Customer Value-Added as an Integral Component of HRM Strategy

The research of Delery and Dotty (1996) concluded that the relationship between HRM strategy and organizational performance were not simple but complicated. The purpose of this research is to reexamine the relationship between HRM strategy and organizational performance by using organizational strategy as a contingent factor in that relationship. Respondents of the research were HRM managers of 81 companies which part of the Top Companies and Big Group in Indonesia, 71h Edition published by Compassindo. The big companies were considered to perform their HRM as a strategic partner (Nurhayati, 2001). The concepts of HRM strategy used in this research based on Bae and Lawler formulation (2000) and the organizational strategy based on Porter (1980). The result of this research shows, there is only one hypothesis supported (H1) of five dimensions of HRM strategy, namely fit between extensive training and differentiation strategy is highly correlated to its organizational performance (r = - 0.401, significant of p = 0.01). On the other hand, hypothesis H2, H3, H4, and HS are not supported. It means that differentiation strategy do not moderrate the relationship between empowering, staffing, performance based pay, broad design and organizational performance. There Is only one of five HRM strategy dimensions which is supporting contingency theory in HRM strategic literature, states that the relationship between HRM strategy and organizational performance is depend on the contextual factor, namely organizational strategy. The concept of fit between HRM strategy and organizational strategy will have a superior performance (Jackson & Sculer, 1995) needs to be explored in the future.

Based upon the sample of 419 MNCs’ subsidiaries in Korea, we examined the country of origin effect in the choice of MNCs’ HRM strategy: transplantation, localization, and mixed. A multinominal logit regression analysis showed that there is an important country of origin effect in the choice between a localization strategy and a mixed strategy. North American MNCS tended to implement mixed strategy, while Japanese MNCs tended to adopt localization strategy. European MNCs were in the middle. The estimated log odds of choosing a localization strategy over a mixed strategy by Japanese subsidiaries were 1.79 times higher than European subsidiaries and 2.85 times higher than N. American subsidiaries; those by European subsidiaries were 1.59 times higher than N. American subsidiaries. However, the country of origin was not significantly related to the choice between a transplantation strategy and other strategies. We also examined two alternative factors influencing the HRM strategy of foreign subsidiaries: investment strategy and entry strategy. The implications of this and directions for future research are discussed.

The COVID-19 crisis forced many changes to occur within organizations, which were necessary to keep the continuance of the organization’s operations. Job performance seems to be an important factor determining such continuance, through its influence on the performance of entire organization. Shaping and keeping job performance in times of COVID-19 pandemic was a challenge for organizations, due to its negative impact on employees, causing their stress or lack of sense of security. There is a growing role of HRM specialists in appropriately shaping HRM strategies that can positively shape job-related attitudes, resulting in enhanced job performance during such difficult times. Therefore, this study aims to explain the role of COVID-19 oriented HRM strategies in shaping job performance through job-related attitudes such as work motivation, job satisfaction, and organizational commitment in a time of crisis occurring in the organization due to the COVID-19 pandemic. The study was conducted among 378 organizations operating in Poland during 2nd wave of COVID-19 pandemic. To verify the hypotheses, descriptive statistics were calculated using IBM SPSS and path analysis was performed using IBM AMOS. The result shows that combined set of "hard" HRM strategies related to the financial aspects and "soft" HRM strategies related to keeping employees’ wellbeing during the crisis gives the best results in shaping job performance through job-related attitudes and consequently strengthening organizational performance. This study contributes to the knowledge concerning the development of COVID-19 oriented HRM strategies, which may also have practical application.

The study thoroughly investigates unexplored impact of HRM strategies in less developed countries. It delves into pivotal strategic agility role as mediator among HRM strategies & sustainable competitive advantage. The study aims to establish basic knowledge and emphasize connections linking HRM strategies and SCA, with strategic agility playing mediating role. The information was collected from various internet platforms and analyzed using CB-SEM to assess proposed model. The results found that strategic agility is crucial mediating impact in enhancing HRM strategies influence on competitive advantage. The paper ends by highlighting theoretical and practical contributions, research limitations, and recommendations for future studies.

With the rapid IT development, the structure and process of Chinese organizations are more and more affected by those technical, business and managerial innovations such as E-commerce. Virtual teams and organizations are increasingly adopted in various kinds of E-commerce projects. Given the flexibility and mobility of the virtual organizational structure, new features of HR management strategies are demonstrated in recent Chinese practices. This chapter describes the characteristics, processes and HRM strategies of the virtual teams and organizations, using three cases of cross-functional project teams in the Chinese banking E-commerce development. Several HRM strategies are adopted in solving some key issues in virtual organizations: (1) Strategic objectives setting a process for long-term orientation; (2) Task team regrouping for team compatibility; (3) Competence mentoring for networking and result-orientation; (4) Interactive communication and leadership knowledge sharing mechanism. The case analysis illustrates the effective HRM strategies and discusses their implications in managing virtual organizations.

This research aims to find out how HRM strategies can improve Competitive Advantage in the case study of Esy Tourism in Wundulako District, Kolaka Regency. This study uses a qualitative method. The informants in this research consisted of the owner and all employees. Esy Tourism. Data collection techniques are through observation, interviews and documentation. Meanwhile, the data analysis technique uses an interactive model, which includes data collection, data reduction, data presentation and drawing conclusions. Based on the results of research conducted by researchers, the conclusion that can be drawn is that the HRM strategy in increasing the competitive advantage of Esy tourism MSMEs still does not fully use the HRM strategy, where employee recruitment still uses a family basis and is not competent according to the HRM strategy, but other strategies already use the strategy. HRM.

This research work is concentrated to depict the relation and impact of HRM strategies and high-performance outcomes of service sector institutions in Nepal. HRM strategies represent through differentiation strategy, cost reduction strategy and quality focus strategy whereas high performance outcomes represent through productivity, quality and innovation. Employees of two hospitals, one airline, three insurance companies, and four commercial banks are included as samples for analysis in this study. A total of 476 questionnaires were distributed, and 424 (89%) of those copies were fully completed and returned for use in the study. The correlation results suggested that there is positive association between HRM strategies and performance outcomes but cost reduction strategy has high level of correlation with that of performance outcomes. Similarly, while analyzing the beta coefficient, variable of cost reduction strategy sensitivity to performance outcome is high followed by differentiation strategy and quality focus strategy therefore all the variables have positive impact on performance outcomes of service institutions. The research found that all three variables HRM strategies consisting of differentiation strategy, cost reduction strategy and quality focus strategy have positive correlation and impact on performance outcomes of service sector institutions.

The study examines the relationships among six types of HRM strategies with three categories of outsourcing HR activities to reduce HR labour costs. The data were gathered from a survey questionnaire of 232 manufacturing organizations of which 113 organizations engaged with HR outsourcing. We found that no organization outsourced transformational HR functions and that organizations that espouse cost efficiency, commitment, and conventional HRM strategies tend to outsource traditional HR functions, whereas quality conscious and commitment HRM strategies tend to outsource transactional HR functions. Transactional and traditional HR functions show a significant relationship with a reduction in HR labour costs. Copyright © 2016 ASAC. Published by John Wiley & Sons, Ltd.

The existence of skills shortages in labour markets is a widespread phenomenon observed in various economies and employment sectors. This study explores the relationship between companies' skills shortages and their HR policies and practices targeting older workers, which constitute a part of their overall age management strategy. The study addresses the following key questions: How do skills shortages affect personnel policies and practices for older workers? What are the plausible explanations for the presence or absence of a dependency between skills shortages and HRM strategies tailored for older workers? This study uses data that originates from a web-survey in 2015 among 6 000 establishments in Sweden with at least 10 employees. The survey included questions about the characteristic of the surveyed firms/establishments and HRM policies towards older employees. We perform regression analysis where the outcome variable is coded as a dichotomous variable (logit regression), which allows us to estimate the probability that an employer use a certain age-management measure as a response to the presence of skill shortage, when controlling for the possible effect of the control variables (firm size and industry). We find that skills shortages in combination with an expected firm growth in terms of number of employees increases the probability of mesures that aim to delay retirement, by asking workers to delay retirement and/or to restricting early retirement and part-time retirement. When firms do not expect to grow, skills shortages increses the probability of reduced woarkload for older workers and reduces duties and salary, but this effect is restricted to firms that report a high level of skills among their employees. Other HRM policies are also increasing with skills shortages, such as age limits for irregular working hours, flexible working hours, but in this case only in firms that report a low level of skills among their employees. The results highlight that skills shortages affect firms’ age-management, and that measures are sensitive to firms’ growth-expectations and skill level. The study illuminates the nuanced relationship between skills shortages and specific HR approaches, providing valuable insights into the considerations that shape professional practices within the realm of HR management.

This paper investigates the determinants of HRM strategy in a random sample of firms operating in Korea and Taiwan. Both indigenous and foreign-owned firms are studied. HRM strategy is measured in terms of the company's reliance on high-performance, versus more traditional, HRM policies and practices in several different areas, including staffing, employee influence, employee rewards and employee autonomy. Independent variables include the firm's country or region of origin (USA, Japan, Europe, Korea or Taiwan), the host country (Korea or Taiwan) and the internal culture of the firm, as measured by upper management's perception that human resources constitute a significant source of value for the organization. Pronounced differences are found across countries of origin and between the two host countries. Managerial values and various organizational characteristics that serve as control variables are also found to impact on HRM strategy.

Post-NPM and Bureaucracy: The Flexibility of Bureaucracy observed through French Local Administrators’ HRM Strategies

HRM practices play a vital role in organizational performance of banking sectors. The objective of this study is to determine how Human Resource Management processes have impacted the organizational performance of public and private banking industry in Pakistan, for that purpose, a public bank i.e. National bank of Pakistan (NBP), and a private bank, United Bank Limited (UBL) was selected. In the current company environment, HRM strategies are essential for two key reasons: talent cultivation and employee motivation. A questionnaire was used to collect quantitative data from both the banks, and the aim of the study was explanatory. The survey was completed by an estimated 270 employees from NBP and UBL from various divisions. The analysis was conducted using SPSS version 22, specifically the Regression and Correlation functions. According to the research, NBP and UBL, Karachi's hiring practices had no bearing on organizational performance. Other HRM strategies, like as training and development, performance evaluation, remuneration, and incentives and recognition, favorably influence organizational performance. According to researchers, the study's results are useful for public and private banking sectors of Pakistan. The results of this study may be beneficial not just to the participating banks, but also to other financial organizations.

In recent years, the internationalisation process of Chinese MNCs has attracted the attention of those researching international business and management. Research has mainly explored the motivation, entrance models and characteristics of the internationalisation process of Chinese MNCs as late comers to international markets (e.g. Cui and Jiang 2009; Rugman and Li 2007; Rui and Yip 2008; Luo and Tung 2007; Child and Rodrigues 2005; Buckly et al. 2006; Mathews 2002; Yeung 1994). For example, some authors have suggested that in contrast with MNCs from advanced economies who use their own knowledge and skills when they locate overseas (knowledge takers), Chinese companies as late comers are more likely to be knowledge seekers (Rugman and Li 2007; Bonaglia et al. 2007). However, others have argued that Chinese companies also have some distinctive national characteristics that may give them advantages when they operate aboard (e.g. Rui and Yip 2008), the most important being the support and influence of the Chinese State (Luo and Tung 2007; Zhang and Bulcke 1994). However, research has mostly been conducted at national or parent company level. Little is known about the behaviour of overseas subsidiaries of Chinese MNCs in relation to whether and how “knowledge seeking” takes place, what HRM strategies they use in order to promote transfer, and how different factors influence their knowledge seeking process if they do so. In this paper, we attempt to explore these questions through case studies of three UK subsidiaries of Chinese MNCs.

The growing use of external skilled workers (or Independent Professionals) by modern organizations raises many unsolved questions in HRM. Who is responsible for managing their careers? What kind of actions can be developed to foster their engagement in lieu of pure transactional contracts? What kind of relations can be organized between client organizations and the third-party actors likely to intervene? In an attempt to answer such questions, the paper explores the conceptual foundations of the new rhetoric on ‘total workforce management’, an emerging concept in the managerial literature, and provides a research agenda on this topic. The proposed research agenda is based on an extensive literature review on the management of external skilled workers. The available empirical evidence however remains scattered: our paper aims at providing an integrated analytical framework around this topic. Three main dimensions are distinguished through which total workforce management may be deployed. For each of them, new partnerships can be developed between HR managers and external and/or internal stakeholders in order to respond to the challenges of managing external skilled workers. Such partnerships offer unexpected learning opportunities to the HR function. In practical terms, the pros and cons of a blended management of workers are discussed and concrete actions are suggested to support the engagement of external skilled workers in the perspective of a ‘high road’ HRM strategy. Thanks to its original analytical framework, the paper goes far beyond the current rhetoric developed by consultants and HR technology vendors around this topic.

As it is known, the culture and mission of the company should guide the human resource management strategy, as part of the organization’s strategy, when choosing its priorities. The changes taking place in the world have also led to a change in the organizational cultures of companies and, as a result, lead to a change in HRM strategy. The restructuring of organizational cultures towards values such as health and safety requires a review of HRM strategies and applied human resource management technologies, in particular, the transition to humanistic management as the main HRM strategy. The purpose of the study is to analyze the applied technologies of personnel management in Russian organizations. The main hypothesis was the assumption that organizations currently use human-oriented HR management technologies more often than technology-oriented ones. The information base of the study was a survey of Russian organizations about the technologies of human resource management they use. Descriptive statistics and mean analysis are used as analysis methods. It was revealed that the use of humanistic management is more typical for managers than for workers in lower positions, for companies focused on the internal environment and engaged in purposeful management of organizational culture. Factor analysis revealed stable combinations of HRM technologies, which confirms the influence of organizational culture on the choice of HRM technologies. At the same time, technology-oriented HRM technologies still dominate in the surveyed organizations. The pandemic led to the fact that some of the technologies were used online, but did not change them to humanistic management.