Mechanisms for implementing human resource management practices at a regional university

PURPOSE: The purpose of this study is to examine the effects of human resource management (HRM) practices on employee retention mediated by reward and compensation. Also, this study has examined the moderating role of performance appraisal, and training and development on the relationship between HRM practices and employee retention. METHODOLOGY: A sample of 250 respondents among the employees working in the retail sector in Capital City of Maldives was selected using the random probability sampling technique. A structured questionnaire was distributed, and data was collected. Structural equation modeling analysis was carried out to examine the causal effect of HRM practices on employee retention. FINDINGS: The results showed that reward and compensation (R&C) practices had significant and positive effects on employee retention. However, the study found no significant effect of career development, training and development, and performance appraisal on employee retention. In terms of mediating effects, R&C had significantly positive mediating effects on the relationship between training and development (T&D) and employee retention as well as on the relationship between performance appraisal and employee retention. However, there were no moderating effects between performance appraisal as well as T&D and employee retention. Therefore, it was concluded that increasing the positive perception towards HRM practices, particularly R&C practices in the retail sector of Maldives, causes an increase in employee retention (ER). Also, it was concluded that HRM practices such as R&C mediate the relationship between Training and Development (T&D) and Employee Retention along with the relationship between Performance Appraisal (PA) and ER. This means, indirectly PA and T&D can increase ER in the retail sector of Maldives. Similarly, we conclude that there is no moderating effect of PA and T&D in the relationship between HRM practices and ER. The overall conclusion is that R&C has a partial mediating effect on the relationship between HRM practices and ER. IMPLICATIONS: This study contributes to the current knowledge of HRM by confirming that reward and compensation is a key determinant and a significant mediator for employee retention. This study contributes to developing new knowledge in the theoretical domains of HRM practices. In particular, the findings of the study strengthen Hertzberg‘s Two-Factor theory by confirming that career growth opportunities, advancement and salary significantly determine employee retention. This showed that both motivators and hygiene factors are crucial in retaining employees. In practice, the findings also enable managers to make new organizational and HRM policy decisions on improving and enhancing employee retention. This study can be useful for organizational management to formulate effective reward and compensation policies. This study signifies the importance of training and development and performance appraisal by linking these with reward and compensation practices. ORIGINALITY AND VALUE: This could be one of the pioneering studies carried out in the retail sector of Maldives by examining the four constructs of human resource management practices to shed light on how retail sector business organizations in Maldives make decisions on improving employee retention. Furthermore, the current study indicated that reward and compensation have full mediating effects on the relationship between employee retention and training and development as well as performance appraisal. This filled the existing research gaps by adding value to the existing literature. Moreover, the current study adds practical values by confirming that reward and compensation should be emphasized to retain employees through other human resource management practices in the retail sector of Maldives.

Purpose– Organizational processes that create conditions to facilitate employee innovativeness have become topical due to the constant demand for organizations to renew themselves. Research shows that human resource management (HRM) practices can been used to create such conditions, but also the important complementary role of organizational trust has been highlighted in this context. In particular, earlier studies have mostly focused on the concept of interpersonal trust. However, impersonal trust (the individual employee’s expectations about the employer organization’s capability and fairness) has recently been suggested to be an equally or even more relevant facilitator supporting the effect of HRM practices on organizational innovativeness. The paper aims to discuss these issues.Design/methodology/approach– The hypotheses were tested with two large-scale quantitative studies from the forestry and information and communication technology industries in Finland. Structural equation modelling (with LISREL) was used to test hypothesis.Findings– This study shows that effective HRM practices indeed facilitate organizational innovativeness, and that this effect is partially mediated by impersonal trust in the organization. This result contributes to the existing literature and practice of HRM and the management of organizational innovativeness.Research limitations/implications– Future studies could include also interpersonal trust in order to study trust-innovativeness linkage. The study also examined this phenomenon only in Finnish context and this sets some limitations to the generalizability of the results. In addition, single respondents were used to assess all the variables used in the study. Further studies could improve on this by utilizing more objective measures of organizational innovativeness.Practical implications– The results suggest that organizations should pay attention to designing HRM practices so that they facilitate the building of impersonal organizational trust. In order to improve innovativeness through organizational trust, it is crucial to develop an organization-wide HRM system, since practices that are inconsistently used can lead to unwanted or inefficient results. Strategic and managerial actions related to HRM could increase employees’ trust in the organization and subsequent conditions for providing continuously innovative solutions.Originality/value– The authors add to the literature by identifying the connection of HRM practices to contributing to behavioural, process and strategic innovativeness through the mediation of impersonal trust. To the best of the researchers’ knowledge, this is one of few studies and the first systematic large sample study that examines impersonal trust and its relationship between HRM practices and different types of organizational innovativeness.

The effective human resource management (HRM) practices and the corporate social responsibility(CSR) would enhance the competitiveness of enterprises. But the mechanism of the above factors on the competitive advantage(CA) was still unknown. And the mechanism of the HRM and CSR was unknown too. The article introduced the organizational citizenship behavior(OCB). Through empirical study, the article found that:the CSR had the positive influence on the CA, and the CSR had no direct influence but indirect influence on the CA through the OCB. The HRM practices had the positive influence on the CA by direct influence and indirect influence through the OCB. And The HRM enhanced the OCB at the same time. The OCB culture enhanced the CA too. Yet there was no clear role of path between The HRM practices and the CSR.

The contribution of Human Resource Management (HRM) practices to organisation-wide performance is a critical aspect of the Human Resource (HR) value proposition. The purpose of the study was to describe the strength of HRM practices and systems in influencing overall organisational performance. While research has concluded that there is a significant positive relationship between HRM practices or systems and an organisation’s market performance, the strength of this relationship has relatively not received much analysis in order to explain the degree to which HRM practices explain variance in firm performance. The study undertook a meta-analysis of published researches in international journals. The study established that HRM variables accounted for an average of 31% of the variability in firm performance. Cohen’s f2 calculated for this study as a meta effect size calculation yielded an average of 0.681, implying that HRM variables account for 68% of variability in firm performance. A one sample Kolmogorov-Smirnov test showed that the distribution of R2 is not normal. A major managerial implication of this study is that effective HRM practices have a significant business case. The study provides, quantitatively, the average variability in firm success that HRM accounts for.

This research was carried out to understand the Role of Human Resource Management Practices in achieving Operational Excellence in Pharmaceutical Industry based at Hyderabad, India. This research aims to explain how an effective Human Resource Management system in an Organization can make a considerable change in accomplishing Operational Excellence. A research questionnaire on role of effective Human Resource Management practices in accomplishing Operational Excellence in Pharmaceutical companies 1, 2, 3 & 4 based at Hyderabad, India was developed to test the hypotheses on direct interview basis. In Pharmaceutical company 1, total 150 people were interviewed on the above topic. Out of 150, 63.33% (95 people) of the people Strongly agreed, 16.67% (25 people) of the people Agreed that effective Human Resource Management practices will help in accomplishing Operational Excellence in the Organization. The research was conducted at Pharmaceutical company 2, total 125 people were interviewed on the above topic. Out of 125, 71.2% (89 people) of the people Strongly agreed, 8.8% (11 people) of the people Agreed that effective Human Resource Management practices will help in accomplishing Operational Excellence in the Organization. The research was conducted at Pharmaceutical company 3, total 165 people were interviewed on the above topic. Out of 165, 66.06% (109 people) of the people Strongly agreed, 18.18% (30 people) of the people Agreed that effective Human Resource Management practices will help in accomplishing Operational Excellence in the Organization. Finally, the research was also conducted at Pharmaceutical company 4, total 143 people were interviewed on the above topic. Out of 143, 70.63% (101 people) of the people Strongly agreed, 14.69% (21 people) of the people Agreed that effective Human Resource Management practices will help in accomplishing Operational Excellence in the Organization.

Human resource practices play a significant role in supporting the achievement of the corporate objective of educational institutions including the Tamale Technical University, however, the Technical University continue to experience some difficulties following the challenges associated with employee retention in the Technical University. Retention of talented employees has become an even greater challenge confronting human resource practitioners since talented candidates in the job market are at liberty of choice to move. Given the above issue, this study was carried to examine the effectiveness of Human Resource Management (HRM) practices on employees’ retention at Tamale Technical University. Using both the purposive and stratified sampling technique, a sample of 100 respondents was selected from the various units of the Technical University for data collection. The study sought to establish human resource management practice correlates with the retention of employees in the Tamale Technical University. The results which are represented by a valuer = 0.02 lie in the range of r = -1 to r = +1, therefore indicate a weak positive relationship between HRM practices and employee retention in the Tamale Technical University’s bid to achieve its corporate goal and objective. The study disclosed that HRM practices such as effective communication with the employee on welfare issues, employee participation in the policies that guide working lives, praise and appreciation of good work was done as well as annual awards for hard-working employees can encourage employees to stay, but not sufficient enough to guarantee a total employee retention in the Tamale Technical University. The Technical University should continue to provide training and development for the entire staff. Recognition and rewards should be awarded to deserving officers in other to motivate and retain them. For the effectiveness of HRM practices, interpersonal relations should always be established among employees. Performance appraisal systems should be used as a tool for measuring performance against standards and for selecting employees for training and development.

The 9/11 terrorist attacks leveled the twin towers of New Yorks World Trade Center, caused serious damage to the Pentagon, and disrupted the national economy. The response by corporate organiza-tions, hardest hit by the events of 9/11, has turned the familiar phrase business as usual into an anachronism. Effective human resource management (HRM) practices are critical for any organization to appropriately respond and recover from catastrophic events, such as those of 9/11. In the aftermath of 9/11, corporate organizations have recognized the need to change many of their HRM practices. Possible explanations for recent changes in HRM practices are twofold: 1) as precautionary measures intended to avert man-made disasters, and 2) to enhance the organizations capability to immediately and effectively respond should a disaster strike. Irrespective of the reasons organizations are changing their HRM practices, they are placing more importance than ever on the need to optimally utilize and safeguard their most valued asset employees. Exploratory research on the initial responses by corporate organizations to the events of 9/11 reveals: 1) that many did not have disaster plans in place, and 2) that an even larger number were poorly prepared to deal with the disasters immediate impact on employees, particularly the negative psychological consequences engendered by such a disaster. This exploratory paper culminates in a proposed HRM Practices Disaster Recovery Diagnostic Tool. This tool would allow an organization to assess the adequacy of their HRM practices in responding to man-made disasters.

<p>The aim of this study was to investigate the relationship between human resource management (HRM) practices and organizational performance on the basis of 247 valid and reliable questionnaires distributed to managers at different management levels working in Jordanian manufacturing firms. The study also aimed to explore the mediating role of knowledge management as well as the moderating effect of organizational culture on the relationship between HRM practices and organizational performance. Ten HRM practices and 10 indicators of organizational performance were adopted for the purpose of this study. Knowledge management was measured by examining three processes; knowledge creation, sharing and utilization. Organizational culture was measured according to passive/defensive, aggressive/defensive and constructive cultures. The results of the study supported the presumed hypotheses. Hence, HRM practices significantly predicted organizational performance. Knowledge management mediated the relationship between HRM practices and organizational performance. Finally, it was found that organizational culture moderated the relationship between HRM practices and organizational performance as well as the relationship between HRM practices and knowledge management. Constructive cultures play a positive role in the relationship between HRM practices and organizational performance (OP), while defensive cultures negatively affect the relationship between HRM practices and knowledge management (KM). The main contribution of this study to the literature on HRM, KM and OP derives from the lack of prior studies addressing the same purposes as this study. The study informs researchers and managers that both knowledge management and organizational culture mediate and moderate the impact of HRM practices on organizational performance to a considerable extent.</p>

This study examines the impact of Human Resource Management (HRM) practices on the performance of teachers in colleges under Golaghat District, Assam. The research adopts a descriptive research design with analytical and descriptive approaches. Data was collected from both primary and secondary sources, including interviews and questionnaires. The study population comprised 215 teaching faculty and 24 administrative staff from four colleges in the region. A stratified random sampling technique was used to select a sample of 74 respondents. The study assessed four HRM practices: Training & Development, Performance Appraisal, Compensation Practices, and Employees Participation. Descriptive statistics were employed to analyze the data and determine the mean values of each HRM practice. Results indicate that teachers were satisfied with Training & Development practices and Compensation Practices offered by the colleges. However, their perception of Performance Appraisal was neutral, while they positively acknowledged Employees Participation policies. Regression analysis was conducted to assess the significance of the relationship between HRM practices and teachers' performance. The results revealed that the variation in teachers' performance was not adequately explained by the variation in HRM practices, with an adjusted R2 value of 0.141. The study concludes that HRM practices alone may not be sufficient to explain the variation in teachers' performance. Additional factors not considered in the model may play a more significant role in influencing teachers' effectiveness. The study also highlights the need for further research to identify other variables that could impact teachers' performance. The findings suggest that educational institutions should continuously improve and implement effective HRM practices to enhance teachers' performance and contribute to the overall success of the organization. The study contributes valuable insights to the existing literature on HRM practices and employee performance in the context of academic institutions in Golaghat District, Assam.

The achievement of effective Human Resource Management (HRM)practices significantly influencesthe performance of an organization.The current studyaimedto investigatethe impact of HRM practices,such as employee staffing, employee satisfaction,and employee reward on employee performance in Lahore, Pakistan. Data was gathered through the survey methodby using the sample size of 306. The response was analyzed by using Statistics Package for SocialSciences (SPSS). SPSS is used tomeasurethe relationships through regressionanalysis, descriptive analysis, model summary, and Analysis of Variance (ANOVA). Findings revealedthat the HRM practices play a crucial role toimprovethe performanceof organizations in Lahore, Pakistan. Resultsexpend that addressing employeestaffing, employee satisfaction,and rewards wouldhelp toimprovethe performanceof call centers. Moreover, the study also recommendedthe strategies involvingthe deploymentof Artificial Intelligence (AI)-powered work force management,software and staffing, and real-time performance analyticsto enhance transparency and coaching

This systematic literature review (SLR) aims to provide a comprehensive analysis of existing research on Green Human Resource Management (HRM) practices. As organizations increasingly recognize the imperative of integrating environmentally sustainable strategies, the role of HRM in fostering green initiatives has gained prominence. The review follows a structured methodology involving the identification of key databases, formulation of a targeted search strategy, and application of rigorous inclusion and exclusion criteria to select relevant literature.
 The review categorizes the selected studies based on themes such as the types of Green HRM practices, implementation strategies, and the associated environmental and organizational outcomes. Methodological rigor and quality assessments are employed to evaluate the credibility and reliability of the included studies. The synthesis of findings reveals patterns, contradictions, and gaps in the current state of the literature, providing insights into the diverse approaches organizations adopt to embed environmental sustainability in HRM practices.
 Key discussions encompass the implications of Green HRM practices on organizational performance, employee engagement, and the broader context of corporate social responsibility. The review critically examines the strengths and limitations of existing research, identifying areas for future investigation. Ethical considerations are emphasized throughout the review process, ensuring the integrity of the findings and acknowledging the contributions of original authors.
 This SLR contributes to the ongoing discourse on Green HRM by offering a consolidated overview of the current state of research, highlighting practical implications for organizations, and proposing a roadmap for future investigations. The findings of this review are valuable for HR professionals, scholars, and policymakers seeking to enhance the environmental sustainability of organizations through effective HRM practices.

Purpose: The aim of this research is to investigate the factors that facilitate the adoption of artificial intelligence (AI) in order to establish effective human resource management (HRM) practices within the Indian pharmaceutical sector. Design/methodology/approach: A model explaining the antecedents of AI adoption for building effective HRM practices in the Indian pharmaceutical sector is proposed in this study. The proposed model is based on task-technology fit theory. To test the model, a two-step procedure, known as partial least squares structural equational modeling (PLS-SEM), was used. To collect data, 160 HRM employees from pharmacy firms from pan India were approached. Only senior and specialized HRM positions were sought. Findings: An examination of the relevant literature reveals factors such as how prepared an organization is, how people perceive the benefits, and how technological readiness influences AI adoption. As a result, HR systems may become more efficient. The PLS-SEM data support all the mediation hypothesized by proving both full and partial mediation, demonstrating the accuracy of the proposed model. Originality: There has been little prior research on the topic; this study adds a great deal to our understanding of what motivates human resource departments to adopt AI in the pharmaceutical companies of India. Furthermore, AI-related recommendations are made available to HRM based on the results of a statistical analysis.

This study focuses on human resource management (HRM) practices that encourage employee engagement. It aims to explore the relationship between HRM practices and employee engagement and also investigates the moderating role of employee gender between both variables. The study applied a cross-sectional research design alongside correlational and regression analysis to evaluate the responses of 410 employees working in unicorn startups based in Gurgaon, New Delhi, and Mumbai through the structured survey questionnaires. Regarding the respondents’ gender, the majority are male (70%), and female constitutes 30%. However, the study results demonstrated that no matter an employee’s age or gender, effective HRM practices have a strong positive correlation with employee engagement (β = 0.93; p < 0.001). The results of the regression model show that HRM practices have explained 87% of the variance in employee engagement, which indicates that most of the employee engagement level depends on the best HRM practices of the organization. The gender differences do not significantly moderate this relationship. The F value in ANOVA analysis showed the overall significance of the model. The findings illustrated that by improving skills and promoting employee engagement, individuals experience heightened satisfaction levels and assume greater responsibility for their assigned duties. AcknowledgmentThis study is supported via funding from Prince Sattam Bin Abdulaziz University project number (PSAU/2023/R/1445).

The study has a two-fold purpose: to investigate the importance of human resource management (HRM) practices and to investigate whether this set of HRM practices in the Indian hospitality enterprises depends on the demographic characteristics. A structured instrument was developed to examine the HRM practices (Jyothi and Venkatesh, 2006; Cho et al., 2006; Kandula, 2004; Jameson, 2000; Guest et al., 2000; Wood, 1999; Hoque, 1996). Based on a survey of 57 hospitality managers' perceptions on HRM, practices were assessed by a 27 HRM practices and 5 demographic variables. Factor analysis was performed to identify HRM practices, and one-way ANOVA was employed to test the association of the demographic variables with HRM practices. Results indicated that the set of harmonized terms and conditions, formal manpower planning, flexible job description, formal system of induction, production/service staff responsible for their service, social appreciation and recognition may constitute the most important HRM practices in the Indian hospitality enterprises. Further, the results revealed that there is a positive relationship between HRM practice variables and category and type of sample enterprises, but there is no relationship between HRM practice variables and age and size (capital or employees). The study makes a modest attempt to add information to the very little empirical knowledge available referring to the HRM practices in the Indian hospitality industry.

Evaluating the impact of internet communication quality in human resource management on the productivity of construction projects