Human Resource Management Model Research Articles

Using the Harvard HRM model to conceptualise the impact of changes to supervision upon HRM outcomes for different types of Australian public sector employees

Within the Australian context of a shortage of skilled professionals, this article uses the Harvard model of human resources management (HRM) to conceptualise how changes in stakeholder interests coupled with changes to situational factors affect public sector HRM policy choices that in turn affect HRM outcomes for different types of public sector employees. The findings obtained using path analysis suggest that the proposed model explained almost 50% for nurses and less than 14% for police officers. In the case of nurses, the strong significant relationship between HRM inputs and outputs may provide a further plausible explanation for one of the long-term consequences of new public management – namely, the inability to retain skilled employees (especially those in the health sector) across numerous OECD countries. The implication of these findings is that the present public sector HRM policy choice should be re-examined because of its impact on HRM outcomes. Moreover, public sector employees should not be regarded as one uniform group that responds alike to the same policy. Whilst the merits of pursuing a strong auditing focus may have benefited organisations financially, the benefits can only remain if public sector employees, including professionals, are prepared to work under those conditions. The inability to retain nurses in numerous countries, coupled with past studies that have identified (poor) management as a contributing factor, suggests that past HRM policy choices may have to be replaced by new HRM policy choices that focus on employees' perceptions of well-being. However, more studies using different types of professionals are required to confirm the generalisability of these findings.

Human resource management in Chinese hi-tech enterprises: a case study

This paper examines developments in human resource management (HRM) in a Chinese hi-tech enterprise established by a leading higher educational institution. The case study describes the initial weaknesses in the human resource (HR) function and then applies a HRM model to the actual HRM practice. This has resulted in significant improvements of the HR function and has also contributed to scientific research and its commercialisation by the hi-tech enterprise.

Work Performance = Competence x Motivation: A Two-Side Model for Human Resources Management

Since the dawn of managerial sciences (Maier, 1955), the basis of professional performance has set the equation Work Performance = Competence x Motivation. Although brings back in a traditional logic of exchange employee-company, the new rights and duties on front of the company consist primarily in acquiring tools to enhance the contribution that the employee contributes individually and simultaneously put every worker to make this contribution. This paper aims to present a model of human resource management (and related instrumentation and methodology) based on two integrated factors: the development of skills of the worker and the support of his motivation to work.

Introduction: Islam and human resource management

PurposeThe purpose of this paper is to introduce this special issue on Islam and human resource management (HRM).Design/methodology/approachThe paper introduces the papers in this special issue, which further current understanding of the association between Islam and HRM, and HRM practices in Islamic countries. The papers debate whether it makes sense to talk about an Islamic HRM, and try to identify the key features of an Islamic HRM model that is substantially distinctive from existing normative models of HRM.FindingsThe papers examine the impact of Islamic values on HRM practices and organisational outcomes, but more research is needed to gain a deeper understanding of the role Islam plays at the work place, and specifically how Islamic ideals, culture, values and norms are used in practice and implications thereof on workplace environment and overall organisational performance.Originality/valueThe paper introduces the concept of Islam and human resource management.

Human Resource in Recession

This paper suggested the New dimensions of HR Role in global recession in the organization through surveys and case studies. Last year the Global economy was grappled with the most severe Financial Shock. Indicative the magnitude of the shock, Equity market volatility is at or unprecedented, corporate Bonds yield are extremely high related to U.S. treasury yield, stocks and equity Prices have plummeted. With the Global Financial System deleveraging and the U.S. Economy in the midst of a severe Recession. The biggest challenge for companies and especially Human Resource in this economy downturn is to survive and to remain competitive, companies reorganized and reengineered to reduce waste. Recession poses the unique challenges to the HR department. Investments in human capital are not likely to be a high priority for companies whose very survival is threatened by the global downturn. Organizations have been buffeted about like leaves in a storm by many trends; recently the recession is one of the major results of it. Each Recession, as it unfolds, create the need for HR Practitioners to take a fresh look on there traditional model. Traditional Model of human resource management focuses on administrative functions: application processing, benefits, compensation benchmarking, dispute resolution, employee grievances, performance review, and rules compliance. It is the time to step back, understand the actual needs of the employees and the employers, strike a balance, redesign and innovate the New Roles of HR policies as per the need of company objective and market Environment.

Human resource management: an Islamic perspective

PurposeOrganizations manipulate themselves as per the legal, political, and social values of the particular country where they operate. As a result, the operations and human resources (HRs) of business corporations are handled as the environmental fabric of that country suggests. The purpose of this paper is to develop a conceptual framework describing the aspects of modern day human resource management (HRM) and HRM from Islamic perspective.Design/methodology/approachThe framework is presented in five broad categories – the message of Islam, Islam in different nations, Islam and work, Islam and managerial dimensions, and Islam and HRM practices. Secondary data have been used to gain knowledge about teachings of Islam and how they can be practiced in order to manage HR effectively. Detailed discussion has been incorporated regarding the Islamic culture and how it can be practiced in the organizations while conducting different HR activities. It has been kept in mind to maintain the originality of the paper though any changes in the message of Quran and Prophet (s.a.w.) cannot be incorporated. If the organizations will be managed from Islamic perspective, managers will not only gain success but will also be at peace knowing that they are doing work for Allah.FindingsThis paper concludes Islam is more a “way of life” than a mere religion. In a nutshell, it teaches how a believer has to oblige to the commitment to his faith. Businessmen believe materialistic accumulation is all they are living for. But in reality, it is temporary. Their good deeds and behavior with people irrespective of any discrimination will remain forever.Originality/valueA conceptual model of HRM and Islam is presented that provides an explanation of the linkage between the two.

Modelo para avaliação da gestão de recursos humanos em saúde

This paper presents an assessment model for human resource management in health. This methodological research was structured through indicators tested in evaluative research. The Basic Operational Standard for Human Resources in the Unified National Health System (NOB/RH-SUS) was used as the baseline, and the following dimensions were analyzed: work management, workers' development, workers' health, and social control. The model was discussed and refined during a consensus workshop involving experts in human resources evaluation and management, by defining an assessment matrix with 12 indicators. The model was applied to 15 municipalities in Greater Metropolitan Florianópolis, Santa Catarina State, Brazil, and proved applicable to municipalities with different population sizes and administrative structures. Data were obtained from local information systems and official documents from the municipal health departments. The model's validity was demonstrated by the results of its application, consistent with data from the literature.

On the Go: walking the high road at a low cost airline

Low cost travel has proved to be extremely popular in the single European market and low cost airlines have flourished. To meet the challenge of these low cost airlines, several ‘legacy’ or full service carriers (FSCs) around the world have created their own low cost subsidiary. The most notable example in the UK was Go, initially a low cost subsidiary of British Airways (BA) that was subsequently sold to its senior management team and then bought by easyJet, the UK's leading low cost airline. For low cost subsidiaries to survive and prosper, ‘matching’ models of human resource management (HRM) predict that they need to create a low cost employment system, which will be very different from that of the parent company. However, cost is only one variable in the competitive equation. In a ‘customer facing’ industry such as civil aviation a minimum level of service quality is also required and there is clearly scope for ‘low frills’ (e.g. Southwest Airlines) as opposed to ‘no frills’ (e.g. Ryanair). Moreover, there is always the danger that (well organized) employee groups will take umbrage at walking the ‘low road’ of employee relations, especially when their colleagues in the parent airline are walking the ‘high road’. Although competing head on with well-established low cost airlines such as Ryanair and easyJet, Go was able to forge a distinctive management style that combined low cost operations with high road employment relations. The airline's flight crew appreciated this style of management and ‘bought into’ the company's business strategy, unlike their counterparts at other low cost airlines or indeed the parent company.

THE HUMANITARIAN COMMUNITY NEEDS A FOREIGN SERVICE

In 2005, six of the top ten NGOs were Christian organizations. During this period of rapid growth, attention to organizational and human resource issues has lagged behind programming concerns. Agencies are often driven to the field first, turning only later to consolidating both their donor bases and team capacities. The United States Foreign Service can serve as a model for human resource management and professional development, training individuals to respond with speed and agility to crises, conduct long‐term programs, and manage sizable work forces. There would be significant hurdles, but the faith‐based NGO community should consider establishing a similar program.

How should human resources be managed? From comparing models of staff development in a German and Russian professional service firm: a conventionalist approach

This paper seeks to advance research on how ideals of human resource management (HRM) differ cross-nationally by examining the typical plurality of HRM models within organisations. Drawing on French convention theory, we argue that HRM incorporates a compromise between market, industrial and domestic models of managing and that the way in which they are invoked within organisations differs across settings. Examining stories of experiences with staff development in two professional service firms in Germany and Russia, we investigate the importance and the alignment of HRM models as well as their appreciation among organisational members. Findings reveal that the German firm is characterised by the predominance of the industrial model, a high degree of compromises and similar priorities of managers and employees. In contrast, the Russian firm shows lack of a dominant model, a low degree of compromises and different priorities between managers and employees. By comparing the typical plurality of HRM models, we gain a deeper understanding of the tensions associated with HRM within organisations and the different sources of agreements across settings.

Testing competing HRM-performance linkage models: evidence from the Greek manufacturing sector

This paper proposes an integrative framework for the conduct of a more thorough and robust analysis regarding the linkage between Human Resource Management (HRM) and business performance. In order to provide the required basis for the proposed framework, initially, the core aspects of the main HRM models predicting business performance are analysed. The framework proposes both the principle of mediation (i.e. HRM outcomes mediate the relationship between organisational strategies and business performance) and the perspective of simultaneity of decision-making by firms with regard to the consideration of business strategies and HRM policies. In order to empirically test this framework the methodological approach of 'structural equation models' is employed. The empirical research is based on a sample of 178 organisations operating in the Greek manufacturing sector. The paper concludes that both the mediation principle and the simultaneity perspective are supported, emphasising further the positive role of HRM outcomes towards organisational performance.

AMERİKA BİRLEŞİK DEVLETLERİNDE VE AVRUPA DA İNSAN KAYNAKLARI YÖNETİMİ YAKLAŞIMLARININ BİR KARŞILAŞTIRILMASI: AVRUPALI İNSAN KAYNAKLARI YAKLAŞIMI MÜMKÜN MÜDÜR

Human Resources Management (HRM) in the last decade of twentieth century, especially with rapidly rising trend in business life has taken its place. This rise in parallel to the work of academics and practitioners have started to hold an important place. HRM from the date of the industrial revolution can begin to talk. After this period of Labor Relations by their role as workes and employers has made clear. Strengthening of trade unions, has created significant changes in industrial relations. In the twentieth century with modern technology, the Production of Classical (Classical Production Theory) and Modern Management Theories have revealed. Initially perceived as a means of producing ―human‖, then, has begun to be addressed as a subject in itself. First, Personel Management, HRM phenomenon has emerged in 1980s and in the process with many socio-economic and cultural factors such as The Industrial Revolution, Globalization, Establishment of European Union (EU), spread of liberalization, become sharper of international competition, widespread of massive democratization demands and individual culture has become widespread. Considering at the historical background of HRM, socio-economic developments in Europe is important to be seen but the most rapid supporters and application areas is the counrty where the United States. With influence of USA, which adopted more rapidly functionalist HRM perspective instead of Industrial Relations, is thought to away from HRM Europeans roots. Particularly, in the last quarter of the twentieth century, HRM has been spreaded across again to Europe with the criticism of imported concepts. Two separate perspectives of HRM existing USA origin querid whether is suitable for European HRM or not. To clarify that, the cultural, legal and social structures in the two sides of the Atlantic has been analyzed and compared in terms of HRM. Its bases has been trying to compile in the European Human Resource Management Model Studies Field. This study summarizes the work on this issue aim to contribute to the literature

Gestão estratégica de pessoas – projeções de gestores da área administrativa de um hospital universitário

Considering the management of people as an activity with the potential to bring about changes in health services, this study aimed to identify, along with managers of the administrative area of a university hospital in Cuiaba – Mato Grosso, which factors are producing new trends in the management of people and what changes are being designed. It was a case study, approved by the Research Ethics Committee, and the data was collected through a questionnaire. Regarding the nature and intensity of changes in the model of human resource management, trends point to significant changes, with greater focus on: the principles, philosophy and general management strategies, policy guidelines and procedures for management of the professional profile. Concerning the trends of change in the management of people it was considered relevant : management skills and knowledge management. As for the policy of management of people, it was verified the incidence of issues such as: self-development, self-study, and quality of life at work. Regarding skills that will make difference on the professional’s profile, there was a high perceived relevance to motivation, teamwork, and promoter of cultural change in attitudes. This study presented the opportunity to redefine policies and to discuss strategic challenges for an integrated management of human resources at the institution studied.

Changing Face of Human Resource Management: A Strategic Partner in Business

Various approaches and models of strategic human resource management have been developed within the framework of strategic HRM. Like many theories of organization, none are complete. Rather being right or wrong each approach points to different aspect of the process needed to develop effective strategic human resource functions. The issue of fitting HR practices to business strategy has become increasingly relevant over few years. Therefore, in the present study we have made efforts to highlight various issues that are relevant to the strategic HRM in the changing scenario of business environment. The present paper has been divided into six parts. In the first and second part, the changes occurring in the business environment and its implications for human resource functionaries have been discussed respectively. In the third part we have highlighted the changing role of human resource management. In the fourth part the historical background of strategic human resource management, its role in addressing the challenges of changing business scenario and determinants of strategic fit have been presented. In the fifth part the relationship of strategic human resource management and business performance has been reviewed and at last conclusions have been drawn that what needs to be done on the part of the HR functionaries and the organization itself to enhance the strategic fit between the various HR practices and the overall organizational strategic plan.

A guanxi model of human resource management

PurposeThe purpose of this paper is to present a conceptual model of guanxi‐oriented human resource management (HRM) appropriate for organisations located in China that wish to maximise knowledge sharing and exchange. The recognised need by Western‐based organisations to develop trusting relationships through appropriate HRM approaches presents the setting to introduce the importance of guanxi in Chinese culture. The added complexity for Chinese organisations that employ a diversity of what are termed, in this paper, Conventional and Foreign Educated Chinese and Acculturated and Newly Arrived Expatriates is also presented.Design/methodology/approachBuilding on a review of literature about what challenges the knowledge revolution is having on the way that Western organisations manage their human resources, the paper presents an overview of the notion and function of guanxi in the Chinese context. The paradoxical and ambiguous nature of guanxi and its implications for interpersonal interactions are explained as being important for HR practitioners to understand.FindingsThe paper presents a conceptual guanxi‐oriented HRM model that incorporates the Chinese mindset that is, at one and the same time, paradoxical, holistic, dynamic, interdependent, flexible and reciprocal in nature.Research limitations/implicationsWhile conceptual, the paper is based on a model developed from research by one of the authors that identified a guanxi‐oriented model of conflict resolution. The paper acknowledges that this model requires further research to test its applicability.Originality/valueThe paper is original in its attempt to link guanxi to HRM practices on Western concepts of human resources.

An analytical model for human resource management as an enabler of organizational renewal: a framework for corporate entrepreneurship

This article presents the development of a model of types of work based on organizational theory. It analyzes the different characteristics of work and efficient forms of Management, and joins all these aspects together in terms of corporate entrepreneurship. Organizational theory provides the instruments needed to manage work, the causes that make decentralization desirable and the technical, social and institutional mechanisms for its control. The literature on corporate entrepreneurship provides material for forms of discovery or creation of opportunities based on accumulated experience in the firm, on the collective relationships linked to entrepreneurship and on the way in which resources are managed. This article contributes to existing knowledge by systematically addressing these two fields, showing how the instruments that allow for the efficient management of work are the same as those necessary for corporate entrepreneurship and how the efficient management of work is a prerequisite and an enabler of entrepreneurial activity.

International Strategic Human Resource Management: A Comparative Case Analysis of Spanish Firms in China

This study examines the role of human resources in strategy formulation processes in China's emerging market. Employing a qualitative data driven thematic analysis, we present evidence collected from six comparative case sites of Spanish firms in China. Our findings suggest that high performing firms use a dynamic adaptive logic while lower performing firms use a static structural logic. A dynamic adaptive model of strategic human resource management is identified, emphasizing a fluid and informal process between strategy, human resources and international management.

Developing an integrated model of TQM and HRM on KM activities

PurposeThe purpose of this paper is to develop an integrated model of total quality management (TQM) and human resource management (HRM) to elucidate the influence of TQM and HRM practices on knowledge management (KM) activities.Design/methodology/approachThe theory of KM serves as a starting‐point to develop the integrated conceptual model linking TQM and HRM aspects. Based on an extensive review of the current literature, three practices of TQM and three practices of HRM are integrated in an organized manner to examine the influence of TQM and HRM practices on KM activities.FindingsThese findings provide a basis for developing a model to advance the HRM, TQM and KM research literature.Practical implicationsThe practical implication of this study could be useful for business managers, who want to enhance organizational KM activities through implementing HRM and TQM practices that support their organization's KM efforts.Originality/valueThis paper makes a significant contribution by developing an integrated HRM and TQM model as a methodological example which can be useful for tracking the degree of HRM and TQM effects on KM activities. Organizations could use this framework to do a pre‐test baseline measurement, and then periodically re‐assess the effects of any HRM and TQM change.

Human resources management and firm performance: The differential role of managerial affective and continuance commitment.

In this study, the authors developed a dual-concern (i.e., maintenance and performance) model of human resources (HR) management. The authors identified commonly examined HR practices that apply to the middle manager level and classified them into the maintenance- and performance-oriented HR subsystems. The authors found support for the 2-factor model on the basis of responses from 2,148 managers from 463 firms operating in China. Regression results indicate that the performance-oriented HR subsystems had a positive relationship with firm performance and that the relationship was mediated by middle managers' affective commitment to the firm. The maintenance-oriented HR subsystems had a positive relationship with middle managers' continuance commitment but not with their affective commitment and firm performance. This study contributes to the understanding of how HR practices relate to firm performance and offers an improved test of the argument that valuable and firm-specific HR provide a source of competitive advantage. (PsycINFO Database Record (c) 2009 APA, all rights reserved).

The Role of Excess Cognitive Capacity in the Relationship Between Job Characteristics and Cognitive Task Engagement

A model is presented in which two categories of individual differences, differences related to task capacity and differences related to task motivation, are proposed to influence the relationship between task characteristics and cognitive task engagement. It is proposed that task characteristics will interact with the performer’s task capacity to influence the excess cognitive capacity available to the task performer. To the degree one’s capabilities meet or exceed the demands of the job, excess cognitive capacity is more likely. The relationship between excess cognitive capacity and cognitive task engagement is then moderated by factors influencing one’s task motivation, and by cognitive and physical interventions if the excess capacity is actively utilized in a safe manner. If the excess cognitive capacity is safely utilized, or if task motivation is high, cognitive task engagement is more likely. Implications of the model for human resource management are discussed.