The mediating role of employee-oriented human resource policy in the relationship between strategic human resource management and organisational performance

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.

At present, there are three modes studying on the relationship between strategic human resource management and organizational performance. These modes are universality mode, form mode and contingency mode. The paper firstly analyses on the characteristics of these three modes. And then, it infers the need for the use of contingency mode studying on the relationship between strategic human resource management and organizational performance. Secondly, it measures the standard of the organizational performance. At last, the paper takes the qualitative research method to study on the relationship between strategic human resource management and organizational performance, what factors influence on the relationship between the two, and the mediating variables and how to influence the process. It tries to provide a basis for subsequent research.

PurposeTo understand human resource (HR) practices outcomes on HR decision making, strategic human resource management (HRM) and organizational performance by exploring the HR data quality along with descriptive and predictive financial and non-financial metrics.Design/methodology/approachThis work utilizes the grounded theory method. After the literature was reviewed, 113 HR managers of multinational and national companies in India were interviewed with a semi-structured questionnaire. The collected interview data was analyzed with NVivo 8.0 software.FindingsIt is interesting to uncover the descriptive and predictive non-financial and financial metrics of HR practices and their influence on organizational performance. It was found that HR data quality moderates the relationship between the HR practices outcome and HR metrics. This study found that HR metrics help in HR decision-making for strategic HRM and subsequently affect organizational performance.Originality/valueThis study has uniquely provided the descriptive and predictive non-financial and financial metrics of HR practices and their impact on HR decision making, strategic HRM and organizational performance. This study highlights the importance of data quality. This research offers insights to the HR managers, HR analysts, chief HR officers and HR practitioners to achieve organizational performance considering the various metrics of HRM. It provides key insights to the top management to understand the HR metrics' effect on strategic HRM and organizational performance.

Human resource is the core of strategic resources. More and more scholars start to pay attention to the strategic value of human resources and strategic human resource management. This paper discussed the mechanism that strategic human resource management improve firm performance, and put forward that occupation-development and employee training plan, pay-for-performance, temporary staff management and encouraging employees participation in the management decision-making of firm were potential smoother between strategic human resource management and firm performance. This paper carried on the empirical research on the relationship between strategic human resource management, occupation-development and employee training plan, pay-for-performance, temporary staff management and firm performance based on the human resources management data from 874 Chinese enterprises. We found that strategic human resource management had a positive influence on firm performance, and the relationship between strategic human resource management and firm performance would be moderated by occupation-development and employee training plan, pay-for-performance, temporary staff management.

Abstract

Research Aims: The study aims to investigate the correlation between SHRM practices such as incentives and rewards, formal performance appraisal, recruitment and selection, career development, and organizational development with measures of organizational performance, including revenue growth rate, return on equity, return on assets, and profitability Design/methodology/approach: Human resources play a vital role in achieving organisational performance. A study on 169 profit-making organisations in Zambia examined the impact of different Strategic Human Resource Management (SHRM) components on performance. A quantitative approach was used, and the questionnaire was divided into three parts. A stratified random sample of 169 organisations' managers was studied. Research Findings: According to the results, managers highly recommended Incentives, Rewards, recruitment, and Selection to achieve excellence. Formal Performance Appraisal received moderate evaluation, while Career Development received the least. The study concluded that SHRM components affect organisational performance regarding revenue growth rate, return on equity, return on assets, and profitability (p < 0.01). The study recommended aligning the SHRM strategy with other activities to improve performance, focusing on recruitment. Integrating HR practices with overall strategies can bring numerous benefits to organisations. By aligning these two critical components, companies can ensure that their human resources are being utilised effectively and efficiently. Theoretical Contribution/Originality : The study provides evidence that specific SHRM components, such as incentives and rewards, formal performance appraisal, and recruitment and selection, positively correlate with organizational performance measures like revenue growth rate, return on equity, and return on assets. This research contributes to the existing literature by highlighting the importance of integrating HR practices with overall strategies to enhance organizational performance, particularly in the Zambian profit-oriented sector. Keywords: Strategic Human Resource Management, Integration, Performance

The objective of this study was to assess the impact of strategic human resource management (extensive training, empowerment, performance appraisal and performance based pay) on organizational performance (service quality) of selected deposit money banks in Abuja. The study was a survey research sampling the opinion of 77 staff of Zenith, Polaris, First bank and First city monument bank, Bwari branch. Their opinion was collected using a structured questionnaire. The data obtained was analysed using descriptive and inferential statistics. The hypotheses were tested by means of correlation and multiple regressions. The study found significant relationship between extensive training, empowerment and performance based pay and service quality. There is also significant relationship between performance appraisal and service quality. The study concluded that Strategic Human Resource Management (SHRM) is important for improved service quality in Nigerian deposit money banks and therefore recommended among others the necessity for every staff of banks to be properly equipped with the skills, technical know-how required to carry out their task effectively; Training programs should target specific need areas of the employees and this should be organized timely given the rate of market and technology changes; Performance appraisal should be centred on pointing out the strength of the employees whilst addressing ways to improve them in areas where they are weak. Also Banks’ human resource management should formulate and implement an active reward policy linked to the overall banks strategy. The reward policy should ensure that employees’ rewards are matched with the employees’ efforts.

The discipline of human resource management has progressed significantly over a period of time. Today it is being considered as the most critical source of competitive advantage to the firm. It has progressed to a strategic business partner. Various approaches and models of strategic human resource management have been developed within the framework of strategic human resource management. Like many theories of organization, none are complete. Rather being right or wrong each approach points to different aspect of the process needed to develop effective strategic human resource functions. The issue of fitting HR practices to business strategy has become increasingly relevant over few years. Therefore in the present study we have made efforts to highlight various issues which are relevant to the strategic HRM in the changing scenario of business environment. The present chapter has been divided into five sections. In the first part, the changes occurring in the business environment and its implications for human resource functionaries have been discussed. In the second section we have highlighted the changing role of human resource management. Historical background of strategic human resource management, its role in addressing the challenges of changing business scenario and determinants of strategic fit have also been presented in the second section. In the third section issues regarding the relationship of strategic human resource management with business performance have been discussed. In the fourth section we have made efforts to bring into notice those emerging future trends which might become key issues for high performance in the organization of new era. At last conclusions have been drawn that what needs to be done on the part of the HR functionaries and the organization itself to enhance the strategic fit between the various HR practices and the overall organizational strategic plan.

This study explores the associations between human capital resources, firm performance, and corporate governance mechanisms. Based on the survey results of the “50 most attractive employers” conducted by Universum Global 2010, human resource, performance, and governance data was collected for the period from 2007 to 2011. Drawing on the strategic human capital and resource management, international governance, and organizational literature, this study examines the extent to which corporate governance mechanisms moderate the relationships between firm performance and human capital resources and posits that human resource performance is positively associated with corporate governance mechanisms that support and enhance strategic human resource management policies. Panel regression analyses are conducted to test the study’s hypotheses. The results show that human capital resources are positively related to firm performance, and that some corporate governance mechanisms may negatively affect performance when interacted with human capital variables. Furthermore, human resource performance is significantly related to some governance mechanisms, with interaction effects between human capital and other organizational attributes showing differential impacts. Overall, the results support a contingency-based view of strategic human resource management in the context of large and attractive global employers and highlight the importance of governance design in supporting investments and deploying human resources and capabilities at the firm and industry levels and across national boundaries.

This study explores the associations between human capital resources, firm performance, and corporate governance mechanisms. Based on the survey results of the ‘‘50 most attractive employers’’ conducted by Universum Global 2010, human resource, performance, and governance data was collected for the period from 2007 to 2011. Drawing on the strategic human capital and resource management, international governance, and organizational literature, this study examines the extent to which corporate governance mechanisms moderate the relationships between firm performance and human capital resources and posits that human resource performance is positively associated with corporate governance mechanisms that support and enhance strategic human resource management policies. Panel regression analyses are conducted to test the study’s hypotheses. The results show that human capital resources are positively related to firm performance, and that some corporate governance mechanisms may negatively affect performance when interacted with human capital variables. Furthermore, human resource performance is significantly related to some governance mechanisms, with interaction effects between human capital and other organizational attributes showing differential impacts. Overall, the results support a contingency-based view of strategic human resource management in the context of large and attractive global employers and highlight the importance of governance design in supporting investments and deploying human resources and capabilities at the firm and industry levels and across national boundaries.

List of Contributors. List of Figures. List of Tables. List of Exhibits. Preface. Acknowledgements. Introduction. Part I: Definition and Overview of SHRM: Overview of Part I. 1. Understanding Human Resource Management in the Context of Organizations and their Environments: S. E. Jackson and R. S. Schuler (both Rutgers University). 2. Strategic Human Resource Management: A Review of the Literature and a Proposed Typology: C. A. Lengnick-Hall and M. L. Lengnick-Hall (both University of Wichata). 3. Theoretical Perspectives for The Strategic Human Resource Management: P. M. Wright (Cornell University) and G. C. McMahan (Texas A & M University). 4. The Strategic HRM Debate and the Resource-Based View of the Firm: P. Boxall (University of Auckland). 5. Strategic Human Resource Management within a Resource-Capability View of the Firm: K. Kamoche (City University of Hong Kong). 6. Human Resource Strategy: A Process for Managing the Contribution of HRM to Organizational Performance: S. Tyson (Cranfield School of Management). Part II: Linking People to the Firm: One Best Way?: Overview of Part II. 7. Looking Inside for Competitive Advantage: J. B. Barney (Ohio State University). 8. Linking Individual Performance to Business Strategy: The People Process Model: L. Gratton (London Business School), V. Hope-Hailey (Cranfield School of Management), P. Stiles (London Business School) and C. Truss (Kingston Business School). 9. Linking Competitive Strategies with Human Resource Management Practices: R. S. Schuler and S. E. Jackson (both Rutgers University). 10. Human Resource Management and Performance: A Review and Research Agenda: D. E. Guest (University of London). 11. Distinctive Human Resources are Frims' Core Competencies: P. Cappelli and A. Crocker-Hefer (both University of Pennsylvania). 12. Toward a Unifying Framework for Exploring Fit and Flexibility in Strategic Human Resource Management: P. M. Wright (Cornell University) and S. A. Snell (Pennsylvania State University). Part III: Views of the Multiple Stakeholders: Overview of Part III 13. HR as a Source of Shareholder Value: Research and Recommendations: B. E. Becker (State University of New York at Buffalo), M. A. Huselid (Rutgers University), P. S. Pickus and M. F. Spratt (both Coopers and Lybrand L.L.P). 14. Competing Pressures for Human Resource Investment: G. Harrell-Cook and G. R. Ferris (both University of Illinois-Urbana/Champaign). 15. Managing to be Fair to Service Employees and their Customers E Bowen: W. W. Gilliland (University of Arizona) and R. Folger (Tulane University). 16. Rethinking Employment: P. Cappelli (University of Pennsylvania). Part IV: Global Dimensions: Overview of Part IV. 17. An Integrative Framework of Strategic International Human Resource Management: R.S. Schuler (Rutgers University), P.J. Dowling (University of Tasmania) and Helen De Cieri (University of Melbourne). 18. Strategic Human Resource Management: the Value of Different Paradigms: Chris Brewster (Cranfield School of Management). 19. Redefining the Field of European Human Resource Management: a Battle between National Mindsets and Forces of Business Transition?: P.R. Sparrow (Sheffield University Management School) and J.-M. Hiltrop (International Institute for Management Development). 20. Creating and Sustaining Ethical Capability in the Multinational Corporation: P.F. Buller (Gonzaga University) and G.M. McEvoy (Utah State University). Part V: Role of the HR Department and HR Professionals: Overview of Part V. 21. Is Human Resource Management in Crisis?: P.R. Sparrow (Sheffield University Management School). 22. The New Human Resources Management: Creating the Strategic Business Partnership: S. Albers Mohrman and Edward E. Lawler III (both University of Southern California). 23. The New Network Firm: a Spherical Structure Built on a Human Investment Philosophy: R.E. Miles (University of California at Berkeley) and C.C. Snow (Pennsylvania State University). 24. Measuring Human Resources: an Overview of Practice and a Prescription for Results: Dave Ulrich (University of Michigan). Index.

Through the relevant research of experts and scholars at home and abroad, they all believe that strategic human resource management can promote the improvement of organizational performance. However, there is no final conclusion in the academic community about how it affects organizational performance. Therefore, in the research of organizational performance management, the model construction method is used to establish the model to study the relationship between strategic human resource management and organizational performance. And according to relevant research, put forward constructive suggestions to promote enterprises to better use human resources management to enhance their core competitiveness. This thesis conducts in-depth research and analysis on the relationship between the two, so as to expound the mechanism of action between the two, and then verify that strategic human resources can effectively improve the organizational performance of the enterprise.

The purposes of this research were: (1) to study strategic human resource management Thai Universities; (2) to study mission implementation of Thai Universities; (3) to find a relationship between strategic human resource management and mission implementation of Thai Universities; and (4) to analyze the influence of strategic human resource management on mission implementation of Thai Universities. This study applied a quantitative method. The samples used in this study were 350 personnel of Thai Universities located in Bangkok. The research questionnaire was used as a tool to collect data. Statistics used in this study consisted of percentage, mean, standard deviation, Product-Moment Correlation Coefficient and Multiple Regression Analysis (MRA). The research results showed that (1) Strategic human resource management of Thai Universities, in total, was perceived at high level. In particular, human resource policy and planning had the highest mean value, followed by knowledge and skill, benefits and compensation, recruitment and selection and employee retention respectively. (2) Mission implementation of Thai Universities, in total, was perceived at high level. In particular, graduate development had the highest mean value, followed by academic service, cultural conservation and research conduct respectively. (3) Strategic human resource management was positively related to mission implementation of Thai Universities. (4) Strategic human resource management had an influence on mission implementation of Thai Universities. In particular, human resource policy and planning had the highest influence on mission implementation of Thai Universities, followed by knowledge and skill, benefits and compensation, recruitment and selection and employee retention. This study recommended that Thai Universities should apply strategic human resource management in linkage with organizational policy to extract talent, skill, knowledge, expertise and specialization of employees to work for the fulfillment of mission implementation of the universities.

Human resources play a vital role in achieving organisational performance. A study on 169 profit-making organisations in Zambia examined the impact of different Strategic Human Resource Management (SHRM) components on performance. A quantitative approach was used, and the questionnaire was divided into three parts. The first part collected demographic data, the second part collected information about SHRM components such as Incentives and Rewards, Formal Training System, Recruitment and Selection, Formal Performance Appraisal, Career Development, Internal Career Opportunities, and Organization Development, and the last part collected information about organisational performance. A stratified random sample of 169 organisations’ managers was studied. According to the results, managers highly recommended Incentives, Rewards, recruitment, and Selection to achieve excellence. Formal Performance Appraisal received moderate evaluation, while Career Development received the least. The study concluded that SHRM components affect organisational performance regarding revenue growth rate, return on equity, return on assets, and profitability (p < 0.01). The study recommended aligning the SHRM strategy with other activities to improve performance, focusing on recruitment. Integrating HR practices with overall strategies can bring numerous benefits to organisations. By aligning these two critical components, companies can ensure that their human resources are being utilised effectively and efficiently. This can lead to improved productivity, increased employee engagement, and greater success. Therefore, it is important for organisations to carefully consider the advantages of integrating HR practices with their overall strategies and operations.

PurposeThe strategic human resource management (SHRM) emerged in the middle of the 1980s and is currently seen as a relevant research and practical field in the area of business administration (Kaufman, 2015). Its academic relevance has been receiving international attention due to the importance of the strategic performance of human resource management (HRM) (Jackson, Schuler, & Jiang, 2014). It is possible to define SHRM as a vertical connection between HRM practices and international strategy and horizontally as the congruence among the several human resource practices (Wright & McMahan, 1992).Design/methodology/approachTaking into consideration the emerging research gaps in the area, the necessity to bring to attention the implementation of policies and strategic practices of human resource management became prominent. Our study characterizes the national scenario regarding this specific research theme. For such, we developed a bibliometric review of national journals in the area of business administration with level Qualis B2 [1] or above, described the institutionalization of the research in Brazil and established a sociogram with research relationship networks in the country.FindingsBetween 1997 and 2017, only 19 articles on the implementation of SHRM were published in the 32 journals researched. The characterization of the studies indicates a predominance of qualitative articles, which adopt as methodological approach the case study, and most of them use interviews and content analysis as techniques of data collection and analysis, respectively. The use of such investigation tools is in line with the nature of the phenomenon studied. The scenario indicates that the implementation of SHRM is still a developing theme in Brazil.Research limitations/implicationsThere is a lack of studies that combine the use of qualitative and quantitative approaches and focus on public organizations. Besides, the results indicate the need to diversify the methodological approaches used. Regarding the institutionalization of research in Brazil, it is possible to notice the growth of research groups investigating SHRM, even though their only focus does not rely on implementation. The academic production regarding the theme is regionally located in the state of São Paulo, even though academic production is also to be found in a decentralized way in the country, with rare networks.Practical implicationsThis way, the main contribution of this article is the accomplishment of the first bibliometric review regarding the implementation of SHRM in Brazil, showing the scientific community that the theme still presents a gap to be explored in national studies and showing human resource professionals and the society that the transformational switch of human management to organizational outcomes – despite prolific in the academia – still has not been realized in practice.Social implicationsIn the articles analyzed, the most common finding was that the effective implementation of SHRM and strategic practices of HR, such as the competency management, still deserves attention of the academia through the accomplishment of deeper qualitative studies that exhibit not only interfering factors but also the initiatives that must be adopted by the organization to favor the implementation process.Originality/valueThe interventions occurred in an organization can or cannot stem from an articulated HR strategy. Some policies can be implemented without a previous explicit planning, and other planned strategies may never even be effectively implemented (Truss & Gratton, 1994). As reported by Kaufman (2015), some critical success factors to a large-scale organizational change – which is necessary for the effective adoption of strategic HR models – are the commitment of leaderships and a carefully planned and managed implementation. For such, it is necessary to manage programmed organizational changes properly and to act promptly on the cultural pressure perceived by all levels of the organization (Guest, 1987). Such premises are associated with the SHRM perspective proposed by Wright and Snell (1998), in which the authors claim that the main role of HR is to implement organizational strategies. Lengnick-Hallet al.(2009) present a research agenda that highlights the need to give more emphasis on issues related to the implementation of strategic human resource management, specifically regarding the vertical and horizontal alignment of HR systems.