices on organizational performance. However, very little attention has been paid to address the impact of HRM practices on operations management and to generalize the findings across countries and industries. Success of some business decisions (e.g. globalization and merger and acquisition) necessitates recognition and reconciliation of the differences among HRM practices in different countries and industries. This study attempts to generalize the efficacy of seven HRM practices proposed by Pfeffer in the context of country and industry, focusing primarily on the effects of these practices on operations. The findings provide overall support for Pfeffer's seven HRM practices and empirically validate an ideal-type HRM system for manufacturing plants.
... While performance-based compensation can motivate employees, sometimes employees perceive it as a management mechanism to control their behaviour (Lawler and Rhode, 1976). In such a case, employees are less loyal and committed, thus compensation plans have the opposite than desired outcome (Ahmad and Schroeder, 2003;Rodrıguez and Ventura, 2003). ...
... Employees presumably want to be good at their jobs, but if they never receive any performance feedback, they may perceive to have a satisfactory performance when in fact they do not (Chow et al., 1999). Furthermore, information sharing fosters organizational transparency which reduces turnover (Ahmad and Schroeder, 2003) and forges synergistic working relationship among employees (Nonaka, 1994). ...
... When companies do provide job security, then empirical evidence suggests that it has a positive effect on to firm performance. Following Pfeffer (1998), Ahmad and Schroeder (2003) found that among others, job security impacts operational performance indirectly through organizational commitment. Delery and Doty (1996) studied the US banking sector and found some support for a positive relationship between employment security and firm performance. ...
Although the connection between firm growth and labour is well documented in economics literature, only recently the link between human resources (HR) and firm growth has attracted the interest of researchers. This study aims to assess the extent, if any, to which, specific HR practices may contribute to firm growth. We review a rich literature on the links between firm performance and the following HR practices: (1) job security (2) selective hiring, (3) self-managed teams (4) compensation policy, (5) extensive training, and (6) information sharing. We surveyed HR managers and recorded their perceptions about the links between HR practices and firm growth. Results demonstrated that compensation policy was the strongest predictor of sales growth. Results provide overall support for all HR practices except of job security. Eventually, selecting, training, and rewarding employees as well as giving them the power to decide for the benefit of their firm, contribute significantly to firm growth.
... www.ijafame.org Une revue sélective de la littérature permet de relever l'intérêt porté à la fidélisation suivant 4 principaux axes de recherche à savoir : la définition de pratiques de fidélisation (Giraud et al., 2012 ;Tsanga et Bekolo, 2018), l'identification des déterminants de la fidélisation des parties prenantes et leurs liens avec la performance financière (Jahmane, 2012 ;Boubakary, 2020), l'influence de la fidélisation sur la performance individuelle des salariés (Mahmoud, 2023) et, l'effet direct de la fidélisation sur la productivité (Arthur, 1994 ;Husselid, 1995 ;Ahmad et Schroeder, 2003 ;Becker et Huselid, 1998 ;Chrétien et al, 2005). Cependant, les résultats de ce dernier axe de recherche restent mitigés pour les tenants de l'approche de contingence (Harney et (Brousseau et Rallet, 1997). ...
... L'intégration de la flexibilité des heures de travail dans les mesures de fidélisation ne peut conduire à une amélioration de la performance en période de relative stabilité. Les résultats de cette étude convergent par ailleurs vers ceux de Ahmad et Schroeder (2003) d'après lesquels, l'insécurité de l'emploi et les différences de statuts ne permettent pas de valider un effet significatif sur la performance tant dans le cas d'un alignement aux processus technologiques que d'une absence d'alignement. De plus, suivant les spécificités des PME, les contraintes en ressources ont un effet positif et significatif sur la performance sociale. ...
Cette étude a pour objectif d’analyser le rôle des TIC sur la relation pratique de fidélisation des salariés et
performance des PME camerounaises en temps de crise sanitaire. Les données nécessaires à la réalisation de
l’étude proviennent d’une enquête par questionnaire auprès de 271 PME évoluant dans les secteurs de la
restauration, de l’hébergement, et du transport. À la suite du test des liens de multi colinéarité entre les variables
indépendantes de l’étude à l’aide de la statistique de khi carré, l’analyse de régression logistique multinomiale est
utilisée. Les résultats des tests de multi colinéarité ont révélé une absence de lien entre les variables de l’étude.
Les résultats des analyses économétriques montrent que l’adoption des TIC par certaines PME du secteur tertiaire
médie la relation entre les pratiques de fidélisation et la performance des PME. Plus spécifiquement, les PME
ayant adopté ou amélioré leur usage des TIC du fait de la pandémie COVID 19 sont parvenues à offrir à leurs
salariés, une plus grande sécurité de l’emploi et une flexibilité dans les heures de travail, améliorant ainsi leur
performance. Ce résultat soutien ainsi d’une part, la pertinence d’une approche de contingence dans la définition
des pratiques de fidélisation des salariés des PME en temps de crise et d’autre part, la nécessaire association des
TIC au dispositif de production et de ventes des PME camerounaises pour améliorer la performance. Les résultats
indiquent également que, les types de TIC orientent sur le type de pratiques de fidélisation a adopté par les PME.
... Thematic analysis within this theme would aim to explore the interconnectedness of these concepts and how they collectively contribute to our understanding of sustainable supply chain practices and their impact on economic and environmental performance. Researchers such as (Sousa & Voss, 2002;Ahmad & Schroeder, 2003;Frank et al., 2019) shed light on how operational practices are closely linked to sustainability and performance. Frank et al. (2019) explore Industry 4.0 technologies and their implementation patterns in manufacturing companies, highlighting the modern technological dimension of operational practices. ...
... Frank et al. (2019) explore Industry 4.0 technologies and their implementation patterns in manufacturing companies, highlighting the modern technological dimension of operational practices. Ahmad & Schroeder (2003) recognize the role of human resource management practices in operational performance, emphasizing contextual and industry differences. Additionally, Sousa & Voss (2002) provide a reflective review of quality management, bridging the understanding of how operational practices can contribute to overall performance. ...
The primary purpose of this study is to review and synthesize the extant literature on the various key Operations Management areas such as; Supply Chain Management (SCM), Total Quality Management (TQM) and Circular Economy (CE) to address the critical challenges faced by organizations and develop a comprehensive framework to improve overall operational performance; and to identify future research directions. A bibliometric analysis of 1877 articles (published 1998-May 2023) and a systematic literature review using Scopus as a reliable source of academic literature. The analysis was based on an insightful combination of descriptive, thematic, and content analysis techniques. The comprehensive investigation into SCM, TQM, and CE yields significant findings contributing to these domains' evolving research landscape. The key insights include the substantial growth in interest and recognition of these topics from 1998 to 2023, suggesting dynamic shifts in research focus. The study also reveals a symbiotic relationship between SCM, TQM, and CE, enhancing traditional operational dimensions and extending the focus to sustainability, resilience, and adaptability. The study also revealed methodological diversity, incorporating quantitative and qualitative approaches, adding depth to these findings, and providing a comprehensive understanding for future research endeavors. Finally, six critical future research directions are identified. The study's implications extend beyond its immediate findings, offering a roadmap for future research, guiding practical strategies in SCM, and contributing significantly to the theoretical foundations of SCM, TQM, and CE.
... Commonly employed techniques for organizing in mechanical engineering include: Industry 4.0, MACHINE-TO-MACHINE communication, Quality management, human resources management, top management support, technology management and strategic management (S. a. R. G. S. Ahmad, 2003), Lean, Six Sigma and Waterfall methodology. ...
... By deploying a large amount of machines that are typically wireless devices such as sensors, it is anticipated to greatly enhance human life. Specifically, the implementation of autonomous machine-to-machine communications with wireless capabilities is paving the way for a novel frontier in wireless communications and networking (S. a. R. G. S. Ahmad, 2003). There are numerous technological milestones and research opportunities to achieve wireless machine-to-machine (M2M) communication which will aid in organizing work for humans. ...
Certainly, in recent times, various management principles have been introduced across different fields. Management, regarded as a social science focusing on organization and administration, is broadly utilized across various sectors. Similarly, every domain has its unique management principles implemented in daily operations. However, these principles share common foundations, adapted to suit their specific intended purposes. This thesis elaborates management principles that are actively used in the machine and IT industry. These two industries are also complementary and use a combination of the same or similar principles with both industries. Similarity of management principles in both industries was determined, research was done on their real practical usage, as well as correlation between them. 1. INTRODUCTION Management is the process of planning and organizing the resources and activities of a business to achieve specific goals in the most efficient and effective way possible. A fundamental goal of management is to create value for the end user by helping people to be more productive and creative with shared strengths (S. Magretta, 2012). Efficiency in management refers to the correct completion of tasks at the lowest possible cost. Effectiveness in management refers to the completion of tasks within specified time frame to obtain tangible final results. Management in the machine industry involves the study of the performance of machines in addition to humans. The companies employ specialists who take care of keeping the machines in good working condition and ensuring the quality of their production, as well as specialists who organize and monitor the entire production process (R. J. Thomas, 1994). Project management in the IT industry is also an important part of software development, for organizations that rely on third-party software development (the development is done by external companies) as well as for those whose software is developed in-house. To ensure successful project management for managers responsible for software development, numerous research studies have been conducted in an attempt to determine the factors that lead to successful software project management (J. M. a. W. M. E. Verner, 2005). As time passed and research was conducted, it became evident that some of the management principles used in the IT industry can also be applied in the machine industry. For an extended period, traditional management approaches were utilized due to the inherent nature of the work, with the automated principles remaining unused. In conclusion, this research demonstrated that the machine industry can benefit from adopting specific work methodologies and incorporating structured frameworks. These approached will enhance team organization and improve the management of work processes. In the continuation of the paper, alongside managerial principles partially or fully implemented in the machine and IT industry the study presents research findings examining the practical adoption of work organization methodologies within the machine industry. It explores whether employees genuinely embrace structured work environments or still prefer the longstanding traditional management methods that do not result in high employee satisfaction. The research indicates that more than 90% of employees in IT companies currently employ specific modern management principles and tools to organize their work processes.
... According to the findings of a study conducted by Yusoff, Ramayah, and Ibrahim (2010), effective human resource management methods, such as training and development, considerably improve the job performance of academic staff members working at public institutions in Malaysia. In a similar vein, Ahmad and Schroeder (2003) conducted research that revealed that a supportive organisational learning culture had a favourable impact on employee performance as well as the effectiveness of institutions of higher education in Malaysia. The findings of this research highlight the significance of integrating human resource management and learning efforts in order to encourage the creation and internalisation of information, which will ultimately result in improved work performance. ...
... Human resource management practices such as selection, training and development, compensation, promotion, incentives, communication, employee engagement and reward management help managers to achieve enterprise performance. Ahmad and Schroeder (2018) found a positive influence of human resource management practices on enterprise performance. Thus, human resource management practices such as information sharing, employee engagement, promotion, reward management and training and development influence cost reduction, employee commitment, and performance of employees. ...
This study investigates the impact of Human Resource Management (HRM) practices on firm performance, focusing on the relationship between HRM practices and firm performance within the Electricity Company of Ghana. Utilizing a quantitative approach, data was collected from a sample of employees to analyze demographic features, including gender, age, and departmental distribution. The findings reveal that HRM practices such as Recruitment and Selection, Training and Development, Performance Management, Compensation and Rewards, and Employee Engagement significantly influence firm performance.The study highlights that a majority of respondents rated HRM practices positively, with mean values exceeding 4.00 on a scale of 1-5, indicating high levels of employee satisfaction with these practices. Notably, Performance Management and Compensation Rewards exhibited the strongest relationships with firm performance, with coefficients of 0.13 and 0.12, respectively. The regression analysis further confirms that these HRM practices positively affect overall performance, thereby enhancing organizational outcomes.Additionally, the research identifies challenges in implementing HRM practices, including limited resources and lack of leadership support, which hinder optimal performance. Recommendations for improvement include fostering strong relationships between HR managers and employees, investing in training and development, and aligning HRM strategies with organizational goals.This study contributes to the understanding of HRM’s role in enhancing firm performance and provides valuable insights for HR practitioners and policymakers aiming to improve organizational effectiveness in the Electricity Company of Ghana.
... Recent research emphasizes the importance of employee benefit packages as integral components of an organization's total rewards expenditure (Njanja et al., 2013). Ahmad and Schroeder (2003) have noted the growing significance, size, and diversity of employee benefits. These benefits serve as a binding factor that keeps satisfied employees within an organization (Oluyinka et al., 2012), motivating them to remain dedicated. ...
This research study examined the effect of rewards on employee performance in the Anambra State Broadcasting Service (ABS) in Awka, Nigeria, from 2015 to 2020. The theoretical framework of Expectancy Theory, developed by Vroom (1964), serves as the basis for understanding the relationship between rewards and employee motivation. The theory emphasizes the importance of attractive rewards, compensation aligned with expectations, and a high probability of achieving desired outcomes for job satisfaction. The study adopted a descriptive survey research design, collecting data from ABS staff through questionnaire and secondary sources. The sample size of 207 was determined using Taro Yamane's sampling technique. Data analysis involved descriptive analysis, linear and multiple regression analysis, and chi-square analysis. The findings revealed that recognition and fringe benefits significantly impacts employee performance in ABS. The study recommends treating employees fairly in terms of recognition and promotion opportunities and providing fringe benefits and creating of job security. The implementation of effective reward systems and management is crucial for enhancing employee morale, productivity, and organizational success. Addressing the challenges associated with rewards and reward management is necessary to improve employees' perception of rewards. These recommendations can contribute to achieving heightened productivity and meeting the individual needs of employees in ABS.
... Although an internally consistent HPWS plays a huge role to achieve superior organizational performance, many organizations have not been able to exploit its potential (Ahmad & Schroeder, 2003). A review of the literature shows that previous studies on the relationship between HPWS and organizational performance mainly focused on a single HPWS practice (Boon, Den Hartog, & Lepak, 2019;Gerhart & Milkovich, 1990;Keramatiyazdi, Alizadesani, & Hosseini, 2023). ...
... al., (2003) argues that organisations which implement HRM practices, tend to create an HRM department or open a position of HR Manager. HRM practices have a positive effect on the performance of the company which includes increase of quality, reduction in costs, and commitment (Ahmad & Schroeder, 2003 (Noe et. al., 2016). ...
A well-developed HRM system is a key to success in any organisation. Especially, in the hospitality industry, it is the key component in achieving sustained competitive advantage. This article is intended to identify the HRM practices' related issues along with the HR roles & functions practiced in local hotels of Uzbekistan. Focus group discussion has been applied as a research methodology. Theoretical framework of human resource management (HRM) practices shall be discussed as a basis for establishment of the effective HR system in the hotel, followed by conclusion and recommendations.
... The sustainable HRM practices were operationalized across five dimensions: recruitment and selection, reward management, training and development, job appraisal, and teamwork. Specifically, six items for recruitment and selection were adapted from [25,57,78,79]; four items for reward management were adapted from [16,25,80]; three items for training and development were adapted from [16,25,39,78]; three items for job appraisal were adapted from [16,25,78]; and four items for teamwork were adapted from [27,81]. Additionally, three items for artificial intelligence were adapted from [8,82], and three items for logistics agility were adapted from [8,83]. ...
Adopting innovative, systematically structured, and sustainable human resource management (SHRM) practices is essential for enhancing logistics agility and deriving sustainable development in logistics operations. This study examines the influence of sustainable human resources management practices on logistics agility with a mediating role of artificial intelligence (AI) in China’s logistics industry. Given the rapid growth and technological advancements in China’s logistics sector, this study employed quantitative research and convenience sampling techniques to collect data from 341 employees working in the industry. Smart PLS was used to test the proposed hypotheses through structural equation modeling (SEM). The study’s findings reveal that reward management, training and development, job appraisal, and teamwork significantly enhance logistics agility, while recruitment and selection show an insignificant impact. Similarly, the results reveal that sustainable HRM practices and artificial intelligence positively and significantly influence logistics agility. In addition, artificial intelligence substantially mediates the relationship between sustainable HRM practices and logistics agility. These findings offer valuable insights for HRM and logistics management, highlighting how AI can strengthen sustainable HRM practices to foster agility and improve logistics performance. The findings are particularly relevant for practitioners and policymakers aiming to enhance sustainability and efficiency in the logistics sector.
... Guest (1997) developed the typological model showing the relationship between the HR practices and HRM outcomes, behavioral outcomes, organizational outcomes, and financial outcomes. Ahmad and Schroeder (2003) attempted to generalize the findings of the impact of seven HRM practices, proposed by Pfeffer (1998), on operations management across countries and industries. The findings provide overall support for Pfeffer"s HR practices. ...
This book entitled: "Human Resource Management Practices and Organizational Performance in Pharmaceutical Companies of Nepal" is an outcome of research in the field of human resource management in the Nepalese context. The purpose of this book is to present the realities of human resource management practices in pharmaceutical companies and the organizational performance of these companies. This book is useful for industry practitioners and students of management discipline. This research aims to examine the HRM practices (human resource planning selection, training, performance appraisal, and career planning, compensation, and employee participation) of pharmaceutical companies of Nepal and to what extent do these practices contribute to organizational performance. This research also intends to assess whether knowledge management and learning organizational play a moderating role in between best HRM practices and organizational performance in the Nepalese context or not.
To achieve the research objectives, a set of research questions were developed for collecting opinions and the research hypotheses were made to explore the opinions of employees of the pharmaceutical industries. The self-administered questionnaires had been distributed to employees working in different pharmaceutical industries. The study had followed a quantitative research method. For the study purpose, a descriptive research design was used. Descriptive statistical tools such as frequencies, mean, standard deviation were used to assess the perception of organizational performance and employee work outcomes. Similarly, correlation coefficient and regression were used as statistical tools. To prove the assumptions of the regression model, the Kolmogorov Smirnov test is used for normality test and multicollinearity is tested using collinearity statistics (VIF). Factor analysis and some of the inferential statistics such as Analysis of Variance (ANOVA), were used to analyze the data. A purposive sampling technique was followed to gather the perceptions of the respondents. This study had covered 47 pharmaceutical industries. The total sample size of respondents was 576.
The findings indicate that high levels of Human Resource Planning practices are accompanied by HR selection, employee engagement, compensation, performance appraisal, and career planning, as calculated by the mean value. The lowest mean of training, on the other hand, reveals a low standard of training practices among Nepalese employees. The results show that the perception of the employees in terms of financial performance and non-financial performance in terms of quality and customer satisfaction is higher than financial performance among Nepalese pharmaceutical companies. The knowledge management practice and learning organization perspectives were an average level in all surveyed companies.
The study found that there was a significant correlation between all indicators of HRM practices with financial and non-financial performance, knowledge management (KM) with the organizational performance, learning organization (LO) with the organizational performance. The KM and LO could play a moderating role in the relationship between the HRM practices and organizational performance. In this situation, the LO had a more effective role than KM.
Finally, the study found that there was a moderate level of HRP practices as well as organizational performance in the selected pharmaceutical companies of Nepal. The very less effect and contribution of HRM practices, KM and LO were observed from the study. The result is moderately satisfactory so it strongly recommends improving all the indicators of human resource management practices, knowledge management, and learning organization for the betterment of organizational performance.
... Moreover, Jawaad et al. (2019) argue that employees' high organizational commitment is an affirmative reflection of sound HRM practices employed in organizations to nurture and foster the links between organizational and employee objectives. In addition to that, organizational commitment is an intangible outcome and consequence of HRM practices and is imperative in retaining employees and exploiting their potential to the fullest extent over time (Ahmad and Schroeder, 2003). ...
... • Task-related training for employees. This scale measures the extent to which organizations regularly invest in updating and upgrading employee skills (e.g., technical skills, trouble-shooting skills) and knowledge related to the processes, machines, or equipment through systematic and structured learning activities (Ahmad and Schroeder 2003;Liu et al. 2006;Agostini and Filippini 2019). Human resource managers evaluated this scale. ...
Drawing on contingency theory, this study empirically investigates how psychological safety enhances improvement capability (including its maintenance and improvement dimensions) across different levels of manufacturing complexity (product complexity and process complexity). Using a cross-sectional dataset of 330 manufacturing plants from the 4th round of the High-Performance Manufacturing Project, we tested the proposed relationships through moderation analysis. The results indicate that psychological safety has a strong positive impact on improvement capability, particularly in the improvement dimension. Unexpectedly, the findings do not support the moderating effect of manufacturing complexity on the relationship between psychological safety and improvement capability. However, a post hoc analysis reveals that product complexity negatively moderates the relationship between psychological safety and the improvement dimension, suggesting that the effect of psychological safety on the improvement dimension is less salient under conditions of high product complexity. Our findings contribute to continuous improvement and psychological safety literature in two ways: (1) by integrating continuous improvement literature and positive organizational scholarship to empirically examine the facilitating role of psychological safety on improvement capability, and (2) by empirically investigating the efficacious of psychological safety in facilitating improvement capability across different levels of manufacturing complexity.
... Eğitim örgütlerinin hedeflere ulaşmasında, etkili ve verimli çalışmasında da uyumsal performans önem kazanmaktadır. Uyum güçlendikçe performans artmakta ve çalışanlar motive olmaktadır (Ahmad ve Schroeder, 2003). Motivasyon sonucu oluşturulan uygun öğrenme ortamları, öğrenenlere empati, anlayış, saygı ve doğru anlama becerisi sağlar. ...
Modern dünya ile birlikte yeniliğe ve değişime uyum sağlamak gittikçe önemli hale gelmeye başlamıştır. Hedeflerine başarılı bir şekilde ulaşmak isteyen örgütler için iş performansı daha fazla önem kazanmıştır. Örgütler için en değerli kaynak insandır. Eğitim örgütlerindeki performansı gösterecek olanlar şüphesiz öğretmenlerdir. Eğitim kurumları da değişen yapılardan biri olması sebebiyle bu örgütlerdeki değişimi yaşayacak, uyum sağlayacak olan yine öğretmenlerdir. Çünkü öğretmenler iş performansı ve gösterecekleri uyum ile eğitimin kalitesini etkileyerek eğitim sisteminin gelişmesine katkıda bulunacaklardır. İstenen düzeyde uyumsal performans gösteren öğretmenler kurumlarında istenen başarıyı sağlamış olacaklardır. Bu nedenle çalışmada sınıf öğretmenlerinin algıladıkları uyumsal performansların incelenmesi amaçlanmıştır. Araştırmanın örneklemini 391 sınıf öğretmeni oluşturmuştur. Araştırmada veriler “Öğretmenlerin Algıladıkları Uyumsal Performans”, “Okul Kültürü Ölçeği” ve kişisel bilgi formu aracılığıyla toplanmıştır. Verilerin analizinde t testi, tek yönlü varyans analizi, Kruskal-Wallis testi, Pearson Momentler Çarpımı korelasyonu ve çoklu doğrusal regresyon kullanılmıştır. Araştırma sonucunda uyumsal performansın beklenmedik durumları yönetme alt boyutunda, yalnızca çalışma yılı değişkenine göre 26-30 yıl çalışan öğretmenler lehine anlamlı bir fark olduğu saptanmıştır. Kişiler arası ve kültürel uyum gösterme alt boyutunda ise kadın, lisansüstü mezunu, 1-5 yıl ve köy/mahallede çalışan öğretmenler lehine anlamlı farklılık bulunmuştur. Kadın ve 1-5 yıl çalışma yılı olan öğretmenlerin problemlerle başa çıkma düzeylerinin diğer öğretmenlere göre anlamlı düzeyde düşük olduğu belirlenmiştir.
... Human resources management are widely acknowledged as key elements that contribute to the success and performance of humanitarian organisations (Karami et al., 2004;Luthans & Luthans, 1997;Peace II & Robinson, 1997). Human resources management are considered to be the most important asset of a humanitarian organisation, but very few humanitarian organisations can fully harness the potential (Ahmad & Schroeder, 2003). However, contemporary humanitarian organisations are keen to attract talents to achieve their business vision. ...
This conceptual paper delves into the realm of humanitarian operations by examining the preparedness and response of humanitarian organizations in logistics during disasters. Drawing upon the principles of resource-based theory and stakeholder theory, the study employs a questionnaire as the primary data collection tool. The targeted sample comprises individuals directly involved in disasters, including government agencies such as the Malaysia Civil Defence Force (APM) and non-governmental organizations (NGOs) registered with the National Disaster Management Agency (NADMA) in Malaysia. To evaluate the proposed formative-reflective model, path modeling and bootstrapping techniques are employed using Smart PLS version 3.0. The core objective of this conceptual paper is to provide insights and a theoretical foundation for understanding the relationship between logistics preparedness and the performance of humanitarian operations, as perceived by humanitarian organizations operating in Malaysia.
... An organization will choose the proper operational performance benchmarks to measure and create the environment necessary to achieve the goals after defining its corporate strategy (Schroeder, 2018). To increase overall production efficiency within a manufacturing company, it is crucial to know the operational performance targets . ...
... An organization will choose the proper operational performance benchmarks to measure and create the environment necessary to achieve the goals after defining its corporate strategy (Schroeder, 2018). To increase overall production efficiency within a manufacturing company, it is crucial to know the operational performance targets . ...
... Further, organizations adopt HR practices, which are aligned with its strategic objectives, and prove to be economically beneficial to the organization (Subramony, 2006). HRM practices were found to have an impact on the organizational performance in terms of operational performance measures such as unit cost, quality, delivery, flexibility, and speed of launching new products and intangible performance measure such as organizational commitment (Ahmad & Schroeder, 2003). Human resources must be selected carefully after proper consideration, which is essential for its development. ...
This book has a collection of 20 chapters and was published during the I HOST 6 Conference organized by GD Goenka University, Gurugram, India.
... Perceptions of HRM practices have been found to be more influential than the actual practices in fostering employee commitment (Kinicki et al., 1992). Scholars and practitioners in management have dedicated significant efforts to better understand HRM practices and their impact on employee performance and organizational goals (Ahmad and Schroeder, 2003). ...
Purpose
This study aims to investigate the relationship between high-commitment human resource management (HCHRM) practices and emigration intentions in a developing country context. It further examines the mediating roles of perceived organizational support (POS) and job satisfaction in this relationship.
Design/methodology/approach
Using the survey method, data were collected online from 407 employees. Structural equation modeling (SEM) in Amos v. 23 was conducted to scrutinize the structural relationships among the variables.
Findings
The study revealed that HCHRM practices do not directly impact emigration intentions. However, they do significantly influence POS, which, in turn, has a positive effect on job satisfaction. Consequently, HCHRM practices indirectly affect emigration intentions through the serial mediation of POS and job satisfaction.
Research limitations/implications
While this study provides valuable insights into the intricate dynamics of HCHRM practices, organizational support, job satisfaction and emigration intentions, it has certain limitations, such as its specific focus on Kosovo and its reliance on cross-sectional data. Future research could explore these relationships in diverse settings and use longitudinal designs for a more profound understanding.
Originality/value
To the best of the authors’ knowledge, this study represents the first empirical investigation into the connection between HCHRM practices and emigration intentions within a developing country context. It underscores the significance of considering not only specific HRM practices but also broader contextual factors and mediating mechanisms, shedding light on how HCHRM practices influence employee intentions to emigrate. The findings provide a unique perspective for organizations and policymakers dealing with emigration challenges in developing countries.
... • Management/administration. They advised against using overall performance ratings for evaluating performance and recommended that studies should look at each of the eight performance parameters separately because the "general factor cannot possibly represent the optimum fit". In the same vein, Ahmad and Schroeder (2003) agreed that there is a benefit to employing a single, universal component because the 'generic factor cannot possibly reflect the greatest fit' when evaluating performance. They advised against using overall performance ratings and recommended that research instead should look at the eight qualities of performance independently. ...
Leadership is an infinite and tremendously complex term that cannot be captured comprehensively. Different leadership styles exist to correspond with various organisational conditions, and each of those styles only functions well where the leader has a vision of what has to be accomplished, is able to communicate such to the others, and develops strategies for achieving the goal. There is no known best leadership style, a style that can be said to be effective would have to combine other styles depending on the situation that has to be addressed. The best or most effective leadership style is one that produces desirable results for individual workers and the organisation. Leadership style determines how well employees perform, but there are other elements outside leadership style that may be contributory to employees' performance. Managers, people in position of authority must comprehend the issues and develop strategies to motivate, retain and inspire people to put in more effort and go the extra mile, if it is to preserve growth and accomplish more goals.
... • Management/administration. They advised against using overall performance ratings for evaluating performance and recommended that studies should look at each of the eight performance parameters separately because the "general factor cannot possibly represent the optimum fit". In the same vein, Ahmad and Schroeder (2003) agreed that there is a benefit to employing a single, universal component because the 'generic factor cannot possibly reflect the greatest fit' when evaluating performance. They advised against using overall performance ratings and recommended that research instead should look at the eight qualities of performance independently. ...
Leadership is an infinite and tremendously complex term that cannot be captured comprehensively. Different leadership styles exist to correspond with various organisational conditions, and each of those styles only functions well where the leader has a vision of what has to be accomplished, is able to communicate such to the others, and develops strategies for achieving the goal. There is no known best leadership style, a style that can be said to be effective would have to combine other styles depending on the situation that has to be addressed. The best or most effective leadership style is one that produces desirable results for individual workers and the organisation. Leadership style determines how well employees perform, but there are other elements outside leadership style that may be contributory to employees’ performance. Managers, people in position of authority must comprehend the issues and develop strategies to motivate, retain and inspire people to put in more effort and go the extra mile, if it is to preserve growth and accomplish more goals.
... The second motivation of this study is to observe the effects of HRM practices on operational performance and firm performance in a single model. Past researches focused on either operational performance (Ahmad & Schroeder, 2003) or organizational performance in separate studies. ...
Objectives: An attempt is made to examine HRM Practices adopted by Indian SMEs and Its Impact on Firm’s Performance & Productivity of manufacturing SMEs Registered under Chamber of Commerce and Industries of Gujarat.
Research Methodology: A mail survey was developed and distributed to owner(s)/manager(s) in manufacturing SMEs in the state of Gujarat. One thousand questionnaires were distributed among the SMEs registered in the state of Gujarat under the definition of MSME Act’2006. Two hundred twenty-six (226) questionnaires completely filled were received that is equivalents to twenty two point six percent (22.6%) response rate. The owner(s)/manager(s) was (were) asked the level of adaptation of Eight (8) HRM related practices, namely, HR Planning, Staffing, Incentives, Training, Performance Appraisal, Training, Teamwork, Employee Participation, & CSR practices towards employees employed during the past three years. In relation to these practices they were asked to reveal their perception about the Operational Performance, Non-financial and financial performance during the same period. It was based on the questionnaire administered. HRM Practices & Operational Performance is taken as independent variables while Firm’s Performance is taken as Dependent Variables, years of operations of firm are taken as control variables. SEM and Multivariate Analysis techniques used for data analysis.
Findings: Real results bring more interesting findings in terms of practical implications to the industries. As Pearson Product moment Correlation study supports the strong correlation between HRM practices and firm’s Operational Performance as well as Firm’s Performance. Multiple Regression Analysis among HRM practices and firm performance revealed positive impacts. While Moderating effects of Management Style on HRM practices suggests that, SMEs are having mixed management style where it need to have decentralization in their decision making style to make the firms globally competitive in this fast changing world. Research study finds weak culture in SMEs. It suggests lack of trust among employees and weak employee- employer relations. Hence the present research study is set as a lamp post for viewing usage of Human Dimension of SMEs and its potential to improve SMEs performance financially as well as strategically.
Implication: While investigate the relationship between HRM practices and Operation Performance, it is found positive relationship between HRM practices and operational performance. Adopting these strategies align to HRM strategies, firms can reduce work error, scrap rate, bottleneck of production process through preventive maintenance of machines. As a results cost is cut, quality is improved and customer satisfaction is increased through high quality and low cost and on time product delivery.
Key Words: HRM practices, Operational Performance, Firm Performance, Financial and Non-Financial Performance.
... The existing literature has made it evident that effective management of human resources was positively associated with organisational success (Huang, 2000;Gibb, 2000;Harris and Ogbonna, 2001;Wang and Shyu, 2008) and plays significant role in formulating and implementing organisational strategy (Zaim, 2016). Several studies investigated the impact of HRM on organisational outcomes such as employee turnover, job satisfaction, productivity, OC, and financial performance (Harris and Ogbonna, 2001;Ahmad and Schroeder, 2003;Madanat and Khasawneh, 2018). ...
... Many of the HR practices individually can be seen influencing the outcomes of an organization as well as when they are combined with others. The results however have not been so much clear to interpret (Ahmad & Schroeder, 2003). ...
The current research study investigated the relationship between HRM Practices and teacher performance among higher education teachers in Quetta. It was hypothesized that there is likely to be a relationship between HRM Practices itself and with Teacher performance, and HRM Practices likely to predict teacher performance. It was correlational (cross-sectional) research design. The data from 765 participants from different universities in Quetta was collected. The analysis revealed significant correlation between five different HRM practices. The student evaluation and CGPA also found to be correlated revealing significant effect of HRM practices on teacher performance. HRM practice was found a predictor of teacher performance. The study helps incorporating HRM practices in higher education system and it shows which area of HRM practices are to be incorporated for an effective performance outcome of the teachers.
... This includes the strategic recruitment of new employees, extensive training and development efforts, effective performance evaluation and competitive rewards based on accomplishments (Barsoumian, 2023;Ployhart and Moliterno, 2011;Stiles and Kulvisaechana, 2003). Over time, multiple researchers have demonstrated that human capital investments hold the potential to significantly influence organisational objectives and outcomes, such as heightened productivity (Black and Lynch, 1996;Huselid, 1995;Jin et al., 2023), improved manufacturing performance (AlQershi, 2021;Danilwan and Dirhamsyah, 2022;Teo et al., 2011), enhanced operational performance (Ahmad and Schroeder, 2003;Bendickson and Chandler, 2019;Crook et al., 2011), better overall organisational performance (Alnachef and Alhajjar, 2017;Delaney and Huselid, 1996;Marchiori et al., 2022;Seleim et al., 2007) and individual performance (Crook et al., 2011;Meyer et al., 2004;Schuth et al., 2022). Hamadamin and Atan (2019), Hatch and Dyer (2004) and Danvila del Valle and Sastre Castillo (2009) assert that investments in human capital have the potential to create a lasting, sustainable competitive advantage for the organisation. ...
Purpose
This study aims to investigate the implementation of lean human resource management (HRM) practices in manufacturing small- and medium-sized enterprises (SMEs) and explore how various factors interact to influence their successful adoption. By exploring the interplay among these factors, the research seeks to identify key drivers affecting the adoption of lean HRM in manufacturing SMEs. Ultimately, the research intends to provide insights that can guide organisations, practitioners and policymakers in effectively implementing lean HRM practices to enhance operational efficiency, workforce engagement and competitiveness within the manufacturing SME sector.
Design/methodology/approach
The study combined total interpretive structural modelling (TISM) and Matrice d'Impacts Croisés Multiplication Appliquée à un Classement (MICMAC) analysis. TISM helped in understanding the hierarchical relationship among different factors influencing lean HRM implementation, whereas MICMAC analysis provided insights into the level of influence and dependence of each factor on others.
Findings
The research revealed that “top management support” emerged as the most independent factor, indicating that strong support from top management is crucial for initiating and sustaining lean HRM practices in manufacturing SMEs. On the other hand, “employee involvement and empowerment” was identified as the most dependent factor, suggesting that fostering a culture of employee engagement and empowerment greatly relies on the successful implementation of lean HRM practices.
Research limitations/implications
While the study provided valuable insights, it has certain limitations. The research was conducted within the specific context of manufacturing SMEs, which might limit the generalizability of the findings to other industries. Expert opinions introduce subjectivity in data collection. Additionally, the study may not cover all critical factors, allowing room for further exploration in future research.
Practical implications
The findings have practical implications for manufacturing SMEs aiming to implement lean HRM practices. Recognising the pivotal role of top management support, organisations should invest in cultivating a strong leadership commitment to lean HRM initiatives. Furthermore, enhancing employee involvement and empowerment can lead to better adoption of lean HRM practices, resulting in improved operational efficiency and overall competitiveness.
Originality/value
This research contributes to the field by offering a comprehensive exploration of the interplay among factors influencing lean HRM implementation. The use of TISM and MICMAC analysis provides a unique perspective on the relationship dynamics between these factors, allowing for a nuanced understanding of their roles in the adoption of lean HRM practices in manufacturing SMEs. The identification of “top management support” as the most independent and “employee involvement and empowerment” as the most dependent factors adds original insights to the existing literature.
... Numerous factors, including a shortage of funding, incentives, promotions, and a supportive work atmosphere, contributed to the performance of the institutes being compromised in terms of quality (Kavyashree et al., 2023). According to the research in the field of human resources, HRM practices are linked to successful functioning (worker efficiency and organization flexibility) and high-caliber performance results (Abdullah, Ahsan, & Alam, 2009;Ahmad and Schroeder, 2003). ...
In the current business environment, organizations are giving a lot of attention to employee engagement. Therefore, the present study’s goal was to examine the connection between skill, motivation, and opportunity -enhancing HRM practices and employee engagement with respect to academic staff working in higher education, Sindh, Pakistan. The studyemploys a quantitative research design based on SPSS and Smart PLS. Data were gathered from 307 academician working in the staff working in higher education Sindh, Pakistan. The survey approach was used to gather the data for the cross-sectional research. The findings of the study show a connection between employee engagement and HRM practices. Organizations’ HRM practices gave employees more authority and engagement, which improved their performance in their jobs. The findings of the study suggest that for universities to succeed in the long run, skill, motivation, and opportunity enhancing HRM practices should be prioritized. Therefore, organizations should concentrate on and efficiently apply human resource management practices to increase employee commitment and engagement physically, cognitively, and emotionally with their work. This study extents social exchange theory, it also offers universities insight into the significance of having efficient HRM procedures to raise academicians' levels of commitment to their jobs.
... The researcher used the simple random sample method in distributing the questionnaire forms to employees on the assumption that the community is homogeneous. Therefore, the researcher used the simple random sample, and then the appropriate sample was drawn, as the sample size reached (177) employees, which represented the study population 15 . ...
The aim of the research is to identify the impact of human resource management practices used on theexchange of tacit knowledge, which were represented in each of (the practice of recruitment, selection andappointment, training practice, and the practice of motivation). The management of human resources isan effectiveness on which the future strategy of the organization depends, since previous decades, strongcompanies were those companies that possessed machines, technology and materials where the humanelement was insignificant and was treated as machines without taking into account its potential, feelings,development and capabilities, witnessing the economic market An accelerated daily development, and throughthis, the important role played by the human resources department in raising the performance of employeesis evident, as it provides the specialized and efficient human element that affects the organization and itsperformance. The main objective of this research is to indicate the effect of human resource managementpractices on the sharing of implicit knowledge of managers, as well as to explain the importance of implicitknowledge in employee formation in reaching executive positions in a business organization. The topic ofknowledge management has received great attention all over the world by academics, including writers,researchers, and executives from managers and officials, due to the economic and competitive advantagesthis practice achieves, bearing in mind that the most important goal of this research revolves around thebusiness organization. It is one of the most important keys to the success of the organization, and thus itis a source of competitive advantage and its importance is widely accepted at the present time. Therefore,many individuals in executive positions acknowledge that knowledge creation has an important role in theircompanies. The trend towards knowledge management began in the 1990s, when companies are now beingurged to consider knowledge creation as a source of success, because the tremendous benefit that knowledgemanagement promises is innovation.
... Several studies have highlighted the need to look at how GHRM influences women's entrepreneurship (Iram et al., 2021;Kobeissi, 2010). In a similar vein, less consideration has been paid to figuring out the fundamental processes due to which GHRM practices in women's entrepreneurship can produce advantageous outcomes (Ahmad and Schroeder, 2003). Nguyen and Bryant (2004), for instance, examined the relationship between the GHRM formality component and the owner's evaluation of the company's success. ...
Purpose-In 2016, Kingdom of Saudi Arabia (KSA) initiated Saudi Vision 2030, an ambitious plan to lessen the country's dependency on fossil fuels and increase economic diversification. The Vision 2030 framework strives to establish a thriving economy, a vibrant society and an ambitious nation. This study aims to investigate the role of green service innovation (SI) and green work engagement (WE) in mediating the nexus between green human resource management (HRM) and green creativity (GC) under conditional role of spiritual leadership (SL). Design/methodology/approach-A survey was done of 300 female intrapreneurs working in the organization within Saudi Arabia. This study has collected data via stratified random sampling technique. The framework was tested using PLS-SEM software. Findings-The findings reveal that WE fully intervenes the nexus between green HRM and GC. Moreover, SL positively moderates the nexus between green HRM and SI. Originality/value-Thus, based on findings, it is recommended that female intrapreneurs prioritize environmentally responsible operations to gain and sustain competitive edge over rivals in Saudi competitive market.
... Several studies have highlighted the need to look at how GHRM influences women's entrepreneurship (Iram et al., 2021;Kobeissi, 2010). In a similar vein, less consideration has been paid to figuring out the fundamental processes due to which GHRM practices in women's entrepreneurship can produce advantageous outcomes (Ahmad and Schroeder, 2003). Nguyen and Bryant (2004), for instance, examined the relationship between the GHRM formality component and the owner's evaluation of the company's success. ...
Purpose
In 2016, the Kingdom of Saudi Arabia (KSA) initiated Saudi Vision 2030, an ambitious plan to lessen the country's dependency on fossil fuels and increase economic diversification. The Vision 2030 framework strives to establish a thriving economy, a vibrant society, and an ambitious nation. This study aims to investigate the role of green service innovation (SI) and green work engagement (WE) in mediating the nexus between green human resource management (HRM) and green creativity (GC) under the conditional role of spiritual leadership (SL).
Design/methodology/approach
A survey was done of 300 female intrapreneurs working in the organization within Saudi Arabia. This study has collected data via a stratified random sampling technique. The framework was tested using PLS-SEM software.
Findings
The findings reveal that WE fully intervene in the nexus between green HRM and GC. Moreover, SL positively moderates the nexus between green HRM and SI.
Originality/value
Thus, based on findings, it is recommended that female intrapreneurs prioritize environmentally responsible operations to gain and sustain a competitive edge over rivals in the Saudi competitive market.
The purposeofstudying innovative techniques andthe role ofHumanResource Management in the hospitality industry is to understand how HR practices can contribute to the success of hotels, restaurants, and other hospitality businesses. It's allabout finding new ways to attract, train, and retain talented employees while also ensuring that they deliver exceptional guest experiences. It's a fascinating area to explore!
Purpose
This purpose of this study is to explore the connection between organizational innovation novelty and operational performance. Grounded in the resource-based view and dynamic capabilities theory, the authors hypothesize that while initial increases in innovation novelty improve performance, excessive novelty can strain resources and capabilities, leading to diminishing returns. The authors also examine how innovation intensity and external communication moderate this relationship.
Design/methodology/approach
The study adopted a quantitative approach, and survey data was collected from 203 humanitarian organizations from Ghana.
Findings
Data collected from 203 humanitarian and relief organizations (HROs) operating in Ghana support the proposed positive relationship between innovation novelty and efficiency performance, although this was not observed in disaster responsiveness. Moreover, both innovation intensity and external communication positively influence this relationship, enhancing the beneficial effects of innovation novelty on operational performance when present at high levels.
Research limitations/implications
This study contributes to the literature by providing detailed insights into how innovation novelty affects HRO operational performance and underscores the critical roles of innovation intensity and external communication.
Practical implications
The study suggests that HROs should introduce and scale innovative initiatives cautiously, using incremental, phased approaches to ensure efficiency. High-intensity innovations can reduce flexibility during disaster response, so managers should maintain low-to-moderate intensity. External communication is crucial for efficiency performance, but localized, on-the-ground communication systems are essential. Strategic resource allocation is essential, with low-cost, high-impact innovations prioritized during early crises. Building innovation portfolios that balance radical innovations with smaller, incremental ones can help HROs remain agile and responsive in both stable and crisis periods.
Originality/value
This study explores the relationship between innovation novelty at both moderate and extremely high levels, and how it drives disaster responsiveness and operational efficiency under different conditions of innovation intensity and external communication.
Manufacturing sector is salient to the Kenyan economy, with a total workforce of 13% in the formal sector and 1.4 million labour-force in the informal sector. Despite the significance, its contribution to the regional market is low at 7% export and GDP remains stagnant at 10% since 1960s. This has raised the concerns about Kenyan manufacturing sector's performance in relation to effectiveness. Previous studies in Kenya have focused on strategic human resource management practices and firm performance. While the HRM practices-firm effectiveness relationship is key to the growth of any sector, no research has been undertaken in consumer goods manufacturing firms in Kenya. The main objective was to establish the HRM practices-Effectiveness relationship in consumer goods manufacturing firms in Kenya. Drawing from Resource Based theory, it was conceptualized that the independent and dependent variables are HRM practices; and firm effectiveness respectively. A cross sectional survey design and population of 65 firms were used. It was a census study with response at 76.9%. The results revealed that there is significant association between HRM practices and firm effectiveness with most significant association being on material incentives and firm effectiveness with R 2 of 66.9% (β=.303, p<0.01), indicating that material incentives account for 30.3% of variance in effectiveness. R 2 increase was 46.2% (β=.509, p<0.01) implying a unit rise in HR practices enhances firm effectiveness increase with HRM practices by .509. Conclusions are that among the firms, HRM practices predict firm effectiveness. It is recommended that the firms' efforts should be directed on HRM practices in order to enhance firm effectiveness. Contrary to prior research, this study has revealed that HRM practices, affect firm effectiveness. Other performance indicators and designs may be considered in future.
employees are precious assets to accomplish the long-term goals of profit and wealth maximization in an organization. to achieve both, an organization must satisfy the employees by bringing various HR practices such as promotion, training, incentives, performance appraisals, motivation etc. though several HR practices already exist in private banks, it is uncertain how these practices would influence job satisfaction. the present study attempts to find the influence of HR Practices (Performance appraisal and training) on Job satisfaction among the employees in Private Banks. the cross-sectional data was collected through a well-structured questionnaire from 115 respondents who are currently working in a private bank in and around Shimoga, which is located in the state of Karnataka. under the non-probability sampling methods, the study adopted convenience sampling to collect the sample. Correlation and regression analysis were used to accomplish the objectives. it is evident that both performance appraisal and training are statistically significant and positively correlated with job satisfaction. among these, the effectiveness of training highly influenced and contributed to satisfying the employees in the private banks.
This research article aims to understand the effect of human resource management practices on employee performance in IT sectors. This study helps in evaluating the relationship between Human Resource Management practices and worker performance. The main objective of this research paper is to study the exploring of HRM practices on employee’s performance and to suggest the improvement in HR Practices. A questionnaire is distributed to the IT employees at the beginning of the study to gather data. To conduct the study, statistical methods are used and hypotheses are formulated. Applying statistical methods, the data is examined. The survey is limited to employees in IT-related businesses. The conclusions and findings are provided based on the data collected. The present research further shows that since employees now have a more favourable opinion of HRM procedures, there has been a decrease in absences from work and an increase in earnings for the company.
This study examined “The Impact of artificial intelligence on organizational performance: Insights from VFD micro finance bank”. Methodology: Relevant data were drawn from selected one hundred (100) staff of VFD micro finance bank in Lagos state, using a well-structured questionnaire. The findings of the study revealed that there is an impact of artificial intelligence on organizational performance. Study conclusion and policy recommendations: The study concluded that in the twenty-first century, AI techniques have experienced a resurgence following concurrent advances in computer power, large amounts of data, and theoretical understanding; and AI techniques have become an essential part of the technology industry, helping to solve many challenging problems in business. The study recommends that businesses must take proactive measures to address the obstacles to AI adoption if they want to optimize the technology’s beneficial effects on organizational performance. It is advised that businesses concentrate on making investments in the training of a knowledgeable workforce by providing courses that give staff members the skills they need to work with AI. In addition to ensuring that employees can efficiently manage and fully utilize AI technologies, this will assist close the talent gap. Additionally, in order to stay up with the rapid advancement of AI technologies and approaches, organizations need to cultivate a culture for continuous learning.
This research paper aims to study the role of electricity organizations and their training programs for its employees offered by them in selected electricity organizations in Gujarat. Study also focused to identify the factors that are substantial in determining the fields and areas for training programs. The basic concept and notion behind this study is to assess employees perception towards competencies and organizational effectiveness. Assessment of demographic factors and their role in the perception towards training programs. It is a descriptive and empirical study led by a survey method. The purpose of this research paper is to critically examine the HRM practices and activities of selected organizations. The data comprises of both primary and secondary data for this research problem and analyzed using suitable and applicable statistical tools. The study concludes with finding and conclusion.
The scope of this paper is the evaluation of HRM practices in the health sector, particularly in ‘NIMTS’ Hospital. Τhe significance and originality of the research comes from the fact that the problem was considered not through theoretical models but through practical investigation of workers’ perceptions about the HRM practices. To fulfil this purpose primary research using and a structured questionnaire was conducted. The final sample was 206 health professionals. According to the main results of the research employee attitudes regarding the HRM practices are not positive. The survey also showed that the demographic characteristics such as gender, age, education, marital status and years of experiences do not influence the perceptions of employees’ about HRM practices. Statistically significant differences in the responses were depending on the specialty. Doctors in training, technology staff and nurses have more negative views, from specialized doctors and administrative staff. Also, we proved that there are differences in the views of employees about the HRM practices relating to the possibility for involvement, depending on the position which the respondents have in the hospital. So, supervisors and trainee specialists maintain a more negative attitude, while employees and consultants have more moderate attitude. Finally, the present research proved that there is statistical positive relationship between employees’ perceptions about HRM practices and job satisfaction and organizational commitment.
This research examines the impact of quality of work life dimensions (organizational commitment, decision-making
Participation, and leadership style) on business ethics. A descriptive-analytical method was employed, surveying 70 employees at the Duhok Customs Directorate, with 51 valid responses analyzed via (SPSS. V22). The findings indicated a significant positive correlation, especially highlighting the influence of leadership style. Recommendations include enhancing employee decision-making involvement, developing leadership training, and improving communication mechanisms to foster a fair work environment. The study also suggests establishing a code of ethics and conducting further research on additional factors influencing business ethics.
Keywords: Quality of Work Life, Organizational Commitment, Decision-Making, Leadership, Business Ethics, Public Business Ethics.
Turnover is a serious issue for modern oganisations, strongly correlated to employees’ perceptions of HRM practices. Drawing on the social exchange theory, this study attempts to examine how human resource management practices influence employees’ intentions to leave the organisation by enhancing their affective commitment. Data was gathered from 287 employees working full time in 2 telecommunication companies, and analysed using simple and multiple regressions and Hayes’ PROCESS model 4 (Hayes, 2013) to test for mediation. The results were generally supportive of the study model. Perceived HRM practices: training and development, involvement, and compensation and rewards are, as predicted, negatively and significantly related to turnover intention, and positively and significantly related to affective commitment. Moreover, affective commitment was found to partially mediate the relationship between employees’ perceptions and turnover intentions.
This study investigates the implementation of inter-country variability (ICV) in shaping human resource management (HRM) practices, specifically focusing on soft skills development within a legal entity in Almaty, Kazakhstan. Based on a thorough literature review, the research highlights the practical use of these inter-country differences and the importance of customized approaches in developing economies. The study involved a two-month case-study analysis with 30 participants. The Bochum Inventory of Personality and Competences (BIP) questionnaire and ICV-specific training techniques, including role-playing, case studies, presentations, and Design Jams, were used. The results showed significant improvement in participants’ soft skills, particularly in social competencies, indicating the effectiveness of the ICV-based program. The study tested and confirmed two hypotheses: that ICV may influence organization-specific incentives for soft skills development and that incorporating ICV-based differences enhances the acceptance of foreign HRM practices. The study’s methodology was validated using Cronbach’s Alpha and statistical t-tests (p<0.05). Participants expressed a strong willingness to continue their involvement, suggesting the potential for ongoing positive impact. This research not only contributes to the understanding of HRM practices but also provides a valuable methodology for future works on utilizing ICV in foreign HRM implementation in diverse organizational settings.
This article is on defining and assessing the nature of workplace conflict and its impact on the organizational performance, through an analysis of existing empirical studies and models which links workplace conflict with organization performance. The objective of this article is to demonstrate the conceptualization and operationalization of workplace conflict and to provide counter arguments on the position of the functional school of thought which regards workplace conflict as having certain beneficial attributes and advantageous implications for organizational performance. However, in contrast to this assertion, this paper argues that conflict in all forms and instances poses no beneficial or advantageous position to the organization but rather impedes, and mitigates negatively on the organization's drive and pursuit of the achievement of its goals and objectives. The discourse of literature revealed that workplace conflict has deep and negative impact on the variety of organization's process, employees and its performance. The review showed that if there is cohesion, collaboration, communication, tolerance and understanding, workers will be more committed and will be willing to cooperate, share information and also exchange ideas with their co-workers and thereby enhance the performance of the organization through the overall achievement of the organizations goals. In conclusion, it was stated that organizations should strive to quell all forms of conflict and should also emphasize on tolerance and collaboration. Thereafter, it was recommended that further research be carried out in this area to understand the nature and effects of workplace conflict in destabilizing organizational effort and plans and thereby affecting the performance of the organization. Managers and leaders are recommended to develop the strong culture of employee participation in the organization to improve the overall level of relationships and interaction between workers and co-workers.
Finance is associated with money and funds, which serve as a basic motivation for
undertaking any idea or project to its fullest. The field of finance can be said to be
multidisciplinary due to its linkages with several other organizational departments such
as production, marketing and human resources and with disciplines such as economics,
accounting, psychology, decision making and statistics. The domain of finance has
undergone sea changes over the last decade. Several things in financial institutions have
changed with the advancement and incorporation of ICT (Information, Communication
and Technology) and the interest of people in finance related aspects such as stock
markets, banks and working of economy and financial assets. Different financial
instruments and institutions have come up to cater to the different financial
requirements of different entities. Even the finance department’s function in
organizations now performs its functions differently. The importance of comprehending
financial decision-making, financing mechanisms, and tactics utilized in financial and
investment management has been highlighted by recent financial events. This provides
the academia with the opportunity to create awareness and educate general populace
regarding these aspects, and their effect on their daily lives. It is with this intent that we
unleash this book, to develop an understanding of financial instruments, fintech and
some happenings in the financial world. The book will provide useful insights to the
students, academia and practitioners in the finance domain.
The research work is aimed at examining the 'Implication of Strategic Human Resources Management on Organizational performance' in selected companies across diff erent industries in Lagos State. The goal of this study is to establish the relevance of performance of organization to its stakeholders and how it can be made possible through various strategies at the disposal of human resources experts. The study adopts quantitative and qualitative (mixed method) approach as its research design. Questionnaire was used in the collection of data. The statistical tools used in analyzing the data were simple percentage and correlation analysis. It is revealed that there is significant relationship between strategic human resources and organizational performance. Also, it is found that, careful implementation of human resources strategies lead to improved profitability, liquidity, activity, and leverage ratios respectively. The recommendation to decision makers includes ensuring conducive environment and diligence in implementation of strategies, giving room for flexibility and subordinate participation.
The study examined the drivers of adoption of eco-innovation by firms in Nigeria’s manufacturing sector. Firm-level data from the World Bank Enterprise Survey (ES) and the Innovation Follow-up Survey (IFS) module for 2014/2015 was employed. The factors influencing firm’s decision to adopt eco-innovation were determined using the logit regression model. Evidently, product and process eco-innovation exist among manufacturing firms and these eco-innovations are mostly new to the local market. Demand-pull factors and regulations were major factors that significantly influenced firm’s decision to adopt both product and process eco-innovation. In addition, organizational innovation and technology-push factors influenced firm’s decision to adopt process innovation. Policymakers through collaboration with relevant agencies such as Manufacturers Association of Nigeria (MAN), SMEDAN to organize awareness campaigns on eco-friendly products and health issues for firms, as this will significantly drive the adoption of both product and process eco-innovations. Moreover, organizational innovation needs to be a necessity for firms. These would significantly influence firm’s decision to adopt process eco-innovation. Policies that encourage partnerships and interactions of firms with other actors most especially, private companies and individuals and other stakeholders in the innovation system be developed to encourage adoption of process eco-innovation.
Several factors have been proposed to have influence over organizational commitment; among some of those prominent factors are human resource management practices. However, among the prominent studies on the said relationship; the reported findings are inconsistent. Therefore, it is proposed to incorporate a moderating variable to further explain this relationship. The current study proposed coworker support as moderator on the relationship between HRM practices and organizational commitment.
The purpose of this study is to propose a new bundle of human resources management practices. Furthermore, this study examines the impact of these practices on organizational performance through a mediating role of Positive Employee Attitudes (PEA). The study is examined through the lens of Attribution Theory. This study adopted a quantitative approach using survey data of 327 service sector employees across five service centers. Both the SPSS and Smart PLS are used to analyze the data. The findings reveal that commitment human resource management practices positively impact organizational performance (B= .568; p<.000). The results also support the mediating hypothesis that positive employee attitudes mediate the relationships between commitment human resource practices and organizational performance (B=.143; t=4.480; p<.000). The perceived commitment HRM practices cause positive behavioral outcomes. This is translated into positive employee attitudes (PEA). In conclusion, this study argues that core commitment human resource practices positively impact organizational performance. So, to gain competitive advantages, human resource specialists and top management must mobilize both high commitment and high-performance practices. These practices are mutually supportive and emitting cumulative effects greater than that the sum of the individual practices. Employee positive attitudes can create superior organizational performance. Thus, management of SMEs must equally focus on commitment HRM strategies.
O artigo propõe um processo para a seleção e análise de um portfólio de artigos científicos sobre a Avaliação de Desempenho na Cadeia de Suprimentos. A metodologia empregada para tal compreende a busca e seleção de trabalhos em bases de dados científicas, a Análise Bibliométrica e a Revisão Sistêmica do Portfólio Bibliográfico. Ao longo do artigo, constata-se que a Gestão da Cadeia de Suprimentos apresenta conceitos bem fundamentados, tanto no âmbito acadêmico como empresarial. Enquanto isso, o tema da Avaliação de Desempenho é mais recente e seus conceitos ainda estão em fase de consolidação. Como resultado final do trabalho, obtém-se um Portfólio Bibliográfico formado por 18 artigos alinhados ao tema de pesquisa e com reconhecimento científico. Por meio da Análise Bibliométrica, esses artigos e suas referências são evidenciados e ordenados de acordo com a relevância científica, dos artigos, autores, periódicos e palavras chave. A Revisão Sistêmica analisa o conteúdo dos artigos do Portfólio Bibliográfico a partir de uma visão particular de Avaliação de Desempenho proposta pelos autores. A visão é explicada por seis lentes ou dimensões e com este olhar os artigos são avaliados. Esta avaliação permitiu, para a visão adotada, evidenciar os potenciais e as lacunas de conhecimento nos trabalhos analisados e, a partir desses, elaborar uma pergunta e objetivo de pesquisa. Essas últimas direcionarão a continuidade do presente estudo em busca do aprimoramento das lacunas identificadas. Por fim, espera-se que o processo proposto seja útil para pesquisadores que tenham interesse em aplicá-lo ao seu assunto de pesquisa. Palavras-chave: Gestão da Cadeia de Suprimentos; Gestão de Operações; Avaliação de Desempenho; Bibliometria; Revisão Sistêmica; Construtivismo.
A conceptual framework examining the relationship between corporate restructuring and outsourcing of key value-adding activities to external suppliers and partners is presented. The model proposes that the restructuring process serves as a catalyst to a series of complex changes within the firm that make outsourcing an attractive alternative to internal investments in the development of new skills and capabilities. High levels of merger and acquisition activity, as well as leveraged buy-outs (LBOs), are expected to produce a diminished resource base for organizational learning and technology development. Continued reliance on outsourcing, in turn, can potentially “lock out” the firm from participating in future technologies and new industries.
We evaluated the impact of human resource (HR) managers' capabili- ties on HR management effectiveness and the latter's impact on corpo- rate financial performance. For 293 U.S. firms, effectiveness was asso- ciated with capabilities and attributes of HR staff. We also found rela- tionships between HR management effectiveness and productivity, cash flow, and market value. Findings were consistent across market and accounting measures of performance and with corrections for biases.
Resource-based theorists argue that human assets can be a source of sustainable advantage because tacit knowledge and social complexity are hard to imitate. However, these desirable attributes cause dilemmas that may prevent firms from generating an advantage. This article develops a framework for analyzing and coping with these challenges. Although the problem arises from the strategy literature, the solutions are drawn from the organizational behavior, human resource management, human capital, and professions literatures. Finally, I examine implications for how insights from these diverse literatures can be integrated to guide future strategy research.
Individual influence is thought to shape team performance. However, empirical studies of its potential determinants in multicultural teams, including national culture, are lacking. A network study of the management team of a 50-50 German-Japanese international joint venture revealed multiple significant determinants, with advice centrality the most closely associated with influence. National culture, though not statistically significant, remained important in explaining patterns of relationships in this team, but its role was far less direct and deterministic than suggested by prior research.
Resource-based theorists argue that human assets can be a source of sustainable advantage because tacit knowledge and social complexity are hard to imitate. However, these desirable attributes cause dilemmas that may prevent firms from generating an advantage. This article develops a framework for analyzing and coping with these challenges. Although the problem arises from the strategy literature, the solutions are drawn from the organizational behavior, human resource management, human capital, and professions literatures. Finally, I examine implications for how insights from these diverse literatures can be integrated to guide future strategy research.
We describe why human resource management (HRM) decisions are likely to have an important and unique influence on organizational performance. Our hope is that this research forum will help advance research on the link between HRM and organizational performance. We identify key unresolved questions in need of future study and make several suggestions intended to help researchers studying these questions build a more cumulative body of knowledge that will have key implications for both theory and practice.
Extended findings that support cognitive evaluation theory to intrapersonal processes by exploring the effects of informational vs controlling feedback, when self-selected and administered vs other-administered, and in conditions of task-involvement (intended to create an informational orientation in relation to the activity) vs ego-involvement (intended to create a controlling orientation in relation to the activity). 128 undergraduates working on a hidden figures task received either an ego- or task-involving induction and then a series of 3 puzzle problems for which half of the Ss received informational feedback and the other half controlling feedback. Half the Ss had the feedback self-administered, and half had it administered by the experimenter. After puzzle-solving, Ss were left alone with additional puzzles and magazines and were observed to see if they worked on the puzzles. Finally, Ss completed a questionnaire assessing their interest and attitudes toward the target activity. Results confirm that controlling feedback, whether self- or other administered, undermined intrinsic motivation relative to task-involvement. Results are discussed in terms of the application of cognitive evaluation theory to intrapersonal processes and self-control theories. (34 ref) (PsycINFO Database Record (c) 2012 APA, all rights reserved)
This paper comprehensively examined the linkages between systems of High Performance Work Practices and firm performance. Results based on a national sample of nearly one thousand firms indicate that these practices have an economically and statistically significant impact on both intermediate outcomes (turnover and productivity) and short- and long-term measures of corporate financial performance. Support for the predictions that the impact of High Performance Work Practices is in part contingent on their interrelationships and links with competitive strategy was limited.
Theories of management and work motivation distinguish between two kinds of rewards—extrinsic and intrinsic. Extrinsic rewards are ones such as money and verbal reinforcement which are mediated outside of the person, whereas intrinsic rewards are mediated within the person. We say a person is intrinsically motivated to perform an activity if there is no apparent reward except the activity itself or the feelings which result from the activity. All of the theories of work motivation which consider both kinds of rewards assume that the effects of the two are additive. This paper examines that assumption by reviewing a program of research which investigated the effects of external rewards and controls on intrinsic motivation. It was reported that a person's intrinsic motivation to perform an activity decreased when he received contingent monetary payments, threats of punishment for poor performance, or negative feedback about his performance. Noncontingent monetary payments left intrinsic motivation unchanged, and verbal reinforcements appeared to enhance intrinsic motivation. A cognitive evaluation theory was presented to explain these results, and the theory and results were discussed in relation to management.
The present study has two general purposes. First, based on the compensation strategy literature, we examine the extent to which organizations facing similar conditions make different managerial compensation decisions regarding base pay, bonus pay, and eligibility for long-term incentives. Second, working from expectancy and agency theory perspectives, we explore the consequences of these decisions for subsequent firm performance as measured by return on assets. Using longitudinal data on approximately 16,000 top and middle level managers and 200 organizations, significant between-organization differences in compensation decisions are found. The smallest organization effects are on the level of base pay. The largest organization effects are on bonus levels and eligibility for long-term incentives. In other words, our results suggest that organizations tend to distinguish themselves through decisions about pay contingency or variability rather than through decisions about the level of base pay. To study consequences, residualized measures (adjusted for employee and job factors) of organization pay level and pay mix are used. Pay level is not associated with organization financial performance. On the other hand, greater contingency of pay in the form of bonuses and long-term incentives is associated with better financial performance.
In this article, we attempt to distinguish between the properties of moderator and mediator variables at a number of levels. First, we seek to make theorists and researchers aware of the importance of not using the terms moderator and mediator interchangeably by carefully elaborating, both conceptually and strategically, the many ways in which moderators and mediators differ. We then go beyond this largely pedagogical function and delineate the conceptual and strategic implications of making use of such distinctions with regard to a wide range of phenomena, including control and stress, attitudes, and personality traits. We also provide a specific compendium of analytic procedures appropriate for making the most effective use of the moderator and mediator distinction, both separately and in terms of a broader causal system that includes both moderators and mediators.
Using a unique international data set from a 1989-90 survey of 62 automotive assembly plants, the author tests two hypotheses: that innovative HR practices affect performance not individually but as interrelated elements in an internally consistent HR "bundle" or system; and that these HR bundles contribute most to assembly plant productivity and quality when they are integrated with manufacturing policies under the "organizational logic" of a flexible production system. Analysis of the survey data, which tests three indices representing distinct bundles of human resource and manufacturing practices, supports both hypotheses. Flexible production plants with team-based work systems, "high-commitment" HR practices (such as contingent compensation and extensive training), and low inventory and repair buffers consistently outperformed mass production plants. Variables capturing two-way and three-way interactions among the bundles of practices are even better predictors of performance, supporting the integration hypothesis. (Abstract courtesy JSTOR.)
A human resource management (HRM) analysis framework is proposed and tested using data from first tier suppliers to the Big 3 in North America. Relationships among underlying dimensions of human resource management practices and manufacturing performance are examined. The study found support for the proposed framework, suggesting that human resource management practices can be grouped into five distinct factors, four of which are associated with specific manufacturing competitive dimensions (quality, flexibility, cost and time). The remaining HRM factor is generic. The four priority‐specific HRM factors are strongly related to their respective manufacturing performance dimensions.
This paper explores dimensions of manufacturing competitive strength in the furniture industry. A theoretically relevant set of manufacturing competitive priorities is identified from the operations literature and factor analyzed to determine the core dimensions of manufacturing performance. Relationships between these core dimensions of manufacturing strength and overall business performance are examined. The results identify four dimensions of manufacturing strength in the furniture industry: innovation, delivery, flexibility, and value, with the latter encompassing the combined effects of quality and cost. The study supports innovation as a key order winner in the furniture industry.
The author, using data on 694 U.S. manufacturing establishments from a 1992 survey, examines the incidence of innovative work practices (teams, job rotation, quality circles, and Total Quality Management) and investigates what variables, including human resource practices, are associated with the adoption of these practices. He finds that about 35% of private sector establishments with 50 or more employees made substantial use of flexible work organization in 1992. Some factors associated with an establishment's adoption of these practices are being in an internationally competitive product market, having a technology that requires high levels of skill, following a “high road†strategy that emphasizes variety, service, and quality rather than low cost, and using such human resource practices as high levels of training and innovative pay systems.
Executive Overview
Strategic managers and researchers have long been interested in understanding sources of competitive advantage for firms. Traditionally, this effort has focused on the relationship between a firm's environmental opportunities and threats on the one hand, and its internal strengths and weaknesses on the other. Summarized in what has come to be known as SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis, this traditional logic suggests that firms that use their internal strengths in exploiting environmental opportunities and neutralizing environmental threats, while avoiding internal weaknesses, are more likely to gain competitive advantages than other kinds of firms.¹
This simple SWOT framework points to the importance of both external and internal phenomena in understanding the sources of competitive advantage. To date, the development of tools for analyzing environmental opportunities and threats has proceeded much more rapidly than the development of tools for analyzing a firm's internal strengths and weaknesses. To address this deficiency, this article offers a simple, easy-to-apply approach to analyzing the competitive implications of a firm's internal strengths and weaknesses.
To date, the most promising attempt to explain departure rates of executives of acquired firms examined the conditions that create perceptions of relative standing, but did not gauge the perceptions themselves. This study extends this line of research by surveying the post-merger perceptions of the top managers of firms acquired in friendly, related deals. We used a two-stage data collection design with the attempt to explain turnover in the first three years following the acquisition, and also predict it in the fourth year.
In its current form, the Deming management method contains a prescriptive set of 14 points that serve as guidelines for appropriate organizational behavior and practice regarding quality management. Despite the apparent effect of these 14 points on both the industrial world and the practice of management theory around the world, there is little evidence of the role of the Deming management method in the formalization and advancement of management theory. Although its impact on management practice is clear, neither its theoretical contribution nor its theoretical base has yet to be articulated. Yes, there is a theory of quality management underlying the Deming management method, but at present, this theory is presented in the prescriptive form of these 14 points. We propose and articulate a theory of quality management to describe and explain the effects of adopting the Deming management method. This theory is based on the conceptual synthesis of Deming's writings, literature on the Deming management method, observations of practice, and, more specifically, the results of a Delphi study involving a panel of experts on the Deming management method. We trace the development of this method, position it within the context of theory, describe our theory formulation process, propose and explain an underlying theory of quality management, and offer implications for practice and further research.
Drawing on the theoretical insights from the resource-based view of strategic management, this article explores the potential of human resource systems to facilitate or inhibit the development and utilization of organizational competencies. These competencies-managerial, input-based, transformational, and output-based-are presumed to yield sustained competitive advantage for a firm. The competency-based perspective, by focusing attention on the HR activities, functions, and processes that enhance or impede competency accumulation and exploitation, complements the behavioral perspective (Schuler & Jackson, 1987) and, thus, potentially enhances the understanding of strategic human resource management.
Recognizing that not all employees possess knowledge and skills that are of equal strategic importance, we draw on the resource-based view of the firm, human capital theory, and transaction cost economics to develop a human resource architecture of four different employment modes: internal development, acquisition, contracting, and alliance. We use this architecture to derive research questions for studying the relationships among employment modes, employment relationships, human resource configurations, and criteria for competitive advantage.
In this excerpt from his recently published book, The Human Equation: Building Profits by Putting People First, the author argues that many managers continue to overlook the extent to which the more effective management of people can improve firm economic performance. Firms that seek to produce enhanced economic performance through the management their human capital have adopted a number of common personnel practices. These include the provision of employment security, the selective hiring of new personnel, decentralized decision making, high compensation contingent on organizational performance, extensive training, minimal status distinctions and barriers, and the extensive sharing of financial and performance information throughout the firm.
The idea of a transformed or high-performance work system has attracted considerable attention in the United States as an alternative to traditional, mass-production forms of work organization. This article examines the relationships between indicators of high-performance work organizations that are available in the National Organizations Study, on one hand, and measures of organizational performance, on the other. The authors find that characteristics of high-performing work organizations tend to cluster together into a system of organizations. Moreover, the results indicate that human resource policies and practices often identified with high-performing organizations do, in fact, enhance organizational performance.
To date, the most promising attempt to explain departure rates of executives of acquired firms examined the conditions that create perceptions of relative standing, but did not gauge the perceptions themselves. This study extends this line of research by surveying the post-merger perceptions of the top managers of firms acquired in friendly, related deals. We used a two-stage data collection design with the attempt to explain turnover in the first three years following the acquisition, and also predict it in the fourth year.
This study examined the relationship between integrated manufacturing, defined as the use of advanced manufacturing technology (AMT), just-in-time inventory control (JIT), and total quality management (TQ), and human resource management from a human capital perspective. Data from managers and nonmanagers showed several direct and interactive effects. AMT was positively related to selective staffing, comprehensive training, developmental appraisal, and externally equitable rewards for operations employees and to selective staffing for quality employees. TQ was positively related to these same human resource practices in quality and was also related to the comprehensiveness of training for operations employees. JIT was negatively related to selective staffing in operations and to performance appraisal in quality and positively related to staffing in quality. The two- and three-way interactions had negative effects.
The contribution that human resource management practices might
make to the successful implementation of manufacturing strategy is
examined. It is argued, on the basis of empirical research, that
organisations typically adopt one of three different approaches to
handling the critical human resource management practices which are
identified. These findings have implications both for practitioners
considering a change in their strategy for manufacturing, and for the
further development of models of manufacturing strategy.
This study examines two alternative views--universal and contingency--of the human resources (HR)-performance relationship in manufacturing settings. Results from a survey of 97 plants primarily support a contingency approach to human resource management (HRM). An HR system focused on human capital enhancement was directly related to multiple dimensions of operational performance (i.e., employee productivity, machine efficiency, and customer alignment), but subsequent analysis revealed that this main effect was predominately the result of linking human-capital-enhancing HR systems with a quality manufacturing strategy. Other manufacturing strategies also moderated the HR-performance relationship.
Recognizing that not all employees possess knowledge and skills that are of equal strategic importance, we draw on the resource-based view of the firm, human capital theory, and transaction cost economics to develop a human resource architecture of four different employment modes: internal development, acquisition, contracting, and alliance. We use this architecture to derive research questions for studying the relationships among employment modes, employment relationships, human resource configurations, and criteria for competitive advantage.
The field of strategic human resource management (SHRM) has been criticized for lacking a solid theoretical foundation. This article documents that, contrary to this criticism, the SHRM literature draws on three dominant modes of theorizing: universalistic, contingency, and configurational perspectives, Seven key strategic human resource practices are identified and used to develop theoretical arguments consistent with each perspective, The results demonstrate that each perspective can be used to structure theoretical arguments that explain significant levels of variation in financial performance.
Concepts associated with the resource-based view of the firm are increasingly finding their way into the strategic HRM debate. Drawing on this literature, this paper reports one of the first industry-based, longitudinal investigations into the relationship between human resource strategy and competitive advantage. Set in New Zealand, but in an internationally oriented sector, the study examines one of the more neglected spheres of professional services: engineering consultancies. The results indicate that the consultancy firms that survived the major business traumas of the late 1980s and early 1990s adopted similar structural, competitive, operational and HR responses associated with their evolving ‘industry recipe’. In interpreting the relationship between HRM and firm performance, then, it is important to distinguish those features of a firm's HRM which are strategic to ongoing viability from those that might form the basis of a relatively enduring form of competitive advantage. While there is insufficient evidence to conclude that any of the primary subjects in this study have established an enviable form of superiority, the study suggests that opportunities do exist for professional service firms to develop industry leadership through superior HRM. The analysis has implications for the wider work of theory-building in strategic HRM.
We investigate the common assertion that U.S. firms invest less in human resources than key international competitors, testing four alternative explanations for differences in training effort found in survey data from an international sample of fifty-seven automobile assembly plants. We find the strongest support for the view that the level of training is derived from the requirements of the business/production strategy and the overall “bundle” of human resource policies—beyond training—adopted by the firm.
This study uses personally collected data from 41 steel production lines to assess the effects of Japanese and U.S. human resource management (HRM) practices on worker productivity. The Japanese production lines employ a common system of HRM practices including: problem-solving teams, extensive orientation, training throughout employees' careers, extensive information sharing, rotation across jobs, employment security, and profit sharing. A majority of U.S. plants now have one or two features of this system of HRM practices, but only a minority have a comprehensive system of innovative work practices that parallels the full system of practices found among the Japanese manufacturers.
We find that the Japanese lines are significantly more productive than the U.S. lines. However, U.S. manufacturers that have adopted a full system of innovative HRM practices patterned after the Japanese system achieve levels of productivity and quality equal to the performance of the Japanese manufacturers. This study's evidence helps reconcile conflicting views about the effectiveness of adopting Japanese-style worker involvement schemes in the United States. United States manufacturers that have adopted a definition of employee participation that extends only to problem-solving teams or information sharing do not see large improvements in productivity. However, U.S. manufacturers that adopt a broader definition of participation that mimics the full Japanese HRM system see substantial performance gains.
The control relationship between project managers and team members is a central aspect of the working of any Information System (I/S) design team. This paper combines research on managerial control and team-member control in order to explore a range of control behaviors that can affect the performance of an I/S design team. Measures are developed and validated for managerial control and team-member control from both an outcome and a process perspective. Results from a study of 41 actual I/S design teams indicate that high-performing teams exhibit high process control by managers and high outcome control by team members. The results also support the proposition that both managerial and team-member control coexists and that increases in the total level of control behavior is positively correlated with performance.
Manufacturing flexibility can be a critical source of competitive advantage, yet the literature on work force management in an environment of high emphasis on flexibility is scant. This paper attempts to identify which work force management practices contribute to better managerial performance when the emphasis on flexibility is high. A contingency model depicting a moderating effect of the emphasis on flexibility on the relationship between work force management practices and managerial performance is proposed. The theoretic-deductive approach is used to develop the study hypotheses, which are tested using data from 483 individuals in 99 manufacturing plants in the United States. The results of the regression analyses suggest that the better performing manufacturing managers strongly demonstrate the relationship-oriented practices, such as team building, supporting, networking, inspiring, recognizing, etc., and participative leadership and delegation practices, when the emphasis on flexibility is high. Furthermore, as the emphasis on flexibility increases, the higher performing manufacturing managers relegate their traditional responsibilities, such as monitoring, problem solving, etc., to their employees.
A human resource management (HRM) analysis framework is proposed and tested using data from first tier suppliers to the Big 3 in North America. Relationships among underlying dimensions of human resource management practices and manufacturing performance are examined. The study found support for the proposed framework, suggesting that human resource management practices can be grouped into five distinct factors, four of which are associated with specific manufacturing competitive dimensions (quality, flexibility, cost and time). The remaining HRM factor is generic. The four priority-specific HRM factors are strongly related to their respective manufacturing performance dimensions.
Top management often fails to consider manufacturing as a key resource in attaining corporate objectives. The author suggests some ways of meshing corporate and manufacturing decisions.
The progress in the use of empirical research methods has been a topic of interest in the Operations Management (OM) area for the last 15 years. It is considered desirable to accompany traditional OM research, which develops and tests theories using mathematics, modelling, and simulation, with research that makes use of empirical data. The use of empirical research helps support the understanding of OM practices within industry. This paper expands and updates previous literature review studies dealing with empirical research in OM. The journal publications reviewed for this paper were published in the years 1986 to 1995. This is a review of the articles published in thirteen journals that are traditional outlets for OM research. These articles are classified and the results of these classifications presented. There has been an increase in the amount of published articles that make use of empirical research methods in the OM area, both in number and as a percentage of the total number of articles published in these journals.
This paper explores dimensions of manufacturing competitive strength in the furniture industry. A theoretically relevant set of manufacturing competitive priorities is identified from the operations literature and factor analyzed to determine the core dimensions of manufacturing performance. Relationships between these core dimensions of manufacturing strength and overall business performance are examined. The results identify four dimensions of manufacturing strength in the furniture industry: innovation, delivery, flexibility, and value, with the latter encompassing the combined effects of quality and cost. The study supports innovation as a key order winner in the furniture industry.
Understanding sources of sustained competitive advantage has become a major area of research in strategic management. Building on the assumptions that strategic resources are heterogeneously distributed across firms and that these differences are stable overtime this article examines the link between firm resources and sustained competitive advantage. Four empirical indicators of the potential of firm resources to generate sustained competitive advantage—value, rareness, imitability, and substitutability—are discussed. The model is applied by analyzing the potential of several firm resources for generating sustained competitive advantages. The article concludes by examining implications of this firm resource model of sustained competitive advantage for other business disciplines.ABSTRACT FROM AUTHOR
This paper summarizes a stream of research aimed at developing and validating a measure of employee commitment to work organizations. The instrument, developed by Porter and his colleagues, is called the Organizational Commitment Questionnaire (OCQ). Based on a series of studies among 2563 employees in nine divergent organizations, satisfactory test-retest reliabilities and internal consistency reliabilities were found. In addition, cross-validated evidence of acceptable levels of predictive, convergent, and discriminant validity emerged for the instrument. Norms for males and females are presented based on the available sample. Possible instrument limitations and future research needs on the measurement and study of organizational commitment are reviewed
The author, using data on 694 U.S. manufacturing establishments from a 1992 survey, examines the incidence of innovative work practices (teams, job rotation, quality circles, and Total Quality Management) and investigates what variables, including human resource practices, are associated with the adoption of these practices. He finds that about 35% of private sector establishments with 50 or more employees made substantial use of flexible work organization in 1992. Some factors associated with an establishment's adoption of these practices are being in an internationally competitive product market, having a technology that requires high levels of skill, following a "high road" strategy that emphasizes variety, service, and quality rather than low cost, and using such human resource practices as high levels of training and innovative pay systems. (Abstract courtesy JSTOR.)
The human side of mergers and acquisitions
- Legare