HR Practices In Organizations Research Articles

EMPLOYEE PERCEPTION ABOUT ORGANIZATIONAL HR PRACTICES AND ITS CULTURE

A study on employee perception about organizational HR practices and culture at IWL India Private Limited. This study explores employee perceptions of organizational HR practices and culture and their impact on employee satisfaction and engagement. The research aims to understand how employees perceive various HR practices, such as recruitment, training, performance management, and compensation, and how these practices influence their perceptions of the organization's culture. The study also examines the relationship between employee perceptions of HR practices and their job satisfaction, organizational commitment, and intention to stay with the organization. The research adopts a descriptive research design to analyze the perspectives of 200 employees through a survey questionnaire. Using SPSS 16 for data analysis, quantitative research methodology is used. The questionnaire assesses the overall HR practices and culture. The transparency, flexibility, monetary rewards and remuneration, HR practices and culture which makes task easier and comfortable, and employee’s opinions and ideas in the study. The findings aim to provide insights into how employees perceive these practices and their impact on organizational culture. This study contributes to the existing literature by offering a comprehensive analysis of employee perceptions, which can guide organizations in improving their HR practices and fostering a positive organizational culture. Key Words: HR practices, organisational culture

Answerable for what? The role of accountability focus in line manager HR implementation

AbstractLine managers are often responsible for implementing HR practices in organizations. Why do some line managers implement HR practices as intended while others do not? We draw on the concept of accountability focus to highlight that managers' HR implementation behavior is driven by what they feel accountable for, and we examine how accountability focus is shaped by characteristics of managers' role. We test our theoretical model across two field studies: a three‐wave survey with managers and a study with dyads of managers and employees. When managers experienced more autonomy in their HR role, they felt more accountable for outcomes and were less likely to implement HR practices, but this was mitigated when managers also felt competent in their HR responsibilities. More competent managers felt more accountable for processes and in turn were more likely to implement HR practices, which positively related to employees' discretionary effort. Our findings highlight boundaries to managerial autonomy, and theoretical insights about the motivational mechanisms, which drive HR implementation, with implications for employees. We contribute to theory on managerial accountability by elaborating the nomological net of accountability focus and, by developing a measurement scale through several pilot studies, provide opportunities for further research.

SME Performance: Examining the Relationship Between Training and Development, Employee Performance Evaluation and Rewards

SME performance has been viewed in many aspects. This concept paper will highlight human resource management among SME. In managing its human resources, SME needs to at least practice the important parts such as training and development, employee performance evaluation, and rewards. This study’s objective is to identify which human resource practice can contribute to firm performance of SMEs. Using the simple random sampling method, the data will be collected by distributing questionnaires to SME’s human resource managers and top executives responsible for managing human resources. Data will be analyses for reliability, multiple regression, Pearson’s Correlation test, and using PLS-SEM to estimate the model with multiple constructs, indicator variables and structural paths. This study will fill in the gap to identify which HR practices are the most important for SMEs to focus on. It will benefit the SMEs as they can identify which HR practices influence the most in firm performance. HR practitioners can use the findings to support the case for implementing HR practices in organizations. This is in line to help the SMEs to remain in the business and able to expand it.

Remote Work and Changes in Organizational HR Practices During Corona Pandemic: A Study from Bangladesh

This study aims to offer insightful knowledge on organizational members’ real-life experience of working in a ‘new normal’ environment and explores changes in organizational HR practices and the future of work culture during this pandemic. Applying the qualitative methodology through implementing an in-depth interview technique, this study revealed subjective insights on pandemic impacts within diverse organizations and their coping strategies, that is, remote work practices and technological adaptations. The study found out that HR functionalities powered by different online tools and remote work or flexible roster duties are ensuring employee betterment and organizational productivity at the same time. Pandemic countermeasure oriented or transformed HR practices like online training and e-recruitment are keeping the workforce steady in this distressing time, but the ‘new normal’ lifestyle and evolved work environment, practices are putting much stress on and changing the dimension of work policies like employee well-being, compensation, leave, and so on, through isolation, quarantine and strict health guideline type issues.

A STUDY ON EMPLOYEES PERCEPTION ON ORGANIZATIONAL HR PRACTICES AT DCW LIMITED, SAHUPURAM, TUTICORIN, TAMIL NADU.

The abstract entitled “A Study on Employees Perception on Organizational HR Practices at DCW Limited, Sahupuram, Tuticorin.” was undertaken to study the perception level of employees at DCW Limited, Sahupuram, Tuticorin. The need of the study is to analyses various dimensions of employees perception of HR practices and its impact on job satisfaction of employees working in DCW Limited. This study is to nd out whether employees in the organization are positive or negative about organizational HR practices. The objective of the study is to nd out the employees perception on organizational HR practices in DCW Limited, To nd out the level of satisfaction based on their perception and To nd out the factor inuencing employee perception. This study is a descriptive one. Primary data collected with the help of structured questionnaire administrated to employees and few management personnel of DCW Limited, Sahupuram, Tuticorin. One fty samples were collected based on simple random sampling. The data is collected from the top medium and base level employees of DCW Limited, Sahupuram, Tuticorin and the collected data were analyzed by using relevant statistical techniques like Percentage Analysis, Chi-squared test Weighted Average method and ANOVA. The study shows that most of the employees feel happy and satisfactory with the HR policies. The perception of the employees towards organizational policies is positive. But there is need to maintaining certain same policies and little improvements can be done.

A New Perspective on Flexible Human Resource Practices and Older Workers’ Early Retirement Intention

Prior research has addressed multiple factors that contribute to older workers’ early retirement intentions; however, little is known about how and why organizational HR practices can proactively discourage older employees from retiring early. Guided by role perspectives, we propose that flexible HR practices decrease older workers’ early retirement intentions by dealing with their role conflicts (work-family conflict), and that the relationship between role conflicts and early retirement intentions is contingent on the gender role difference. Data were collected from Chinese companies with a matching sample of 228 older workers (aged 45-60) from 48 organizations, and multilevel path analysis was carried out to test these hypotheses. The results showed that flexible HR practices have a negative indirect relationship with early retirement intentions through decreased family-to-work conflict. The influence of work-family conflicts on early retirement intention is stronger for women than men. We also found that the effect of work-to-family conflict on early retirement intention is stronger than that of family-to-work conflict, demonstrating that “work-push” factors exert greater influence on early retirement intention than “family-pull” factors. Theoretical contributions and practical implications to early retirement research and the retention of aging workers were also discussed

ВЗАИМОСВЯЗЬ УСТОЙЧИВОГО РАЗВИТИЯ ОРГАНИЗАЦИИ И УСТОЙЧИВОГО УПРАВЛЕНИЯ ЧЕЛОВЕЧЕСКИМИ РЕСУРСАМИ

The article shows the relevance of the problem associated with the impact of business life on the environment, which leads to serious and irreversible changes in the climate of the planet. The elements of sustainable development by personnel and the role of human resource management in supporting the sustainable development of organizations, the tasks of the human resources sector are considered, and the combination of human resource management with sustainable development is analyzed. It is emphasized that one of the main tasks of the HR manager is to stimulate the rational use of resources to preserve the environment. It is concluded that human resource management and the introduction of sustainable HR practices in organizations are necessary conditions for the sustainable development of an organization and society as a whole.

The impact of green HRM on green creativity: mediating role of pro-environmental behaviors and moderating role of ethical leadership style

In the aftermath of global warming, organizations are coming under increasing pressure to reduce carbon emissions, minimize waste, and generally become more responsible in their practices. To this backdrop, researchers argue that organizational HR practices have significant potential in shaping human behaviors. Therefore, by investigating the employment of a subordinate-supervisor dyad (N = 378 (subordinates), and 141 (supervisors)), this empirical study contributes to the growing literature on Green Human Resource Management (green HRM) and its impacts on employees’ green outcomes. In particular, this study tested a novel model to explore the impact of green HRM on Green Creativity (GC) of employees in mediating the role of Pro-Environmental Behaviors (PEBs) and moderating the role of Ethical Leadership Style (ELS). Data were collected from organizations in the Gilgit-Baltistan (GB) region of Pakistan. For testing the results of the proposed hypotheses, structural equation modelling technique using SMART PLS 3 was employed. The results indicate that green HRM has a positive impact on employees’ GC. Furthermore, partial mediating role of PEBs was also found. Finally, it was found that the ELS moderates the relationship between green HRM and GC and between green HRM and PEBs. Several theoretical and practical implications are discussed.

Personal Security and Cyberspace in Time Of COVID-19 Modes of Working

The paper presents the analysis of the quantitative research examining the level of the sense of security and the cognitive satisfaction connected with the intense use of digital technology as the result of the switch into remote or hybrid modes of working, especially in a group of high skilled workers. The study was conducted during second wave of the Covid-19 pandemics on the sample (N=246) of Polish employees representing Millenials’ generation. The online questionary was disseminated among employees until 30 age working in different sizes of enterprises (micro, SMEs and big ones), located in northern regions of Poland. The results have showed the moderately negative impact of the intensive cyberspace presence in connection with new modes of working for the personal sense of security of the respondents. The sense of security of respondents didn’t correlate with cognitive satisfaction flying from digital mode work. The found results can be used as recommendations for introducing more holistic well-being hr practices in organizations and also for implementing new kinds of nonfinancial benefits in talent management programs.

Finding Common Ground: HR Manager and Line Manager Alignment on Climate and Innovation Performance

Both HR managers and line managers play a significant role in implementing espoused organizational HR practices, yet these two entities often hold different views of both the intended and implemented practices within the organization. To date, the research literature is not clear about how either alignment or misalignment of the perceptions of these important groups affects HR practice implementation or downstream performance outcomes. Using HR system strength theory as a theoretical guide, this study leverages the concept of consensus amongst HR managers and line managers to determine if alignment affects the innovation performance of new product development (NPD) teams in the Chinese automotive industry. Specifically, the paper examines the effects of alignment on innovation performance through important mediating variables: climate for cooperation and climate for innovation. Drawing upon a sample of NPD units in 73 firms, we find that both innovative climate and cooperative climate are significantly higher when HR managers’ and NPD managers’ perceptions of HR practices are aligned rather than when they are misaligned. Under the condition of perceptual misalignment, higher levels of innovative and cooperative climates are observed when NPD managers report higher implementation of HR practices than when HR managers report higher levels. Moreover, we find that innovative climate significantly mediates the relationship between HR practice perception alignment and NPD performance. A similar result was not found for cooperative climate. The findings further advance HR system strength theory and demonstrate the importance of managerial alignment in practice implementation.

“Getting the Right People on the Bus”: Recruitment, selection and integration for the branded organization

This paper examines how employer branding is used and embedded through the organizational HR practices; specifically recruitment, selection and integration. The paper adds to the growing literature on employer branding by specifically focussing upon concrete HR practices, which are often left unexplored in contemporary accounts of branding practices. Our research question is to explore the specific role that these practices play in the enactment of employer branding and assess their implications. Moreover, in order to better understand the wider significance of employer branding, scholarship needs to explore these processes in contexts where brand recognition is less prevalent. Drawing on a large multi-national organization (CollinaTrade) involved in the provision of products and services in the construction industry, the organization's minimalist focus on consumer brands makes them a useful case study for evaluating the work of employer branding outside consumer facing industries. This paper points to the significance of viewing employer branding as a management tool in terms of cultural reinforcement and symbolic representations at work and the way in which this work through HR practices. Our data shows that the logic of employer branding in contexts where the brand is less significant, is essentially contradictory, requiring both individualism and uniformity which may have a greater impact on workplace identities than previously thought.

HRM in private and public organizations in Serbia

Human resource management (HRM) is a management concept which obtains many practices and activities. Although there is a substantial literature on HRM in the private sector, the practice of HRM in the public sector is still scarce. In the private sector, HRM is found as a factor for gaining competitive advantage, especially if HR practices are implemented in the way of high-performing working practice (HPWP). In the public sector, HRM is seen as paternalistic management, with the standardization of employment practices, collective bargaining and working practices that emphasize equal opportunities for employees. The goal of this research is to explore the characteristics and differences between HRM practice in organizations from the private and public sector. The subject of the research is HRM practice (staffing, training and development, compensation and benefits, and industrial relation and communication) in the private and public organizations in the Republic of Serbia. The methodology of the paper includes exploration of the available literature on the theme and statistical analysis of the differences between HR practices in organizations from the private and public sector. The research is based on the HR data gathered in the second CRANET research round in Serbia, performed in 2015.

Gender Roles and Organizational HR Practices: The Case of Women's Careers in Accountancy and Consultancy Firms in China

AbstractThe Chinese finance industry has experienced significant expansion both within the state sector and into the private sector. Professional consultancy firms have also emerged as a result of the rising interest in the outsourcing of accounting and management services. However, the study of women's careers in the accountancy profession in contemporary China remains largely an uncharted territory. Drawing on data from 69 interviews with auditors in five firms, this article investigates the nature of work of external auditors in China and how women auditors view their work‐life choices and constraints. We explore the likely differences between male and female auditors in their career aspirations and the extent to which these self‐perceived differences are informed by social conventions of gender role, organizational practices, and personal preferences. The study has strong implications for human resource management in professional service firms in China, with particular reference to job design, work organization, career support, and work‐life balance initiatives. The study contributes to the debate on gender, employment, and career development in the accountancy profession in different parts of the world. © 2013 Wiley Periodicals, Inc.

Education level, public policy and private sector HR practices determine female job participation rate: a case of Pakistan's telecom sector

This study uses a randomly selected sample of 100 female employees of telecommunication sector of Rawalpindi-lslamabad area and tries to analyze whether government policies and private sector human resource practices exist to promote favorable environment for female job participation. The study's results indicate that female employment-participation rate estimates at 32.28 percent, suggesting that a little less than one-third of females get employment in research area understudy. The respondents' perception on government pol¬ icy and private sector organizational HR practices regarding female job participation are found positive; however,females still feel the necessity of making their jobs more secured and their work worthwhile. Econometrically estimated relation ship suggests that female educational levels determine the female job participation at the first place, and government policy helps determine the private sector organizational HR practices and policies, which further affect and encourage the female job participation. The results suggest that,for a more effective private sector female participation, the government policies need to be further strengthened and made substantiated. For future research, this study provides a base-model which may be replicated to evaluate public and private sector roles in determining female job participation of other economic sectors of Pakistan's economy.

Personal Factors as Mediators of the Relationships between HR Practices and Work Attitudes

This study examines the mediating role of personal factors on the relationship between a multidimensional, theoretically grounded configuration of human resource practices and work attitudes in care industry. Unlike previous studies which do not distinguish between various types of respondents in the samples, this study investigates the differences between employees who have and who do not have formal qualifications. Using a rich sample of a care company in the UK, this study have found that theoretical stance tends to work slightly differently between those who have and who do not have formal occupational qualifications. In other words, these two types of employees perceive the impacts of HR practices on their motivation and work-life balance differently. Our findings provide practical implications for designing HR practices in organizations with diverse employees in terms of education and training.

Implicit human resource management theory: a potential threat to the internal validity of human resource practice measures

Since the publication of Huselid's (1995) paper examining the relationship between HR practices and firm performance, there has been an explosion of published papers examining the empirical relationship between HR practices and various measures of firm performance. This study examines the possibility that informants typically providing data about organizational HR practices may be biased by an implicit theory of human resource management. Our findings suggest the responses from subjects typically providing data about HR practices may be biased in their reporting by the performance of the organization. The generalizability of these results is considered and implications for future studies of the HR-firm performance relationship reviewed.