TRANSFORMING INCENTIVES: ANALYSIS OF PERSONNEL AND EMPLOYEE OUTPUT DATA IN A LARGE JAPANESE AUTO SALES FIRM

Although human resource (HR) systems in the form of bundles of HR practices and their impact on organizational performance have attracted considerable attention, the role that business strategy could play in this relationship remains uncertain, particularly in service industries. In order to avoid any confounding effects, this study analyzes the performance impact of adopting different HR systems in an empirical setting in which employees are vital if the company is to remain competitive, the firms belong to the same industry and the primary activities involved are the delivery of services to customers. Based on survey data from 86 banking institutions in Spain, three HR systems were identified, two of which rendered better organizational performance when matched to defender strategies, thus supporting a contingency explanation of the adoption of HR systems. Findings showed that even in an industry under strong universalistic pressures to adopt certain predictable HR practices, matching HR systems with a business strategy pays off.

Drawing on the person–organization fit theory, this study elaborates a dual‐oriented human resource (HR) system and explores when and how two HR bundles (development vs. maintenance) influence work well‐being. The results of the confirmatory factor analysis with a sample of 1,946 supervisors from a Chinese high‐tech firm show that the dual‐oriented HR model fits the data better than a holistic HR system. In another study with a multilevel sample of 64 corporate branches and 434 employees, the findings confirm the proposed joint effect of the dual‐oriented HR system and achievement motivation on well‐being. Specifically, development‐oriented HR practices are more positively related to work well‐being only when individual achievement motivation is high; by contrast, maintenance‐oriented HR practices are more positively related to work well‐being only when individual achievement motivation is low. Work meaning mediates these effects. These findings provide guidance on the effective design of HR practices.

The linkages between human resource (HR) system and organizational performance is still an unanswered question. From the perceptive which argues that employees perceived HR system plays a vital role in explaining this relationship. A multilevel model links among human resource system; organizational climate and organizational performance is proposed.

This study examines the relationship between human resource (HR) systems and employee performance in Pakistan. HR systems, comprising recruitment, training, performance appraisals, and compensation strategies, play a pivotal role in enhancing employee efficiency and organizational productivity. The research aims to understand how these HR practices influence job satisfaction, motivation, and overall work performance. Data was collected from various industries in Pakistan using structured surveys and analyzed using statistical tools. The findings indicate a strong correlation between well-structured HR practices and higher employee performance. Specifically, performance-based compensation and continuous training programs significantly improve employee output. The study suggests that organizations in Pakistan should invest in strategic HRM to maximize workforce potential. The study is particularly important for HR practitioners and organizations since it provides guidelines and recommendations for managers to understand the importance of human capital development to boost HR professionals' ability to maintain competitive advantage. Furthermore, it also explains the significance of a system for effective operation. The study is unique in that it seeks to offer more empirical evidence in favor of RBV theory in the context of Pakistan. In order to validate empirical evidence that partially supported the RBV theory, the study's research approach was effective.

The configurational or "internal fit" perspective proposes that human resource (HR) systems are most effective when individual practices are configured such that they fit together and are mutually reinforcing. The Ability-Motivation-Opportunity (AMO) model has emerged as a predominant way to select and configure HR practices based on whether they attempt to enhance employee ability, motivation, or opportunities. Despite the widespread use of the configurational perspective and AMO model in building a high-performance work system (HPWS), researchers have not clearly articulated how HR practices across the AMO domains should be configured to maximize internal fit across the system. Moreover, research has overlooked the hierarchical nature of an HPWS, such that HR practices are nested within a particular AMO domain, and the AMO domains, in turn, are nested within the HPWS. To address these gaps, we develop and test a dual internal fit model that specifies synergistic interactions within and among AMO domains. Analyses of six-wave panel data from 640 firms reveal that internal fit effects of HR practices simultaneously exist within (i.e., HR practice-level interactions) and among AMO domains (i.e., AMO domain-level interactions) to predict workforce productivity and ultimately firm profitability. Moreover, the two sets of interactions predict outcomes beyond the additive effects of the HR practices on which prior research has typically focused. These findings show that HR practices can be configured to have "system" effects. They also highlight the value of the dual internal fit model to understand the performance benefits of optimally configured HR systems. (PsycInfo Database Record (c) 2025 APA, all rights reserved).

The literature regarding the global pandemic of COVID-19 and its disruption to life in 2020 continues to grow and develop. This study investigated the disruption COVID-19 has had on Human Resource Practitioners, the human resource systems, and the impacts of the decision-making process for various industries. The purpose of this study was to develop an understanding of how the global pandemic has changed the roles of human resource practitioners and what future implications may result from the global pandemic. This investigation required a thorough analysis of their lived experiences regarding their roles as practitioners in the human resources field prior to the global pandemic and during the pandemic. This qualitative study employed a narrative research method, with a theoretical framework focusing on Simon's decision-making theory (1945, 1947, 1957, 1976, 1997). The purposeful sample consisted of 6 human resources practitioners who were presently employed in human resource departments in various industries. The participants all resided in the San Antonio, TX area. The researcher conducted a preliminary 15-minute virtual call with each participant, followed by followed by a 45- to 60-minute semi-structured one-on-one interview. Data analysis employed a contextual analysis which led to a thematic analysis. After coding, five themes were identified describing the participants' five key influencers from the effects of COVID-19 on human resources systems and practitioners. Four conclusions emerged from this study. Human Resource Practitioners will have a more active role in if not lead in crisis management, Organizational Leadership will rely heavily on Human Resource Practitioners in the decision making process for all future crisis, disaster, and pandemic responses, Human Resource practitioners will develop new policies in regards to changes made due to COVID-19 disruptions, The Human Resource system will move many of their current services to a digital platform resulting in better accessibility for all workers. These conclusions are examples of a new direction and role changes for the human resource practitioner and the human resource systems as our world changes and prepares for the next pandemic. Suggested future research would include the differences or responses to the global pandemic of COVID-19 by private institutions and public institutions. Another aspect of research that will be vital is the effects of employee's physical and mental health as remote workers due to the COVID-19 pandemic. --Author's abstract

Ranking applicants for a given job is one of the most important processes for Human Resources (HR) systems. The ranking of job applicants involves two main processes which are the specification of the requirements criteria for a given job (experience, skills, etc) and the matching between the applicantspsila profiles and the job requirements. There is currently a strong move towards automating these two processes to generate an applicantspsila ranking system that gives consistent and fair results. However there is a high level of uncertainty involved in these two processes as they involve the input of several experts. These experts will have different opinions, expectations the interpretations for the requirements specification as well as for the applicants matching and ranking. This paper presents a novel approach for ranking job applicants by employing type-2 fuzzy sets for handling the uncertainties in group decisions in a panel of experts. Hence the presented system will enable automating the processes of requirements specification and applicants matching/ranking. We have performed real world experiments in the care domain where our system handled the uncertainties and produced ranking decisions that were consistent with those of the human experts. To the authorspsila knowledge, this will be the first type-2 based commercial software system.

Drawing on the theoretical insights from the resource‐based view of the firm, this paper explores how human resource (HR) systems may contribute to competitive advantage by facilitating the development and maintenance of five types of ethical climates, and conversely, how HR systems may hinder competitive advantage by inhibiting the development and maintenance of these climate types. In so doing, this paper contributes to the literature by highlighting the resource worthiness of a firm's ethical climates and showing how HR systems may influence that value. In addition, it advances theory that underpins the concept of competitive advantage sustainability and provides a platform for future empirical research.

We propose linkages among human resource (HR) systems, relational climates, and employee helping behavior. We suggest that HR systems promote relational climates varying in terms of the motivation and sustenance of helping behavior, and we expect HR systems to indirectly influence the nature of relationships and the character of helping within organizations. By considering HR systems and their respective relational climates together, researchers can gain a better understanding of expectations and dynamics surrounding helping behavior.

Applicant selection and ranking methods for job roles within Human Resources (HR) systems involve high levels of uncertainty. This is due to the requirement to allow for the varying opinions and preferences of the different occupation domain experts in the decision making process. Hence, there is a need to develop novel systems that will enable HR departments to determine the most important requirements criteria (experience, skills etc) for a given job, based on the preferences of different domain experts, while ensuring that the experts decisions are unbiased and correctly weighted according to their knowledge and experience. This will enable a more effective way to short list submitted candidate CVs from a large number of applicants providing a consistent and fair CV ranking policy, which can be legally justified. This paper presents a novel system using a neuro-fuzzy based agent approach for automatically determining the key skill characteristics defining each expert's preferences and ranking decisions, while handling the uncertainties and inconsistencies in group decisions of a panel of experts. The presented system automates the processes of requirements specification and applicant's ranking. Experiments have been performed within the residential care sector where the proposed system has been shown to produce ranking decisions that were relatively highly consistent with those of the human experts.

Purpose The purpose of this study was to examine the mediating effect of the psychological contracts on the relationship between human resource (HR) systems and role behavior.

Although extant literature has highlighted the importance of human resource system to thriving at work, we have yet to know whether perceived strengths-based human resource (HR) system has a significant relationship with employee thriving at work. Drawing upon conservation of resources theory, the current study sought to investigate the relationship of perceived strengths-based HR system with employee thriving at work and the mediating role of general self-esteem and the moderating role of emotional exhaustion in this relationship. Research data were gathered at three points in time from employees working in various organizations in China. Results of structural equation modeling analyses demonstrated that perceived strengths-based HR system is positively related to thriving at work even after controlling for perceived high performance work system, and general self-esteem partially mediates the positive relationship of perceived strengths-based HR system with thriving at work. In addition, emotional exhaustion negatively moderated the direct relationship of general self-esteem with thriving and the indirect relationship of perceived strengths-based HR system with thriving at work through general self-esteem. The current study is the first to empirically investigate the perceived strengths-based HR system and thriving at work linkage, which advances HR system and thriving at work theories and research.

Human resource management is one of the necessary tools of todays modern organizations. Businesses without a trained and skillful human resource (HR) are far left behind in competition and market share. The fundamental role of HR and human resource systems are to hunt, hire and train professionals for different business structures and sections. Without proper and professional team of human resource, organizations simply become machines and thus do not survive in the long run. This paper has been designed to review the existing literature available on HRM practices, organizational commitment, perceived organizational support and demographic attributes to extract the mediation model.

Andrew Pettigrew on Executives and Strategy:: An Interview by Kenneth Starkey

Performance‐oriented human resource system (HRS) brings both benefits and risks to organizations. Prior studies mainly reported the positive impact of performance orientated HRS on organizational and employee performance, ignoring its negative impact on employee behavior. Based on self‐regulation theory, this paper examines the double‐edged sword effects of performance‐oriented HRS on employee outcomes. Multiwave data from a total of 253 employees indicated that perceived performance‐oriented HRS can predict employees’ concerns with performance. This system could improve their willingness for self‐development, but it may also reduce employees’ moral awareness, which increases employees’ unethical behavior. Employees’ self‐control moderates the negative effects of performance‐oriented HRS; that is, when employees’ self‐control is low, performance‐oriented HRS leads to a stronger influence on employees’ unethical behaviors through moral awareness than when it is high. The results enhance our knowledge of the effects of performance‐oriented HRS on employees’ attitudinal and behavioral outcomes and provide new insights for countering the negative effects of performance‐oriented HRS in organizational human resource practices.