Content Of Human Resources Management Research Articles

The Effect of Positive Affectivity on Creative Performance Mediating by Quality of Work Life

The current study sought to develop the intellectual contents that examine quality of work life (QWL) as a mediator between positive affectivity (PA) and creative performance (CP) of employees in banks of Koya city,-Erbil-Kurdistan region-Iraq. This was accomplished on three levels: Determination of the philosophical content of human resources management and organizational behavior in modern administrative thought, diagnosis and presentation represented by quality of work life (QWL) as a mediator between positive affectivity (PA) and creative performance. An analysis of the extent of positive affectivity impact on creative performance through quality of work life in the studied banks. The formulation of a scheme of the concept of positive affectivity in banks and the development of specific expectations on the nature of the relationship and influence between the variables investigated. The researcher used the analytical descriptive approach in her current study. In order to achieve the objectives of the study, the researcher adopted a hypothetical construct reflecting the nature of the influence relationships between the variables of the study and its distance, based on a number of main hypotheses and subsets which were subjected to a series of statistical tests through the SPSS Vr. 24) and (Amos Vr.24). Depending on random sampling process. The researcher distributed 100 questionnaires just 90 questionnaires were returned. Based on the conclusions, the study reached a number of recommendations, the most important of which is the organizations should provide a healthy, happy, and appropriate human resource management system and invest in survival, belonging, and knowledge needs to contribute to the banks in a positive way.

Contextualizing employee perceptions of human resource management: a review of China‐based literature and future directions

Employee perceptions of human resource management (HRM) have attracted increasing attention in recent years. This review study aimed to examine the extent to which employee perceptions of HRM have been contextualized in China. We conducted a systematic literature search and review of 25 China‐based empirical studies published in peer‐reviewed academic journals in English. The review demonstrates that extant research mainly focuses on three distinct but inter‐related dimensions: perceived HRM content, HRM system strength, and HRM attributions. We identify several research avenues and call for qualitative studies to go beyond interview methods and quantitative research to develop context‐driven measurement scales. We also suggest that future research should integrate multi‐level theoretical paradigms to identify the organizational and institutional contexts within which HR perceptions are framed. Finally, future research needs to examine HR perceptions across different employees, employment groups, and nations, with the aim of addressing the complex and context‐specific nature of HR perceptions.

Putting the “Management” Back in Human Resource Management: A Review and Agenda for Future Research

Although much research has examined human resource management (HRM), managers’ roles in HRM seem to have been ancillary to this area of research. That is, HRM theory and research largely has advanced with a focus on policies, practices, systems, and their implementation and effectiveness, with less attention focused on the managers responsible for the design, adoption, enactment, and implementation of HRM strategy and practice. The purpose of this review is to examine extant research to determine the state of knowledge of the role of managers across organizational hierarchy in HRM. Thus, we review empirical literature for studies that include aspects of the impact lower-to-middle managers, human resource managers, top management teams, CEOs, and boards of directors have on HRM content, process, and outcomes. On the basis of the findings of this systematic, multilevel review, we discuss avenues for future research at each specific manager’s level, as well as general opportunities and challenges for research on managers’ roles in HRM across all hierarchical levels.

'Perceptions of Performance Appraisal Quality' and Employee Innovative Behavior: Do Psychological Empowerment and 'Perceptions of HRM System Strength' Matter?

Organizations need to be innovative for their long-term survival and this can be achieved when their employees demonstrate innovative behaviors at the workplace. Innovative behavior has thus received considerable attention from researchers, particularly on exploring the factors which foster employee innovative behaviors. Based on human resource system strength theory, the objective of this study is twofold. First, it examines the direct and indirect relationship between perceptions of performance appraisal quality (PPAQ) and innovative behavior mediated through psychological empowerment. Second, it examines the moderating effect of perceptions of HRM system strength in the hypothesized links. A total of 360 faculty members participated in the study from twelve public sector higher education institutes in Islamabad, Pakistan. Partial least squares structural equation modeling (PLS-SEM) is used for statistical analysis of the quantitative data collected through self-administered questionnaire. Results demonstrated that PPAQ is positively related with innovative behavior. The findings also support the mediating role of psychological empowerment and the moderating role of perceptions of human resource management (HRM) system strength. We contribute to the literature by demonstrating that HRM content and process are two complementary facets of an HRM system in bringing out positive work behaviors. A number of practical implications and directions for future research are outlined.

Line Managers as Paradox Navigators in HRM Implementation: Balancing Consistency and Individual Responsiveness

Human resource management (HRM) research has broadened its focus beyond the intended HRM designed by executives to include the actual HRM line managers implement. In this study of a global professional services firm, we investigate the content and process of HRM implementation. HRM content refers to the degree or extent to which line managers implement HRM practices. The process of HRM implementation entails two seemingly contradictory dimensions of those practices: consistency (treating team members uniformly) and individual responsiveness (considering individual differences in contributions). Studying 171 employees and their line managers in 60 consulting project teams, we jointly address the effects of consistency and individual responsiveness in line manager HRM implementation. Results indicate that the degree and consistency of HRM implementation by line managers is positively related to individual job performance. In addition, consistency is found to moderate the link between the individual responsiveness of line manager HRM implementation and individual job performance such that the link is stronger when consistency is high. However, no impact is found for team viability. Implications for research and practice are discussed.

How does human resource management influence organisational performance? An integrative approach-based analysis

PurposeDrawing on the contingency perspective between business strategies and human resource (HR) practices, the purpose of this paper is to examine the effects of human resource management (HRM) system (which integrates both content and process of HR practices) on both proximal organisational outcomes (such as job satisfaction, motivation, and organisational commitment) and distal organisational outcomes (such as employee engagement, organisational citizen behaviour (OCB), co-operation among employees, intention to quit, and operational performance).Design/methodology/approachThe analysis is based on a sample of 996 Greek employees working in 108 private organisations and the statistical method employed is structural equation modelling with bootstrapping estimation.FindingsThe results indicate that HRM content is more positively related to job satisfaction and motivation and less related to organisational commitment than HRM process. Moreover, HRM system is sequentially related to organisational outcomes (both directly and indirectly) and significantly influences employee job satisfaction and motivation, as well as OCB and co-operation among employees, and operational performance.Research limitations/implicationsThe data were collected using a questionnaire at a single point in time, and thus, not allowing dynamic causal inferences. Considering that Greece is experiencing a severe financial crisis, the findings from this unique context may not generalise across other contexts.Practical implicationsThe core messages to decision makers are that employee development and rewards are the major dimensions of the content of an HRM system and that consistency and distinctiveness are the principal features of the process of an HRM system, even in cases where the organisation is operating under an economic crisis environment.Originality/valueInvestigations into the relationship between HRM systems and organisational performance have become increasingly common. Nevertheless, empirical studies that measure the impact of HRM systems, which being contingent on business strategies integrate both content and process of HR practices on organisational performance are still rare. This paper partially fills this gap.

Impact of National Culture on International Human Resource Management

Abstract In today’s business conditions, the internationalisation of business becomes an almost inevitable precondition for future growth and development of organisations. However, internationalisation of business usually requires organisations to implement some changes in the way they operated in the previous period. One of the areas that require some changes is the area of human resource management, too. Factors which require modifications in this system are related primarily to the legal regulations of other countries, but also to the characteristics of their national culture. The former influence comes from the fact that national culture exerts a powerful influence on the system of values, attitudes and behaviour of people in a particular country and, among the other things, on the preferences for policies and procedures in the field of human resources management. Starting from the above, this paper analyses the impact of certain dimensions of national culture on the preferred content of human resources management in organisations in certain countries. The aim of the paper is to provide the theoretical basis for organisations that internationalised their business, or intend to do so, to create system of human resource management in the entities abroad which, at least, will represent the balance between the system that is applied at headquarter and one that is preferred in entities abroad, in order to be effective.

Role and content of human resources management in companys project management system

Role and content of human resources management in companys project management system

The mediating effects of psychological contracts on the relationship between human resource management systems and organisational performance

Purpose– The purpose of this paper is to investigate the impact of human resource management (HRM) systems (expressed by content, process and climate) on organizational performance through the mediating role of psychological contracts (expressed by employer and employee promises fulfilment).Design/methodology/approach– The study examines theoretical relationships in the Greek context, based on structural equation modelling (SEM) estimation, using a sample of employees from both private and public sector organizations.Findings– The study finds that the impact of HRM content on organizational performance is less strong compared to its impact through HRM process. Additionally, the study finds that psychological contract partially and positively mediates the HRM – performance relationship, where the impact of HRM on organizational performance through employee promises fulfilment is stronger than that through employer promises fulfilment.Research limitations/implications– The study does not allow for appropriately investigating dynamic causal inferences due to the cross-sectional nature of data. Additionally, considering that Greece is experiencing a severe economic and financial crisis, the findings from this unique context may not generalize across borders.Practical implications– For improving organizational performance, managers and decision makers should make their HRM systems more visible, understandable, legitimate and relevant. At the same time they should make HRM systems more instrumental, valid and consistent of HR messages.Originality/value– Investigations into the relationship between HRM systems and organizational performance have become increasingly common. Nevertheless, empirical studies that measure the influence of HRM systems, which integrate both content and process, on organizational performance are still rare. This paper partially fills this gap.

Content vs. Process in the HRM‐Performance Relationship: An Empirical Examination

This study investigates the impact of a human resource management (HRM) system, which integrates both content and process of human resource (HR) practices, on organizational performance, through collective employee reactions. The analysis is based on a sample of 1,250 Greek employees working in 133 public‐ and private‐sector organizations, which operate in the present context of severe financial and economic crises. The findings of the structural equation modeling suggest that content and process are two inseparable faces of an HRM system that help to reveal a comprehensive picture of the HRM–organizational performance relationship. Based on the findings that collective employee reactions mediate the HRM content (i.e., organizational performance relationship) and HRM process moderates the HRM content (i.e., employee reactions relationship), the study has several theoretical and practice implications. © 2014 Wiley Periodicals, Inc.

Aspects Regarding Human Resources Management Streamlining within National and International Organizations

The entire world is changing in order to achieve performance as an essential element designed to meet the needs and interests of individuals, organizations and society, as a whole. For that, it is necessary to efficiently know and use all the resources and possibilities possessed by the organization, among which human resources Management streamlining acquires new dimensions and special significances.Therefore, approaching certain theoretical aspects regarding the necessity and content of human resources Management streamlining within national and international organizations, as well as psychosocial valences in this field represent important social and objective matters, which are our concern in this study.