Dimensions Of Human Resource Management Research Articles

Strategic human resources, innovation and entrepreneurship fit

PurposeStrategic human resource management (SHRM) is seen as crucial for innovation and entrepreneurship in China. An empirical research was carried out to investigate main dimensions of the model of human resources management (HRM), practices and their effects on organisational performance in relation to innovation and entrepreneurship.Design/methodology/approachThe research has two parts. The first part is a field survey on human resource management practices and its main dimensions. The study was conducted in the Chinese local companies and joint ventures across different partnerships. The second part is an in‐depth case‐set analysis of Chinese entrepreneurship models from a strategic HRM perspective.FindingsThe results showed that both functional and strategic dimensions of HRM could be identified which had differential effects upon organisational performance and that the most successful local entrepreneurial firms were among the collective‐based and globally‐oriented ones.Originality/valueThis study demonstrated that the fit between strategic HRM practices, innovation strategy and entrepreneurship model was significantly contributed to entrepreneurial performance. A regional comparative model of SHRM and entrepreneurship was proposed for sustainable business developments and organisational change.

Organizational effectiveness through technology innovation and HRM strategies

PurposeThis editorial aims at providing a general framework for papers in this special issue. The main theme is to understand the organizational effectiveness from recent developments in technology innovation and human resources strategies.Design/methodology/approachThe editorial first describes the need for technology innovation and HRM integration. A three‐strategy model for global technology innovation and organizational development was adopted: personnel strategy, system strategy, and organizational strategy.FindingsThe personnel strategy could play a crucial role in enhancing the effects of human resources management (HRM) and entrepreneurship by supporting the main dimensions of HRM. The system strategy was used to facilitate technology innovation through knowledge management while the organizational strategy was adopted to create positive organizational culture and high performance systems.Originality/valueThe paper suggests that globally distributed engineering and international technology entrepreneurship be new area for theory building. The strategies from this special issue have implications for the study of new information technology innovation and e‐HR developmental approaches as well as professional service, customer relations modeling and strategic HRM.

Linking Human Resource Management Practices and Organizational Strategy

The purpose of this exploratory study is to examine country differences in human resource management (HRM) policies and practices and to attempt to determine whether, at a country level of analysis, there is a relationship between HRM practices and strategy. This study is based on survey data from over 4,000 firms in 57 nations. Two dimensions of HRM practices were found. The first dimension, “flexibility,” is related to companies' discretion in setting wages, working hours, hiring and firing practices, as well as levels of collective bargaining power. The second dimension, HR “investment,” includes issues related to the importance of skilled personnel at all levels; efforts to ensure such skill levels; a cooperative, participative approach to employee relations; and compensation based on merit. These two HRM dimensions were significantly related to different competitive Strategies.

A Study of the Formality of Human Resource Management Practices in Small and Medium-Size Enterprises in Vietnam

One main challenge for human resource (HR) management in small and medium-size enterprises (SMEs) is to balance the formal policies and the informal culture of these smaller firms. While HR formality has remained a subject of much qualitative analysis, it has not received much quantitative analysis. Using a sample of 89 Vietnamese SMEs this study tested the level of formality as a dimension of HR management. The results supported our hypotheses that firm size is positively related to HR formality, and that HR formality is positively associated with owners’ perceptions of firm performance. This study provides important research implications as well as practical implications for managers and policy makers.

The ethical dimension of human resource management

Human Resource Management JournalVolume 10, Issue 2 p. 5-20 The ethical dimension of human resource management Diana Winstanley, Diana Winstanley Imperial College Management SchoolSearch for more papers by this authorJean Woodall, Jean Woodall Kingston Business SchoolSearch for more papers by this author Diana Winstanley, Diana Winstanley Imperial College Management SchoolSearch for more papers by this authorJean Woodall, Jean Woodall Kingston Business SchoolSearch for more papers by this author First published: 24 August 2006 https://doi.org/10.1111/j.1748-8583.2000.tb00017.xCitations: 87AboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinked InRedditWechat Citing Literature Volume10, Issue2April 2000Pages 5-20 RelatedInformation

Policy dimensions of human resource management in the tourism and hospitality industries

Develops the view that human resource management is a central strategic and operational concern within the tourism and hospitality industries, with implications for quality and market positioning of tourism at local, regional and national levels. Suggests that all stakeholders, be they public or private sector, visitor or host community, would benefit from a close integration of human resource, labour market and education policies. Presents two studies which substantiate this view: one which generally examines policies for human resource development, and another which addresses the policy issues involved.

A Contingency Theory of Human Resource Management Devolution

AbstractHistorically, the structuring of human resource management suggests that it has evolved from a market‐based structure to more centralized control in a bureaucratic‐based structure. Recently the function has devolved from the bureaucratic‐based structure to multiple forms of market‐based structures as well as clan‐type structures such as self‐directed work teams. This evolution I devolution process is explained using constructs from market failures theory and organizational economics. Propositions from the proposed contingency theory of devolution can guide future research, and our explanations will help human resource managers deliver their services through the most effective structure.RésuméHistoriquement, la gestion des ressources humaines est passée dune structure reposant sur des mécanismes de marché à une structure bureaucratique à contrǒle centralisé. Récemment, cette fonction en est revenue à divers types de structures basées sur les mécanismes de marché et aussi à des structures reposant sur la concept de clan, comme les équipes de travail autonomes. Ce processus de “dé‐évolution” est expliquée par le biais de construits empruntés à la theorie de faillite des marchès et à l'éco‐nomique des organisations. Diverses propositions sont faites afin de guider la recherche future. Des explications aideront les gestionnaires des ressource humaines à offrir leurs services par le biais de la structure la plus efficace.

The Road Taken: Origins and Evolution of Employment Systems in Emerging Companies

Drawing on a unique archive of qualitative and quantitative data describing 100 Bay Area high technology firms within their first decade, this paper examines the models of employment relations espoused by company founders and how those models shaped the evolution of human resource management within their organizations. Information gleaned from interviews suggests that founders and others involved in designing and launching these companies had blueprints for the employment relation that varied along three key dimensions: the primary basis of employee attachment and motivation, the primary means for controlling and coordinating work, and the primary criterion emphasized in selection. Based on combinations of these three dimensions, firms in our sample cluster fall into one of four distinct types, which we label the star, factory, engineering, and commitment models. Multivariate statistical analyses document how the founder's employment model shaped the subsequent adoption and timing of various human resource policies and documents over these companies' early histories, as well as the speed with which the first full-time human resource manager was appointed. The findings are strongly suggestive of complementarities and a tendency toward internal consistency among dimensions of human resource management, and of strong path dependence in the evolution of employment systems in organizations. Some implications of these findings for transactions cost perspectives on the employment relationship are discussed.

Book Reviews

Book reviewed in this article: The Handbook of Psychological Testing, by Paul Kline. International Dimensions of Human Resource Management, by Peter J. Dowling, Randall S. Schuler and Denice E. Welch. The Culture Factor: Corporate and International Perspectives, by the Institute of Personnel and Development (research and analysis by Angela Baron and Mike Walters). Leadership in Organizations, by Gary Yukl. Employee Relations in Europe, by Jeff Bridgford and John Stirling. Communication — Rewarding People; The Skill of Responding Positively, by D. Dickson, C. Saunders and M. Stringer. Management Skills: Making the Most of People, by Robin Evenden and Gordon Anderson. Human Resource Management – Issues and Strategies, by Rosemary Harrison.

Personality, motivation and service quality factors as predictors of hospitality industry employee career anchors

While 'career anchors' as fundamental employment orientations and preferences have now received widespread research attention in a variety of work contexts, relatively little has been achieved in the examination of this concept within the arena of hospitality industry employment. This study has identified major hospitality industry career anchors and has investigated these along with major human resource management dimensions such as personality, motivation, attitudes to service and employment interest. Two major career anchors have been identified: competence and security. Those hospitality industry employees who indicate 'competence' as a major career anchor were found to be associated with higher Service Quality Ideals and lower levels of the need for 'affiliation'. Those hospitality industry employees who revealed 'security' as a major career anchor were found to be associated with higher levels of management motivation, higher levels of interest in tourist/ hospitality and retail employment and a higher commitment to hospitality industry Service Quality Ideals. These employees also revealed a lower level of the need for autonomy. Implications of the fundings for hospitality industry employees as well as management within this industry are examined.

New Wave Manufacturing Strategies: Organizational and Human Resource Management Dimensions.

New Wave Manufacturing Strategies: Organizational and Human Resource Management Dimensions.

New Wave Manufacturing Strategies: Organizational and Human Resource Management Dimensions

New Wave Manufacturing Strategies - John Storey An Introduction The Link Between Manufacturing Strategy, Organization and Technology - Joe Tidd The Problem of Implementing Manufacturing Strategy - Nicholas Kinnie and Roy Staughton The Design-Manufacturing Interface - Arthur Francis Flexible Manufacturing Systems - Harry Boer Total Quality Management - Patrick Dawson Computer-Integrated Manufacturing: Elements and Totality - Malcolm Hill Manufacturing Resource Planning - Alan Spreadbury Just-in-Time Manufacturing - Alan Harrison Cellular Manufacture and the Role of Teams - David Buchanan Worker Responses to New Wave Manufacturing - Paul Adler Future Prospects - John Storey

International comparisons of human resource management

C. Brewster and S. Tyson (eds) (1991) International Comparisons in Human Resource Management. London: Pitman. P. J. Dowling and R. S. Schuler (1990) International Dimensions of Human Resource Management. Boston, MA: PWS-Kent. R Pieper (ed.) (1990) Human Resource Management: An International Comparison. Berlin: Walter de Gruyter. This review article assesses three major recent works in international human resource management. The author argues that the international character of human resource management can be said to rest on three things: (1) the increasing internationalization of business, which brings organizations into contact with different national cultures and promotes the spread of management practices across national boundaries, (2) underlying economic and technological trends, arising in part from the activity of multinational firms but mediated also by international institutions, which may produce similar patterns of adjustment in the organization and management of employment at the national, s...