Human Resource Management In Firms Research Articles

Systematic Literature Review on Human Resource Management Effect on Organization Performance

Purpose: The current study is the outcome of a thorough evaluation of the literature on functionalism in human resource management as it relates to organizational performance. It examines the role of human resource management and looks into various issues with human resource management in firms in such situations. Research Methodology: The theoretical underpinnings are accomplished through a systematic review and subsequent thematic content analysis of literature, including reports from published literature and research papers that have been published. These were critically examined, and the best matching documents were then carefully chosen for inclusion to reach a conclusion. Result: The result emphasizes the necessity for human resource management managers to implement cutting-edge strategies for faculty and staff empowerment so they may traverse the fast-changing environment and perform to their full potential against the odds. To engage stakeholders in amicably avoiding recalcitrance, a conceptual qualitative framework is established and recommended for the functionalism of tailored human resource management. This approach can help managers of human resources find opportunities during this crisis and help them come to significant conclusions about how to address issues and create a positive culture. Limitation: Risks of bias such as selection bias, insufficient blinding, attrition bias, and selective outcome reporting may be among the limitations. Future Implications: By working together to overcome predicted difficulties, this framework can help an educational leader manage stakeholders' expectations and benefit academics and practitioners alike. Novelty: Research novelty was a brand-new concept that might result in new knowledge or contribute to already-existing knowledge. Keywords: 1. Human Resource Management 2. Functionalism 3. Organization Performance 4. Systematic Literature Review

Design, analysis and simulation of an optimal wage contract in firms

PurposeThe purpose of this paper is to analyze and solve the problem of moral hazard in firms because of asymmetry information between firms and workers and to contract upon the workers' shiftless actions.Design/methodology/approachBased on principle‐agent theory and human resource management practice, an optimal dynamic wage contract model is designed. By applying simulation technology, the dynamic wage contract model is compared to the general static wage contract model and the affects made by the optimal dynamic wage contract to workers and firms are analyzed.FindingsAccording to the consequences of simulation, the dynamic wage contract has better characteristics and is more practical than the static one. In the dynamic wage contract, the current action of a worker has a persistent effect on the future outcome. It is proved that the dynamic wage contract is optimal to the firm. The optimal dynamic wage contract is renegation‐proofness. It not only can incentive workers to work hard and help the firm achieve Pareto efficiency, but also can smooth the firm's incentive costs and reduce the risk born by workers.Originality/valueThe paper provides some reasonable conclusions for the human resource management in firms.

Institutional and Rational Determinants of Organizational Practices: Human Resource Management in European Firms

This paper tests predictions from institutional and rational perspectives about the adoption of organizational practices through a comparative study of human resource management in firms located in six European countries. Distinguishing between calculative practices—aimed at efficient use of human resources—and collaborative practices—aimed at promoting the goals of both employees and employer—the paper predicts differences in adoption across countries. Results show that institutional determinants, as indicated by the national embeddedness of firms, have a strong effect on the application of both calculative and collaborative human resource management practices. Firm size, a rational determinant, has a considerable impact on calculative practices, whereas the effect of industrial embeddedness is quite modest for both practices.