Adoption Of Human Resource Practices Research Articles

Impact of HR managers’ competencies on organizational effectiveness: Mediating role of innovative HR practices

With increased business intricacies, human resource (HR) managers must possess relevant competencies to meet market demands. The study investigates the relationship among HR competencies, innovative HR practices, and organizational effectiveness. It also conducts an importance-performance analysis for HR competencies to identify the skill gap. A structured questionnaire comprising 31 questions was used to measure various components of HR competencies, innovative HR practices, and organizational effectiveness. 247 HR managers working in various companies in Tamil Nadu are selected based on a purposive sampling technique. Importance-performance analysis was carried out for items and dimensions of HR competencies. Confirmatory factor analysis, correlation analysis, and mediation analysis using regressions are further carried out on the collected data. The skill gap analysis revealed that the abilities to use the latest insights in various HR practices, co-craft strategic agenda, align the company’s activities with customer needs, and connect people through technology must be improved. The regression results indicated that the competencies of the strategic positioner, credible architect, capacity builder, and technology proponent are needed to improve organizational effectiveness. The innovative HR practices partially mediated the relationship between HR competencies and organizational effectiveness. The study meets the literature gap in the area of the contribution of HR managers toward organizational effectiveness through their competencies and the adoption of HR practices.

The adoption of human resource practices to support employees affected by intimate partner violence: Women representation in leadership matters

AbstractIntimate partner violence (IPV) is a global public health issue that negatively impacts organizations and their employees. Research suggests that organizations can play a supportive role to lessen this negative impact. However, it has been relatively silent on the conditions under which organizations choose to play such a role. Integrating social role and critical mass perspectives, we examine the extent to which organizations adopt human resource (HR) practices to support employees affected by IPV. Specifically, we argue that organizations are more likely to adopt IPV‐related HR practices when they are led by female Chief Executive Officers (CEOs) and Top Management Teams (TMTs) with more female members. Furthermore, we argue that when women's representation reaches a critical mass plateau, appointing more women in TMTs has no incremental impact, and this non‐linear relationship moderates the CEO gender effect. Overall, we found support for our hypotheses based on a survey study of HR professionals from 414 Australian organizations (Study 1) and an archival study using 2 years of the Workplace Gender Equality Agency data from 4186 Australian organizations (Study 2). Theoretical and practical implications on the influence of gender configurations in leadership positions on the adoption of diversity, equity, and inclusion‐related HR practices are discussed.

Analysis of Factors Influencing Adoption of Human Resource Practices by Small and Medium Scale Enterprises in Nigeria

In the XXI century, one of the most valuable resources of any organization is human capital. The effectiveness of the organization and the use of other resources depend on the formation quality and the use of the human capital. Today, many factors affect small and medium scale enterprises that lead to their rapid bankruptcy and liquidation, significant staff turnover, and reduced productivity. Under these conditions, attracting and retaining highly qualified personnel as the primary determinant of economic development and growth of small and medium scale enterprises is significantly relevant. Minimizing the negative impact of external and internal factors made by small and medium scale businesses requires recognition of the value of the human resources in improving the enterprise’s competitiveness and the effective management tools implementation. The study identifies the main factors influencing the implementation of human resource management practices in small and medium scale enterprises in Kwara, Nigeria. Methodological tools of this study are methods of analysis and synthesis, comparative and regression analysis. The study covers 200 small and medium scale enterprises in the Kwara Central Senatorial District and registered in the National Association of Small and Medium Enterprises (NASME). The factors influencing the use of human resources by small and medium scale enterprises in the article are studied in the following logical sequence: using a structured questionnaire developed in the form of the Rensis Likert scale, an array of primary data is forme. The hypothesis (at the level of 5% of weight) regarding the relationship between the efficiency indicators and human resources management policy is tested using multiple regression analysis with statistical software STATA 11.0. The results of the survey are analyzed, summarized, and interpreted using descriptive statistical methods. The results of multiple regression analyses confirm a statistically significant relationship between the analyzed indicators (p = 0.000 and R2 = 0.8128). The study shows a significant impact of financial security of the organization (β = 0.76; t = 8.63; p) and its size (β = 0.46; t = 4.66; p) on the implementation of personnel management practices on the example of small and medium scale enterprises in Kwara). The study results confirm that the small and medium scale enterprises in Kwara actively use personnel management under the influence of environmental factors. The study empirically confirms and theoretically proves the feasibility to consider such variables as the funding availability, the size of the firm, and the type of ownership in the business management process. Keywords: Human Resources, Human Capital Theory, Management, Nigeria, Small and Medium Scale Enterprises.

Institutional influences on HRM in the Asian business environment: the case of Indonesia

PurposeThe purpose of this paper is to analyse the isomorphism phenomenon in the Indonesian HR field. It also attempts to identify characteristics of a highly isomorphic field which tend to be overlooked in institutional analysis.Design/methodology/approachThe research was conducted within a qualitative, interpretive paradigm. Both primary and secondary data sources were utilized in this study. Primary data were obtained from more than 56 interviews, including informal talks and observations. Two types of interviews were conducted, i.e., face to face, narrative, open-ended interviews with HR professionals, consultants and academics and e-mail interviews with several of the HR professionals who were involved in several HR mailing lists in Indonesia.FindingsHR field in Indonesia shows how institutional influences work, characterized by the diffusion and adoption of human resource practices among foreign multinational and large local companies in Indonesia. HR actors within organizations interact with multiple, and often competing, ideas within complex and overlapping multi-institutional settings and take decisions explained by the characteristics of Indonesian HRM as an isomorphic field.Research limitations/implicationsFurther research is needed to be conducted in similar isomorphic fields to identify the characteristics and whether or not they confirm the results of this research. Further research into the HR field in Indonesia is also suggested to uncover deep-seated institutional logics and mechanisms that can facilitate or constrain future changes in the field. As a transitional field usually contains different, sometimes conflicting, institutional pressures in influencing the direction of change, a better knowledge of how the conflicting forces work is needed to provide understanding about how to steer a well-informed institutional change.Practical implicationsInvolvement in the networks of diffusion of ideas can benefit the HR professionals of participating firms. The study suggests an active but critical participation in the networks of HR ideas diffusion to obtain greater benefits. The study has shown the existence of different channels of HR knowledge transfer. HR actors therefore need to decide which channels might be more effective in the knowledge transfer. Because the different sources of ideas may provide conflicting ideas, HR actors may need to be mindful in their participation in the different networks to take advantage of them, rather than being confused by the conflicting forces.Originality/valueThis research contributes empirically to studies of isomorphism of HRM practices by providing evidence that connects the micro-organizational and the broader organizational field levels. A significant methodological contribution of this research is the use of observations and the participation in professionally oriented electronic mail-list groups as a method of investigating knowledge diffusion within a field.

Institutions and human resource practices in European countries

Stemming from differences between approaches to new institutionalism, this paper analyses the impact of institutions on the adoption of human resource practices (HRP) in organizations. With this aim in mind, two opposing hypotheses are presented: should configurations of national institutions be related to the actual implementation of HRP by organizations or not? This empirical analysis uses a sample of 29,959 employees who work in organizations established in 27 European countries and takes into account the employees’ perception about the HRP used in their organizations and which affect them. The results support the approach to new institutionalism that emphasizes legitimacy and isomorphism, since these results show empirical regularities when countries are compared. Specifically, a country’s configurations of regulative, normative and cognitive institutions are related to the actual implementation of HRP, such as internal promotion, job participation, job design, work-life balance, job training, assessment and teamwork. These results suggest relevant practical implications for human resource managers and policy-makers.

Innovative Organizational Forms that Add Value to Both Organizations and Community: The Case of Knowledge Management

1. Introduction In recent years of turbulent and unpredictable business environment and market imperfections, there is a difficulty regarding the sources of firms' and organizations' competitive advantage. Modern firms, scanning and evaluating their turbulent external environments, have to coordinate their managerial initiatives so as to develop and advance their performance and finally to enhance their competitiveness. Firms and organizations should also be flexible and adjustable to the changing national and international market conditions in order to stay competitive and benefit from a continual managerial success. In this challenging economic environment, there are a lot of chances for modern firms and organizations to achieve superior profits. It is also quite acceptable that firms can acquire strategic competitiveness and above average profitability rates, when the entire employees understand the organizational strategy, the intermediate goals and the ultimate targets. In fact, most leading firms succeeded in linking every employee to the overall strategic management process and their business success does not depend neither on research and development expenses nor on production and marketing strategies, on the contrary, their most important strategic advantage is mainly created due to their human resource innovative approaches. Successful firms proved to be more flexible and innovative, focused on current and future customer needs and more absorptive to pioneer organizational practices based on the knowledge economy. This paper aims at analyzing the way knowledge management may increase the performance of modern firms and organizations, support the creation of more and better jobs and promote equal opportunities and gender equality in a more integrative society. Data from actual cases have been employed in order to provide an empirical support to the theoretical development of a conceptual model. 2. Applying Innovative Organizational Forms In the new markets of intense competition at national and global level, many firms gained competitive success through human resource. Working with employees is really meaningful, as it is widely accepted that workforce is a firm's most valuable asset and so, by treating them with the proper care, the firm can outperform its competitors' success. In recent years, it has been acknowledged that the identification of the skills and talents of the workforce, their utilization, their development and their communication within the organization is the key to create a competitive advantage. With the proper training, leadership and teamwork initiatives the organization can develop all employees' skills and abilities and exploit them within a continuously evolving corporate structure. In the rapidly changing knowledge-based economy, some researchers have paid attention to examine the determinants on the adoption of human resource practices (Tannenbaum & Dupuree-Bruno, 1994) and their effects on productivity and efficiency (MacDuffie, 1995), given their increasing importance to the competitive advantages of firms. In the history of knowledge management, the creation of new knowledge and speeding it throughout the organization is perceived as the most integrated conceptual framework of knowledge creation and innovation, drawing the international scientific attention. The knowledge-based view concerns knowledge as a valuable resource of the firm (Grant, 1996; Spender, 1996). Many researchers have argued that creating knowledge is the basis of innovation and a vital source for producing business value (Novaka & Takeuchi, 1995) embodied in processes and services (Novaka, 1994). The knowledge creating process is a never ending process that upgrades itself continually over time. In other words, knowledge is developed and evolved through time and space and widened via formal and informal learning. This spiral process is applied across organization's boundaries providing a cross-levelling exploitation of knowledge. …

The reality of flexible work systems in Britain

Recent literature on human resource systems is predominantly focused on their links with performance. In contrast, this study steps back from this vogue and addresses the conceptualization and measurement of human resource systems and examines the nature of the collective use of human resource practices in Britain. Drawing on Bailey's (1993) three dimensions of ‘high performance work systems’, this paper uses data from Britain's Workplace Employee Relations Survey of 1998 on a full range of human resource practices to examine whether a managerial orientation underlies the triad, and any association that may exist between them and total quality management (TQM). Managerial orientations are unveiled via latent variable analyses and similarities in the adoption of human resource practices are addressed via cluster analyses. The results suggest the presence of managerial orientations that are centred on high involvement and are either integrated or associated with TQM. Although clusters suggest some similarity in the use of Bailey's motivational practices, this reflects neither managerial orientations nor high involvement management.

The impact of institutional context on human resource management in three Chinese societies

The present study utilizes institutional theory as a framework to analyze human resource (HR) practices in the People's Republic of China, Taiwan, and Hong Kong. It looks at the influence that environmental factors such as social and political systems, legislation, the power of labor unions and trade associations have on the adoption of HR practices. The salient institutional characteristics of the three Chinese societies are described, and then the influence of unions and labor legislation at the firm level are highlighted. In addition, the HR function and current human resource management (HRM) practices are explored using four distinct dimensions of HRM practices (i.e. staffing, training, performance evaluation, and compensation) among the three Chinese societies. The configurations of HR systems are quite different across the three Chinese societies. This paper attempts to explain the similarities and differences in HRM practices from the perspective of institutional theory. Practical implications and future research directions are provided.