Bundle Of Human Resource Practices Research Articles

Perception of Employees on High-Performance Human Resource Practices (HPHRP) in Indian Banks: A Comparison

The aim of this article is to study the difference between public and private sector banks in terms of high-performance human resource practices (HPHRP). This empirical research paper is based on a detailed analysis of the literature research, which has been conducted on 500 managerial staff of public and private sector banks in Rajasthan through a structured questionnaire. Results reveal that there is a significant difference in the HPHRP of public and private sector banks in Rajasthan with reference to practices like internal mobility, selective staffing, result-oriented appraisal, employment security and incentive rewards. The practices, namely, extensive training, clear job description, and participation and teamwork, were found to be less significant in the study. The HPHRP scale and the differences in high-performance work systems (HPWSs) between public and private sector banks were investigated in the Indian context from a theoretical standpoint. For bank professionals, this study will help in improving their HPWSs. The study is unique as it seeks to identify the role of HPHRP in both public and private sector banks in India and concentrates on a bundle of human resource practices that will significantly improve the industry’s performance outcomes.

Multi‐level effects of human resource bundles on the performance of aging employees

AbstractPreviously, scholars have studied the need for implementing different human resource (HR) configurations that foster aging employees' outcomes, but there is a lack of evidence at the group level. Using the framework of Social Exchange Theory, coupled with the Selection, Optimization, and Compensation theory, we examine associations between bundles of HR practices, age (measured both as calendar age and proportion of an aging workforce), and performance, at both the individual and group levels. First, the outcomes of our multi‐level analysis show that bundles of maintenance‐enhancing HR practices are positively related to performance at both levels, whereas bundles of growth‐enhancing HR practices associate with performance only at the group level. Second, age relates positively to performance, both at the individual and group levels. At the group level, there is an inverted U‐shaped relationship between the proportion of an aging workforce and group performance, such that a group's performance benefits from the participation of older employees up to a maximum proportion of 56%. Finally, age negatively moderates the association between growth‐enhancing HR bundles and performance at both the individual and group levels. Results highlight the value of older employees for working organizations, and the importance of adopting HR practices that consider maintenance and growth‐related needs across the life‐span, while also providing useful theoretical and practical implications for Human Resource Development scholars and professionals.

A bundle of human resource practices and employee resilience: the role of employee well-being

PurposeThe purpose of this study was to examine the mediating effect of employee well-being on the relationship between a bundle of human resource practices (HR practices) and employee resilience among Thai employees in an insurance company.Design/methodology/approachSelf-report questionnaires were received from 317 employees. Confirmatory factor analysis (CFA) was conducted, followed by structural equation model (SEM) to test all hypotheses.FindingsA partial mediator role of employee well-being on the relationship was detected, highlighting the significant consequences of a bundle of HR practices during the recent pandemic.Research limitations/implicationsThe study's limitations were its self-report questionnaires and cross-sectional design.Practical implicationsThis study highlights the importance of a bundle of HR practices under the unusual situation, i.e. during the data collection process, telecommuting was implemented in the organization to comply with the government regulations. A bundle of HR practices can be perceived as resources that can help individual employees overcome this challenging situation, which supports organizational performance.Originality/valueHigh environmental uncertainty requires today's organizations to be aware of the importance of employee resilience since this can contribute to organizational resilience. Additionally, employees rank their well-being as one of the top factors they seek from an organization. Thus, this study empirically extended the benefits of a bundle of HR practices in the context of COVID-19, supporting the mutual gains model.

Understanding the impact of human resource practices on employee competencies: evidence from Indian food processing industry

PurposeThe study aims at understanding the impact of individual and bundle of human resource practices (HRPs) on employee competencies. It also compares the impact of the bundle of HRPs with individual HRPs on employee competencies to examine the synergy effect.Design/methodology/approachTo test the hypothesis, a sample of 229 respondents from the Indian food processing industry was taken. This included managerial and nonmanagerial personnel from four large scale food processing firms. The impact was analyzed through several structural equations.FindingsThe individual HRPs are positively related to employee competencies. Recruitment and selection have the least impact, and employee participation has the maximum impact on employee competencies. However, the bundle of HRPs has a positive and stronger impact on employee competencies than when they are studied individually.Practical implicationsThe results of this study bring a wide array of managerial implications for the food processing industry. It recommends the management to adopt proper and well-structured HRPs for the food processing industry.Originality/valueThis is one of the few studies that utilizes resource-based view (RBV) and human capital theory (HCT) for investigating the relationship between HRPs and employee competencies in the Indian context. It attempts to increase the understanding regarding an important strategic HR concept (i.e. bundle of HRPs) on employee competencies.

Employee Perceptions of HR Strength Matter: A Meta-Analysis to Examine the Effects of HR Strength

Human Resource (HR) strength is the mechanism through which HR systems deliver signals to employees that allow them to understand the desired and appropriate responses. Despite the huge influence of the HR strength construct, some key issues remain unsolved. These include whether HR strength acts as a mediator or a moderator of the relationships between HR practices and employee and organizational outcomes, and whether the effects of HR strength are subject to boundary conditions, especially regarding national cultures. A meta-analysis of 39 studies (comprising 62 samples and 27,685 unique participants) was conducted to answer these two questions and examine the effects of HR strength on different outcomes. Results show that HR strength both moderates and mediates the relationship between bundles of HR practices and employee and organization outcomes. In addition, the results show that high collectivism positively moderated the relationship between HR strength and employee proactive behavior. Theoretical and practical implications are discussed.

Understanding precedents for frontline employee turnover in luxury hotels: Emotional intelligence as a unifying factor

Current turnover research fails to serve the needs of an industry that is long plagued by employee turnover. Existing literature focuses more on evaluating bundles of human resource practices and fail to provide precise and clear guidance for practitioners. This study proposes that emotional intelligence (EI) unifies sufficient individual factors and organizational factors that affect employee turnover and serves as a single significant precedent for turnover. Data were collected from frontline employees at eight luxury hotels. The direct, indirect, and total impacts of employee EI on employee turnover were tested by structural equation modeling and bootstrap tests. The results suggest that EI has significant indirect impacts through the mediation of perceived organizational support, pay satisfaction and job burnout, and significant total impacts on turnover. Implication suggestions include integrating EI into the recruiting process for new employees and providing training opportunities for current employees to improve their EI.

Principals’ configuration of a bundle of human resource practices. Does it make a difference for the relationship between teachers’ fit, job satisfaction and intention to move to another school?

The purpose of this study is to explore whether the relationship between teachers’ person–organisation (P-O) fit, job satisfaction and intention to move to another school varies depending on the way a bundle of human resource (HR) practices is configured in education. Drawing on strategic human resource management literature, a strategic and human resource orientation is considered to provide insight into the configuration of HR practices. A mixed methods design was used to collect both qualitative and quantitative data from principals and teachers in 56 Flemish primary schools. The qualitative data, which provides insight into principals’ configuration of HR practices, were converted into numerical scores and analysed, together with the quantitative teacher data, using multiple group path analysis. The key findings show that the relation between P-O fit and intention to move operates differently depending on the HR orientation of the teacher’s principal but not on their strategic orientation. This finding supports the need for closer attention to be given to the investment of new teachers and the impact this has on the direct and indirect effect of teachers’ P-O fit on teachers’ intention to move.

Linking high-performance work systems and business performance: the role of employees' attitudes and behaviours

Both scholars and practitioners are beginning to recognise the role that human resources may play in allowing firms to remain competitive. Human Resource (HR) systems, as bundles of HR practices, and their impact on organisational performance are therefore attracting considerable attention. In spite of the variety of studies, approaches and statistical methodologies brought to bear on this issue, scholars have been unable to clarify the manner and conditions under which HR systems can become a source of competitive advantage. This owes, in part, to empirical researchers having overlooked mediating hypotheses, and instead merely choosing to examine the direct relationship between HR systems and firm performance. The critical issue is to examine the mediating mechanisms, such as employees' attitudes, through which HR management activities affect business performance. Our findings from cross-level analysis indicate that the relationship between HR systems and business performance undergoes a mediating effect from employees' attitudes and behaviours.

Performance Appraisal, Performance Management, and Firm-Level Performance: A Review, a Proposed Model, and New Directions for Future Research

There has been a long history in management and industrial/organizational psychology of studying methods to improve performance at work. These efforts have traditionally been concerned with individual-level performance (with some attention paid to team performance as well); even when research began to more broadly consider the topic of performance management instead of just performance appraisal. However, the often unstated assumption was that, if an organization could effectively improve the performance of individual employees, this would accrue to improvements in firm-level performance as well. A review of the literature suggested that this link had never really been established in a direct way. Instead, we found considerable support for relating “bundles” of human resource (HR) practices to firm-level performance, and several models for how these practices could create the transformation from individual-level to firm-level performance. We drew upon several of these models, from somewhat diverse literatures, to propose a model whereby bundles of HR practices, when aligned with the strategic goals of the organization, can be used to create a climate for performance that could transform generic knowledges, skills, and abilities (KSAs) into specific KSAs needed to improve firm-level performance.

Business strategy, human resource systems, and organizational performance in the Spanish banking industry

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.

Specialization, Multiskilling and Human Capital: Complementarity vs. Substitutability

The introduction of team-based flexible production system substantially enhanced productivity and product quality at some progressive plants which adopted them. Most of these plants adopted a bundle of human resource practices which are designed to encourage workers to acquire broad skills and share information, and delegate more responsibilities to production workers. The existing literature, however, has not fully explained why workers are better motivated under these high-performance workplace practices despite their seemingly higher responsibilities and weaker hold-up power. It also does not answer why firms delegate considerable decision rights to workers given the possibility that such delegation may increase the bargaining power of the workers more than the firms want. In order to answer these questions, we focus on an incentive aspect of the multiskilling practices and compare it with that of specialization in the traditional work systems. We discover that organizational forms significantly affect the workers' incentives to acquire firm-specific human capital and the optimal allocation of decision rights. Key is that information-sharing by multiskilled workers induces the workers' investments in firm-specific human capital to become strategic substitutes. In the traditional work systems, on the contrary, they are more likely to be strategic complements. Assuming worker-employer relationship with ex post bargaining based on skill acquisition rather than output-contingent contracts, the following basic results are derived: (1) workers' incentives to invest in firm-specific human capital tend to be stronger; and (2) the optimal level of delegation is typically higher, in organizations with multiskilling practices than in those with specialization. Other implications of human capital complementarity and substitutability for collusion, labor union formation and job design are also discussed.

Horses for Courses: Human Aspects of Different Logistics Systems

ABSTRACT The concept of “fit” between technical and human resource (HR) aspects is explored for different logistics systems. It is proposed that different bundles of HR practices are needed to support the capabilities of different systems, and that there is no such thing as a single best way to structure such bundles. The application of the Japanese “humanware” model to qualitative analysis of the logistics systems of two automotive models that shared the same trim and final assembly facility is described. The HR demands of the two logistics systems were quite distinctive, and the analysis highlighted the different HR demands of each. These results can be viewed in the light of an earlier study on quantitative metrics of the two models [Harrison (1998) International Journal of Logistics: Research and Applications, 1, (1), pp. 27–38]. Optimisation of a logistics system demands that choices be made, and that the existence of tradeoffs must be recognised.