The Practice of Human Resource Management in Canada

The current research aimed to investigate the relationship between human resource management (HRM) practices, total quality management (TQM) practices and competitive advantages in Telecommunication organizations in Jordan. A self-administrated questionnaire was designed and distributed over a sample of telecommunication employees of 400 employees. The percentage of filled questionnaires is 80% (320 questionnaires). The research hypotheses were tested by using multiple regressions. The study concluded that there is a relationship between human resource management practices and total quality management practices. It was also concluded that there is a relationship between total quality management practices and competitive advantage. Finally, there is a relationship between human resource management practices and competitive advantage. A number of recommendations emerged in light of the findings, is that the telecommunication organization are advised to focus more on the human resource management activities and total quality management activities that improve the utilization of competitive advantages.

This study aimed to investigate the relationship between human resource management (HRM) practices, total quality management (TQM) practices and competitive advantages in Telecommunication organizations in Jordan. A self-administrated questionnaire was designed and distributed over a sample of telecommunication employees of 400 employees. The percentage of filled questionnaires is 80% (320 questionnaires). The research hypotheses were tested by using multiple regressions. The study concluded that there is a relationship between human resource management practices and total quality management practices. It was also concluded that there is a relationship between total quality management practices and competitive advantage. Finally, there is a relationship between human resource management practices and competitive advantage. A number of recommendations emerged in light of the findings, is that the telecommunication organization are advised to focus more on the human resource management activities and total quality management activities that improve the utilization of competitive advantages.

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 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.

PurposeThis study aims to identify specific human resource management (HRM) practices to overcome destructive deviance among public sector employees. Further, this study aims to rank the identified HRM practices in the order of their impact on destructive deviance.Design/methodology/approachThis study uses the technique of both inductive and quantitative content analyses to identify specific HRM practices and rank them in the order of their impact on destructive deviance. Data was collected from 30 executives employed in Indian public sector via unstructured interviews. Also, Krippendorff’s alpha reliability estimate was calculated to establish the reliability of the content analysis, which was 0.80.FindingsThis study identified ten HRM practices (human resource planning, job design, training and development, reward system, employment security, career advancement opportunities, performance management, employee participation, monitoring and control, work–life balance) in overcoming destructive deviance among public sector employees. Furthermore, based on their frequency distribution, the HRM practices were classified into three categories, i.e. most significant, significant and least significant.Research limitations/implicationsBased on the categorization of HRM practices into three categories, this study implies that to discourage employees from exhibiting deviant behaviour, organizations should focus on the implementation of most significant HRM practices followed by significant and least significant practices. HRM practices that function as a coherent and synergistic system act as a win-win strategy benefitting both employees and the organization.Originality/valueIn spite of the rising research interest in the deviant behaviour in the literature, still there is a dearth of research pertaining to the association between HRM practices and destructive deviance. Moreover, there is no consensus among researchers concerning the specific HRM practices that should be incorporated in the overall construct. Guided by these gaps in the literature, this study identifies ten HRM practices to overcome destructive deviance among public sector employees using qualitative analysis.

The central topic of the paper is talent management. It is a highly topical subject matter in science and theory of business management, particularly human resource management. Attracting and retaining talented employees has become one of the key roles of modern human resource management. The paper aims to provide an analytical view of the use of selected innovative human resource management (HRM) practices through a comparison of companies that implemented talent management practices and companies that did not implement talent management practices. In addition to processing the theoretical basis of talent management, the paper presents the research results carried out on a sample of 187 Slovak companies. Primary data were collected in person and through a questionnaire from January to June 2021. The research aimed to determine the current state of implementation of talent management practices in the Slovak Republic and verify the existence of statistically significant differences in the rate of use of selected innovative HRM practices methods between companies that implemented talent management practices and companies that did not implement talent management practices. For the research purposes, HRM practices directly related to the acquisition, development, and retention of talented employees were selected, particularly training and development, evaluation of individual performance, and remuneration. In the case of HRM practices, the research focused on methods used in the implementation of individual practices. In contrast, the rate of use of each method was determined on a Likert scale 1-5, with a value of 1. It expresses a low rate of use of the method and a value of 5 a high rate of use. To meet the aim of the research, research hypotheses for individual HRM practices were tested, in particular the H1 (training and development), H2 (performance evaluation), H3 (remuneration). For each HRM practice, three partial hypotheses were tested. The Mann-Whitney U test at a significance level of 5% was used to test the hypotheses, i.e., to determine statistically significant differences between the companies that implemented talent management practices and companies that did not implement talent management practices. The research results confirmed statistically significant differences in the use of selected HRM practices between companies that implemented talent management practices and companies that did not implement talent management practices in the case of 8 variables. In the case of 1 variable, the hypothesis was not confirmed.

<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>

Purpose The purpose of this paper is to examine human resource management (HRM) practices of the top 25 companies identified as “best” in India in 2011. This paper provides insights into HRM practices of a leading country in Asia that is playing a very important role in the global economy. Design/methodology/approach This conceptual paper will use for its research analysis the business reports of the Outlook Business Magazine and AON Hewitt. AON Hewitt is a global human resource consulting company and is an established authority in identifying “best” companies in India since 2004. A qualitative content analysis was done of the business report to identify predominant themes. Findings The analysis identified how the “best” 25 Indian companies offer progressive HRM practices that required careful investment and collaboration. This research showcases seven specific HRM themes that include elaborate staffing, investment in learning, work–life balance, egalitarian practices, developmental performance culture, generous benefits and engagement initiatives. Practical implications This paper provides preliminary guidelines for global practitioners who may be interested in doing business in India. It also provides a model of “best” HRM practices adopted by 25 companies that could help other organizations identify successful HRM practices in India. Among the 25 companies, 16 are Indian companies and 9 are subsidiaries of multinationals. Originality/value This paper outlines HRM “best” practices of organizations in an emerging Asian economy that has not been addressed before. This paper hopes to bridge this paucity in the extant literature by showcasing the “best” HRM practices from 25 “best” companies in India. It also provides an Indian model of “best” HRM practices that can be tested by other scholars for future studies.

Management scholars and practitioners alike have become increasingly interested in learning more about the ability of certain 'progressive' or 'high-performance' human resource management (HRM) practices to enhance organizational effectiveness. There is growing evidence to suggest that the contribution of various HRM practices to impact firm performance may be synergistic in effect yet contingent on a number of contextual factors, including workplace climate. A contingency theory perspective suggests that in order to be effective, HMR policies and practices must be consistent with other aspects of the organization, including its environment. This paper reports on empirical findings from research that examines the relationship between HRM practices, workplace climate and perceptions of organizational performance, in a large sample of Canadian nursing homes. Data from 283 nursing homes were collected by means of a mail survey that included questions on HRM practices, programmes, and policies, on human resource aspects of workplace climate, as well as a variety of indicators that include employee, customer/resident and facility measures of organizational performance. Results derived from ordered probit analysis suggest that nursing homes in our sample which had implemented more 'progressive' HRM practices and which reported a workplace climate that strongly values employee participation, empowerment and accountability tended to be perceived to generally perform better on a number of valued organizational outcomes. Nursing homes in our sample that performed best overall were found to be more likely to not only have implemented more of these HRM practices, but also to report having a workplace climate that reflects the seminal value that it places on its human resources. This finding is consistent with the conclusion that simply introducing HRM practices or programmes, in the absence of an appropriately supportive workplace climate, will be insufficient to attain optimal organizational performance.

Management scholars and practitioners alike have become increasingly interested in learning more about the ability of certain ‘progressive’ or ‘high-performance’ human resource management (HRM) practices to enhance organizational effectiveness. There is growing evidence to suggest that the contribution of various HRM practices to impact firm performance may be synergistic in effect yet contingent on a number of contextual factors, including workplace climate. A contingency theory perspective suggests that in order to be effective, HMR policies and practices must be consistent with other aspects of the organization, including its environment. This paper reports on empirical findings from research that examines the relationship between HRM practices, workplace climate and perceptions of organizational performance, in a large sample of Canadian nursing homes. Data from 283 nursing homes were collected by means of a mail survey that included questions on HRM practices, programmes, and policies, on human resource aspects of workplace climate, as well as a variety of indicators that include employee, customer/resident and facility measures of organizational performance. Results derived from ordered probit analysis suggest that nursing homes in our sample which had implemented more ‘progressive’ HRM practices and which reported a workplace climate that strongly values employee participation, empowerment and accountability tended to be perceived to generally perform better on a number of valued organizational outcomes. Nursing homes in our sample that performed best overall were found to be more likely to not only have implemented more of these HRM practices, but also to report having a workplace climate that reflects the seminal value that it places on its human resources. This finding is consistent with the conclusion that simply introducing HRM practices or programmes, in the absence of an appropriately supportive workplace climate, will be insufficient to attain optimal organizational performance.

Recognizing the importance of human resource management (HRM) practices, and their effects on employee behaviors and attitudes, many studies investigated the correlation between HRM practices and employee job satisfaction. The overall objective of this research is to investigate the impact of HRM practices (training and development and performance management) on employee satisfaction in case of a public corporation in Qatar. In order to meet the objectives of the research, and in order to answer its questions, a survey questionnaire was developed and distributed to a simple random sample of (92) employees, who work for a public corporation in Qatar. The total number of the returned surveys was (78) surveys. This means that the response rate was 84%. Results of data analysis revealed that there is positive and strong correlation between HRM practices and employee job satisfaction. HRM practices explain 22% of employee job satisfaction, while other factors explain 78%. Based on that, it was suggested to develop HRM practices in order to foster employee job satisfaction. It was also suggested to carry future researches to investigate other factors that may drive employee job satisfaction.

Purpose This study aims to conduct a comparative analysis of human resource management (HRM) practices between domestic and multinational enterprises within India, a large emerging economy. It also highlights the distinct institutional arrangements that potentially influence the employment practices of these organizations. Design/methodology/approach Data were collected from a diverse sample of domestic and multinational enterprises in India. The study utilized multivariate analysis to examine HRM practices, focusing on training and development, incentives and rewards and retention practices. Findings Contrary to initial expectations, the results indicate that DEs place significantly more emphasis on HRM practices than MNEs. This finding suggests that organizational scale and global presence do not consistently translate into a greater emphasis on critical HRM parameters. Instead, DEs leverage their local market knowledge and understanding of cultural and institutional nuances to prioritize effective HRM strategies. Research limitations/implications The study did not categorize the nationality of MNEs, which could reveal how different cultural contexts impact HRM practices. It is possible that MNEs headquartered in distinct cultural contexts may exhibit varying behaviors compared to enterprises based in different cultural environments. Additionally, while our findings reveal that domestic enterprises prioritize certain HRM practices over multinational firms, the question remains whether this emphasis translates into favorable organizational performance outcomes. Practical implications Both multinational and domestic enterprises should tailor their HRM practices to align with local dynamics and institutional arrangements. DEs can use their emphasis on HRM practices as a competitive advantage in attracting and retaining local talent, while MNEs should enhance cross-cultural competence to better integrate within different national contexts. Originality/value This study introduces a critical rethinking of HRM practices by illustrating the unique ways DEs and MNEs navigate institutional complexities within India. Unlike traditional assumptions that emphasize the superiority of MNE practices, this research uncovers how DEs strategically leverage local institutional knowledge to outperform MNEs in HRM dimensions. By embedding these findings within institutional theory, this study extends the theoretical discourse on organizational adaptability in emerging markets and provides actionable insights for aligning HRM strategies with local institutional contexts, fostering a comprehensive understanding of HRM dynamics across diverse economies.

Human resource management (HRM) practices are being increasingly considered as major contributory factors in financial performance of organizations. This research study effectively highlights the importance of HRM practices with impact on financial performance of banks (FPB) operating in Pakistan. The major objective of the study is to find out the relationship between ‘HRM Practices’ and the ‘Financial Performance of Banks’. As a sample, 46 scheduled banks were contacted, of which 38 responded. The HRM practices selected for the research study were selection, training, performance appraisal system, compensation system and employee participation. Empirical evidence was calculated through stepwise regression analysis, Pearson correlation and descriptive statistics to support theoretical models that link HRM practices with financial performance of banks. The study concluded that all tested variables have a positive relation and impact on financial performance of banks but the major contributory practices are selection, training, compensation and employee participation. Key words: HRM practices, selection system, training, job description, performance appraisal system, compensation system, career planning system, employees participation, financial performance of the banks, planning, development, rewards.

Purpose – The purpose of this paper is to comparatively analyse the best human resource management (HRM) practices in the hotel sector of Samoa and Tonga. Design/methodology/approach – This study examined best HRM practices used by the hotel sector of Samoa and Tonga by using self-administered questionnaires. Self-administered questionnaires were distributed to 73 hotels in Samoa and 66 hotels in Tonga. Out of the 73 self-administered questionnaires that were distributed in Samoa, 58 usable questionnaires were returned resulting in a response rate of 79 per cent. In the case of Tonga, out of the 66 self-administered questionnaires were distributed, 51 usable questionnaires were returned resulting in a response rate of 77 per cent. Findings – The findings of this study show that there are 28 best HRM practices in Samoa and 15 best HRM practices in Tonga. This study also found that best HRM practices differ based on differences in internal and external environmental factors present in different geographical areas. The findings of this paper support the assumptions of the Contextual Paradigm of HRM and strategic human resource management. Research limitations/implications – This study is based on a single sector of Samoa and Tonga. A single sector study limits the generalisations that can be made across different sectors in Samoa and Tonga. Practical implications – Human resource managers should incorporate cultural, political, legal, economic and social factors in HRM practices. Originality/value – None of the existing studies have examined best HRM practices used by the hotel sector of Samoa and Tonga. This study is a pioneering study that comparatively analyses the best HRM practices used by the hotel sector of Samoa and Tonga.

Due to the demographic change in age, societies, firms, and individuals struggle with the need to postpone retirement while keeping up motivation, performance, and health throughout employees’ working life. Organizations, and specifically the Human Resource Management (HRM) practices they design and implement, take a central role in this process. Being influenced by macro-level trends such as new legislation, organizational HRM practices affect outcomes such as productivity and employability both at the firm and individual level of analysis. This editorial introduces the Special Issue on “Age-related Human Resource Management Policies and Practices” by conducting an interdisciplinary literature review. We offer an organizing framework that spans the macro-, meso-, and individual level and discusses major antecedents, boundary conditions, and outcomes of age-related HRM practices. Further, we propose a typology of HRM practices and discuss the role of individual HRM dimensions versus bundles of HRM practices in dealing with an aging and more age-diverse workforce. Building on these considerations, we introduce the eight articles included in this special issue. Finally, taking stock of our review and the new studies presented here, we deduct some recommendations for future research in the field of age-related HRM.