High Performance Human Resource Management Research Articles

The perspective of managers on integrating HR practices to increase organizational performance in SME firms: An analysis of the interaction effect

Purpose: The aim of this paper is to clarify the human resource management (HRM) literature in small-to-medium-sized enterprises (SMEs) by empirically identifying possible combinations of HRM practices from the perspective of managers, and analyzing the relationships among them and with organizational performance in order to identify which combinations are most effective.Design/Methodology/Approach: Using the AMO (Ability- Motivation-Opportunity) framework, we ask whether there are significant interactions between AMO-based HRM bundles and, if so, to what degree and by what means they influence organizational performance. To explore this question, we tested a theoretical model using Partial Least Squares-Structural Equation Modeling (PLS-SEM) techniques and compared the interaction and main effects. The research sample comprises SMEs operating in the Basque Region of Spain.Findings: The study confirms the existence of hierarchies among bundles. The practices most strongly related to the SMEs’ performance lie in the bundle of motivation-enhancing practices. The results indicate that motivation-enhancing practices have a positive effect on organizational performance and when they are combined with ability-enhancing practices this effect grows.Research limitations/implications: The cross-sectional nature of the data means that it is not possible to establish clear causal relationships among the variables studied. It would therefore be beneficial in the future to use longitudinal designs and examine cause-effect over time, as well as use samples from other geographic locations.Practical Implications: High-performance HRM practices in the three Ability-Motivation-Opportunity (AMO) dimensions should not automatically be assumed to be complementary in an SME context, as many managers believe. Our results suggest that managers would be well advised to adopt motivational practices, combining them with training, to improve SMEs’ performance.Originality / value: This is one of the few studies to focus on testing the interaction effects among dimensions of Ability-Motivation-Opportunity-enhancing-practices on SMEs’ organizational performance, as observed by managers. It will encourage SME managers to consider more carefully the possible combinations of AMO dimensions and to focus on those combinations most likely to have positive effects.

Does a High-Performance Human Resource Practice Stimulate Employee Creativity: A Moderated Mediation Model

This study explores entrepreneurial leadership as a moderator between employee work engagement and perceptions of high-performance human resource management (HRM) practices. Additionally, it delves into the mediating role of employee work engagement between employee creativity and these perceptions. Utilizing a quantitative research strategy, the study includes a sample of 396 members from the banking sector in Pakistan. The study employs PLS-SEM to test hypotheses. Findings indicate that employee work engagement serves as a mediator between employees’ perceptions of high-performance HRM practices and creativity, while entrepreneurial leadership moderates this association. Entrepreneurial leadership enhances the employee–organization relationship and strengthens the impact of high-performance HRM practices on positive work-related behaviours. The study contributes to the body of knowledge by examining the strong role of employee work engagement in the relationship between employee perceptions of high-performance HRM practices and creativity as mediator, as well as the significance of entrepreneurial leadership as a moderator in that relationship to optimize the working of organization stimulating through the demand resource theory.

A Study on the Relationship Between High-Performance Human Resource Management System and Psychological Contract Violation and Exit Behavior

A Study on the Relationship Between High-Performance Human Resource Management System and Psychological Contract Violation and Exit Behavior

The mediating role of innovation in the relationship between high-performance human resource management practices and firm performance

The study aims to evaluate the impacts of high-performance human resource management practices on firm performance through the mediating variable of innovation. The research model was developed and integrated from high-performance human resource management theory, innovation, and firm performance. The analysis results from 312 enterprises in industrial and service sectors indicated that high–performance human resource management practices had an indirect impact on firm performance and a direct effect on innovation. Furthermore, innovation plays a mediating role in the relationship between high-performance human resource management practices and firm performance. In addition, organizational size is also a characteristic variable that impacts firm performance. Finally, the study provides some theoretical and practical implications for managers to improve enterprises' human resource management systems.

Research on the Influence of High Performance Human Resource Management Intensity on Employee Engagement

In recent years, enterprises pay more and more attention to the work of high-performance human resource management. Through the effective transmission of relevant information, employees are encouraged to have a correct working attitude. Based on previous work experience, this analysis summarizes and analyzes the effect of high performance human resource management intensity on enterprise development, and proposes new solutions for employee engagement, makes employees feel the organization's concern and sense of belonging, strengthens the relationship between human resource management and employees' personal goals, and improves the communication effect between enterprises and employees. This paper discusses the influence of high performance human resource management intensity on employee engagement analysis and suggestions.

Strategies Adopted to Achieve Competitive Advantage of Commercial Banks in Nakuru County, Kenya

Commercial banks carry out a particularly critical role in an economy’s progression and development. As such, a banking sector that is competitive strengthens economic stability and efficiency, promoting social welfare by way of offering financial services and allocating funds to firms and households. The recent collapse of three large commercial banks in Kenya and their ensuing placement on receivership and liquidation highlight the inadequacies by commercial banks in the country to formulate and adopt strategies that at aim at not only ensuring a sufficient customer-base that translates to core deposit growth but also competitiveness and eventually competitive advantage. Against this backdrop, the study set out to assess competitive advantage among commercial banks is influenced by strategic adoption with a focus on Nakuru County, Kenya. Anchored on the resource-based view and dynamic capability theories, the study took the descriptive survey research design, targeting 68 bank operations and branch managers from the 34 commercial Banks in Nakuru Town. These were reached on census survey approach, utilizing primary data collected by use of questionnaires that are structured in design. Descriptive statistics were analysed using frequency counts, percentages, and means. Inferential statistics were analysed using regression model. The study employed regression analysis to assess the association between the predictor and outcome variables. Findings show that firm infrastructure, human resource management, and technology are significantly associated with commercial banks’ competitiveness in Nakuru County, while procurement practices are not. It is concluded that firm infrastructure, human resource management, and technology have a significant effect on commercial banks’ competitiveness in Nakuru County while procurement practices do not. The study recommends that commercial banks seeking to improve their competitive advantage in the country should invest in adequate firm infrastructure, high performance human resource management practices, pertinent technology and in proper procurement practices.

High-performance human resource management practices and readiness for change: An integrative model including affective commitment, employees’ performance, and the moderating role of hierarchy culture

Nowadays, employees’ readiness for change plays a key role to implement many organizational change initiatives.Using a sample of 510 bank employees in Jordan, this study seeks to analyze how high-performance human resource management practices and affective commitment impact employees’ readiness for change. We also seek to study the role of readiness for change in improving employee performance.The results obtained through statistical analysis demonstrate a positive association between some high-performance human resource management practices with both affective commitment and readiness for change. Results also show a positive relationship between affective commitment and readiness for change.We have also found that readiness for change is positively related to employees’ individual performance. Finally, our findings show that hierarchy culture positively moderates the relation of high-performance human resource management practices with affective commitment.

The temporary knowledge workers’ autonomous motivation: Relationship-oriented human resource management construction and its mechanism

<p id="p00005">The rapidly changing technology environment makes “talent sharing” as a key way to acquire the required skilled and knowledge workers for organizations. Research on human resources management in sharing economy is an emerging field. Enterprises are facing great challenges for management on temporary knowledge workers. Due to the externality of identity and the weak relationship base with co-workers, the basic needs of competence and relatedness of temporary knowledge worker' are hindered, resulting in insufficient autonomous motivation, which in turn affect performance. Specifically, the challenges faced by temporary knowledge workers management are: First, temporary knowledge workers lack relationships basis with other team members due to the externality of identities, which in turn limits their professional influence, then their autonomous motivation are insufficient and in the results of low quality cooperation; Second, the relatedness needs of employees are difficult to satisfy due to the periphery identity (compared to the core employees of the organization), which hinders the formation of autonomous motivation, and then affects the workplace experience and cooperation performance. These two major challenges focus on how to deal with the insufficient autonomous motivation of temporary knowledge workers. <p id="p00005">In the literatures, professional influence of contract experts (DiBenigno, <xref xml:base="bibr" rid="b23">2020</xref>) and the establishment of workplace identity of non-core employees (Bolinger et al., <xref xml:base="bibr" rid="b13">2018</xref>) both depend on the workplace relationship building. Therefore, this paper from the perspective of motivation management, explores human resource management practices and its role in the mechanisms for temporary knowledge workers combined with relational coordination theory and self-determination theory. For temporary knowledge workers who are embedded in team work, the research explores the relationship-oriented human resource management constructs based on the relational coordination theory. The self-determination theory is used to explore how the relationship-oriented HRP improve performance of temporary knowledge employees. We verify the path from the source (relation-oriented HRP; high quality relationship), the formulation (satisfaction of competence need and relatedness need), and results autonomous motivation (knowledge sharing intention, knowledge sharing behaviors and job satisfaction). This research will: (1) exploring the composition of practices of relationship-oriented human resource management for temporary knowledge workers, by identifying the relationship-oriented human resource management practices and develop corresponding measurement tool; and (2) verifying the impact of relationship-oriented human resource management practices on performance. We will verify that the relationship-oriented human resource management practice influences the employees' autonomous motivation (satisfaction of competence needs and relatedness needs) by establishing high-quality role relationship, and then improve the cooperation attitude (willingness to share knowledge) and behaviors (knowledge sharing behavior). <p id="p00005">Research on the content and utility of relationship-oriented HRP is helpful for a deeper understanding on the management of temporary knowledge worker and give implication for management practice in sharing economy. First of all, this research will promote the understanding of relationship-oriented human resource management under the background of “talent sharing” time. Secondly, we explored the effect of the relationship-oriented human resource management from the autonomous motivation perspective, which beyond the "resource path" and "exchange relationship" of relationship human resource management research in previous studies. Finally, the research brings the high-performance human resource management in a new context and give enlightenment for workplace diversity management.

Occupational identity, work, and burnout among managers: Do high performance human resource management practices play a moderator role?

This study seeks to examine the association between managers’ occupational identity, high performance management practices, and managers’ burnout. We propose a theoretical model that integrates identity theory into stress and human resource management research. We investigate the proposition that a weak verification of manager’s identity will be associated with a higher level of burnout, and that high-performance human resource management practices (HPHRMPs) moderate this association. Data came from SALVEO, a cross-sectional study conducted in the province of Quebec (Canada). Data were obtained from 314 managers nested in 56 workplaces. The results show a significant association between a low level of verification of some standards of the manager’s identity and burnout, mainly work demands and recognition. Thus, a low level of identity verification regarding work demands is associated with a low level of burnout. While a low level of identity verification regarding recognition is associated with a high level of burnout. HPHRMPs do not moderate the relation between managers’ verification of occupational identity and burnout. Seldom are studies that have analyzed the link between managers’ occupational identity, burnout, and HPHRMPs. By integrating the theory of identity, the theoretical model developed in this research offers a new perspective to explain managers’ burnout.

4차 산업혁명시대 은행의 고성과 인적자원관리시스템이 디지털 소통 역량과 영업성과에 미치는 영향 - 디지털 소통역량의 매개효과와 디지털조직문화의 조절효과검증 -

본 논문은 4차 산업혁명시대 은행혁신이 대두되는 시점에서 은행의 고성과 인적자원관리시스템의 도입과 디지털 소통 역량 등에 따른 방향을 제시하고자 한다. 국내 은행에 근무하고 있는 은행원을 대상으로 고성과 인적자원 관리시스템이 즉 혁신적 채용 그리고 디지털교육훈련이 디지털 소통역량에 어떠한 영향을 미치는지 알아보고자 하였으며 디지털 소통 역량이 영업성과에 미치는 영향관계에서 디지털 조직문화의 조절효과를 검증하고자 한다. 연구 결과 첫째, 혁신적 채용은 디지털 소통 역량에 유의한 영향을 미치는 것으로 나타났다. 둘째, 디지털 교육훈련은 은행원의 디지털 소통 역량에 유의한 영향을 미치는 것으로 나타났다 셋째, 디지털 소통 역량은 은행원의 영업성과에 유의한 영향을 미치는 것으로 나타났다. 넷째, 고성과 인적자원관리시스템이 은행의 영업성과에 미치는 영향관계에 있어서 디지털 소통 역량의 매개효과를 확인하고자 soble-test를 통해 매개효과를 검증하였다, 검증결과 고성과 인적자원관리시스템이 영업성과에 미치는 영향관계에 매개변인의 효과를 나타냈다. 다섯째, 디지털 소통 역량과 은행의 영업성과와의 관계에서 조절변수인 디지털 조직문화의 조절효과를 알아보기 위해 다중집단분석을 사용하여 분석하였다. 분석결과 디지털 조직 문화의 조절효과가 있는 것으로 나타났다 이와 같은 연구를 토대로 급변하는 디지털 환경에서 은행의 고성과 인적자원관리시스템과 함께 은행의 디지털 조직문화를 정립하는데 크게 기여할 것으로 판단된다.

Enhancing supply chain learning and innovation performance through human resource management

PurposeDespite the importance, no study exists which investigates the role of human resource (HR) in supply chain (SC) learning. This study aims to investigate the effects of high-performance human resource management (HRM) practices on different types of the SC learning (i.e. supplier, customer and internal learning) and innovation performance.Design/methodology/approachThis study applies structural equation modeling to test the conceptual model based on data collected from 213 manufacturing firms in China.FindingsThe findings indicate that empowerment improves all three dimensions of SC learning, whereas training improves supplier and internal learning and teamwork is not related to any dimension of SC learning. These HRM practices also interactively influence SC learning dimensions. Moreover, customer and internal learning are directly related to innovation performance, while supplier leaning has a complementary effect with internal leaning but a substitutional effect with customer learning to innovation performance.Research limitations/implicationsThis study only selects training, teamwork and empowerment to manifest high-performance HRM practices. The impacts of high-performance HRM practices on different dimensions of SC learning and innovation performance are tested empirically with cross sectional-data collected only from manufacturing firms in China.Practical implicationsThe findings suggest that managers can promote SC learning through the empowerment and training of their employees. Moreover, managers should place more emphasis on customer and internal learning to improve innovation performance.Originality/valueCombining HRM and supply chain management (SCM) fields, this study offers a new framework to understand linkages between high-performance HRM practices, SC learning and innovation performance by using an empirical method.

Do organisational culture and national culture mediate the relationship between high-performance human resource management practices and organisational citizenship behaviour?

PurposeThe purpose of this paper is to examine the impact of high-performance human resource management practices (HPHRMPs) on organisational citizenship behaviour (OCB) and the influences of national culture (NC) and organisational culture (OC) on this relationship.Design/methodology/approachUsing a self-administered survey, data were collected from a sample of 420 public sector employees. The hypotheses were tested using structural equation modeling and hierarchical regression analysis.FindingsThe findings of this study offer new insights into the ability to improve OCB through greater consideration of NC and OC in the design of HPHRMP. The results indicated that NC fully mediates the relationship between HPHRMP and OCB, whilst OC has a partial mediating influence.Research limitations/implicationsHPHRMP includes a wide variety of functional areas; however, this study has only examined three (reward management, performance appraisal and promotion practices) and contributes to understanding the importance of institutional theory in HRM.Practical implicationsThis study highlights the need for HR professionals to ensure that they consider the impact of cultural differences (national and organisational) on how these HR practices will be perceived by employees.Originality/valueThe present study seeks to extend research into the link between cultural context and HPHRMP and posits that culture plays a crucial role in this relationship.

Firm performance: is organizational learning capability the magic wand?

PurposeThe purpose of this paper is to focus on human resource practices contribution to retail SMEs performance through its role in developing organizational learning capability (OLC).Design/methodology/approachA cross-sectional design was adopted, where data were collected from a sample of 214 managers of retail SMEs, utilizing a survey questionnaire. Structural equation modeling was used to test the hypothesized relationships.FindingsThe results indicate that incentive reward has the strongest significance on firm performance with a stronger influence on economic performance. Performance appraisal has the greatest effect on system perspective, followed by the impact of employee selection on managerial commitment (MC). MC strongly affects firm performance while openness and experimentation influences satisfaction performance. Additionally, OLC fully mediates the relationship between high-performance human resource management (HRM) practices and firm performance.Research limitations/implicationsIt did not include large organizations nor consider other SME contextual variables which may otherwise exert significant impact on OLC.Practical implicationsA profound understanding of distinctive high-performance HRM practices effect on firm performance and the needed employee capabilities that would assist organizations to implement strategies to attain sustainable competitive advantage.Originality/valueThe study advances knowledge on HRM practices among SMEs by proposing that distinctive high-performance HRM practices can leverage OLC to enhance firm performance.

공공기관의 고성과 인적자원관리 시스템이 조직몰입에 미치는 영향

공공기관의 고성과 인적자원관리 시스템이 조직몰입에 미치는 영향

Developing a Strong HRM System: The Role of Line Managers

The aim of this paper is to examine the line manager’s role in developing a strong human resource management (HRM) system which is distinctive, consistent and consensual. This paper explores the process and outcomes of the line managers implementation of a high performance HRM system in an Irish knowledge intensive firm.

건설기업 고성과 인적자원관리 시스템이 건설업 핵심경쟁력과 직무성과에 미치는 영향 : 조직몰입의 매개효과 검증

건설기업 고성과 인적자원관리 시스템이 건설업 핵심경쟁력과 직무성과에 미치는 영향 : 조직몰입의 매개효과 검증

항공사 객실승무원의 고성과 인적자원관리(High Performance)가 경력관리와 경력성공에 미치는 영향

This study aims to determine the effect of high performance human resource management on career management and career success. In order to accomplish the purpose of the study, the researcher conducted and analyzed the survey of flight attendants by using SPSS 18.0 statistics package and AMOS 18.0. The findings are as follows. First, there was direct effect between training and empowerment and career success. Second, there was indirect effect between selective staffing, incentives, teamwork and career success by mediated effect of career management. Third, career management had a positive impact on career success.

HRM and product innovation: does innovative work behaviour mediate that relationship?

PurposeThe purpose of this paper is to empirically analyse the mediator effect of innovative work behaviour (IWB) between the firm’s human resource management system and product innovation.Design/methodology/approachData are collected from 225 Spanish manufacture companies. Hypotheses are tested using structured equation modelling. The structural model is estimated through partial least squares modelling.FindingsThe results provide strong evidence about the effect of the system of human resource management practices on both, employee’s IWB and product innovation. Furthermore, findings support the idea that employee’s IWB mediates the relationship between human resource management and product innovation.Research limitations/implicationsAlthough the study counts with the limitations of cross-sectional studies, its findings suggest that employees’ IWB fosters product innovation and that the adoption of a high-performance work system is positively associated to such behaviour.Practical implicationsThis paper shows that companies seeking to foster product innovation should pay attention to their employees’ behaviour. In particular, they should promote that employees engage in innovative behaviours, and that adopting high-performance human resource management practices can help in this line.Originality/valueAlthough a number of studies suggest that IWB is a key determinant of innovation and a mediator in the link between human resource management and innovation, there is no empirical research examining these relationships. This paper covers this gap detected in the literature and provides evidence supporting them.

Recruitment and selection practices among non-governmental organizations (NGOs) in Ghana

Taking into consideration the eugenic nature and perspective of high-performance human resource management functions on organizational effectiveness, the authors examined managerial and employee level of recruitment and selection on operational performance with emphasis on human capital and three indicators of organizational commitment (affective, normative, and continuous) as mediators. Questionnaires totaling 282, 122 for managerial level and 160 for employee level, were administered. A multilevel analysis of data were conducted on a selected number of Ghanaian NGOs using Statistical Package for Social Sciences (SPSS). The study revealed that recruitment and selection ideally leads to improved operational performance, however, this affiliation can be enhanced through the inescapable role of human capital and the three commitment indicators (affective, normative, and continuous). It was also exposed that effective recruitment and selection leads to a desirable employee’s level of affective, normative and continuous commitment, which also have greater influence on the operational performance. The study is thus considered very significant contextual support to existing literature and practitioners since not much of such work has been done in the Ghanaian context. Therefore, the current study implicates recruitment and selection, human capital, and the three commitment levels as a core value-creating ability that drives non-governmental organizations performance.

The Impact of Human Resource Management on Corporate Social Performance Strengths and Concerns

Although high-performance human resource practices do not directly affect corporate social performance (CSP) strengths, they do positively affect CSP strengths in companies that are highly innovative or have high levels of slack. High-performance human resource management (HRM) practices also directly and negatively affect CSP concerns. Drawing on the resource-based view and using secondary data from an objective, third-party database, the authors develop and test hypotheses about how high-performance HRM affects a company’s CSP strengths and concerns. Findings suggest that HRM and innovation are important capabilities because they create and enhance other capabilities.