Recruitment Practices in Malaysian Knowledge Intensive Start-Ups

The study investigated theeffect of strategic human resources management practices on quality of service delivery by government ministries in Harare with the ministry of home affairs registrar’s office as the case study. In particular, the study sought to determine the extent to which strategic human resource management practices affects the quality of service delivery , evaluate strategic human resources management practices against customer satisfaction and determine the level of commitment of senior management in the adoption of strategic human resource management practices. Furthermore, the study also aimed to establish the association between strategic staffing and recruiting on the performance of government employees. The study’s literature review was based on a copious of strategic human resources management empirical and theoretical literature. In particular, the literature looked at various theories of strategic human resources management including the resource based view which was adopted for the study. Other components of strategic human resources management which were discussed included strategic staffing and recruiting, HR planning, training and development, recruitment and career management, service performance and commitment of management. The literature review also acted as a guideline for the research methodology which was later adopted. The study adopted a survey research strategy since it aimed to generalize the findings to other government ministries.In order to answer the research questions, the study used a quantitative research approach where questionnaires were distributed to both employees and management. These questionnaires were useful in the aggregation of the results. A total of 140 questionnaires were distributed of which 88 were returned fully completed for further analysis. The findings were entered into SPSS software package version 23. The study used descriptive statistics, correlation and multiple regression analysis to find out the relationship between the variables to be measured. The study used service performance as the dependent variable. The statistical findings revealed that there is a positive relationship between HR planning and service performance. It was also concluded that strategic human resource management practices such as training and development, HR planning and recruitment and career management were of profound importance in determining the quality of service delivered. The study also concluded that the government’s recruitment and staffing had some weaknesses as right people were not recruited for the right place depending on specialty, desire and experience. The study recommends for continuous and intensive training and development programs to employees in order to achieve the objectives of the department. Management should ensure that the government department identifies the knowledge and skills required to meet its goals and take steps to hire or outsource qualified trainers with the necessary requisite skills to take these employees through these training and development programs.

PurposeThe purpose of this paper is to investigate the relationship between strategic human resource management (SHRM) practices and organizational resilience in a Tunisian democratic transition context. It is hypothesized that five SHRM practices influence three organizational resilience dimensions.Design/methodology/approachThe research design is based on a deductive approach. The relations were checked over two periods by using quantitative methods. Questionnaires were addressed to top managers of resilient Tunisian companies. The hypotheses were verified after.FindingsResults showed that SHRM practices affect the resilience dimensions. Analysis showed that SHRM practices enhance the robustness of firms, especially in the second period, and significantly influence agility and integrity.Practical implicationsManagers can use these findings to develop targeted actions in HRM to enhance a specific resilience dimension. They can make better decisions based on knowledge surrounding the precise effects of SHRM practices on resilience dimensions.Originality/valueThe authors highlighted the role of SHRM in developing organizational resilience. Gaps were noticed in the organizational resilience literature. This research is among the rare studies that have investigated the linkage between SHRM practices and organizational resilience. By using quantitative methods and adopting a longitudinal perspective for analyzing data, it leads to better identify the evolution of the influence of SHRM practices on each resilience dimension over time.

This study aims to examine the essential dimensions of strategic human resource management (SHRM) practices in Nepalese banks and insurance companies. It was carried out among managerial-level staff of eight banks and eight insurance companies in Nepal. A total of 240 questionnaires—15 for each of the 16 organizations—were distributed. 163 questionnaires in all (67.92%) were returned and used in the study. This study used a checklist measure of SHRM practices. The degree of application is assessed by assigning 1–6 points to each practice item. Six dimensions—career development and promotion, employee participation, quality control (QC) program, management by objectives (MBO), team management, and corporate culture—are used to classify SHRM practices. The results indicate that all SHRM practices are typically well-perceived. Commercial banks and insurance businesses differ significantly in all aspects of SHRM practices. Employees in banks perceive more positive SHRM practices than those of insurance companies. Due to their alluring employment opportunities and strong SHRM practices, banks may be able to lure individuals from the insurance companies. Compared to commercial banks, which might acquire qualified workers from the labor market, insurance companies are more likely to have higher staff turnover. As such, they must take these realities into account. Because of this, both the banks and insurance companies must ensure that their SHRM policies and HR investments draw in and keep competent applicants from the job market.

Relationship management is a strategy in which an organization maintains an ongoing level of engagement with its audience.Due to high involvement of human resource management (HRM), it has been a challenge for the organization to manage the external turbulence like war or government policy changes.Employee commitment is considered a key factor in achieving organizational goals.Employee commitment is one of the indicators of success in implementing strategic human resource management practices. In addition, organizational commitment is also stated as an antecedent of various indicators of organizational success.The main purpose of the article is to investigate the relationship between strategic HRM (SHRM) practices and employee commitment (EC) The paper is prepared using a literature review method sourced from textbooks and articles containing both concepts and empirical results. Articles obtained from sciencedirect, MDPI and googlescholar. The results are presented in narrative form. The results of this study are in determining the relationship between strategic human resource management practices and employee commitment has a direct impact on employee commitment. Employee commitment also serves to mediate the relationship between important human resource management practices and various indicators of organizational success, including those related to human resource development and sustainable competitive advantage.

Small and Medium Scale Enterprises (SMEs) worldwide have been described as catalysts for achieving sustainable economic development. The adoption of Strategic Human Resource Management (SHRM) Practices among these enterprises was considered imperative to achieve their objectives and to ensure success. This study ascertained the extent SHRM practices were been adopted by owners of SMEs in Anambra State. A descriptive survey design was used and the opinion of 750 owners sampled from 2502 owners of SMEs registered with Anambra State Ministry of Commerce, Industry and Technology. A validated structured questionnaire with a reliability index value of 0.90 was used to collect data. Mean ratings and standard deviation were used to analyze data collected while Analysis of Variance (ANOVA) was used in testing the null hypothesis at 0.05 level of significance. The findings of the study revealed among others that such SHRM practices as recruiting suitable employees based on need and using suitable criteria for staff appraisal were adopted by the owners of SMEs in Anambra State at high and low extents respectively. It was concluded that the extent of adoption of SHRM practices among SMEs in Anambra State was moderate. Based the findings, it was recommended among others, that Small and Medium Enterprises Development Agency of Nigeria (SMEDAN) should collaborate with research and tertiary institutions for provision of trainings to practising entrepreneurs on SHRM skills for effective resource management and overall success of their businesses. Article visualizations:

This issue largely focuses on the topics related to general management. The first article on ‘Impact of Innovative Strategic Human Resource Management Practices on the Performance of Small and Medium Enterprises’– A Case Study of Karnataka by B.K.Sathyanarayana and Nawal Kishor aims at evaluating the application and implementation of Strategic Human Resource Management (SHRM) practices for Small and Medium Enterprises (SMEs) and to examine its impact on organisational performance. Six hundred & forty SMEs in and around the Bangalore District from both Manufacturing and Services Sector responded to the various Strategic Human Resource Management drivers and organizational drivers and it was inferred that there exists a positive significant correlation between these variables. The next article on sustainable development best management practices in the food processing industry by Uma CS, Basavaraj & Prasanna Joshi attempts to study sustainable development that involves issues like organic farming, food safety and food quality. This paper highlights on the concept of green food system and the approach of good agricultural practices (GAP) which is a new concept that stresses on international quality standards, concerns and commitments about food production, food safety and security, environment sustainability of agriculture. Quality management is equally important in the food industry. Food processing is a capital intensive, water consuming and a polluting industry. Therefore this paper also studies the management practices in this industry to reduce water wastage, ensuring food quality so the concept of green growth can be achieved. It also throws light on the various Governmental laws and regulations passed to control pollution and ensure food quality and health of the people.

This research investigates the role of strategic human resource management (SHRM) practices in enhancing employee engagement and organizational performance. The primary objective is to qualitatively explore how SHRM practices contribute to fostering a highly engaged workforce and driving superior organizational outcomes. The study employs a qualitative methodology, incorporating case studies, in-depth interviews with HR professionals, and thematic analysis to understand the impact of SHRM on employee engagement and organizational performance. The research involves detailed case studies of organizations recognized for their exemplary HR practices, along with interviews with HR managers, executives, and employees. These qualitative data collection methods provide insights into the specific SHRM practices implemented, such as talent management, performance appraisal systems, employee development programs, and inclusive workplace policies. The thematic analysis identifies key themes and patterns in how these practices influence employee motivation, job satisfaction, and overall performance. The findings reveal that organizations that integrate SHRM practices, such as continuous learning opportunities, clear performance feedback mechanisms, and a supportive work environment, significantly enhance employee engagement. The qualitative data suggest that engaged employees are more likely to exhibit higher levels of productivity, creativity, and loyalty, which in turn contributes to improved organizational performance. Case studies highlight that companies with a strategic focus on HR management are better positioned to adapt to changing market conditions and achieve sustained competitive advantage.

The premise of human resource management practices is that an organisation’s most important resource is its people, and that its performance depends heavily on them. For human resource management to have a meaningful impact on organisational performance, an appropriate range of human resource policies and processes must be developed and effectively implemented. Strategic human resource management is an approach that defines how the organisation’s goals are achieved by its employees through human resource policies and practices that are integrated with the human resource strategy. Strategic Human Resource Management’s growing popularity is primarily due to its clear commitment to improving organisational performance. However, studies on the linkage between strategic human resource management practices and organisational performance that have been carried out in the African perspective, are very few especially in a public organisation. The purpose of this study was to examine the impact of strategic human resource management practices on organisational performance. The study was conducted at the National Assembly of Zambia which has its presence in all the one hundred and fifty-six (156) Constituencies through Parliamentary Constituency Offices. The study utilised quantitative research method. Data was collected from the study participants using a questionnaire. Collected data was analyzed using descriptive statistics and statistical inference (Pearson Correlation Coefficient and Multiple Regression Analysis). The Pearson Correlation Coefficient was used in order to find out the relationship between the variables and the Multiple Regression Analysis was used in order to find out the impact of independent variables on the dependent variable. The hypothesis test results revealed that there was a relationship between all human resource management practices and organisational performance at the National Assembly of Zambia. However, it was revealed that organisation and resourcing had a negative and weak, positive impact on organisational performance, respectively. Learning and development, performance and reward management and employee welfare had a significant impact on organisational performance.

When Western multinational enterprises seek to transfer their preferred strategic human resource management (SHRM) practices to their subsidiaries in Africa, they face numerous challenges. Some of these challenges arise from Africa’s particular cultural and institutional features. In Africa, parent country nationals (PCNs) prefer to standardize SHRM practices embedded in western values while host country nationals (HCNs) prefer to localize practices in accordance with African cultural and institutional specificities. This conceptual paper analyzes research on the motives and strategies for standardization and localization of SHRM practices and develops a set of propositions on how these practices are utilized in African subsidiaries of western multinationals. On the basis of published case examples I illustrate preferences for standardization, localization and a combination of both approaches. I discuss the implications of my study in terms of future research directions and lessons for practitioners.

PurposeTo improve the inclusion of vulnerable workers in the labor market, employer behavior is key. However, little is known about the effectiveness of strategic Human Resource Management (HRM) practices that employers use to employ vulnerable workers. Therefore, this exploratory study investigates the association between strategic HRM practices (based on social legitimacy, economic rationality and employee well-being) and the actual and intended employment of vulnerable workers in the future.MethodsIn total, 438 organizations included in the Netherlands Employers Work Survey participated in a two-wave study with a nine-month follow-up period. Logistic regression models were used to estimate the relationship between strategic HRM practices (T0) with the employment of vulnerable workers (T1) and intentions to hire vulnerable workers (T1), while controlling for organizational size, sector, and employment of vulnerable workers at baseline.ResultsEmployers who applied strategic HRM practices based on social legitimacy (e.g., inclusive mission statement or inclusive recruitment) or economic rationality (e.g., making use of reimbursements, trial placements, or subsidies) at T0 were more likely to employ vulnerable workers and to intend to hire additional vulnerable workers at T1. No significant results were found for practices related to employee well-being.ConclusionSince different types of strategic HRM practices contribute to the inclusion of vulnerable workers, employers can build on their strategic priorities and strengths to create inclusive HRM approaches. Future research is needed to study whether these strategic HRM domains also relate to sustainable employment of vulnerable workers.

Knowledge loss risk is a serious and complex issue facing public enterprises around the world. The purpose of the chapter was to explore and present a global picture integrating strategic human resource management (SHRM) practices into knowledge management (KM) for the effective management of knowledge loss risk in public enterprises. In order to explore strategic human resource management practices and knowledge risk management in the extant literature, the preferred reporting items for systematic reviews and meta-analyses (PRISMA) method was selected as a methodology to guide the data collection and analysis of the study. The research findings infer and point to very limited research in the global literature linking SHRM practices to KM for effective knowledge risk management. Such a relationship in research and practice remains blurry, despite the fact that the role of HRM in tacit knowledge risk management is inevitable. The findings of this chapter provide a valuable framework indicating distinct areas of interest that require further exploration in the current literature.

Research aims: This research endeavor seeks to investigate the correlation between Organizational Innovation and Strategic Human Resource Management (SHRM) Practices in relation to Organizational Resilience, with a focus on the mediating influence of Employee Resilience.Design/Methodology/Approach: A quantitative methodological approach, encompassing causal-comparative analysis and partial least squares structural equation modeling, had been utilized to undertake the investigation. The sample was derived from the perspectives of 328 employees of rural banks situated in Batam City.Research findings: The findings show that both Organizational Innovation and Strategic Human Resource Management Practices markedly contribute to the enhancement of Organizational Resilience. Furthermore, Employee Resilience serves as a mediating factor in the relationship between Organizational Innovation and Strategic Human Resource Management Practices and Organizational Resilience, thereby underscoring the significance of cultivating a resilient workforce to attain substantial organizational results.Theoretical Contribution/Originality: This research has the potential to furnish a comprehensive analysis of the mechanisms through which Organizational Resilience may facilitate the navigation of external challenges and pressures that have the capacity to influence business performance and continuity.Research Limitations/Implications: This study centers on variables while neglecting to examine additional potential factors that could impact organizational resilience which may contribute to a more comprehensive understanding of resilience.

In the contemporary business landscape, I acknowledge human resources as a paramount asset for modern enterprises, capable of elevating organizational performance. This study delves into the intricate dynamics of employee commitment to strategic human resource management within a prominent insurance company in Cagayan de Oro City. Employing a descriptive correlational research design, the investigation utilizes regression analysis to elucidate the variability and inherent relationships between key variables. To encompass insights from a total population of 143 respondents, the study meticulously analyses data through both descriptive and inferential statistics. Additionally, the research employs free Jamovi software to conduct a mediation analysis. The results unveil a notable and affirmative correlation between strategic human resource management (SHRM) practices and employee commitment. Furthermore, the findings underscore significant positive correlations between distinct dimensions of employee commitment and diverse facets of organizational performance. Conclusively, the study accentuates the pivotal role of effective SHRM practices in fostering employee commitment within the foremost insurance companies situated in Cagayan de Oro City. This underscores the strategic importance of aligning human resource management with organizational goals for enhanced performance and overall success in the competitive business environment.

This study explores the relationships between strategic human resource management practices and employees' work engagement in Bangladesh's ready-made garment (RMG) industry. The study collected data through a self-administered questionnaire survey from 178 employees from 12 RMG firms located in Chittagong employing convenient sampling technique. The partial least squares technique was utilized to examine the validity and reliability of data and to test the proposed hypotheses. The findings reveal that four out of five hypotheses were accepted. Particularly, results demonstrated that recruitment and selection, performance appraisal, employee participation, and compensation directly impacted work engagement. These are essential strategic human resources management (SHRM) practices to foster employee work engagement in the Bangladeshi RMG industry. This study contributes to the SHRM-work engagement literature by providing further evidence about predictors of work engagement in the manufacturing sector in a developing economy. The study also explains the implications for theory and practice and limitations and directions for future studies. IIUC Studies Vol.18, December 2021: 9-32

Organizational leaders routinely note the critical importance of human capital in enabling successful innovation outcomes. However, strategic human resource management (SHRM) practices, especially in large firms, often are not aligned with practices that facilitate breakthrough innovation (BI), where uncertainty, ambiguity, and risk of failure are high. In this paper, drawing from the motivation–opportunity–ability (MOA) framework, we identify and delineate SHRM practices that are likely to affect BI outcomes in firms. These include career risk mitigation, extrinsic rewards (motivation), idea generation facilitation (opportunity), innovation talent development, and managerial ambidexterity development (ability). We theorize that while these SHRM practices may directly affect BI outcomes, these effects are likely to be modulated by the broader organizational context, specifically, the degree of organizational conservatism. We test our hypotheses using survey data collected from 79 U.S.-based multinational firms and find that first, the impacts of career risk, extrinsic rewards, and innovation talent development on BI outcomes vary with the firm's degree of conservatism. Second, developing ambidextrous talent among middle managers positively influences BI outcomes, irrespective of the firm's level of conservatism. Overall, our study provides a basic framework to understand how SHRM practices can be leveraged to influence innovation under varying degrees of conservatism in organizations.