Effect Of Human Resource Management Practices Research Articles

EVALUATING THE EFFECTIVENESS OF HUMAN RESOURCE MANAGEMENT STRATEGIES ON EMPLOYEE CONTENTMENT IN NIGERIA'S SERVICE SECTOR (BANKING INDUSTRY)

The aim of this study is to assess the effectiveness of human resource management (HRM) practices on employee contentment in the service sectors, focusing particularly on the Nigerian banking industry. A questionnaire was designed and distributed to 540 individuals working in service sectors, with a specific emphasis on the banking sector in Nigeria. Of these, 406 responses were collected. Statistical analyses including regression analysis using the Statistical Package for Social Science (SPSS) and one-way ANOVA were employed to test the research hypotheses. The findings revealed that overall, HRM practices, including HR planning, staffing, training & development, and performance appraisal, demonstrated high levels of effectiveness. However, the efficacy of remuneration was deemed to be moderate. Employee contentment levels were found to be moderate as well. Importantly, a strong positive correlation was observed between the effectiveness of HRM practices and employee contentment. The report suggests that banks should enhance their financial compensation policies to improve employee morale and contentment. Additionally, it recommends conducting comparative studies between commercial banks and Islamic banks to gain further insights.

The Effect of HRM Practices on Organizational Performance: A Survey of Malaysian State Sports Councils’ Employees

Organizational performance can be evaluated through the effectiveness of human resource management (HRM) practices implemented in the organization. However, the problem of improper and misguided implementation of HRM practices causes conflict between employees and organizations, influencing organizational performance. This study examines the effect between HRM practices and organizational performance among Malaysian State Sports Councils’ (MSSC) employees by adapting the Social Exchange Theory. This survey involved a total of 280 MSSC employees. This research instrument consists of 35 items that measure HRM practices and organizational performance. Data were analyzed using regression analysis. Based on the findings, there is a significant and direct effect between HRM practices and organizational performance among MSSC employees. In conclusion, the organization’s excellent structure of HRM practices enables employees to commit to work and perform tasks according to the organizational goals. Future researchers are recommended to extend the sample of study to other sports organizations or other public and private organizations in measuring HRM practices and organizational performance.

The Effect of Human Resources Practices on Sport Organization’s Performance in Oman: The Mediating Role of Leadership Style

Purpose: This paper examines the impact of human resource management (HRM) practices on organizational performance, with mediating role of leadership style. Theoretical framework: This study integrates theoretical perspectives on HRM practices Namely (the recruitment selection process, incentive system, and training & development), Leadership style and organisational performance. The conceptual model for this study was developed based on previous research in the field of HRM practices and leadership styles globally. The conceptual model has HRM practices as an independent variable (IV), Leadership style as a mediator and organisational performance as a dependent variable (DV). Design/Methodology/Approach: A survey questionnaire instrument was employed to collect data from 156 employees working at sport organisations in Oman. SPSS was used for analysing the data, and Smart-PLS were used to test the proposed hypotheses. Findings: The result revealed that human resource practices are significantly related to organisational performance. Also, leadership styles mediated the influence of HRM practises on organisational performance. Research, practical & social implications: The finding of this study provides valuable insights into sport organisations in Oman can enhance their HRM practices to improve organisational performance and achieve their goals. Moreover, it has been recommended that organizations use a leadership style that enhances organizational performance. The results come from a cross-sectional study which was done at the convenience of the researcher. The results may not be generalized across the country. The application of the results to other organisations must be done with maximum care. Originality/Value: This study adds to the literature on the effectiveness of HRM practices, Leadership style in enhancing organisational performance in a specific context namely the sport organisations in Oman. The study also highlights the mediating role of leadership style in the relationship between HRM practices and organisational performance.

Bridging the gap between TQM and HRM: mapping knowledge and identifying areas for future research

PurposeSince the first definition of Total Quality Management (TQM) was established, its inseparable relationship with Human Resource Management (HRM) has been undeniable. However, many years have passed since this initial definition was made. During this time, not only have TQM and HRM evolved, but their relationship has also adapted in order to accompany and follow the environmental and technological changes that have ultimately changed the ways the authors work and how the authors perceive quality. This study provides a detailed map of the knowledge evolution of the TQM–HRM relationship. It also identifies interesting gaps for future researchers to consider to enable us to better understand emerging challenges and identify the next steps in the progression of TQM literature.Design/methodology/approachThe study adopted a bibliometric analysis approach, using a systematic literature review of a data set that included 132 peer-reviewed articles published between 1991 and 2021 to identify thematic topics. In exploring each of these, the authors created a framework to spotlight future explorative and exploitative research questions.FindingsThe results show that literature on the relationship between HRM and TQM focuses on six topics: a different performance appraisal (PA); a different role for the human resources (HR) department; HRM practices, such as different bridges between JIT and TQM; the integration of job satisfaction into TQM goals; different TQM healers; and the different effects of HRM practices on firm performance. This paper provides clear interpretations of these topics and offers some recommendations for how HRM studies could contribute towards the development of TQM research, thus forming a clear agenda for the future of TQM–HRM research.Originality/valueThis study represents the first attempt to systematize, analyze and critically interpret TQM–HRM studies, promoting a collective reflection on the state of the art and stimulating further discussions on this topic.

Linking CEO Leadership to Corporate Entrepreneurship: Effects of HRM Practices and Firm Life Cycle

Drawing on the literature of chief executive officer (CEO) leadership behaviors and corporate entrepreneurship (CE), this study examines how CEO leadership behaviors (task-focused and relationship-focused) facilitate CE through human resource management (HRM) practices and how the mediating effect is affected by organizational life cycle. Using data from 192 Chinese firms, the study finds that both CEO task-focused leadership and relationship-focused leadership positively lead to CE; CEO task-focused leadership is positively related to HRM expectation-enhancing practices and CEO relationship-focused leadership is positively related to HRM inducement and investment practices. In addition, HRM expectation-enhancing practices mediated the positive relationship between CEO task-focused leadership and CE, and the indirect effect was stronger when the organization was at the growth stage. These findings give rise to theoretical and practical implications, which are discussed.

Restraining knowledge leakage in collaborative projects through HRM

PurposeCollaborative projects require overlapping skills and capabilities to facilitate knowledge transfer. However, not all kinds of learning are virtuous and some may lead to leakage of commercially valuable knowledge. The purpose of this paper is to explain and restrain leakage of organizational competitive knowledge in collaborative projects.Design/methodology/approachA total of 398 survey questionnaires are collected from project-based firms in Pakistan. We gathered data from horizontal and vertical collaborations. Analysis is conducted with transaction cost economics lens through Process Macro 3.0.FindingsFindings suggest that partner’s learning intent (PLI) and distrust positively affect knowledge leakage, whereas human resource management (HRM) practices have negative effect on knowledge leakage. Furthermore, HRM practices negatively moderate the relationship between PLI and knowledge leakage and distrust positively mediates it.Research limitations/implicationsThis study integrates HRM with knowledge management to restrain knowledge leakage and contributes to knowledge management and strategic management. This study examines knowledge leakage in the presence of passive opportunism.Originality/valueThis study explains how passive opportunism translates into opportunistic behavior. Besides, effectiveness of HRM practices are least surveyed to restrain passive and active opportunisms.

Employee retention through effective human resource management practices in Maldives: Mediation effects of compensation and rewards system

PURPOSE: The purpose of this study is to examine the effects of human resource management (HRM) practices on employee retention mediated by reward and compensation. Also, this study has examined the moderating role of performance appraisal, and training and development on the relationship between HRM practices and employee retention. METHODOLOGY: A sample of 250 respondents among the employees working in the retail sector in Capital City of Maldives was selected using the random probability sampling technique. A structured questionnaire was distributed, and data was collected. Structural equation modeling analysis was carried out to examine the causal effect of HRM practices on employee retention. FINDINGS: The results showed that reward and compensation (R&C) practices had significant and positive effects on employee retention. However, the study found no significant effect of career development, training and development, and performance appraisal on employee retention. In terms of mediating effects, R&C had significantly positive mediating effects on the relationship between training and development (T&D) and employee retention as well as on the relationship between performance appraisal and employee retention. However, there were no moderating effects between performance appraisal as well as T&D and employee retention. Therefore, it was concluded that increasing the positive perception towards HRM practices, particularly R&C practices in the retail sector of Maldives, causes an increase in employee retention (ER). Also, it was concluded that HRM practices such as R&C mediate the relationship between Training and Development (T&D) and Employee Retention along with the relationship between Performance Appraisal (PA) and ER. This means, indirectly PA and T&D can increase ER in the retail sector of Maldives. Similarly, we conclude that there is no moderating effect of PA and T&D in the relationship between HRM practices and ER. The overall conclusion is that R&C has a partial mediating effect on the relationship between HRM practices and ER. IMPLICATIONS: This study contributes to the current knowledge of HRM by confirming that reward and compensation is a key determinant and a significant mediator for employee retention. This study contributes to developing new knowledge in the theoretical domains of HRM practices. In particular, the findings of the study strengthen Hertzberg‘s Two-Factor theory by confirming that career growth opportunities, advancement and salary significantly determine employee retention. This showed that both motivators and hygiene factors are crucial in retaining employees. In practice, the findings also enable managers to make new organizational and HRM policy decisions on improving and enhancing employee retention. This study can be useful for organizational management to formulate effective reward and compensation policies. This study signifies the importance of training and development and performance appraisal by linking these with reward and compensation practices. ORIGINALITY AND VALUE: This could be one of the pioneering studies carried out in the retail sector of Maldives by examining the four constructs of human resource management practices to shed light on how retail sector business organizations in Maldives make decisions on improving employee retention. Furthermore, the current study indicated that reward and compensation have full mediating effects on the relationship between employee retention and training and development as well as performance appraisal. This filled the existing research gaps by adding value to the existing literature. Moreover, the current study adds practical values by confirming that reward and compensation should be emphasized to retain employees through other human resource management practices in the retail sector of Maldives.

HRM Practices and Work Engagement Relationship: Differences Concerning Individual Adaptability

The importance of human resource management (HRM) practices to improve organizational attitudes and behaviors is not yet widely acknowledged. However, is not clear whether the effect of HRM practices on outcomes vary depending on the level of specific personal resources. The present paper aims to examine the relationship between HRM practices and work engagement by focusing on the moderating role of adaptability. We used cross-sectional data with surveys from 1219 Italian employees in public, private, and non-profit organizations. The results of structural equation models (SEM) showed that HRM practices were positively related to work engagement overall for employees with low adaptability. Therefore, adaptability moderated the relationship between HRM practices and work engagement. In terms of originality, this study is based on the paucity of empirical studies linking developmental HR practices to employees’ work engagement. Hence, the present study addressed this gap by examining the relationship between the perception of HRM practices and work engagement, as well as how adaptability moderated this relationship. These findings are discussed in terms of their theoretical and practical implications for HRM.

The Effect of Human Resource Management Practice on Sharing Tacit Knowledge of Managers an Applied Study on Misan Center for Cardiac Diseases and Surgery

The aim of the research is to identify the impact of human resource management practices used on theexchange of tacit knowledge, which were represented in each of (the practice of recruitment, selection andappointment, training practice, and the practice of motivation). The management of human resources isan effectiveness on which the future strategy of the organization depends, since previous decades, strongcompanies were those companies that possessed machines, technology and materials where the humanelement was insignificant and was treated as machines without taking into account its potential, feelings,development and capabilities, witnessing the economic market An accelerated daily development, and throughthis, the important role played by the human resources department in raising the performance of employeesis evident, as it provides the specialized and efficient human element that affects the organization and itsperformance. The main objective of this research is to indicate the effect of human resource managementpractices on the sharing of implicit knowledge of managers, as well as to explain the importance of implicitknowledge in employee formation in reaching executive positions in a business organization. The topic ofknowledge management has received great attention all over the world by academics, including writers,researchers, and executives from managers and officials, due to the economic and competitive advantagesthis practice achieves, bearing in mind that the most important goal of this research revolves around thebusiness organization. It is one of the most important keys to the success of the organization, and thus itis a source of competitive advantage and its importance is widely accepted at the present time. Therefore,many individuals in executive positions acknowledge that knowledge creation has an important role in theircompanies. The trend towards knowledge management began in the 1990s, when companies are now beingurged to consider knowledge creation as a source of success, because the tremendous benefit that knowledgemanagement promises is innovation.

Relationship between organisational commitment and effectiveness of human resource management practices in a South African information technology company

Orientation: This article presents the characteristics associated with organisational commitment levels and the perception of the effectiveness of human resource (HR) management practices in a South African information technology (IT) company.Research purpose: The objective of this research was to investigate whether there was a significant positive relationship between organisational commitment levels and the effectiveness of HR management practices amongst employees within the IT company along the lines of age, gender, race, educational level and tenure.Motivation for the study: Companies are becoming increasingly interested in the promotion of commitment amongst employees because of the numerous benefits associated with organisational commitment, such as improved employee performance and reduced employee turnover.Research approach/design and method: A quantitative research approach was used and a structured questionnaire, validated from previous studies, consisting of close-ended questions was used. A convenience sampling was used and a sample size of 309 participants was used to collect necessary data. Data were collected and analysed using the Stata V15 statistical analysis software. The results were interpreted with frequencies and percentages using tables and figures.Main findings: The results indicated that a positive relationship between organisational commitment and HR management practices exist. In terms of variables, demographical groups vary.Practical/managerial implications: Mangers need to understand employees’ perceptions and attitudes towards the HR management practices employed in the organisation to determine whether these particular HR management practices achieve desirable outcomes.Contribution/value-add: This study will contribute to an in-depth understanding of the effectiveness of HR management practices in managing the high turnover in organisations and to improve employee commitment in South African IT companies.

Mediating Effect of HRM Practices on the Relationship between Social Networking Sites usage and Employee Retention in Large Companies in Malaysia

This research aims at addressing the relationship between social networking sites with selected human resource management (HRM) practices that include recruitment and selection, compensation, and training and development toward a relationship with employee retention. Several studies and research (Cappelli, 2009; McDonald & Thompson, 2015) stated that effective use of social networking sites could help to improve personal branding and therefore help to develop one’s career. This research used a quantitative survey method to gather the data. A purposive sampling technique was used in this study and a total of four hundred employees from the largest 20 public listed services provider companies in Malaysia participated in the study. Communication networks are measured with 14 items for professional purposes and another 14 items measured the usage of social networking sites for social purposes. These 28 items are modified to assess the usage of communication networks based on Warnakula and Manickam (2010). For HRM practices, 26 items are given to the respondents to answer. Meanwhile, employee retention is measured by 10 items adopted based on Allen and John (1990). The data was analysed using SPSS where descriptive and inferential analyses were used to answer the research objectives. The findings and implications of the study are discussed.

English

This study aims to examine the mediating role of organizational culture consisting of clan culture, adhocracy, market, and hierarchy in mediating the influence of human resource management practices on company performance. Based on the literature used, this study developed a structural model for the observed variables, which was then tested using Structural Equation Modeling (SEM) with the help of SmartPLS version 2.0 software. The data was collected using a survey method, namely by distributing questionnaires to 166 employees who occupy two important positions, namely directors and echelon 1 who work for subsidiaries and affiliates of PT Semen Indonesia (Persero) Tbk. Group, which is taken proportionally by the total sampling method. The results showed that the practice of human resource management of PT Semen Indonesia Group has a positive influence on the performance of the company PT Semen Indonesia Group. However, this positive effect is not significant. Meanwhile, among the four types of culture observed, namely clan culture, adhocracy, market, and hierarchy, the type of culture that plays a role in mediating the influence of human resource management practices on company performance is hierarchy culture. Thus, hierarchy culture is a crucial factor that mediates the effect of human resource management practices on company performance. The findings of this study provide important implications for the theory and practice of human resource management and company performance. Keywords : Clan Culture, Adhocracy Culture, Market Culture, Hierarchy Culture, Company Performance, Human Resource Management Practices.

The role of human resource management practices in managing organizational change

The contingency perspective on human resource management (HRM) advocates that HRM practices fit the internal or external situation of the organization. Organizational change has not been considered to be one of these contingencies, although in many organizations, the HR department is responsible for implementing and managing change. This study in the journal Gruppe. Interaktion. Organisation aims to explore the use and effectiveness of HRM practices to manage organizational change in a case-based approach. Data were collected in five organizations, and interviews were analysed with qualitative content analysis. The results show two sets of HRM practices relating to the major organizational changes in the five companies, that is, reorganization and downsizing. The organizations adapted a broad range of practices to suit change-related requirements, and these practices yielded more favourable outcomes than the changes themselves (e.g., regarding perceived job security). Using a broader range of HRM practices and implementing them with more care produces more beneficial outcomes. Hence, organizational change should be considered to be a factor of contingency. It is beneficial for organizations to attentively adapt the current practices to the ongoing change.

Committed to change? Human resource management practices and attitudes towards organizational change

AbstractOrganizations rely on human resource management (HRM) practices to steer organizational change, but little is known about the effects of HRM practices on employees’ attitudes towards change. This study aims to investigate the relationship between employees’ perception of HRM practices and their commitment to change. The sample comprised 221 employees of a public organization after it underwent an organizational change. Data were analyzed through structural equation modeling, considering HRM practices as individual predictors or as a second-order factor of aligned HRM practices. The results indicate that the model with individual HRM practices achieved a superior fit, but only two practices – communication and autonomy – were related to affective commitment to change. The model with a second-order factor of aligned HRM practices showed a clear positive relationship with affective and normative commitment to change, and a clear negative relationship with continuance commitment to change. Investing in HRM practices to support an ongoing change helps organizations to convince employees of the necessity and value of the change. This study provides empirical evidence that HRM practices are important for supporting employees’ commitment to change and encouraging their positive behavior towards change.

One HRM Fits All? A Meta-Analysis of the Effects of HRM Practices in the Public, Semipublic, and Private Sector

For a long time, public and semipublic organizations have borrowed Human Resource Management (HRM) practices from the private sector to enhance employee performance. Numerous scholars argue, however, that business-like practices are less effective outside the private sector context because of sector-specific conditions. Based on the ability–motivation–opportunity model, we performed a three-level meta-analysis to investigate differences in effects of HRM practices on individual performance across sectors. Our study shows that significant differences exist between sectors, but the expectation that the effects of HRM practices are largest in the private sector and smallest in the public sector is not supported. More specifically, the differences between the public, semipublic, and private sector are not straightforward. In this respect, we encourage future scholars to further examine these differences.

Studying the impact of using E-HRM on the effectiveness of HRM practices: An exploratory study for the internet service providers (ISP) in Egypt

Many historians suggest that technology is the driving force in history. Technological superiority is what allows certain groups to beat or subjugate others, and so expand their influence. For organizations, technology is considered as a strategic weapon which can help improving business processes and enhancing its competitive position in the market. Human resource management (HRM) has always played a major role in improving the performance of an organization. There exists a strong impact of the use of HR technology and HRM effectiveness. For the past two decades, many researchers have contributed to understand the growing impact of E-HRM on HRM effectiveness. Although being topic of interest for many researchers and academician, many core questions related to E-HRM role and its evidence of effectiveness on the HRM practices have remained unanswered. It has been a major challenge for HR professionals to prove the impact of E-HR on the HRM practices and what forms the basis of their relationship.

The effects of HRM practices on organisational performance in Lebanese banks

The purpose of this paper is to study the effects of human resource management (HRM) practices on organisational performance in the Lebanese banking sector, a sector that has been the main pillar of the Lebanese economy for the past 40 years. Twenty-three theoretically based hypotheses have been established that point to potential positive and negative relationships between HRM practices, mediating variables and organisational performance. The results demonstrate that HRM practices strongly affect organisational performance, a deduction that is not only consistent with the results of previous research on the subject, but also indicative of methods that are of ever-increasing significance to long-term development in organisations. This study has provided a new perception into HRM practices and organisational performance, reaching to the core of the role that mediating variables play in the network of relationships.

Human Resource Management Practices as Antecedent of Organizational Performance: A System Dynamics Approach

The purpose of this paper is to explore, based on the General Systems Theory, the importance of Human Resource Management (HRM) practices and their impacts on employee as well as organizational performance in developing countries context. Substantial developments have been seen in the human resource related areas of the organizations of the developed world but the scenario is still not very encouraging in developing counties like Pakistan. Organizations in developing countries are still following the traditional HR models that emphasize on managing the routine office activities. However, the current need is to develop a capable HR system to highlight the area where the particular HRM practices are proved to be useful to attain the targeted organizational performance. For this purpose System Dynamics approach was used to demonstrate the linkages between HRM practices and organizational performance in causal loop form in order to analyze the effect of different HRM practices on organizational performance. Through the causal loops results obtained, suggestions have been developed to enhance the efficiency and effectiveness of HRM practices for the improvement of organizational performance.

Linking HRM Practices and Institutional Setting to Collective Turnover: An Empirical Exploration

The present study addresses the relationship between human resources management (HRM) practices and employee turnover by taking into account the influence of socioeconomic environment. Data was collected at company level with an international sample of 830 companies from 12 countries (Netherlands, Belgium, United Kingdom, Brazil, Switzerland, China, France, Italy, Poland, Germany, South Africa, and Spain). A division into four bundles of human resources (HR) practices is introduced: remunerative, communication, developmental, and well-being practices. The influence of the socioeconomic environment was factored in by including the institutional setting in terms of the level of coordination as a country-level variable. The results showed that collective turnover is related to both a country’s institutional determinants and to company HR practices. Remunerative HR practices may have a negative influence in terms of enhancing turnover, particularly within countries high in coordination. HR well-being practices are the most beneficial practices in terms of reducing employee turnover. Our study adds to our knowledge on the relation between HR practices and turnover from an international perspective. It complements the empirical knowledge on the effectiveness of HRM practices in a cross-national setting and supports the notion that the institutional context should be given more attention when studying HR effectiveness.

The effects of HRM practices on firm performance in Thailand's manufacturing industry

The purpose of this study is to determine the effects of human resource management (HRM) practices on firm performance in Thailand's manufacturing industrial Zone 2, a region that has seen an influx of foreign investment. A total of 23 theoretically-based hypotheses have been developed that point to possible positive and negative relationships between HRM practices, mediating variables, and firm performance. A total of 224 top managers, business leaders and line managers provided the input that was examined and then empirically tested using analysis of moment structures (AMOS) Path Analysis. The results show that HRM practices do strongly influence firm performance, a conclusion that is not only consistent with the results of previous research on the subject, but also indicative of methods that are of ever-increasing importance to long-term growth in organisations. This study has provided new insight into HRM practices and firm performance, getting to the heart of the role that mediating variables play in the network of relationships.