Human Resource Management Capabilities Research Articles

A Study on the Mediating Effect of Knowledge Management Capability between HRM Practices and Radical Innovation Capability in Malaysia SME-ICT

Increasingly, executives understand the value of information as a source of new ideas for their companies. Only a small number of research examine the role of HR management in increasing knowledge competency, which leads to enhanced creativity inside firms. Because of this, this research examines how human resource management policies and practices affect the link between knowledge management competency and innovation. Consequently, The research is based on primary data collected from 200 SMEs in Malaysia's Klang Valley in the ICT sector. The study's goals necessitate a quantitative methodology. ICT small and medium-sized enterprises (SMEs) owners, CEOs, and managers are surveyed utilizing a survey method. More than 200 responses were received and analysed in the course of this study. The study models and hypotheses were evaluated using the Partial Least Squares (PLS) method. Research is scarce in the domains of HRM and innovation, as well as the interaction between HRM and knowledge management in the context of innovation. Research indicates a good correlation between Human Resource Management (HRM) Capabilities and Knowledge Management.

Study on the Integration Factors of Human Resource Management Strategy and Corporate Strategy

By analysing the integration factors of human resource management strategy and corporate strategy, this study discusses the factors affecting the integration, including three aspects: organisational culture, human resource management capability and external environment. Among them, in terms of organisational culture, organisational culture has an important impact on the integration of human resource management strategy and corporate strategy, organisational culture plays an important role in shaping employees' behaviour and motivation, and organisational culture has an important impact on the development and enhancement of human resource management capability. In terms of human resource management capability, human resource management capability plays an important role in the smooth implementation of the integration strategy, human resource management capability plays an important role in the shaping and transmission of culture within the organisation, and human resource management capability also plays an important role in promoting staff development and training within the organisation. As for the external environment, five aspects such as political, economic, technological, social and legal are analysed.

Perspectives of human resource practitioners in two urban local authorities in Zimbabwe

Orientation: This study examines the experiences of human resource (HR) practitioners in two urban local authorities (ULAs) in Zimbabwe.Research purpose: The research aimed to understand the human resource management (HRM)-oriented strategies and the extent to which HR practitioners’ experiences could enable effective implementation.Motivation for the study: There is a need to understand the challenges HR practitioners in ULAs in Zimbabwe face in delivering effective HRM.Research approach/design and method: The study adopted a qualitative research approach using semi-structured interviews with 17 purposively selected HR practitioners. Thematic analysis was used to extract themes from the interviews.Main findings: The findings revealed five themes of HRM challenges in Zimbabwean ULAs, including political interference, resource constraints, bureaucracy and the impact of coronavirus disease 2019 (COVID-19). Human resource management delivery is hindered by stakeholder involvement, performance management gaps, technology gaps and limited interaction with line management. Additionally, traditional HRM approaches committee-focused procedures, and inadequate investment in employee education limit HRM capabilities and procedures.Practical/managerial implications: The study suggests that policymakers and HR practitioners in ULAs in Zimbabwe should pay attention to the identified HRM challenges and proposed solutions to enhance HRM delivery and HR performance. The proposed conceptual model can serve as a guide to overcoming HRM challenges.Contribution/value-add: This study adds to the limited research on public sector HRM in Africa, and stakeholders and HR practitioners can benefit from the conceptual model and recommendations for streamlining HRM procedures in ULAs in Zimbabwe.

The impact of career capital on sustainable competitive advantage: The mediating role of human resource management capabilities

This study aims to clarify the effect of career capital on the sustainable competitive advantage when human resource management’s capabilities work as a mediator variable in construction companies specializing in concrete in Amman. The total number of companies are (23), the companies that showed cooperation and filled out the questionnaire were (17) companies. The study population consisted of (1400) employees from various administrative levels. Applying the study to the whole study population is difficult due to its large size; thus, a simple random sampling method is used. (302) questionnaires were distributed, the retrieved questionnaires valid for analysis were (250) and constituted of (83%). The unstructured interviews were adopted to define the study problem in the construction companies specialized in concrete. The questionnaire is the tool for measuring the study variables by collecting data and then analyzing those using descriptive and inferential statistics. The most important study results are that in the construction companies specialized in concrete industries in Amman; the level of career capital was high, and the level of sustainable competitive advantage was medium. At the same time, the results showed that the level of human resource management capabilities was high. The results also indicate that human resource management's capabilities partially mediate the impact of career capital and the sustainable competitive advantage. Human resource management's capabilities contributed to increasing this impact; this means that human resources management's capabilities play an essential role in activating the relationship between career capital and sustainable competitive advantage.

Human Resource Practice and Knowledge Management Capability in Smes

Objective: Managers today recognise the value of knowledge as an intangible asset that fosters organisational creativity. Few studies, on the other hand, examine the role of human resource management in fostering knowledge competency, which leads to improved corporate innovation.
 Methodology: The study is empirically based on primary data collected from 200 SMEs in Malaysia's Klang Valley's ICT sector. A quantitative technique is employed to achieve the study's aims. A survey technique is used to poll owners, Chief Executive Officers (CEOs), and management of ICT SMEs. A total of 200 responses were collected and analysed. The research models and hypotheses were evaluated using the Partial Least Squares (PLS) technique.
 Findings: Both identifying the elements and mediation mechanisms in the link between human resource management (HRM) and innovation, as well as the interaction between HRM and knowledge management in the context of innovation, are study gaps. According to the research, Human Resource Management (HRM) Capabilities are positively related to Knowledge.
 Implications: As a result, this paper investigates the implications of human resource management policies and practises on the relationship between knowledge management competency and creativity.

Project performance measurement for small-and-medium sized construction contractors in the Jordanian construction industry

This article addresses a gap in construction project performance measurement research from the perspective of small-medium-sized construction contractors in developing countries. Focussing on small-medium-sized contractors in the Jordanian construction industry, a survey of 231 Jordanian construction professionals was undertaken to investigate how different project stakeholders, intra and extra-organisational relationships and financial and non-financial measures support or hinder the delivery of project outcomes. Using exploratory factor analysis (EFA), confirmatory factor analysis (CFA) and Partial Least Squares Structural Equation Modelling (PLS-SEM) an integrated theoretical performance measurement model was developed and tested which contributes to the advancement of construction project performance measurement research in a number of ways. First, it shows that small-medium-sized contractor project performance is a multi-dimensional, dynamic and contested construct which is bounded by environmental and organisational constraints, and inseparable from mainstream business performance. Second, it shows that performance is measured by six project-related constructs (project cost, time, quality, health and safety, environmental sustainability, and socio-economic performance) and three business-related constructs (profitability, client satisfaction and consultant satisfaction). Third, it shows that four intra-organisational groups of variables (leadership, management capabilities, human resource management and technical capabilities, resources and processes) have a significant impact on the overall project and business performance. Fourth, it shows that four extra-organisational groups of variables (client performance, consultant performance, supplier performance and external attributes) have a significant direct impact on project performance, but no moderating impact was found.

Linking Digital HRM Practices with HRM Effectiveness: The Moderate Role of HRM Capability Maturity

In recent years, increasing attention has been paid to digital human resource management (HRM) practices. Nonetheless, the impact of digital HRM practices is not yet fully understood by practitioners and researchers. Drawing from adaptive structuration theory (AST), we suggest that HRM capability maturity is a key boundary condition for understanding the effectiveness of digital HRM practices. By employing a path analysis approach on a sample of 1,770 enterprises in China, this study found that the use of digital HRM practices impacts HRM effectiveness through internal consistency of HR practices and external social networking of HR managers with line managers. The positive or negative effects of digital HRM practices depend on the enterprise’s HRM capability maturity. While the majority of previous studies have explored the impact of digital HRM on organizations, including the effects on cost reduction and organizational performance, our study expanded the focus on the outcomes of digital HRM to include employees’ perceptions of HRM effectiveness, which can further influence employees’ attitudes and organizational behaviors. The implications of our findings for research and practice are discussed.

Management Information Systems Capabilities and Performance of Teachers Service Commission of Kenya

The need for Teacher Service Commission (TSC) to perform better, become more efficient operationally and more responsive towards its stakeholders’ needs in service delivery has seen increased automation of services through adoption of Management Information Systems (MIS) in the institution. This study sought to establish the influence of MIS capabilities on performance of the institution. The specific objectives were to establish the influence of communication capabilities, payment capabilities, human resource management capabilities and data management capabilities on performance of Teachers Service Commission of Kenya. The study was anchored on Unified Theory of Acceptance and Use of Technology, Resource Based view theory, and Theory of Planned Behavior. The study adopted a descriptive research design. The target population consisted of 1,30 0 staff in various departments in TSC headquarters, Nairobi. The population was grouped into population into two sub - populations, namely - the management and the support staff. The study employed stratified random sampling technique for purpose of choosing a sample size of 130. The study used primary data which was collected with the help of the questionnaire. The questionnaire had both closed and open-ended questions. A pilot test was carried out to ensure that the questions in the questionnaire were thoroughly reviewed to ensure clarity and eliminated any form of ambiguity. The data was analyzed using descriptive and inferential analysis. The study found out that communication capabilities, accounting information systems, human resource management systems, and electronic data management system influenced performance of TSC. The study concluded that communication capabilities influenced performance of TSC in terms of speedy delivery of information and efficiency. The study also concluded that accounting capabilities had a positive influence on performance of TSC. It was concluded that human resource management capabilities had positive and significant influence on performance of TSC. The study recommended that TSC should continually adopt and implement management information systems in service delivery. The top management should continually support the adoption and implementation of MIS through budget allocation and also ensure proper orientation to the staff at all levels to ensure they have proper and adequate knowledge to use MIS effectively. The study will be of benefit to the management and staff of TSC; to other public institutions in Kenya who wants to adopt ICT in delivery of services; to the government of Kenya as the policy maker; and to researchers.

Exploring How Organizational Capabilities Contribute to the Performance of Social Enterprises: Insights from China

The impact of organizational capabilities on the performance of social enterprises (SEs) has not been examined in the context of China. This study addresses the research gap by conducting a hypothesis-testing quantitative study. The questionnaire survey data of 206 Chinese SEs were analyzed by performing Pearson correlation and hierarchical linear regression analyses. The research findings show that four types of organizational capabilities have divergent effects on the social and economic performance of Chinese SEs. Specifically, stakeholder engagement capabilities and business planning capabilities make positive contributions to SE performance in economic and social domains, while human resource management capabilities have positive effects on social performance but not economic performance, and there is no statistically positive relationship between marketing capabilities and SE performance in economic and social domains. Our study provides important practical implications to managers of SEs in China or in another similar context, who should give priority to enhancing stakeholder engagement capabilities and business planning capabilities rather than human resource management capabilities and marketing capabilities as a booster of economic and social performance of SEs.

Linking Digital HRM Practices with HRM Effectiveness: The Moderate Role of HRM Capability Maturity from the Adaptive Structuration Perspective

In recent years, increasing attention has been paid to digital human resource management (HRM) practices. Nonetheless, the impact of digital HRM practices is not yet fully understood by practitioners and researchers. Drawing from adaptive structuration theory (AST), we suggest that HRM capability maturity is a key boundary condition for understanding the effectiveness of digital HRM practices. By employing a path analysis approach on a sample of 1770 enterprises in China, this study found that the use of digital HRM practices impacts HRM effectiveness through the internal consistency of HR practices and external social networking of HR managers with line managers. The positive or negative effects of digital HRM practices depend on the enterprise’s HRM capability maturity. While the majority of previous studies have explored the impact of digital HRM on organizations, including the effects on cost reduction and organizational performance, our study expanded the focus on the outcomes of digital HRM to include employees’ perceptions of HRM effectiveness, which can further influence employees’ attitudes and organizational behaviors. The implications of our findings for research and practice are discussed.

Employing total quality practices in sustainable supply chain management

The rapid development of Sustainable Supply Chain Management (SSCM) has resulted in several links and management techniques less explored to date. Thus, the integration of Total Quality Management (TQM) and Sustainable Supply Chain Quality Management (SSCQM) is an important intersection that needs further investigation. In this study, tools from TQM and resources from the resource-based view (RBV) theory are integrated into the sustainable supply chain setting. We employed a hybrid approach by combining grey-based Decision-Making and Trial Evaluation Laboratory (DEMATEL) and covariance-based Structural Equation Modelling (CBSEM) to create a model comprising of influential practices to analyse the interaction between practice and its effects on the implementation of SSCQM in the manufacturing industry. The analysis emphasises the interrelations as well as the level of importance of the identified resource components while proposing a model and testing it based on empirical data. Results revealed that cross-functional cooperation is effective on social issues, human resource management (HRM), the quality management system and supply chain capabilities. Also, social issues are effective on HRM, the environmental management system and customer focus. The quality management system is effective on HRM and supply chain capabilities. Supply chain capabilities impact customer focus and the environmental management system while HRM impacts environmental management systems. The developed model was initially validated and all interrelationships between the practices were accepted except the effect of HRM on environmental management system and the effect of social issues on HRM. This study assists practitioners in focusing on the core practices of managing resource consumption with regard to SSCQM.

Human resources strategy as a catalyst for the success of the competitive strategy: an analysis based on alignment

PurposeCompetitive strategy is one of the key factors traditionally related to performance, but research explaining the mechanisms through which this strategy improves business results is scant. This study aims to shed light on this relationship by analyzing human resource management (HRM) strategy as an essential tool for transforming business strategy into results.Design/methodology/approachFocusing on two generic competitive strategies, the authors establish hypotheses on the need for alignment among four echelons: business strategy, HRM system objectives, HRM system capabilities and business performance. The authors test these hypotheses with structural equation modeling techniques using data provided by 204 industrial companies.FindingsThe results show that to get the most out of a competitive strategy based on quality differentiation, HRM system objectives and capabilities must be focussed on quality. In the same way, a competitive strategy based on innovation differentiation requires HRM system objectives and capabilities focussed on flexibility to achieve the maximum impact on performance. In this second case, alignment is fundamental in low dynamic environments.Originality/valueThis research not only provides additional evidence for the strategic relevance of the human resources (HR) function but also reveals the potential benefits of focusing on objectives and capabilities rather than on practices. Moreover, it shows that the role of HRM objectives and capabilities in the implementation of a competitive strategy can be shaped by factors beyond the company's control, such as environmental dynamism.

Human resource management and learning capabilities in nepalese commercial banks

Human resource management and learning capabilities in nepalese commercial banks

Framework for Implementation of Education Policy in the Perspective of Education Management in Indonesia

This study seeks to analyze the implementation of public policies related to education as a result of the decentralization of education in Indonesia. This study focuses on the phenomenon of regional autonomy policy implementation, and how the model framework is in the implementation of education policy in the era of regional autonomy. Using a qualitative approach with a descriptive analytical method, the results of the study revealed that there are four main factors that need to be referenced in policy making and implementation of education policy in Indonesia. Specifically, the results of the study revealed that important considerations in the implementation of education were related to translation skills, human resource management capabilities, the number of implementers and accountability. By considering phenomena and problems arising from decentralization, the framework is considered to be in accordance with the reality of how education policies are implemented in Indonesia.

Supply chain integration in omni-channel retailing: a logistics perspective

PurposeThe purpose of this paper is to apply resource-based theory to identify the relationships between logistics integration capability, supply chain integration (SCI), and performance in the context of omni-channel retailing (OCR).Design/methodology/approachAn empirical study was conducted based on a mixed methodology that integrates survey research and focus group. In total, 243 retailers in China have been surveyed to examine the hypotheses of the proposed conceptual model, and focus group discussion has been applied to interpret the results and identify the critical concerns on the implementation of omni-channel (OC) strategy.FindingsThis study reveals that the information integration capability and organization integration capability in logistics management significantly affects SCI, while the integrated supply chain has a greater significant influence on financial performance than operational performance to OC retailers. Moreover, a firm’s characteristics can be regarded as contextual factors influencing performance in OCR.Research limitations/implicationsThe authors obtained valuable insights for both academics and practitioners based on the findings. On the one hand, this is an early attempt to empirically study SCI of OCR, revealing the importance of a firm’s nature in the performance. Therefore, this study fills a current research gap. On the other hand, this research provides top managers of OC retailers, particularly supply chain managers, the awareness of the importance of improving of organizational integration and human-resource management capability. Additionally, this study proposes future research based on its limitations.Originality/valueSCI is investigated in the context of OCR from a logistics perspective. Moreover, this study reveals that the human-resource management and organization management are the main concerns in the implementation of OCR.

Impact of customer-oriented strategy on financial performance with mediating role of HRM and innovation capability

PurposeThe purpose of this paper is to explain the relationship between customer-oriented strategy (COS) and financial performance (FP) of firm, to examine the role of supportive human resource management (HRM) in COS implementation and contribution toward FP of firm. It also examines the mediating role of innovation capability (IC) between COS and FP of firm.Design/methodology/approachThe approach used for this study is quantitative. Data required for testing of hypothesis were gathered from the managers of manufacturing firms of Gujranwala, Pakistan. To conduct the data analysis, structural equation modeling was used.FindingsFindings of this study showed that there is significantly positive relation between COS and FP with the significant positive mediating effects of supportive HRM and IC.Research limitations/implicationsThis research has been conducted in manufacturing sector only. So, it is suggested to future researchers to carry out this research in other sectors. Second, this research focused only on IC but there are many other organizational capabilities (OC) that can be used.Practical implicationsThis research would be helpful for all firms adopting COS to understand that how to mobilize their HR to accomplish the purpose of strategy. It will enable manufacturing firms to understand and work on IC.Originality/valueThis study is anticipated to add value to the existing literature of strategy process and OC. This study is one of the first to examine IC as mediator between COS and organizational FP so it opens new areas for research.

Information technology, knowledge management and human resource management

PurposeDrawing on dynamic capability view, this study aims to offer a conceptual framework to clarify the nature of the effects of firm’s information technology (IT) capability, knowledge management (KM) capability and human resource management (HRM) capability on organizational business performance. IT is the driver that changes all aspects of doing business in the digital era, while both knowledge and human resources (HR) are being increasingly regarded as key levers of competitive advantage in today’s global, dynamic and complex business environment.Design/methodology/approachThe survey methodology was used to collect data. To clarify the relationships between IT capability, KM capability and organizational business performance, the qualitative literature review has been conducted. This review has revealed the three structural models presenting possible interactions between observed constructs. Confirmatory factor analysis has been used for the evaluation of proposed measurement models while structural equation modeling has been used for structural models’ assessments and hypotheses testing.FindingsIT capability enhances HRM capability which enhances KM capability. As a result, KM capability together with IT capability enhances organizational business performance. In addition, there is an interaction effect of KM capability and HRM capability on business performance.Research limitations/implicationsFirst, the sample is based on the emerging economy firms. Second, the use of a self-rating performance measure may be a limitation of the study. Third, the data are not completely normally distributed. Fourth, specificities of different industries were not the subject of analysis in this paper. This should be considered in the interpretation and understanding of the results.Practical implicationsFrom managerial point of view, the paper indicates what managers can do to master their dynamic capabilities, especially those relevant to the business in the digital era. Firms are urged to develop and improve their capabilities to face dynamic environment and intense competition, as well as business globalization. However, to improve certain capability, firms should develop others as well because of their interconnectedness.Originality/valueThe main academic contribution of this study is reflected through the development of the integrative model which is aimed at identifying the interrelationships among IT, KM, HRM and business performance. The results indicate the importance of observing interconnections between the firms’ various capabilities to verify the premise of the dynamic capability view. This paper identified relationships between most prominent firm’s resources for the digital era: knowledge, HR and IT. The results show causes and effects of relationships between capabilities related to these resources.

Acquiring global footprints: Internationalization strategy of Chinese multinational enterprises and human resource implications

The expansion of the Chinese firms' global footprints in recent years reveals their growingly evident strategic intent and emerging capability, and calls for the need to (re)examine how emerging multinational enterprises' (EMNEs) internationalization strategies could be conceptualized with implications for human resource management (HRM). However, there remains insufficient research on cross-border merger and acquisition activities by emerging economy firms in general and by Chinese firms more specifically. This review paper fills part of this research gap by examining the acquisition intent and post-acquisition strategy of Chinese MNEs (CMNEs). Specifically it examines the post-acquisition challenges they are likely to encounter, and the implications for organizational and HRM capability building. We identify a set of research avenues for future investigation that may shed further light on how institutional and cultural factors at various levels and CMNEs' strategy impact various aspects of HRM practices.

The complementarity of IT and HRM capabilities for competitive performance: a configurational analysis of manufacturing and industrial service SMEs

ABSTRACTBuilding on the resource-based view (RBV) perspective, we analyse the combined effects of two highly-valued organizational resources, namely information technology (IT) capabilities and human resource management (HRM) capabilities, on the competitive performance of small and medium-sized enterprises (SMEs). Three resource configurations are derived from data on 227 SMEs (121 from the manufacturing sector and 106 from the industrial services sector) through a cluster analysis. These resource configurations are labelled IT Capabilities-dominant Configuration (ITC), e-Business Capabilities-dominant Configuration (e-BC), and HRM Capabilities-dominant Configuration (HRC). This last configuration is the best-performing, followed by the e-BC, with the ITC as the worst-performing. The results also show that manufacturing and service firms are very unevenly distributed within HRC and ITC configurations, suggesting notable differences between the two sectors regarding their respective IT and non-IT capability-building. The fact that service SMEs are overwhelmingly represented (93%) in the worst-performing configuration and completely absent (0%) in the most effective configuration while displaying the strongest IT infrastructure capabilities confirms that the IT productivity paradox is aggravated in service SMEs and calls for further research on this issue.

High Performance Work Systems and Organizational Values: Resource-based View Considerations

High Performance Work Systems (HPWS) have become highly important as a source of competitive advantage in today's competitive business environment. Human resource management capabilities are important for attracting, selecting, retaining, motivating and developing the workforce in an organization. Meanwhile organizational culture, considered as a form of organizational capital may also be a driver for sustained competitive advantage. Organizational values, as the reflection of organization culture are asserted to influence the strategic issues such as strategic change, management decision making and also shape employee commitment and organization's interaction with external stakeholders. These two firm-specific resources may complement each other and further leveraging organizational performance. In consideration with the resource-based view, this paper seeks to identify whether high performance human resource practices are articulated and publicly espoused via organizational values. The research question of the study pertains to whether selected organizations incorporate components of HPWS in their organizational value statements. Summative content analysis is conducted which is supported by the NVivo software program, the findings of which are discussed in the text.