Role Of HRM Research Articles

Mind anchors and heart grips: the role of HRM and LMX in internal branding

Internal branding strategies, as in"selling" an organization’s brand to employees so that they will "sell" it to external stakeholders, is a common way for practitioners to get employees to actively support organizational branding efforts. Scholars investigating how organizations best can facilitate such an employee brand support have largely ignored the role of HRM and leader-member exchange (LMX). To test for this data from a survey among Norwegian hospital employees were analyzed. As hypothesized, we found positive relationships between high-commitment HRM and LMX and three manifestations of employee brand support, namely reputation strategy embeddedness, brand-congruent behaviour, and brand development participation. Organizational commitment mediated all the relationships. Examining HRM and LMX simultaneously, we found that LMX moderated the relationship between high-commitment HRM and reputation strategy embeddedness. Theoretical and practical implications and directions for future research are discussed. Supplemental data for this article is available online at https://doi.org/10.1080/09585192.2021.1931407 .

HRM operational models and practices to enable strategic agility in PBOs: Managing paradoxical tensions

When project-based organizations (PBOs) pursue strategic agility, they develop increased adaptation capabilities such as improvisation, fluidity and flexibility. However, these capabilities also introduce paradoxical tensions between practices for enabling freedom vs. controlling, practices for combining work desegregation vs segregation, and practices for enabling peripheral vision vs enabling focal vision. In this paper, we set out to identify the HRM operational models and practices developed as responses to paradoxical tensions associated with striving for strategic agility in PBOs. Our paper contributes to literature by showing how HRM is implicated in the management of paradoxical tensions, and also in the dynamic nature of movements of paradoxical tensions arising from the improvisational tendencies of PBOs. We also argue that the role of HRM in sensing the emergence of paradoxical tensions within PBOs, and in managing responses to these tensions under time pressure, is becoming increasingly important for those PBOs aspiring to strategic agility.

A Study on Impact of Covid-19 Over Employee Mental Wellness

Due to the current unprecedented catastrophe situation, the entire world is struggling hard not only in terms of physical health but in terms of mental wellness too. The people are surrounded by various uncertainties. The present time is giving rise to various distress like anxiety, depression, mental burnout. With the help of conceptual study, we analyzed the influence of present epidemic condition on employee psychological wellness. By drawing certain stressors like unemployment, job cuts, isolation, financial worries, zoom fatigue, panic buying, we measured the impact on mental well-being logically by critically examining the available literature. The search for articles was made in Google scholar, Web of Science scholar. Further, the study reveals that individuals are such a lot of terrified of getting COVID-19 that they are even ending up their life because of panic stigma or due to socio-economic reasons. Finally, we have proposed that how the role of HRM can be used as a way of handling such problem by introducing various organizational initiatives like building a strong emotional and psychological connect with their employees, providing word of assurance to curtail the hitches which employees are facing.

The Role of Human Resource Management in Developing the Human Capital for Global Excellence-An Empirical Study

Companies currently are facing various crucial business challenges; Intellectual capital, Technology, Globalization, Profitability through growth, and Change. These challenges require organizations to build new capabilities in a collaborative manner, and it is human resource management developing these capabilities. It enables the organizations by playing the leadership role in meeting competitive challenges. HR professionals have shed their traditional image of policing rule making policy. Today HR professionals are held responsible for the employee’s engagement and commitment towards the organization and making them contribute and stepping into the shoes of ownership. It is no longer administrative dinosaur. It has changed from a narrow picture, reactive role to a much wider canvas. By bringing the management of the organization together with the employees, a new management of human resources triggers, a merging of the reservoir of knowledge of the person and the organization, culminating in the combined triumph of both. Competitiveness at the global level can be achieved not by only using the upgraded technologies and facilities, but by motivating employees efficiently and effectively, to comply with universal standards. Every company on the world stage, human resources professionals have the mission to affect the business world; HR is now on a paradigm shift and as a support function, withered on the board, called on to help others and to hire and fire from the companies are rapidly eroding. Human resources playing a very proactive role in managing the problems of globalization. It brings change and improves the individuals' ability to learn and collaborate, manage diversity, ambiguity and complexity. The research is an attempt to understand the role of HRM in building national talent for global achievement and to study and compare the perception of corporate employees, management faculties & management students.

The Approach of SMEs Towards Environmental Sustainability: A Case Study

Small and medium-sized enterprises (SMEs) play an important role in the development of the country. The study explores environmental Practices in the import- export sector in Moradabad and highlights the potential avenues for achieving environmental sustainability. Academic emphasis is needed in this field to help practitioners with guiding implementation. It is an effort to gather information about the level of responsiveness in the manufacturing sector in Moradabad based on the longitudinal field study from July 2015 through November 2016. Further, to gain an in-depth understanding, a qualitative study was conducted in the form of semi-structured interviews with HR managers responsible for environmental management in manufacturing units. The research is more objective in nature because of field observation and is not based on perception or experience. Furthermore, the research is original in nature and is undertaken to explore the role of HRM in SMEs towards environmental sustainability. The key finding as quoted by managers was that they see their firm at an awareness level and discussed that not all workers are aware of the health benefits of environmental sustainable practices in the firm, thus posing a threat to implementation. Rewards and compensation were not reported to be linked to pro-environmental behaviour or even wastage reduction done by employees, but were found to be directly linked to the revenue generated by the respective teams on an annual basis. It was further observed that environmental initiatives were a result of pressure from buyers of different countries and were not implemented categorically under Environmental HRM. Recommendations and implications for HR managers are discussed at the end of the study, which rationalises the purpose behind conducting research.

The Impact of E-HRM Usage on HRM Effectiveness

This study investigated the impact of electronic human resource management (e-HRM) implementation on the effectiveness of HRM system. The framework of this study was guided by three theories: unified theory of acceptance and use of technology, the social exchange theory, and the leader-member exchange theory. Covariance-based structural equation modelling was used to test the proposed model and hypotheses. The sample consisted of 282 responses from the employees of two telecommunications companies in Jordan. The research findings suggested that performance expectancy had a significant positive effect on behavioural intention to use an e-HRM system, whereas effort expectancy did not. Facilitating conditions had a positive significant impact on e-HRM system usage. Top management support and the HRM role of line managers positively affected behavioural intention to use e-HRM and actual usage of e-HRM, whereas the effect of HR professionals on e-HRM usage was negative. Finally, the actual usage of e-HRM had a significant impact on HRM system effectiveness.

Are there any key factors that encourage food delivery applications use during the COVID-19 pandemic in Thailand and the role of HRM?

BACKGROUND: Recently, because of the COVID-19 pandemic, customer sentiment has evolved as the new “normal” for food consumption—as it affects customer behavioral change, including the way customers eat. Therefore, understanding customer demands and needs will help food delivery aggregators and retailers produce sustainable, competitive advantage and drive profitability. OBJECTIVE: This paper aims to investigate the determinant factors of Thai consumers’ intention to use on-demand food delivery applications. METHODS: Convenient random sampling was used to gather data from 250 participants who have used food delivery applications in Thailand and Amos version 23 to test model validity and the hypotheses. RESULTS: The results show that satisfaction is critical for the intention to use food delivery applications. Social influence, trust, convenience, and application quality were found to play an essential role in meeting the needs of satisfaction toward the intention to use, and application quality is the most important. However, habit showed a negative relationship, and price value was found to have a nonsignificant impact on satisfaction. CONCLUSIONS: Food delivery aggregators should ensure the quality of application updates and efficiency and that users have the best quality experience to maintain customer satisfaction. However, customers are also concerned about their health and safety, which has altered their purchasing behavior. Therefore, restaurant players should add a third delivery system that optimize online ordering and delivery.

Promoting in-role and extra-role green behavior through ethical leadership: mediating role of green HRM and moderating role of individual green values

PurposeHuman misbehaviors are responsible for climate change as they waste resources and pollute water and air that dilapidate the environment. Considering the fact and contributing to the United Nations sustainable development goals of 2019, organizations started focusing their green HRM practices to develop employees' green attitudes and behaviors. This study is an attempt in this direction. It examines the impact of ethical leadership on individuals' green in-role and extra-role behaviors with the mediating role of green HRM practices and the moderating role of individual green values.Design/methodology/approachThe study collected data from 645 MBA executive students working in various manufacturing industries with at least one year of experience. The data were collected using a questionnaire-based survey in two-time lags.FindingsHypothesized relationships are tested through structural equation modeling. Findings reflected a significant impact of ethical leadership on green HRM practices, in-role, and extra-role green behaviors. Besides, green HRM practices mediated the relationship between ethical leadership and both types of green behaviors. Furthermore, it was observed that the individual green values strengthened the association between green HRM practices and both types of green behaviors.Research limitations/implicationsA cross-sectional design with time lags was used to avoid common method bias. The findings of the study contribute to supply-value-fit theory and validate the scale of individual green value.Practical implicationsThis study guides management that employees only perceive their organizational practices as green when they find their leaders are ethical. Further, considering individual green values in the recruitment process can help organizations accomplishing their green goals.Originality/valueThis study is novel in examining the mediating role of green HRM practices between ethical leadership and green behaviors. Further, the analysis not only validates the scale of individual green values but also noted its moderating role between green HRM and green behaviors.

Violence at work in the ambulance service: the role of HRM and other systems

PurposeParamedics' work environment is constantly changing and unpredictable. Controlling environmental risks is difficult for the HR department and requires support of external systems such as unions and policymakers. Acknowledging environmental complexity, and the interaction of external systems, this study examines how the HRM system manages and responds to violence against paramedics.Design/methodology/approachData were collected from three Australian state ambulance services. Detailed accounts from 72 semi-structured interviews are supplemented by 1,216 phone surveys demonstrating the prevalence of assault.FindingsReporting very high levels of assault against paramedics from the survey data, the authors discuss situational risk factors identified by interviewees in the immediate physical environment and broader social context. The authors detail HRM practices adopted by each case and identify how gaps in the HRM system are addressed by other external, industry-level and state/federal-level systems in a multi-layer response to assault against paramedics.Practical implicationsIdentification of individual and situational risk factors and consequences for paramedics enables more targeted prevention, intervention and response. Young and less experienced paramedics are perceived to be at greater risk of assault. Importance of HRM practices particularly de-escalation training is highlighted. Gaps in HRM system require external input, particularly via law enforcement and public education.Originality/valueThis study adopts a holistic and contextualised perspective of HRM to improve understanding of violence against paramedics at work. Combining open systems and multi-stakeholder approaches, the authors adapt Beer et al.'s (1984) seminal Harvard Model of HRM. The authors propose a conceptual map which illustrates relationships between situational risks, key systems, HRM practices and outcomes.

HRM as a catalyst for innovation in start‐ups

PurposeThe study seeks to reduce the blurriness remaining around the value that HRM can bring to innovation in the specific context of start‐ups, it advocates that the early adoption of appropriate HRM practices, can act as a catalyst for innovation because they constitute a powerful means to systematically promote and facilitate employees' innovative behaviours.Design/methodology/approachIn the aim of complementing the existing quantitative work, this paper employs a multiple case study approach to explore the role of HRM in fostering employees' innovative work behaviour in four Tunisian tech companies.FindingsThe study found substantial support for the importance of establishing a work environment for learning where employees can build their innovative capacities by upgrading their knowledge and skills through both formal and informal methods. Work autonomy and freedom are found to be essential parts of this environment. Workspace design that takes into account employees' comfort and the collaborative nature of their work, also stands out as a major contributor to innovative work behaviour.Originality/valueThe adopted qualitative approach enabled a grasp of the less apparent aspects underpinning the HRM and innovation relationship in start‐ups. “Ownership of space” is revealed as a key element of the innovation-supportive work environment. By having a feeling of control on the workspace, employees can develop a sense of ownership towards the organisation which enhances their eagerness to exert innovation efforts. It also demonstrated that developing an overly creative workforce can turn into a source of stagnation which can be mitigated by cultivating “an environment for idea ownership”.

Improving Innovation Performance Through Employee-Driven Innovation Routes: The Role of HRM

Recent research on employee-driven innovation (EDI) has tried to explain how EDI emerges through innovation routes. However, there is little knowledge on which instruments can be used to support innovations through EDI routes to improve innovation performance of organizations. Therefore, the purpose of this research is to explore how EDI routes emerge and which instruments based on the abilities, motivation, and opportunities (AMO) framework can influence EDI routes towards enhanced innovation performance. In this qualitative research, an in-depth case study at a Dutch housing association is conducted based on 17 interviews from a multi-actor perspective, documents on innovative strategy, and observations. The results provide insights on how EDI routes emerge at the housing association through three phases consisting of activities that shape those phases, and illustrate which ability, motivational, and opportunity enhancing instruments play a role in the phases within the EDI routes.

Embedding Humanizing Cultures in Organizations through ‘Institutional’ Leadership: the Role of HRM

Building on dissatisfaction with current approaches that entail a superficial conception of the firm’s moral agency, this article has two broad theoretical underpinnings. First, it refers to the Catholic Social Thought’s view of the enterprise as a community of work, which leads to place stress on the possibility of creating ‘organizational humanizing cultures’ that revolve around the principles of human dignity and the common good and allow organizational members to flourish. Second, the article draws on the (nowadays underappreciated) perspective of the sociologist Philip Selznick to emphasize the key role of ‘institutional leadership’ in the formation and maintenance of a moral organizational character, also suggesting that these processes involve an influence on the development of employees’ moral identity conceived as a driver of moral agency. On these theoretical grounds, the article’s central argument is articulated by claiming that human resource management can provide essential support for the development of organizational humanizing cultures. In particular, it is highlighted how human resource management professionals may operate as institutional leaders who contribute to the embedding of moral identities in the organizational context.

Implementation of Human Resource Management in the Adaptation Period for New Habits

The COVID-19 pandemic has disrupted the global economy and business, and Human Resources (HR) is at its heart. With the organization now on the cusp of recovery, the role of HR has become even more important. The question is not limited in terms of imagining the impact and role of human resources in the future post-COVID-19. One thing is certain - the pandemic and its inherent effects on business have highlighted the need for adaptability and resilience in today's workforce, accelerated the shift towards a new digital economy, and emphasized the importance of HR in the new normal. This study tries to describe the role of human resource management in an effort to restore organizational performance. This study is a qualitative research using descriptive methods to describe the object under study. The results showed that the role of HRM during the COVID-19 pandemic was very strategic, especially in terms of maintaining the health and safety of workers when returning to work by implementing strict health protocols and also providing guidance and assistance for employees affected by COVID-19 such as downsizing and restructurisation. This research also presents HR transformation in terms of employee performance appraisal using results-based performance methods and the use of technology as a support in job optimization

Implications of self-managing teams for the HRM function

PurposeOrganisations increasingly implement self-managing teams (SMTs) to empower their employees. By drawing from the HRM process model and multilevel thinking, this paper explores how the HRM function changes in terms of actors and activities when introducing SMTs.Design/methodology/approachAn in-depth, multilevel case study was conducted at a large healthcare organisation in The Netherlands, making use of 70 interviews, document analysis and observations.FindingsThe findings show that SMTs transform the HRM function by changing the responsibilities of teams, HRM professionals and line managers in the implementation of HRM activities. The analysis shows that many HRM responsibilities are devolved to SMTs, which are supported by the HRM department.Research limitations/implicationsThese changes in the HRM function influence the HRM implementation process and provide all actors with new roles and activities. Based on these findings, this paper presents an inductive model of HRM implementation.Practical implicationsThe findings help HRM practitioners to transform the HRM function when deciding to introduce SMTs.Originality/valueThis article is one of the first that empirically explores how the HRM function changes as a consequence of introducing SMTs. This is important because more and more organisations are adopting SMTs, while knowledge about the role of HRM is lacking.

Can HRM Utilize Hero Analyses in Identifying Employees’ Profiles? The Case of the Slovak and Czech Republics

Finding feasible ways to predict the behaviour of organizations’ current and future employees is one of the most crucial HRM roles. The identification of heroes is a potential and innovative technique. The objective of the study is to identify heroes recognized by university students (to-be employees) and the values the students attach to them, as the grounds for establishing an employee profile useful in recruitment and selection processes. Simultaneously, the study pays attention to the respondents’ cultural context, namely the one of national culture (students of Slovak and Czech universities). The sample employee profiles open new opportunities for further exploration of the approach on the academic level as well as in the HRM practice. The differences identified in applicants’ hero categories significantly enhance understanding of their behavioural tendencies. The findings open several questions about the role of companies as well as educational systems in future employees’ value system evolution.

Modern Challenges of Human Resource Management Practice in Job Placement and Recruitment Within Organisations in the African Continent

The practice and implementation of Human Resource Management process has become under crossroad with other professions within an organisational structures. The roles of accountants, finance officers, auditors, registrars, and most directors are often seen in performing the responsibilities and functions of Human Resource Manager. Hence, the intriguing fact is that most Human Resource Managers are not well placed within the organizational structures. Besides, the placement and recruitment of HRM potentially professionals are limited within the organizational structure which creates more difficulties for the Human Resource Management discipline going forward. Hence, the purpose of this research is to theoretically discuss these challenges to ascertain recommendations that will follow this study. Several studies have shown how HRM is misapplied in certain institutions and sectors and that disrupts the general purpose of the profession. Another challenge that needs to be checked is the eminent diminishing of potential students and trainees in this sector due to lack of available jobs to equate the number of graduates from this sector discipline. The question that kept coming up is who is responsible for recruitment management and administration of staff? Is it the line managers in the various departments and other sectors or the HRM unit? If it is the HRM unit how is it the HRM duty and responsibility, especially when it comes to specialization of staffing issues? This study is a theoretical applied study of research based on constitutions, laws, polices and theoretical studies. It is important to cross examine how HRM role and function are applied or placed within public sector organisations and institutions especially, within the institutions of higher learning–universities structures. This of course may vary from country to country where such conflict of misplaced profession needs to be clarified by standards of HRM profession. These research findings are based on secondary and theoretical sources of data.

Strateška uloga HRM kroz prizmu obučavanja zaposlenih u periodu transformacije poslovanja

Employees are the key in any business because the outcome of a business depends on their achievement. Their importance is multiplied when dealing with business in times of crisis. Under such conditions, some companies make a strategic decision to move towards change and transform their business. In order to achieve the vision, it is necessary, on the one hand, to transform the business from the root, and to change the business culture on the other, align it with new plans, change the way of work and the way of thinking of employees. In this context, it is necessary to include employees in the entire transformation as soon as possible, and the presented case study of Philip Morris Serbia just illustrates this example. By analyzing secondary data, the text considers the significance of the strategic role of HRM, primarily training and development as a means to help employees keep pace with change, lead them and grow within the organization. Particular emphasis is placed on how through a well-conceived and embedded HR strategy with the overall direction of business transformation, turbulent times within the company and beyond can be transformed into an opportunity to create a competitive advantage.

Green Human Resource Management and Employee Green Behavior: An Empirical Analysis

AbstractThis study was conducted with an objective to understand the role of green human resource management (GHRM) in fostering environmental performance of employee. Specifically, it examines the impact of GHRM practices on employee green performance behaviors (task related and voluntary) with organizational identification as a mediator and employee personal environmental values and gender as moderators. Three hundred one employee from automobile sector in India participated in the study. Using cross‐sectional research design, the proposed research model was tested with the help of hierarchical regression analysis. GHRM was found to significantly predict both task‐related and voluntary employee green behaviors. Organizational identification significantly mediated the effect, whereas gender and environmental values failed to moderate the relationship between GHRM and employee green behaviors. The study signifies the role of HRM in achieving environmental sustainability and emphasizes on the urgent need to embed sustainability dimension into HR systems to achieve sustainable development goals.

Toward an understanding of the enacted role of HRM in supporting environmental initiatives

In this paper, we seek to provide a clearer understanding of HRM’s role in supporting environmental initiatives. We present a qualitative study conducted in five firms situated in Denmark with exem...

Enhancing the Role of HRM in Corporate Sustainability and Social Responsibility

Enhancing the Role of HRM in Corporate Sustainability and Social Responsibility