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Modes of Theorizing in Strategic Human Resource Management: Tests of Universalistic, Contingency, and Configurational Performance Predictions

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... The primary data were obtained through a self-administered questionnaire during the second wave of the COVID-19 pandemic (February 2021) in the Slovak Republic. The questionnaire contained 50 questions identifying a set of HRM practices applied in companies [40][41][42]. The questionnaire survey was aimed at obtaining data on the degree of organizational commitment of talented employees (through a set of 15 questions developed by Mowday, Steers, and Porter [28]), and the retention of talented employees (with 18 questions taken from Newstrom [42]; Judge [43]; Lindsey and Kleiner [44]). ...
... This model seeks the best way to manage people so that the organization's goals are met as effectively as possible. In terms of the level of analysis, the universalistic model focuses mainly on the sub-functional point of view, analyzing how individual and isolated human resource policies are linked to organizational performance [40]. Although the literature has pointed out many best human resource management practices (remuneration, recruitment and selection of employees, performance evaluation), it is possible to identify topics that emerge repeatedly, which, in general terms, represent the core of the universalistic contribution [46]. ...
... These factors deny the existence of proven approaches that could lead to higher performance in all circumstances, using a contingent management approach. With regard to the contingent approach to management, researchers accept the view that the stronger and greater the consistency between business strategy and SALW practices, the greater the impact of the practices on performance [40]. Configurational perspective: The configurational perspective contributes to the explanation of SHRM, with a useful insight into the internal aspects of the function by means of the analysis of the synergic integration of the elements that build it [46]. ...
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The claim that human resources or human capital is the most important and valuable asset of organizations is widespread and widely accepted. For this reason, one of the biggest challenges for organizations is to find the right employees with the necessary skills, high potential, and talent. However, the challenge for organizations is not only to find, but also to retain and to use the potential of talented employees. The main aim of this study is to identify the HRM practices which most significantly affect the retention and commitment of talented employees. Based on factor analysis, individual factors of HRM practices were identified. Through canonical analysis, the relationships between the identified factors of HRM practices, talent retention (the intention of talented employees to remain in the organization), and the organizational commitment of talented employees were identified. One of the most important results of the study is the identification of human resource management practices that are most strongly associated with talent retention and commitment.
... Introducing objectives associated with innovation to achieve the career plans is one of the most common techniques used because it keeps employees motivated. Delery & Doty (1996); McMeekin & Coombs (1999); ...
... P3: Performance Appraisal-Performance appraisal is one of the most important mechanisms for creative development. The establishment of performance evaluation`s instruments oriented to the creative skills is the key to the innovation progress (Delery & Doty, 1996;Shipton et al., 2006). ...
... P4: Career Management-Career management practices, focusing on creative skills goals, act as motivation mechanisms for employees; and resulting from the need of this goals achievement into the career progression. This stimulates the development of creative skills (Delery & Doty, 1996;Jiménez-Jiménez & Sanz-Valle, 2005;Greenhaus et al., 2010;Piteira, 2013b). ...
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Evandro Chagas National Institute of Infectious Diseases (INI) has implemented Laboratories for Clinical Research Associated to Healthcare Assistance in Infectious Diseases, structures inspired on Innovative Organization of Mintzberg’s theory. In order to improve clinical research according to Integral Healthcare Model, INI’s Chagas Disease Clinical Research Laboratory has adopted this organizational innovation as an incentive mechanism based upon values of decentralization and entrepreneurial orientation. This case study uses, as methods to assess said innovation, surveying of micro costs, Activity Based Costing system, Spearman correlation test and DEA. Aggregates knowledge on the contribution of organizational values in multipurpose public health organizations and shows the effects of INI’s restructuring on development of research, diversification of healthcare and promotion of cost-effectiveness and overall efficiency.
... The studies on high-performance HR practises have been highlighted by several studies which include the study on the US manufacturing industry which observed the positive effect of HR practises on performance (Delery & Doty, 1996). Within the European context, Dolan et al., (2005) examined the Spanish manufacturing sector and found that specific HR practises including recruitment and selection policy, flexible working arrangements and the use of performance-assessment system significantly resulted in higher financial performance. ...
... The effect of HR configuration not only related to the HRM systems but also its alignment to the HR to other business functions and the environment. This effect has been highlighted in the US manufacturing sector by Youndt et al., (1996) who identified that the contingency approach to HR accounts for a larger effect on business performance, while Delery and Doty (1996) indicated that universalistic perspective to HR has a larger effect on performance than other perspectives. The results through contradicting each other, however, validates the alignment of the HRM systems within the organization. ...
... Lastly, other studies have reported the indirect effects of HR on firm performance from the moderated or mediated effects. Delery and Doty (1996) observed the mediating effects of the firm's strategy on the HR practises -performance linkages, Ahmad and Schroeder (2003) also reported the mediating effects of the organizational commitment on the HR practicesperformance linkages, while, Youndt et al., (1996) tested for the moderating effect of the firm's manufacturing strategy on the HR-performance link. ...
Thesis
Manufacturing firms are facing intense pressure from both internal and external factors which influences their performance outcomes. In particular, the increasing competitiveness based on quality, cost and service, alongside the inefficient functional-based structures, has called for a shift in managerial paradigm to the management processes framework. Due to these challenges, the study evaluated the effect of management processes on the performance of selected manufacturing firms in Nairobi City County, Kenya and had the following objectives; determine the influence of operational processes, marketing processes, human resource processes and technological processes on firm's performance; assess the mediating effect of firm's current state on performance and assess the moderating effect of firm's strategic orientation on performance. The study was underpinned by the resource-based view, dynamic capability cognition and institutional theories, the Chicago Model. The study adopted a positivist philosophical foundation with an explanatory design. The study targeted 439 manufacturing firms from which a sample of 136 firms was selected based on a proportionate stratified sampling. The questionnaire was the main data collection instrument and its validation was achieved through a review by a panel, pilot testing and factor analysis. The questionnaire was subjected to an inter-consistency test using the Cronbach's coefficient with a value ≥ 0.70 which indicated the reliability of the instrument. Analysis of data was accomplished through descriptive statistics while the inferential statistics was conducted at 0.05 significance levels, and all the outputs presented in tabular format. The diagnostic tests conducted before regression analysis indicated that all the assumptions were not violated. The study achieved a 32% response rate from different sectors. The correlation analysis indicated that firm performance positively correlated with all the elements of management processes (operational, marketing, human resource and technological) and the firm's strategic orientation and the firm's current state. The regression analysis showed that composite management processes constructs were statistically significant, (F (4, 39) = 42.23, p <0.00) in explaining 81% variance in firm performance with operational processes, β = 0.2314 (t = 2.11, p< 0.05); marketing processes, β = 0.3474(t= 3.29, p< 0.05); human resource processes, β = 0.2193, (t = 2.18, p< 0.05); and technological processes, β = 0.2602(t = 2.48, p< 0.05). Besides, the mediating effect of firm’s current state was statistically significant, (F (2, 41) = 97.40, p <0.05), in explaining 83% in firm performance while the moderating effect of firm’s strategic orientation was statistically significant, (F (3, 40) = 76.05, p <0.05) in explaining 85% variance in firm performance. Based on these results, the study rejected all the null hypotheses and concluded that the management processes constructs; operational, marketing, human resource and technological have a significant effect on firm performance. The firm's current state mediates on the relationship between management processes and firm performance, while the firm's strategic orientation moderates the relationship between management processes and firm performance. The study recommends the following; the firm's management should attempt to integrate new management techniques and models and realign their functions towards processes. The policy recommendations are; the promotion of education – industry linkages, improvement in firm's managerial capabilities through job placements, the establishment of sectoral linkages and clusters, the entrenchment of cottage industry and the identification of the nation's core manufacturing competence. Theoretical contributions include the development and examination of the construct 'management processes’. The study was limited to manufacturing firms in Nairobi City County and business performance measures. Suggestions for further studies include; a nationwide study, use of other performance measures and a study on the other sectors in Kenya.
... Cependant, aucune liste des meilleures pratiques RH n'a été adoptée à l'unanimité par les chercheurs même si plusieurs auteurs ont essayé d'identifier un ensemble de meilleures pratiques (Bayad & Liouville, 2001 ;Delaney & Huselid, 1996 ;Delery & Doty, 1996). ...
... Par conséquent, la fonction RH est responsable de rendre le capital humain plus performant et a pour mission, entre autres, de veiller sur ce dernier (Allani-Soltan, et al., 2004 ;Arcand, 2000 ;Arcand, et al., 2002 ;Delery & Doty, 1996 ;Luna-Arocas & Camps, 2008 ;Ndao, 2011 ;Wright & McMahan, 1992 ;Youndt, et al., 1996 ;). Ainsi, les responsables RH vont intégrer dans leur gestion les pratiques ressources humaines capables d'améliorer l'efficience du capital humain. ...
... Plusieurs études empiriques se sont basées sur le modèle universaliste afin de démontrer l'impact des pratiques RH sur la performance de l'organisation. Sans s'arrêter sur les différentes appellations et typologies, les pratiques les plus pertinentes restent : la rémunération incitative, la participation des employés, la formation, la communication, le recrutement, la planification des RH, l'organisation du travail, l'évaluation du rendement et la sécurité d'emploi (Allani-Soltan, et al., 2004 ;Chandler & McEvoy, 2000 ;Chretien, et al., 2005 ;Delery & Doty, 1996 ;Fabi, et al., 2004 ;Guérin, et al., 1997 ;Ichniowski, et al., 1997 ;Lacoursière, et al., 2002 ;Ndao, 2012 ;Tzafrir, 2006 ;Youndt, et al., 1996). Parmi les différentes études empiriques présentes dans la littérature, notre choix se porte sur celles de Chrétien et al. (2015), Liouville et Bayad (1995) Ces résultats soutiennent l'hypothèse universaliste stipulant que les pratiques RH les plus répandues ont un effet positif sur la performance des entreprises. ...
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Notre présent article a pour objectif d'éclairer les chercheurs en sciences de gestion sur les principales perspectives empiriques qui expliquent la relation entre la gestion des ressources humaines et la performance des organisations afin de les aider à construire un cadre théorique approprié pour leurs recherches orientées vers cette problématique. Il s'agit de rappeler les fondements théoriques de chacune des perspectives « universaliste », « contingente » et « configurationnelle », de préciser leurs limites et de présenter certaines études empiriques y recourant comme base d'analyse. Abstract :The present article aims at providing researchers in Managment Sciences with insights on the principal empirical perspectives which explain the very relationship that lies between Human Resource Managment and the performance of organizations in an attempt of helping them to construct an appropriate theoretical framework for their research in relation to the previously discussed issue. In the same vein, the article sheds light on the theoretical bases of each perspective, to cite namely a universalist, contingent and configurational ones, and that to specify their limits and to make of use of some empirical studies as a base for their analysis.
... A legfontosabbak azok a pillanatok, melyekben úgy érezzük, hogy valaki megérintett." 11 Az idézet szó szerint, és átvitt értelemben is jól példázza azt a felismerést, hogy céljaink elérését hatásosan támogathatja egy másik, "kívülálló" személy, akit tudása és "függetlensége" segít áldásos munkájában. ...
... 5 Elsőrendű feladata az emberek közösségi együttélésének a védelme. 11 Tekintve, hogy speciális feladatokkal rendelkezik, ebből adódóan a többi jogágtól eltérően, sokkal erőteljesebb eszközökkel is bír, melyek által a jogalanyok életébe sokkal nagyobb mértékben beavatkozhat. 12 A magyar büntetőjog történetének négy szakaszát különböztethetjük meg. ...
... E gondok kezelésére külön programot alkottak az új (volt keletnémet) tartományok támogatására. 11 A két német állam régiói között meglévő egyenlőtlenségek felszámolására hozták létre a Német Egység Alapot, majd 1995-től az úgynevezett Szolidaritási Paktumot. Az egyesülés óta eltelt harminc év során a Szolidaritási Paktum keretében összesen 251 milliárd eurónyi szövetségi támogatás folyt a keletnémet tartományokba. ...
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A regionális politika az Európai Unióban és annak tagállamaiban a társadalmi, gazdasági és területi kohézió erősítésének legfontosabb eszköze. Így van ez az EU vezető gazdaságában, Németországban is.A cikk azt mutatja be, milyen sajátos nehézségeket kellett áthidalnia, és milyen kohéziós utat járt be ez a föderális berendezkedésű ország, amelyet negyven évig egy egyedülálló kettéosztottság sújtott. Az áttekintés időszerűségét az adja, hogy 2020. január 1. óta a német regionális támogatási rendszer átalakult, harminc évvel az egységes Németország létrejöttét követően egységessé vált: az addigi összes támogatási formát egységes keretbe foglalták, s a felzárkóztatási politika a keleti tartományok mellett immár átfogja az elmaradottabb nyugati régiókat is. Megszűnt a Szolidaritási Paktum, és a korábbi prioritásokat (a határ menti régiók, az infrastruktúra fejlesztésének és a vállalatok letelepedésének támogatását, valamint a gazdaságilag gyengébb keletnémet tartományok felzárkóztatását) új célok váltották fel. Előtérbe került a szénbányákat tartalmazó régiók gazdaságszerkezetének korszerűsítése, a zöld energiaforrások kiépítése, a digitalizáció és a modernizáció. A pandémia következtében az állami támogatások mértéke Németországban 2020 végén elérte a 206 milliárd eurót. A legutóbbi parlamenti választások (2021. szeptember 26.) felhívták a figyelmet arra, hogy nemcsak a gazdasági fejlettségben és a munkalehetőségek terén térnek el a régi és új tartományok, a társadalom továbbra is megosztott, azaz politikailag is nagy különbségek vannak az egyes országrészek között. http://humanexchange.hu/site/uploads/file/HISZ_2021_2.pdf
... Training and development is the degree to which training within the organisation is offered to the employees to foster their skills (Delery and Doty, 1996). As an overarching HRM practice, it is often considered a broad collection of activities that refer to continual learning and developing general job and career-related skills (Boon et al., 2011). ...
... Therefore, a 5-point Likert scale was employed, ranging from 1 = strongly disagree to 5 = strongly agree. Delery and Doty (1996) have defined training and development as the degree to which organizations offer training to employees to foster their skills. We adopted the 4-item scale from Delery and Doty's (1996) study to measure training and development. ...
... Delery and Doty (1996) have defined training and development as the degree to which organizations offer training to employees to foster their skills. We adopted the 4-item scale from Delery and Doty's (1996) study to measure training and development. For example, one item is "We receive formal development training which increases our promotion chances within the organisation." ...
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Sketching on the Social Exchange Theory (SET), the present study aims to investigate the direct relationship between training and development, work environment, and job satisfaction with employee retention. The contingent role of transformational leadership was also analysed under the Situational Leadership Theory (SLT). Accordingly, we collected data from 287 employees of SMEs in northern China by employing a convenience sampling approach, exhibiting a response rate of 57.40 percent. The Partial Least Square-Structural Equation Modelling (PLS-SEM) analysis was then run to test the proposed hypotheses. The findings revealed a significant positive impact of training and development, work environment, and job satisfaction on employee retention. However, no moderating effect of transformational leadership was indicated on their direct relationship. This study has enriched the literature on employee retention and the leadership arena. To the best of the authors’ knowledge, there is no prior evidence concerning the study’s integrated relationship of the continuous variables. The implications and limitations were finally expressed at the end of this manuscript.
... Here the dominant concern of the strategic HRM literature has been the investigation of the Hnk between HRM practices and business performance and the search for sound theoretical frameworks that can be used as a foundation for building valid explanations and predictions of the nature and effects of strategic HRM interventions (Purcell, 1999). Researchers such as Huselid (1995), MacDuffie (1995), Delery and Doty (1996), and Guthrie (2001) have published empirical studies showing a statistically significant linkage between HRM practices and some measures of organisational performance. A second concern has been to try to understand the mechanisms through which this relationship takes place. ...
... A final concern has been the recent interest in taking a multi-level approach to understanding SHRM. Wright and Boswell (2002), Boselie et al (2005) and Martin-Alcazar et al (2005) reviewed the SHRM literature and categorised this research as being differentiated along one dimension representing whether the focus was on single and multiple practices, and along a second dimension dealing with the unit of analysis, specifically the Meshoulm, 1988;Lengnick-Hall and Lengnick-Hall, 1988;Wright and McMahan, 1992;Pfeffer, 1994;Delery and Doty, 1996;HuseUd, 1995). At the same time, as Becker and Gerhardt (1996) point out, researchers are a long way from understanding the precise way in which the elements of the HR system interact (Monks and McMackin, 2001). ...
... With the advent of the resource-based view of the firm, strategic HRM moved to a more internal focus which led to a rethinking of the potential contribution of HRM to competitive advantage (Wright and McMahan, 1992;Delery and Doty, 1996;Huselid, 1995). In particular, the resourcebased view has drawn attention to the impact which effective systems of HRM, rather than individual HR practices, may have on organisational performance. ...
Thesis
p>The introduction of market mechanisms within the remit of public organisations in the United Kingdom has provided these organisations with the opportunity to operate and compete commercially, whilst the Government retained ownership. However, the commercialisation of public sector agencies has also given rise to a new set of dualities and antagonisms within which these organisations have to operate: existing neither in the strictly public realm of state action nor in the strictly private realm of commercial relationships; being expected to function like businesses -efficient, customer driven, and client oriented - yet having to perform tasks that are inherently public; fulfilling their strategic role as government agencies, yet providing high- quality services to their customers, citizens and users in a dynamic marketplace; capitalising on their commercial and operating freedoms, whilst safeguarding the shareholders interests and ensuring the continuous provision of quality services. Current models of HRM suggest that expectations about the roles HR departments should play are changing as organisations are striving to make their HR functions leaner and more 'strategic'. However, the unique characteristics and the specific context within which commercialising public sector organisations operate may add different constraints to developing such a strategic HR agenda. There is thus a need to develop a more tailored approach to the analysis of strategic HRM in the public sector by taking into consideration what is distinctive about public sector transformation in terms of the strategic priorities and demands it creates, and the kind of responses it elicits firom HR functions. Drawing on qualitative, longitudinal case-study research carried out between 2001 and 2005, this thesis explores the changing role of the HR function within two contrasting British public sector organisations responding to the 'commercialisation' agenda. The study also addresses the contextual factors that influence the role played by the HR function and reveals the way in which critical differences in organisational and HR micro-processes can serve to facilitate or constrain the contribution of the HR function. Longitudinal data were collected & om four main sources: interview data; documentary and archival data; notes taken from informal conversations; and observational data gathered at management meetings. the The contribution of this research is both and present study is a comparative case analysis of the role of the HR function in strategic change in two commercialising public sector organisations informed by the perspectives of role theory and the concept of negotiated order. The study presents an alternate conceptual famework that a /eveZ, At ii</p
... As Meijerink and Bondarouk (2018: p. 32) point out, 'Although existing HRM studies build on configuration theory's equifinality principle (Delery and Doty, 1996), they found it challenging to empirically test this principle. ' Miller (2018) indicates that fsQCA differs from 45 clustering methods and traditional typologies in that it allows applying a configurational approach to investigate HRM practices, "where alternative causal paths are of interest, where sufficiency versus necessity and substitutes versus complements are important distinctions." ...
... HRM can be defined as a system of HRM practices intended to enhance employees' knowledge, skills, motivation, and opportunities to perform (Boon et al., 2019). Many researchers have therefore stressed the need to examine the effects of HRM practices in a holistic manner (e.g., Barrena-Martínez et al., 2019;Delery and Doty, 1996;Medcof and Song, 2013). ...
... The configurational approach incorporates the assumption of equifinality. It posits that multiple, unique configurations of the relevant factors can lead to the same outcome (e.g., Delery and Doty 1996;Meijerink and Bondarouk, 2018;Miller, 2018). Therefore, there is no one best configuration (Grandori and Furnari, 2008). ...
... The Strategic Human Resources Management (SHRM) researchers who studied the broader focus of HRM, from the microanalytic research to a more macro or strategic perspective, divided the practices into three different approaches -universalistic, contingency and configurational (Delery & Doty, 1996). Under the SHRM universalistic perspective, some HRM practices are considered universally effective across the board; therefore, companies that adopt these best practices will experience a competitive advantage. ...
... The questions asked in the questionnaire were taken and adapted from established instruments developed by previous researchers. Four dimensions of HRM practices using 20 items to measure the HRM practices comprising recruitment and selection, training and development, performance appraisal, and compensation and benefits were measured using the instruments developed by Delery and Doty (1996), Koch andMcGrath (1996), andMacDuffie (1995). Seven items measuring scale developed by Mowday et al. (1984), and Walsh et al. (1985) were used to measure intention to stay. ...
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Today’s business challenges are no longer only about facing the economic uncertainty but also the ability to strategise and reconfigure the business operations in facing the changing world business landscape, which is highly dependent on the efficiency of organisations in managing their employees. This is also a growing concern shared by the Malaysian Private Higher Learning Institutions (PHLIs). Thus, this paper intends to fill the gap in the body of knowledge of HRM practices with specific emphasis on identifying determinants of Malaysia PHLIs’ administrators’ intention to stay. Grounded by several turnover models, this study proposes a framework linking Human Resources Management (HRM) practices and intention to stay. The findings revealed that from the four HRM practice variables used in the study, only training and performance appraisal were found to have a direct influence on the administrators’ intention to stay.
... In the same year, McDuffie (1995) argued that the inclusion of human resource practices could contribute to improving an organization's economic performance through the incorporation of the following practices: work teams, problem-solving group, participation, rotation, decentralization, recruitment and hiring, compensation, status differentiation, learning and training. Meanwhile, for Delery and Doty (1996) HPWPs can be appropriated by the organization as a market-type system that focuses on recruiting personnel from outside the organization and as an internal system, oriented to an extensive socialization of activities among the company's internal personnel. Some of these practices are: career opportunities, training, results orientation, profit sharing, job security, participation and job descriptions. ...
... It was also noticeable that some authors have resorted to the adaptation of existing classifications. For example, Kloutsiniotis and Mihail (2017) adapted Delery and Doty's (1996) proposal composed of 7 practices to be developed in health care services in Greece and in employees of service and manufacturing companies in China, respectively. For their part, in the research recently developed by Takeuchi, Way, and Wei (2018), the authors carried out the measurement of practices based on nine items from a literature review. ...
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Este trabajo tiene como propósito establecer si existe diferencia en el uso de las prácticas de alto rendimiento tal y como las conciben los directores de recursos humanos como responsables de su implantación y cómo estas prácticas son percibidas por los empleados. A partir de una descripción de las prácticas de alto rendimiento dentro de la Dirección de Recursos Humanos, se procede a revisar las clasificaciones más habituales y se concluye con la propuesta de una escala de medida que se aplica en el sector empresarial de la ciudad de Bucaramanga en Colombia, donde participan 50 Pymes y 651 empleados. Para la validación del instrumento se realiza un análisis factorial confirmatorio que permite evidenciar sus buenas propiedades psicométricas y se procede a analizar la información a través de estadística descriptiva. Los resultados muestran que existen diferencias en la percepción de los empleados y la implementación de directivos en algunas prácticas como retribución y formación. Finalmente, se concluye con la necesidad de continuar haciendo una distinción entre las prácticas aplicadas por la dirección (intencionadas) y las que son experimentadas por los individuos de una organización (percibidas), con el propósito de fortalecer los sistemas de recursos humanos que conlleven a alcanzar los objetivos propuestos a través de actitudes positivas por parte de los colaboradores.
... Numerous studies have shown that various authors developed scales to measure High performance work system. Snell and Dean (1992), Delery and Doty (1996) and Becker and Huselid (1998) have proposed various dimensions to measure high performance work system. After careful study the researcher has chosen six dimensions from these three instruments. ...
... After careful study the researcher has chosen six dimensions from these three instruments. For example, employee empowerment, reward practices, job securiety and performance appraisal were taken from Snell and Dean (1992), internal career opportunities was taken from Delery and Doty (1996) and information sharing was taken from Becker and Huselid (1998). Employee empowerment has been measured by 4 items, reward practices (8 items), job securiety (3 items), performance appraisal (4 items), internal career opportunities (4 items) and information sharing (5 items). ...
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Corporate entrepreneurship is an organizational process for transforming individual ideas into collective actions through the management of uncertainties. The main purpose of this study is to identify empirically study of the influencing of high performance work system, emotional intelligence, entrepreneurial orientation, organizational learning capability and creativity on management support of corporate entrepreneurship. Data was collected from 400 executives working in 12 manufacturing companies in Chennai and multiple regression analysis was adopted to select the respondents. This indicates that respondents are ready to consider the factors while management support in manufacturing company. Results showed that the factors like management support significant of corporate entrepreneurship.
... It is also used by stakeholders to determine the degree of compliance with the prudential rules that apply to MFIs [27]. Through financial performance, the profitability of MFIs is analysed and gives clear indication of their viability [28]. It is therefore assessed using standard financial indicators such as productivity, efficiency and productivity and competitiveness ratios [22,23,29]. ...
... Social performance is also the result of financial actions on the social conditions of the MFIs clients [11,29,30]. These actions have a direct impact on living conditions, i.e. health, education, or housing, which are key determinants used to measure social impact of MFIs activities on poverty reduction [11,27,28,29].Analysis of governance and nondeterminism factors are important to understand their effect on performance (financial and social) and incidentally on business continuity. ...
... Chan et al. [25] assert that human capital, organizational culture and competitive strategy can have possible direct and indirect sources to sustained organizational performance. Delery and Doty [26] found that organizational strategy remains the primary contingency factor in the strategic human resource management (SHRM) literature. [27] also found that HRM-practices have an indirect effect on organizational performance via market orientation. ...
... In the MSMEs, owner-managers' values determine the goals, influence management style, decision-making behavior as well as the structure and strategies employed [27,59,60]. Further, Delery and Doty [26] identify that a key factor in the creation and implementation of strategy in MSMEs is the determining influence of the owner-manager's values. The performance of MSMEs has been found to be contingent with the strategies adopted by the firms [61,62]. ...
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Business environment is very uncertain. To remain competitive, the RBV theory suggests that human resource is the most important resource for sustainable competitive advantage. The current global competition and the constantly changing environment requires all businesses respond accordingly. The research emphasizes on the MSMEs business sustainability models in Indonesia that integrated Green HRM, personal values, green organizational culture and competitive strategy to business sustainability. The study will empirically test the model in the MSMEs creative industries in Daerah Istimewa Yogyakarta and Central Java Province, Indonesia. The respondents of this study are the owners and managers of creative Micro Small Medium Enterprises (MSMEs) chosen by purposive sampling method. The data analysis technique is using AMOS 23. The results show that business sustainability model in creative MSMEs by considering Green HRM, personal values, green organizational culture, and competitive strategy is not yet be able to be implemented.
... This job has an up-to-date job description. The job description for this job contains all of the duties performed by individual employees (Delery & Doty, 1996). Operational employees may not have a close interpersonal relationship with their top management since their job descriptions are more on performing operational tasks which require high customer contact and less supervision from the managers. ...
... The scale employed for this study was an adopted and adapted scale by Delery and Doty (1996). This scale was adopted and adapted due to its high internal consistencies (Cronbach alphas) of more than 0.7 except "internal career opportunity" which is considered acceptable (i.e. ...
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The purpose of this study is to explore satisfaction of students of higher education from the perspective of international Muslim students. Hope theory (Snyder,2002) and tow-factors of emotion theory (Schachter & Singer, 1962) are thought appropriate for guiding the research on mind state of international Muslim students’ expectation and satisfaction towards Islamization and internationalization of higher education served by International Islamic University Malaysia. According to the theory and satisfying concept, research questionnaire was designed with case study. Among more than 105 countries this study included five countries for interview with the students of this university. Bangladesh, Nigeria, Indonesia, Yemen, and Syria were the names of countries which were selected to take in-depth interview with a view to exploring their inner psychological and emotional states that are context-specific and context-free from this perspective. This attempt has been made to expose a relationship between international standard quality of Islamized higher education and satisfaction from international Muslim student’s point of view, which is a rare attempt in tertiary education field. Result of the study was obtained as a positive link between Islamization and internationalization and satisfaction of higher education. This result implied a value that would be useful for making decisions by administration of a higher education institution in improving quality for attracting foreign Muslim students.
... "HRM practices" included four HRM practices that are of crucial importance to the hotel industry that operate under the COVID-19 pandemic. These HRM practices include "Training and Development" ("α = 0.854 ′′ ), based Sun and Pan (2008)); "Participation in Decision--Making" ("α = 0.713 ′′ , based on the study of Delery and Doty, 1996); "Employee Autonomy" ("α = 0.763 ′′ , based on the work of Barling et al., 2003); and finally "Information Sharing" ("α = 0.816 ′′ , based on the work of Boselie et al., 2001). ...
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The present research investigates the crucial role of “Transformational Leadership (TFL)” on employees’ “anxiety”, “personal stress”, and “workplace loneliness”, and finally on employees’ “burnout”. Moreover, this survey investigates the moderating role of “HRM practices” in the relationship between TFL and burnout. For the needs of the research, “Partial Least Squares Structural Equation Modeling (PLS-SEM)” was conducted on a sample of 459 Greek “customer-contact employees” based on thirteen hotels during the “COVID-19 pandemic”. First, the findings uncover the dynamic of TFL in reducing all three stressors, namely “personal financial stress”; “anxiety”; and “workplace loneliness”, thus prohibiting employees’ “burnout”. Moreover, the study underscores the moderating role of “HRM practices” in strengthening the negative relationship between TFL and “burnout”. Overall, the findings provide additional evidence on the process through which “HRM practices” interact with “TFL”, “job stressors”, and employees’ “burnout”, a vital knowledge for HRM professionals and hotels’ managers.
... The conceptual and empirical debated that have developed lately are still many questionings the theoretical foundations that underlie the explanation of the relationship between practical HR management and other management sciences; this is due to the perspective of HR management itself. The perspective referred to by Delery and Doty (1996) included three perspectives: universalistic, contingent and configurationally. The universalistic perspective's theoretical statement is that the relationship between certain independent factors and the dependent variable is universal throughout organizational populations, whereas the relationship or interaction between variables in the contingency perspective is not a simple linear relationship as grouped into universalistic theories (Delery & Dotty, 1996). ...
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The goal of this study is to look at the influence of human resource management (HRM) practices (recruitment and selection, training and development, compensation, and performance management) on employee outcomes (organizational commitment, job satisfaction, and turnover intention), as mediated by Perceived Organizational Support (POS). These linkages are further examined in terms of the extent to which state and private banks differ in Indonesia. Data were collected using simple random sampling by distributing questionnaires to banking personnel in Bengkulu, Indonesia, and were then analyzed using the Lisrel tool's structural equation modeling (SEM). According to the findings, there is a considerable influence of HRM practices on POS, as well as a significant effect of HRM practices and POS on employee outcomes, as well as a POS-mediated relationship among HRM practices and employee outcomes. The result shows that there are substantial disparities between public and private banks. The use of SEM, which permits the formulation and estimate of complicated models of the link among HRM practices and employee outcomes, is one of the research's primary methodological implications. Without this technique, it is difficult to examine the mediating role of POS on HRM practices and employee outcomes.
... Publisher has waived the Open Access Publishing fee. (Hunt et al., 1989;Delery & Doty, 1996) Supervisors in my company don't lock in behaviors that I consider to be untrustworthy 0.776 ...
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The study draws upon the ethical theory of organizing to elucidate the links between ethical climate antecedents, organizational practices, and consequences. We also integrated organizing vision theory to examine the influence of diffusion of big data analytics innovation on sustainable business practices. The results indicate that organizational trust has a significant positive impact on ethics training and ethics audit, which is critical to South Africa's mining industry. Furthermore, the results indicate that ethical leadership is positively related to ethics training and ethics audits. Findings show that ethics training and ethics audit is positively related to sustainable business practices. Findings indicate that the vision constructed by community members is positively related to the diffusion of big data analytics innovation. We also found that the diffusion of big data analytics innovation is positively related to sustainable business practices. Lastly, findings show that sustainable business practices are positively related to firm performance.
... Moreover, there have been substantial numbers of studies (e.g., Delery and Doty, 1996;Fu, 2013;Ismail et al., 2017;Sivapragasam and Raya, 2018, etc.) which established that performance-enhancing human resource (HR) practices (i.e. HPWPs) are significant predictors and drivers of enhanced performance. ...
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Poor performance of lecturers in Nigerian Polytechnics warrants independent research on lecturers’ job performance, given that the poor performance has seriously affected educational development in the country. Substantial evidence from the extant literature has highlighted that high-performance work practices are significant predictors and drivers of enhanced performance. Also, the functionality of high-performance work practices is context-dependent. Therefore, the current study investigates the effect of high-performance work practices (recruitment and selection, training and development, and employee involvement) on lecturers’ performance in the context of Nigerian polytechnics. It also examines the moderating role of working conditions in the high-performance work practices’ relationship with lecturers’ performance. Data were obtained from 539 academics in the North-west Nigerian polytechnics. The overall findings indicate that training and development and employee involvement are significant predictors of enhanced lecturers’ performance, and working condition strengthens the recruitment and selection–performance connection and employee involvement–performance relationship. This implies that the link between HR practices and enhanced performance could be affected by the environment within which organizations operate. The present study focused mainly on teaching staff from the polytechnics located in the north-central geopolitical zone of Nigeria. Thus, other geopolitical zones and non-teaching staff from various polytechnics could be studied further by future studies.
... By establishing a linkage with external environment SHRM makes an organization responsive to external developments. In order to make HRM more business objective oriented Delery & Doty (1996) propose three perspectives in SHRM: the "universalistic", the "contingency" and the "configurational". The universalistic perspective is based on the assumption that the best HRM practices would guarantee superior performance of the organization; the contingency perspective proposes in order to be effective, HR policies and practices must be consistent with other aspects of the organization; and the configurational perspective stresses on the 'bundling' i.e. the formulation and implementation of several interrelated HR practices together so that they complement and support each other and make organization effective. ...
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As the business backdrop is becoming more complex and uncertain the role of human resource is gradually increasing to make organization successful. Traditionally human resource management is involved in the effective management of people in an organization. In the dynamic business context, there is a growing demand to align human effort in the line with the firm’s objectives. In this connection, various concepts and approaches like strategic human resource management (SHRM), human capital management (HCM), and talent management (TM) have emerged in human resource management. Regarding the nature, scope, and application there are a great degree of obscureness since there are overlapping in the definitions of these concepts and the common theme of these concepts achieving the organizational goal through people. For these HR practitioners, HR managers, business strategists are facing problems in applying these concepts confidently. Moreover, there is another query whether these concepts are mutually exclusive or inclusive. Therefore, the main purpose of this paper is to examine the nature, scope, and relevance of strategic human resource management (SHRM), human capital management (HCM), and talent management (TM) in an organizational setting. This paper is the outcome of an extensive literature review and expert interview. It is presumed that this paper would be able to articulate the functional nature, scope and relevance, and application of these concepts by eliminating gray areas in these concepts. The findings of this paper would give a clear direction to the use of these notions in the organizational context.
... By signaling a consistent set of organizational norms and expectations, HR practices within a bundle collectively work to shape employees' knowledge and motivation to behave in certain ways (Nishii et al., 2008;Schuler & Jackson, 1987). Further, as more practices within a bundle are implemented, more signals are sent to strengthen the intended climate and reinforce expectations regarding acceptable behaviors and actions (Bowen & Ostroff, 2004;Delery & Doty, 1996). Importantly, it is employees' perceptions of the presence and implementation of practices, rather than the espoused policy by the organization, that drives their understanding of the climate and expected behaviors (Li et al., 2018;Nishii et al., 2008). ...
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Although sexual harassment naming – the process by which individuals identify and label experiences as sexual harassment – is key to tackling the problem of workplace sexual harassment, extant research focused on individual differences has explained a limited amount of variance in individuals’ propensity to name. We push this research in a new direction, drawing on institutional theory and strategic human resource management to identify workplace contextual factors that influence individuals’ propensity to name sexual harassment. Surveying 408 employed adults, we find that current employment in an industry with a high prevalence of sexual harassment reduces individuals’ likelihood of identifying scenarios as sexual harassment. Further, prior work experience in highly sexually harassing industries has a lasting negative effect on individuals’ propensity to name. In contrast, we show that individuals’ propensity to identify sexual harassment is greater when they perceive that their organization has implemented more HR practices supporting a climate for naming and that these HR practices can actually reduce the negative effect of current employment in a highly sexually harassing industry. Critically, by demonstrating that changing industry norms or adopting specific HR practices can shift individual naming of sexual harassment, we offer new avenues for sexual harassment prevention. This article is protected by copyright. All rights reserved
... The most important thing is the positive impact on employee turnover. Additionally, several researchers have found a significant relationship between the impact of SHRM and organizational outcomes, such as performance, profits, ROI (Azmi, 2011, Delery andDoty, 1996). This argument is pointing out that SHRM can increase the organizations' competitive advantages by developing employees' skills and motivation to reach strategic organizational goals (Lee, 2015). ...
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HR strategy is necessary to underline the interactive relationship between business strategy and Human resource management Amal Wijenayaka, GAU Environmental change, globalization, competition to provide products and services innovatively, changing customer expectations and investors intentions have become the typical framework for organizations. To reach these aims effectively, the organization needs to improve their capabilities by reducing costs, increasing quality, and differentiation in all aspects. The organization must follow the different strategies (Corporate level, business level, and operational level) to reach the above objectives and follow the strategic business plan with a selected time frame. However, the organization must align the human resource strategies with overall organizational strategies. Typically, an organization competitive advantage could be generated from the organization human resource (April and Chun 2005). With the resource-based approach, if the organization is creating value for sustainable competitive advantage, it is tough to imitate. However, traditional sources are easy to imitate and the HR asset not easy to imitate. It is an invisible asset creating values. Karami, Analoui and Cusworth (2004) explained SHRM as defining how the organization's goals will be achieved through HR strategies and integrated HR policies and practices. Becker and Hulesid (2006) stated that the HR strategy differs from traditional HR management in two ways. 1) SHRM concentrates on the performance of the organization rather than employee (individual) performance. 2) it focuses on an HR management role as answers to business problems rather than individual HR management practices. Cascio and Boudreau (2014) stated that HR strategy matches and assists the strategic business plan's implementation. HR strategy mentions an organization's processes, decisions, and selections regarding how they manage their employees. Moreover, HR strategies are frequently formulated to align
... Comme l'analysaient déjà les travaux pionniers de Legge (1978) ou ceux de Brabet (1993) (Pfeffer, 1998). Une autre gamme de recherche se concentre quant à elle sur l'élaboration de « best practices » dans une orientation formulant que la performance s'expliquerait par des combinaisons (bundles) de bonnes pratiques (Delery et Doty, 1996). ...
Thesis
Dans son rapport rédigé en 2014, le Conseil Supérieur de la Recherche et de la Technologie (France) ouvrait une interrogation d’enjeu majeur : alors même que les connaissances ne cessent de progresser nous sommes de plus en plus confrontés à des crises et des retours de réalité. La diversité et la persistance de leurs manifestations interrogent le monde de la recherche et la société dans son ensemble. Ce questionnement, partagé avec le partenaire industriel avec lequel nous avons engagé cette recherche, nous a conduits à retenir que l’Entreprise était un lieu particulièrement fécond pour aborder cette problématique. Dans ce cadre de recherche partenarial, nous avons retenu d’y contribuer en investiguant la tension entre les espaces saturés de réponses (exigence apocritique) dans lesquels nous opérons, et les retours de réalité auxquels le monde que nous constituons se cogne (exigence problématologique).Notre thèse vise à rendre compte de l’exploration d’un geste critique et réflexif que nous avons mobilisé au service de l’expérimentation sociale. Elle défend une perspective qui peut permettre d’articuler et de travailler le rapport entre « critique » et « possible », en vue de soutenir, le cas échéant, l’émergence de modalités alternatives ou de nouveaux arrangements sociaux auparavant ignorés et qui deviendraient dès lors perceptibles. Cette recherche a été conduite :- avec comme terrain un domaine de gestion emblématique de la GRH à savoir celui du recrutement de nouveaux collaborateurs,- et en lieu et place des acteurs en charge de la direction de celui-ci.En quoi et comment cette typologie d’acteurs, dans ce type de contexte, peuvent-ils soutenir un geste critique et réflexif en vue de permettre des sauts qualitatifs conséquents en matière de relevance sociétale ? S’il pouvait se déployer, ne se traduirait-il pas par des transformations sociales ? Telles sont les questions qui ont guidé notre travail. La recherche présentée a comporté 2 phases : - la première qui a consisté à interroger dans quelle mesure ces « travailleurs du savoir » peuvent ou non déployer un geste critique et réflexif à même de faire émerger de la ressource pour proposer des alternatives.- la seconde qui a pris la forme d’une proposition de reconceptualisation du territoire de la situation de recrutement que nous avons ensuite mise à l’épreuve sur un terrain spécifique, à savoir celui portant sur la famille des « techniciens gaziers ». Elle dégage trois ensembles de résultats :- un premier d’ordre méthodologique dès lors que tout à la fois nous avons retenu une démarche visant à explorer par les possibles et que nous avons opéré en terrain sensible,- un second qui résulte de la mise à l’épreuve de la plasticité des frontières du système des relations industrielles et qui a conduit au déploiement d’une expérimentation sociale d’envergure,- un troisième qui rend compte de l’étude quasi-expérimentale que nous avons réalisée en vue d’expérimenter dans quelle mesure le déploiement d’un environnement capacitant était en mesure d’améliorer la santé psychologique des candidats.
... But it neglected perceptions, interests, and requirements of various other stakeholders, national contexts and environmental impact and it failed to address HRM complexities within organizations. In other words, it can be said that the discourse of strategy couldn't be able to bring real change by attaching with HRM (Becker &Huselid, 1998;Delery& Doty, 1996;Huselid, 1995;Huselid, Jackson & Schuler, 1997;Boudreau & Ramstad, 2003;Kramar, 2014). ...
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This study intends to review existing literature on sustainable human resource management (Sustainable HRM) with the plan of digging up in the literature for an improved perception of the current state of the research field and the research gaps, along with to propose future directions for the research. This paper provides a review of the discourse from pioneering stage to the current one. Sustainable HRM is a contemporary and an evolving discourse. Being an emerging field of study, it doesn't have a single definition as well as no definite set of practices This field of study demands more research contributions from different contexts which will highlight its different understandings in different contexts, its different practices, different related problems, and their solutions. For better contribution, first there is a need to study the evolution of this field of study and then make progress. In this regard, this study contributes to this field of study by shedding light on the history of human resource management (HRM), discussing changing perspectives in HRM, talking about emergence of sustainability agenda in HRM, conferring beginning of a contemporary field, having a discussion on work done and future avenues in the field of Sustainable HRM Introductory Human resources (HRs) viewed as a source of competitive advantage in the organizations due to information communication technological (ICT)revolution and the mushrooming of industrialism. In the past era, the personal management discipline has experienced considerable changes. It suffered changes in its scope, focus, purposes, perspectives, and functions by stepping on the way to HRM and to Strategic human resource management(S-HRM) and subsequently to the contemporary Sustainable HRM .It is an extension of S-HRM. After 2000s, critique on S-HRM, increased interest in sustainability/sustainable development and the emergence of triple bottom line (TBL) model has preceded to the emergence of a contemporary research focus and a brand-new perspective in the field of HRM i.e., Sustainable HRM which shifted the focus of HRM from considering the pure economic perspectives only to be concerned about environmental and social perspectives as well. Sustainable HRM is a modern way of enhancing organizational efficiency and effectiveness by managing human resource strategically and sustainably. The focus of this study is on the emergence of the sustainable HRM which is divided in four stages (own interpretation shown in pictures 1.1, 1.2, 1.3 and 1.4).
... The literature summarized above highlights how the quality of the internal [65][66][67][68][69][70][71][72][73][74] and external relationships [34,[75][76][77][78][79][80][81][82][83][84] generates direct benefits on the well-being of the workers and on local sustainable development [85][86][87], but also indirect benefits on financial [19,51,[88][89][90][91][92][93][94][95][96] as well as economic corporate performance [97]. This last point requires further consideration, specifically with regard to CSR's ethical foundations. ...
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ESG frameworks have progressively become central in economic and policy choices. This is why it is of utmost importance to build a shared and accepted framework to define what we really mean by ESG overcoming the “minimalist” Do Not Significantly Harm (DNSH) principle and moving toward the full achievement of the more ambitious substantial contribution (SC) principle, oriented to the maximization of the social and environmental impact of value creation. To move forward in this direction, our work proposes a relational approach for the assessment of ESG factors focusing in particular on the social pillar. Our conceptual and theoretical proposal argues that, in order to increase the value of that pillar, it is necessary to assess both the internal and external relationships of the firm from an impact perspective, improving at the same time the multidimensional well-being of workers and the capacity to create sustainable development in the local community. The main factors companies should consider to achieve these goals are related to the domains of sense of community, empowerment, good practices of mutual aid and degree of participation at individual, team, organization, and territorial levels that can trigger gift giving, reciprocity and trust, overcoming standard social dilemmas and producing superadditive outcomes together with high social and environmental impact. Starting from these elements, this work proposes a set of indicators and metrics, based on an original methodology to measure and assess the commitment of a firm to increasing social factors. This methodology is particularly suitable for SMEs and start-up companies.
... Infact studies on turnover have shown that turnover intention is the best immediate predictor of voluntary turnover (Griffeth, Hom, & Geatner, 2000;Lambert, Hogan, & Barton, 2001;Price, 2001). Delery and Doty (1996) conceptualized HRM practices as a set of internally consistent policies and practices, designed and implemented to ensure that a firm's human capital contributes to the achievement of its business objectives. Batt (2002) argued that human resource incentives that build trust, such as training, employment security, and high relative pay, are likely to induce employee attachment and commitment, thereby reducing turnover. ...
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Refereed Proceedings, Fifteenth Annual South Dakota International Business Conference, October 9-12, 2008, pp. 103 – 118, Copyright 2009, ISBN 1-883120 -07-1, Rapid City, South Dakota , USA. (With Andy Bertsch, Kalthom Abdullah, and Norhizan Rosli) Environmental awareness has increasingly become a global concern during this 21st century. Malaysians have begun to realize how important it is to sustain the country‘s environment. There has been an increasing concern among individuals, business organizations, societies, and estates. This study aims to understand the extent of commitment by consumers toward protecting and preserving the environment through product usage and disposal activities and to analyze how much this concern for environmental protection influences purchasing decisions. There is a need to develop guidelines for consumers and organizations on the most effective ways to protect and preserve the environment.
... One of the most accepted definitions in the literature describes HRPs as the set of strategies, policies, and practices developed by the company to influence employees' behavior, performance, and attitude to achieve the organisational goals (Delery and Doty, 1996). According to the objectives pursued, the HRPs can be classified as focused on the performancethat is, performance-centered or on the employee -that is, person-centered HRPs. ...
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Human Resources Practices (HRPs) and unions coexist in some organisations to manage the employment relationships of the workers. In this study, we analyse how the presence/absence of unions and HRPs are combined in private European organisations, and which of these combinations are related to higher levels of wellbeing and the quality of labor relations. Data come from 24,503 workers of private organisations, obtained from the Sixth European Working Conditions Survey. Latent profiles analysis and different analyses of the variance suggested four different profiles. The profile with the greatest presence of HRPs and union presence is related to the highest levels of employees' wellbeing and quality of labor relations in organisations, whereas those organisations with a low level of union presence or HRPs reached the worst levels in employees' wellbeing and quality of labor relations indicators. The results and their practical implications are discussed.
... The second consists of the three items of the work environment, measurement scale for the variable opted from the study of (Qureshi et al., 2012). Third, includes the four items for job security, the items used are taken from the study of (Delery & Doty, 1996). Fourth, consists of eight items for job inspiration, the measurement scale for the variable taken from the survey (Chaiprasit & Santidhiraku, 2011).The fifth, part contains three items to measure happiness at work the scale adopted from the study (Chaiprasit & Santidhiraku, 2011). ...
... Accordingly, the relationship among the types of flexibility, as well as their synergy and trade-off, must also be reviewed. Because a synergy can be created when one practice reinforces another [46], the effects may vary depending on whether only one type is used, or whether multiple or all four types are used. Thus, it is necessary to distinguish overall use from partial use, and also to categorize the four types into two similar dimensions and examine the relationship between the two, in tandem with the relationship between human resource performance and financial performance. ...
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This study reveals the impact of labor flexibility (i.e., numerical flexibility, functional flexibility, financial flexibility, and time flexibility) on financial performance and the effect of labor relations climate that moderates the two. Numerical flexibility, functional flexibility, financial flexibility, and time flexibility were chosen as the independent variables, and firms’ net profit was selected as the dependent variable to test the hypotheses. Statistical analysis was conducted on 1482 workplaces, and the findings of the regression analysis are as follows. First, numerical flexibility and financial flexibility had a positive effect on net profit among different types of labor flexibility. Second, the labor relations climate had a positive moderating effect on numerical and financial flexibility. This study is critical because it individually tested the four types of labor flexibility and empirically studied the relationship between each type and outcome variables. A labor relations climate strengthens the relationship between labor flexibility and net profit. Therefore, in order to increase the net profit of a company, it is necessary to utilize appropriate numerical and financial flexibility, and it is important to create a good labor–management partnership.
... H2c: Creative performance mediates between EI and learning outcomes (cognitive, social, self-growth outcomes, and satisfaction with university experience) of academicians in Pakistan HEIs. Delery and Doty (1996) investigated three perspectives while explaining the relationship between learning outcomes and organizational performance: (1) universalistic i.e., KSAs i.e., knowledge, skills, and abilities; (2) contingency i.e., organizational policy/strategy, and (3) configurational i.e., motivation, commitment, etc. Organizational performance, therefore, is dependent on personnel learning outcomes (Park and Jacobs, 2011;Yasmin et al., 2019). Numerous studies, whether educational or commercial, have shown that various outcomes result from workplace learning including knowledge, skills and abilities, motivation, organizational commitment, job performance, organizational performance, transfer of learning, and motivation to transfer learning, personal growth, and sociability (Zhoc et al., 2018;Pervaiz et al., 2019). ...
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Studies have revealed that emotion-based learning outcomes are scarce when teachers’ competence and creative performance are neglected, further university performance in relation to teachers’ emotion-based learning outcomes is disregarded in literature so far. Based on the Attributional theory of achievement motivation and emotion, the purpose of this empirical study is to investigate the effects of Emotional Intelligence (EI) on learning outcomes (social, cognitive, self-growth outcomes, and satisfaction with university experience) of academicians in Pakistan’s higher education institutions (HEIs). This study also examines the mediating role of teacher competence (personal assessment) and creative performance (Creative self-efficacy and leadership/supervisor support) in a relationship between EI and learning outcomes. Furthermore, this study ascertained the relationship between learning outcomes and organizational performance (OP) of HEIs. This study used a sample frame of 237 academic professionals from Pakistani HEIs, the hypothesized associations were ascertained using the partial least squares structural equation modeling method (PLS-SEM). The findings disclose that EI has a positive and significant influence on learning outcomes. Furthermore, an indirect relation between EI and learning outcomes is established through teacher competence and creative performance while the relationship between learning outcomes and OP is established also. Results of the considered study reinforce the academic understanding of EI and propose how academicians of HEIs can value their competence and creative performance which in turn enhances learning outcomes and OP. There is a lack of studies in HEIs that investigate the relationship between EI, teacher competence, creative performance, learning outcomes, and OP. This is one of the initial researches that not only empirically examine the interface of EI, learning outcomes, and OP of HEIs’ academicians but also enlightens comprehensions into the prevailing literature by immediate investigation of the mediating role of teacher competence and creative performance in fundamental association.
... This focus on the contribution of SHRM to financial results and strategy achievement has been demonstrated in numerous studies. SHRM has been shown to contribute to outcomes such as increased return on investment, increased profits, increased stock price and increased financial results (Huselid 1995;Delery and Doty, 1996). ...
... The quest for linking human resource management (HRM) practices and performance has been underway for the past several decades (Boxall et al., 2009;Guest, 2011).Studies suggest that the adoption of appropriate HRM interventions, such as incentives (both financial and non-financial) can improve health workforce performance (Armstrong, 2014;Delery & Doty, 1996;Guest, 2011). Most of the health sector-related literature in LMICs describe what works but there is little knowledge available on the mechanisms through which the HRM practices influence the health workforce performance in a given context (Dieleman et al., 2009;Kadam, 2020;Rowe et al., 2005). ...
Article
Introduction The performance of Accredited Social Health Activists (ASHAs) is crucial for the achievement of the ‘health for all’ goal in India. The performance and motivation of workforce are dependent on various financial and non-financial incentives. This study analyses the linkage of current incentive practices and perceived rewards/sanctions, with the motivation and performance of ASHA. Methods Cross-sectional qualitative approach and interpretive structural modelling (ISM). Results The motivation and performance of ASHAs were driven by various inter-related factors. The predominant rewarding factors identified were: monetary incentives, awards, and support and respect of the community towards the ASHAs. Dissatisfaction was fuelled by factors, such as sense of underpayment, comparison with peers and the community cadres of other departments, erratic duty hours, scarce disbursement of resources, financial insecurity post-retirement, difficulty in reading or writing, unavailability of health services and medicines in the nearby healthcare facilities. Conclusions For a sustained advance in motivation and performance of ASHAs, the public health systems’ focus needs to be oriented on: capacity building; optimal resource allocation, rationalised payoffs to the ASHAs working in difficult terrains and improving availability of healthcare services in primary healthcare facilities.
... For example, if the company strategy is to gain a competitive advantage by focusing on low cost, the HRM needs to support this by developing appropriate HR practices that relate to the HR functions, on the other hand, if a company has a strategy of providing unique services or gaining competitive advantage through higher quality, they need to adopt a different set of HR practices. The link between the strategy and HRM practices is viewed as the 'internal' or 'horizontal' fit whereas the compatibility between the HR practices to create synergies or support the effectiveness of one another is viewed as an 'external' or 'vertical' fit (Delery & Doty, 1996). ...
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Parallel to the increased awareness of environmental issues, there has been a rapid increase in studies focusing on Green Human Resource Management. Studies have shown that organizations that can link their environmental management efforts to their human resource management systems have improved organizational and employee-level outcomes. This study is a systematic review of empirical work focusing on Green Human Resources Management in service industries. Using a systematically selected sample of 48 articles, we compared the scales used to measure Green HRM, the theoretical frameworks on which the empirical papers were based, and identified the nomological network covering how Green HRM is positioned concerning its antecedents, outcomes, and mediators or moderators. We highlight important issues regarding the current state of Green Human Resources Management in service industries and provide avenues for future research.
... It is likewise essential that representative hold values which are harmonious with that sort of the association. Delery and Doty, (1996) expressed that this necessity for "fit" exemplifies the consistency of the identity, convictions, attributes, convictions, and estimations of the worker with the key needs, culture, standards and estimations of the association and consequently fortifies the prerequisite for more prominent exact evaluation of the systems connected with to quantify such sort of qualities. ...
Thesis
The current Human Resource for Private Companies challenges include inadequate and inequitable distribution of workers; high turnover; weak Human Resource Development, planning, management, and Human resources for organization information systems and the performance management framework at all levels. Most organizations have little insight into the recruiter skills that have the greatest impact on quality of hire and time to productivity. As a result, recruiter training is often unfocused and misaligned with the drivers of new hire quality. The research objective was to determine the competency-based recruitment and selection practices by the Bangladeshi and Multinational Companies. This study was descriptive in nature. This design is preferred because it permits comparative analysis. The researcher targeted all the eighty (80) private companies in Dhaka City Corporation where a sample size of fifteen companies was selected. Primary data was collected from the companies through interviewing the HR Chiefs and Focus Group Discussions (FGD) among the HR officials. This was used to address competency-based recruitment and selection practices. Data collected from respondents was both quantitative and qualitative in nature. Quantitative data were analyzed using descriptive statistics such as mean scores and standard deviations. The findings were then presented using tables, pie charts, and bar graphs for easier interpretation. On the other hand, qualitative data were analyzed using content analysis. The qualitative information was interpreted to interpret or better understand quantitative findings. It can be concluded that the results from the findings of the questionnaire demonstrated that competency-based recruitment procedures were paramount in selecting new hires. The respondents recognized that competency-based recruitment procedures can work hand in hand with traditional recruitment and selection procedures. The competency-based approach to recruitment and selection was considered important in the recruitment and selection stage of Human Resource Management processes. Based on the findings, it is recommended that, the need to develop and implement a communication strategy to support the Human Resource Departments. It is also important to build awareness as an important starting point. HR staff and organization management should attend workshops, classes, or conferences on competency modeling or invite external consultants.
... The nature of the relationship that presents internal fit is complementary or synergistic between practices by mutually supplying each other's lack that generates better performance than when each practice works in isolation (Wright and Ulrich, 2017). In addition, SHRM literature also views the particular "bundles" of HR practices that could make to organizational performance (Delery and Doty, 1996;Macky and Boxall, 2007). Specifically, these bundles consist of HR practices consistent with each other, such as selective recruiting, employee development, performance managing pay system, and employee involvement (Wright et al., 2003;Boxall and Macky, 2009;Wright and Ulrich, 2017). ...
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The objective of this paper is to test the moderating effect of Strategic Human Resource Management (SHRM) in the relationship between organizational innovation performance and corporate entrepreneurship as a measure in technology-based firms. The design and methodology is a postal survey is used in this research. A sample of 250 European technology-based organizations is selected from Amadeus database. The questionnaire will be sent to CEO, finance managers and HR managers. A hierarchical moderated regression will be used as the statistical analyze and we expect all three hypotheses will be supported by results. This paper helps to fill the gap in the relationship between corporate entrepreneurship and Strategic Human Resource Management (SHRM) in order to achieve an innovative organization performance. Besides, it will give company managers some inspirations to develop competitive advantages in technological organizations.
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