HRM Job Research Articles

A Review Study of the Human Resource Management Practices on Job Satisfaction of Hotel Industry Employees of Malaysia

The purpose of this review study to determine the impact of human resource management practices on job satisfaction. In addition, in this research is deeply focusing on job satisfaction, various human resource management practices, hotel industry of Malaysia, providing some prior relevant theoretical model, the relationship between HRM practices and job satisfaction and hypotheses has been developed. Based on this review of existing literature has been identified that there is a lot of HR management lacking in the hotel industry of Malaysia namely; shortage of talented people, high turnover issue, lack of adequate training, lack of motivation and lack of quality services. However, based on the existing literature it is proven that there is a significant relationship between HRM practices and job satisfaction. Therefore, this study will contribute in two ways namely; In practically- helps the management of hotel industry to understand the relationship between HRM practices and job satisfaction, keep motivating and retaining skillful employees, attract talent people and reduce the turnover issue and finally developed the competitive advantage among its rivals. In theoretically- this research will be the reference for the future research on HRM practices and job satisfaction. Other than that, the conceptual framework is plain and simple that is easy to understand for the relationship between HRM practices and job satisfaction which will help other researchers to think wisely about the relationship.

Unlocking the black box: Psychological contract fulfillment as a mediator between HRM practices and job performance

This research examines the influence of psychological contract fulfillment (PCFul) on the relationship between human resources management practices (HRMP) and job outcomes. A pre-tested self-administrated questionnaire with employees from 36 hotels in the Red Sea region resort, Egypt was employed for data collection. Structural Equation Modeling (SEM) results demonstrate that high performance HRMP through the mediation effect of PCFul have significant relationships to job outcomes. The results revealed that the HR managers should identify and put more emphasis on the important role of PCFul in the mediating mechanisms between high performance HRMP and performance outcomes to enhance hotel employees' job satisfaction and make them more inclined to exhibit organizational citizenship behavior (OCB). Hotel managers need to develop clear practical frameworks for which to analyze, assess and potentially guide HRMP and PCFul and the impact of PCFul on job performance.

The Impact of Human Resources Management on Job Involvement. The Mediating Role of Vertical Trust

Abstract The purpose of the study was to identify the relationship between Human Resources Management system (HRM system), vertical trust, and job involvement. This type of involvement in work is considered very important for an organisation because it affects the added value generated employees. It is also associated with the well-being felt by individuals and testifies to the satisfaction of their psychological needs. The study was conducted on a group of 227 employees of large and medium-size entities. The application of the Structural Equation Modelling (SEM) made it possible to confirm the relationship between the HRM system and job involvement with the mediating role of vertical trust in the examined relationship. In order to verify to what extent the job involvement variation can be explained by the HRM system, a multi-dimensional linear regression analysis was applied.

An Analytical Study of Impact of HRM Practices on Job Satisfaction in Private Banking Sector in India

Today’s Era is of globalization where business environment has become very volatile. Acquisition and optimization of human resource has become a serious challenge for each organization. Human resources are an important source of competitive advantage but unfortunately valuable and competent employees scarcely found. No doubt several internal and external factors affects the success of an organization but the most important of them are its company specific employees. HRM practices are concerned with the creation of linkage between the overall goals of an organization and human resource strategy and implementation. This paper intends to emphasize that there exists a casual linkage between HRM practices and job satisfaction. An attempt to examine and analyses the impact of HRM practices on job satisfaction of the employees has been made in this paper with specific reference to the private sector banks in India. In the courses of examination the estimated regression model identified that HRM practices like training, performance appraisal, team work and compensation package and reward have significant impact on the job satisfaction of the employees of banks. The conclusion is that the way an organization manages its human resources has a significant relationship with the organization performance.

Investigating knowledge workers’ productivity using work design theory

PurposeThe purpose of this paper is to examine the suitability of job and work design theory for investigating knowledge workers’ productivity. The review is a response to recommendation and adoption of the motivational human resource management approach by a number of knowledge management researchers. The authors show that the existing literature on this topic overlooks key criticisms of HRM job and work design theory itself. The authors suggest modifications.Design/methodology/approachThe paper proceeds by outlining knowledge management researchers’ arguments rejecting the application of traditional measurement approaches to investigating knowledge workers’ productivity. The review develops to examine the various arguments for adopting work design theory and considers the key contributions and critiques in this field. Drawing on the insights of key HRM work design critics, the paper concludes by offering suggestions for a model suitable for examining the drivers of knowledge work productivity in process.FindingsThe principle finding is that Morgeson and Humphrey’s (2006) Work Design Questionnaire (WDQ) stand as the most conceptually consistent and methodologically considered human resource management work design theory. However, this model must itself be modified to include a category of organizational contextual work characteristics. For application to the filed of knowledge management, WDQ must also be expanded to include knowledge sharing, role breadth self-efficacy and employee well-being as key work design mediators and outcomes.Research limitations/implicationsGreater consideration needs to be given to the distinction between knowledge sharing as a work design mediator and as a work design outcome. Morgeson and Humphrey themselves note that the “common method variance” problems arising in psychometric research have been reduced but not completely eliminated from their model.Practical implicationsSurvey instruments based on the recommended model potentially provide a valuable means for understanding and enhancing productivity in a variety of knowledge intensive service industries. The pronounced benefit of this model is that it is applicable in cross-industry and cross-occupational contexts, unlike many existing knowledge worker productivity models. This is an advantage, given the centrality of the inter-connectivity of different types of activities and industries in knowledge work.Social implicationsWork design prioritizes employee motivation and support and links this to the quality of work and the well-being of clients. The benefits of well-designed knowledge work extend well beyond the generation of specific innovations and macroeconomic productivity improvements.Originality/valueJob design and work design theory have been applied in the field of knowledge management. However, the applications have largely overlooked key critiques of the established models in the human resource management literature. The paper fills this gap. Its original suggestions for modifying Moregeson and Humphry’s (2006) WDQ reflect the authors’ in-depth analysis of the literature.

Shut the fridge door! HRM alignment, job redesign and energy performance

AbstractAnchored within the strategic HRM and alignment literature, and drawing on efficiency and legitimacy perspectives of organisational behaviour, we investigated a HRM intervention targeted at energy reduction goals in a large multinational retailer. The HRM intervention was focused on embedding the environmental and economic performance goals of the firm within the workplace through redesigning the job so that energy tasks were aligned with training and performance management systems, as well as organisational performance goals. Using a randomised control trial design, we tracked changes in energy behaviours and energy consumption in 769 retail stores (685 in the intervention condition, 84 in the control condition). The findings provide evidence that changing the alignment of HRM practices can influence both worker behaviour and organisational outcomes, including environmental outcomes. This work contributes to debates concerning the impact of HRM alignment on both the work and organisational performance context.

HRM Practices, Organization Culture and Job Satisfaction: The Case of Korean Small and Medium-sized Companies

HRM Practices, Organization Culture and Job Satisfaction: The Case of Korean Small and Medium-sized Companies

The Importance of HRM in Creating Employee Innovativeness - The Mediating Role of Person-Organisation/Job Fit and Job Characteristics

The purpose of the study presented in this article is to describe and explain the relationship between HRM practices and innovative behaviours initiated and performed by employees. In the model I propose, I use a "person-organisation fit" as a mediator of the relationship between HRM and creative activity in the workplace, and the influence the former has on the latter. The analysis also accounts for a variable which corresponds to person-organisation fit, and is defined as "job characteristics".The research confirmed that a significant statistical relationship exists between innovative work behaviours and all of the variables examined: HRM practices, person-organisation fit and job characteristics/job demands. On the basis of the analysis with the use of structural equation model, it may be stated that the following factors influence innovative behaviours: 1) HRM practices (which have an indirect influence through person-organisation fit) and 2) person-organisation fit and job characteristics/job demands (which have a direct influence). The model explains the direct influence of HRM on person-organisation fit and job characteristics.The research shows that the "person-organisation fit" construct, as a variable explaining individual innovative effectiveness in the workplace, provides a useful perspective which may facilitate not only understanding of factors which determine the occurrence of organisational innovative activity, but also stimulate creative behaviours via HRM activities. This is because HRM practices play the key role both in adjusting competences to job characteristics and demands, and in creating attitudes which support employee innovative commitment.The combination of variables presented in the research model helps to explain the significance of chosen determinants of behaviours which are essential from the perspective of company effectiveness and competitiveness on the market. The research focuses on both individual aspects of innovative behaviors (resources which are needed to perform a creative task) and their organisational aspects (person-job/organisation fit). The scope of the analysis also covers the strategic role HR departments play.

Participatory HRM practices and job quality of vulnerable workers

Vulnerable workers can be expected to be more subject to direct managerial control over the work process and have little opportunity for participation in shaping their work environment. Opportunities for participation not only are in themselves desirable, but also may have beneficial effects on job quality. However, there has been little exploration of either the extent to which vulnerable workers have access to employee participation or whether such access is equally associated with improved job quality for both vulnerable and non-vulnerable groups. These issues are explored using the fifth wave of the European Working Conditions Survey. We define vulnerable workers by the labour supply characteristics of low education and being female. Consistent with our predictions, regression analyses reveal that, although vulnerable workers have considerably less access to participatory human resource management practices, for those that do have access, similar improvements are found when compared to non-vulnerable groups on all four dimensions of job quality included in the analysis. Some variations were found depending on gender and level of education, but overall, our analysis suggests that increasing access to employee participation practices could provide an important means of improving job quality for vulnerable workers.

An Exploratory Study on Entry Level HRM Job Opportunities and Their Requirements in Sri Lanka

The objectives of this study are to explore the types, categories and requirements of entry level HRM job opportunities available in Sri Lanka. In order to achieve the objectives, an exploratory study on all the HRM related employment advertisements appeared in the Sunday Observer newspaper for the period of 3 years (2006, 2007 and 2008) was conducted by using comprehensive and systematic content analysis along with descriptive statistics. The results revealed that a few number of entry level options are available in Sri Lanka. These options can be grouped into two broad classifications such as generalized and specialized way of entry options. Sri Lankan organizations have a practice of recruiting young people as Management Trainee (MT) to fill the current or future job vacancies. In connection with entry-level HRM jobs, MT has been identified as one of the main sources of entry options in Sri Lanka. Based on the needed educational qualifications, the MT option is classified into eight categories. In case of MT, a placement process and conditions were identified. From entry level job seekers, organizations expect twenty nine skills and eight types of personal qualities. The implications of these findings are useful to all stakeholders of HRM especially current and potential job seekers, organizations and HRM workforce developers in Sri Lanka. DOI: http://dx.doi.org/10.4038/sljhrm.v3i1.5098 Sri Lankan Journal of Human Resource Management Vol.3(1) 2012 pp.58-77

An Exploratory Study on the Experience Requirements of Key HRM jobs in Sri Lanka

It has been generally observed that there is a gap in the empirical knowledge with regard to the experience requirements of key HRM jobs in terms of number of years and contents of experiences in the field of HRM in Sri Lanka. The research questions of this exploratory study are: What are the experiences needed or expected by the organizations which are operating in Sri Lanka for key HRM jobs in terms of number of years and contents? and Is it possible to develop a sort of illustration to understand experience requirements of key HRM jobs in Sri Lanka? Objectives of this study are to explore the experience requirements of key HRM jobs in terms of number of years and contents; and to develop an illustration of experience requirements of key HRM jobs in Sri Lanka. In order to achieve the objectives of this research, an exploratory study was conducted by using eight key HRM job related employment advertisements appeared in the Sunday Observer newspaper for the period of 5 years (2006, 2007, 2008, 2009 and 2010). This study was longitudinal in time horizon. The unit of analysis of this study was HRM related job advertisement. The extent of the researchers’ interference in this study was minimal as there had not been any manipulation and control of variables. This study was carried out in a natural (non-contrived) environment where events occurred normally. Mainly by using comprehensive and systematic content analysis along with descriptive statistics, results and findings were generated. The results of the study revealed that the experience requirement is one of the very important requirements in selecting people for key HRM jobs. At the same time it varies from job to job. When considering the experience requirements for the selected key HRM jobs, the findings revealed that mostly a minimum of 5-10 years experience at senior level (as a HR Manager/Head of HR Department) is needed experience for the post of HR Director. A minimum of 5 years experience is needed for the post of Head of HRM, Group HR Manager, HR Manager and Training Manager mostly. For HR Executive, HR Officer and Recruitment Manager a minimum of 2-3 years experience is expected by the organizations which are operating in Sri Lanka. With regard to the contents (quality) of experiences, eight (08) key dimensions of experience were identified in addition to the number of years (quantity) such as general experience in HRM field, special experience in specific HRM area/function, scope of experience in HRM field (local or international), sector related experience, management level/position related experience, industry related experience, workforce/organisation size based experience and time preference based experience. Based on identified key dimensions of experiences, a model was developed from this exploratory study in order to provide an understanding about the experience requirements of selected key HRM jobs in Sri Lanka. The implications of these findings are useful to all stakeholders of HRM especially current and potential job seekers, organizations and HRM workforce developers in Sri Lanka. DOI: <a href="http://dx.doi.org/10.4038/sljhrm.v3i1.5094">http://dx.doi.org/10.4038/sljhrm.v3i1.5094</a> Sri Lankan Journal of Human Resource Management Vol.3(1) 2012 pp.1-18

An Exploratory Study on the Personal Qualities/Characteristics expected by the Organisations for Key HRM jobs in Sri Lanka

This study explores a gap in the empirical knowledge with regard to the personal qualities/characteristics expected by the organisations for key HRM jobs in the field of HRM in Sri Lanka. The research questions of this exploratory study were: What are the personal qualities/characteristics needed or expected by the organizations which are operating in Sri Lanka for key HRM jobs? And is it possible to develop a sort of illustration to understand personal qualities/characteristics expected for key HRM jobs in Sri Lanka? In order to answer the research questions systematically, an exploratory study was conducted by using eight key HRM job related employment advertisements appeared in the Sunday Observer newspaper for the period of 5 years (2006, 2007, 2008, 2009 and 2010). Time horizon of the study was longitudinal and HRM related job advertisement was the unit of analysis of the study. Comprehensive and systematic content analysis along with descriptive statistics was applied to generate results and findings. The results of the study revealed that the personal qualities/characteristics are one of the very important requirements in selecting people for key HRM jobs in Sri Lanka. At the same time it differs from key job to another key job. When considering the personal qualities for the selected key HRM jobs, the findings revealed that there are 39 personal qualities related to the post of HR Director, 29 personal qualities related to the Group HR Manager, 41 personal qualities related to Head of HRM, 98 personal qualities related to the HR Manager, 81 personal qualities related to the HR Executive, 50 personal qualities related to the HR Officer, 32 personal qualities related to the Training Manager, and 15 personal qualities related to the post of Recruitment Manager. With regard to the personal qualities eleven (11) key dimensions of personal qualities were identified in addition to the number of personal qualities including attitude related, personality related, good character related, team related, professional related, business related, people related, performance related, physical appearance related, leadership traits related and HR/HRM related aspects. The implications of these findings are useful to all stakeholders and professionals of HRM especially in developing good professionalism among current HR professionals in Sri Lanka and prospective personnel who wish to establish a career in HRM. DOI: <a href="http://dx.doi.org/10.4038/sljhrm.v3i1.5096">http://dx.doi.org/10.4038/sljhrm.v3i1.5096</a> Sri Lankan Journal of Human Resource Management Vol.3(1) 2012 pp.32-48

The Evolution of HRM Graduate Job Search Expectations: An Interpretive Interactionist Perspective

Much of the work on job search expectations suggests that university graduates tend to have unrealistically high expectations as they commence job searching which gradually become lower over time. However, to date we have only limited understanding of ‘how’ job search expectations evolve over time, and what factors might be responsible for any changes in those expectations. Through the analysis of interview data from 29 HRM undergraduates we explored how their search expectations evolved over a three-month period. Challenging contemporary rhetoric our findings reveal that graduates did not start off with high expectations in terms of securing a high paying job, but that expectations were ‘overly optimistic’ in terms of getting an entry level job fairly quickly. We also found that social interaction with significant others influenced how job search expectations evolved. In addition, our findings show that expectations evolved as a result of ‘signals’ graduates received form the HRM job market.

Exploring Job Search Expectations of HRM Graduates in Canada: A Longitudinal Qualitative Study

This longitudinal, qualitative study applied insights from signaling theory to examine how the job search expectations of recent HRM graduates evolve over time during tough labor market conditions following a recession. Unlike previous studies that reported unrealistically high expectations among university graduates, our results revealed that jobseekers started out with realistic job search expectations which remained relatively stable over time, suggesting that university graduates were aware of the difficulties of finding work. However, despite realistic job search expectations, our results also showed that graduates had high expectations relating to conditions of employment. Overall, the results demonstrated the process by which graduate jobseekers interpreted recruitment related activities, experiences of social contacts, as well as environmental characteristics as signals to form perceptions about the HRM job market.

Job Satisfaction in a South African Academic Library in Transition

Job satisfaction was investigated at a South African university library undergoing change on many fronts. The study included 31 members of staff and the data were gathered via interviews/questionnaires, informed by standard HRM job satisfaction theory. The study found a “love–hate” relationship between respondents and their work. The key positive finding is that 61% report overall job satisfaction—with the core work of an academic library, providing for the information needs of clients, the source. However, only 51% claim to be proud to work at their library and 50% are open to other job offers. Causes for the restlessness include a sense of stagnation, frustration with inadequate resources, and anger at poor remuneration.

Best practices of ICT workforce management – a comparable research initiative in Finland

This paper describes a project which investigates the human resource management practices that are being used in managing information professionals in ICT companies or ICT departments. The effectiveness of the practices is evaluated from individual and management perspectives. It is assumed that the nature of the contract between the IS professional and the organization influences the effectiveness of different practices. Thus, the notion of “best practice” is seen as context dependent. When writing the paper, the research was still in progress and no results can yet be given. After completing the study, practitioners can use the results to compare their own practices with those that were found to be effective in the nine case organizations. For researchers, the results will provide hypotheses about the relationship between HRM practices and job satisfaction of the IS professionals.

New Zealand HRD practitioner competencies: application of the ASTD competency model

In 1987 the American Society of Training and Development (ASTD) commissioned a competency development study for human resource development (HRD) practitioners (McLagan and Suhadolnik, 1989). The result was a prescriptive model of how to develop HRD practitioners grouped under the four headings of technical, business, interpersonal and intellectual (McLagan, 1989a, 1989b, 1989c). In New Zealand the focus has been primarily on training activity with little attention directed at developing the competency of our practitioners (Gilbertson et al ., 1989; Stablein and Geare, 1993; New Zealand Employers Federation, 1989, 1992, 1994; OECD, 1993). The purpose of this study is to examine the competencies requested of prospective New Zealand HRD practitioners by employers against the ASTD's 1987 competency model (McLagan and Suhadolnik, 1989). Five hundred and eighty-seven HRM job advertisements from The New Zealand Herald , The Dominion , and The Press throughout 1996 were coded into a database using content analysis. Results show that HRD represents approximately one third of all HRM activity with 200 (34 per cent) of the 587 advertisements specifically requesting HRD competencies. A total of 1,113 competencies or approximately six competencies per job advertisement were identified. The competencies most in demand were for technical HRD skills (402, or 36 per cent) followed by interpersonal skills (291, or 26 per cent). The principal weakness of the ASTD model was that it did not reflect HRD practice by excluding personal competencies. Significantly, personal competencies (at 201, or 18 per cent) made up a sizeable proportion of the total competencies gathered.