Human Resource Management Theory Research Articles

The linkage between high performance work systems on organizational performance, employee voice and employee innovation

PurposeThe purpose of this paper is to examine the influence of high performance work systems (HPWSs) on employee voice, employee innovation and organization performance in a service organization. The study examines the mediating roles of employee voice on HPWSs and organizational performance.Design/methodology/approachAn online survey was distributed to 600 professional staff and a total number of 360 respondents returned the survey. The hypotheses are tested through the use of the variance-based structural equation modeling (SEM) technique.FindingsThese findings indicate that the HPWS has a significant impact on employee innovation and organization performance. The empirical evidence does not support the relationship between HPWS and employee voice and also employee voice does not mediate the relationship between HPWS and organization performance in a human resource (HR) service organization.Research limitations/implicationsEmployee voice does not empirically mediate the relationship between HPWS and organization performance; other factors can be further explored. Future research should employ other theories of strategic human resource management (SHRM) to further explore more factors that influence the HPWS on employee innovation, employee voice and organization performance.Practical implicationsThe organization should respond to employee voice through aforementioned rather than the use of traditional, strategic and operational methods or tools believed to be the best approach to employee issues.Originality/valueThis study builds a solid empirical investigation that contributes to the HPWS existing body of knowledge. It is also significant as it is one of the few studies that examine the link between HPWS and job outcomes, like employee voice, employee innovation and organizational performance, in an HR service organization and also employee voice as a mediator on HPWS and organizational performance.

Employee Voice: The Missing Factor in Sustainable HRM?

Sustainable Human Resource Management (HRM), has the potential to facilitate organisations development of principles, policies and practices for the challenges of the 21st century. However, to do this we argue a fundamental element in this process has yet to be fully addressed and incorporated into the theory and practice of sustainable HRM; this is employee voice. Additionally, the actual and potential role of trade unions in facilitating employee voice is yet to be conceptualised within sustainable HRM literature. We argue that the development of effective employee voice mechanisms is vital in the implementation and maintenance of sustainable HRM. In this conceptual paper, we outline the nature of the voice architecture, the impact of the employment relationship on voice mechanisms, how it can be effectively measured, and propose a framework for further exploring these concepts. These key factors we identify as critical in implementing and assessing the effectiveness of the relationship between employee voice and sustainable HRM, to potentially serve as a basis of future research into sustainable HRM.

Human Resource Management of Internet Enterprises Based on Big Data Mobile Information System

With the progress of science and technology, the advent of VR panorama, the era of Big Data has arrived, which has set off a revolution in the development and future destiny of Internet companies. Human resource management (HRM) is an important department of Internet companies. This paper introduces the principle and value of Big Data and related theories of HRM. This paper discusses three aspects of HRM in our company using Big Data theory: employee turnover prediction, salary comparison, and talent evaluation method, and puts forward suggestions for optimization and improvement of the company’s HRM. The results show that, through the company’s project manager’s ability to quantify data and analyze a set of data quantitative research, comparative analysis of the ability of three candidates Q, W, and E showed that W is the most suitable for the company’s project manager staff.

Do high-commitment work systems engage employees? Mediating role of psychological capital

PurposeAlthough managers and academicians have recognised the importance of high-commitment work systems (HCWS), work engagement and psychological capital (PsyCap) in service firms, many questions remain unanswered. This study aims to fill the gaps in the area of work engagement by considering the relationships among HCWS, PsyCap and work engagement. In this cross-sectional study, the author drew on the social exchange theory to analyse these relationships.Design/methodology/approachCross-sectional data from 309 employees from India’s services sector was collected to investigate HCWS and work engagement associations. The data were analysed by structural equation modelling.FindingsThe study findings integrate the existing literature on human resource (HR) systems and positive psychology by identifying the critical role of PsyCap in passing the positive effects of HCWS to engage employees in their work. Further, it supports the assumption that PsyCap is formed primarily based on organisational practices, thereby addressing the paucity of research that examined the antecedents of PsyCap.Practical implicationsOwing to study findings, service firms are encouraged to carry out human resource development intervention(s) to make their employees psychologically capable. Since PsyCap is a state-like construct, it can be developed among individuals. Thus, managers can develop their employees’ PsyCap through various training interventions.Originality/valueThe mediating role of PsyCap in the HCWS and work engagement in India’s service industries settings was tested. The present study’s findings contribute to the theory of strategic human resource management by explaining how HCWS can help employees engage better in their work.

Social Sustainability: Challenges and Opportunities (WITHDRAWN)

The purpose of this study is to examine individual responses to gender inequality in organizational settings. In this process, we consider different perspectives and conceptualizations. To accomplish this goal, we analyze interviews of female leaders from different countries around the world. Results reveal how female leaders respond to unequal treatment. We discuss implications of our findings for theory and practice. In particular, we consider the role of responses to gender inequality in theories of cross cultural human resource management and propose opportunities for leadership development.

Theoretical Issues in Human Resources Management: From Taylorism to Theory Z

The human resources of any given organisation are the greatest assets that should be managed in order to attain desired performance goals. Thus, human resources management is the bedrock of all management activities in any formal work setting. In the bid to achieve organizational goals, there is need to manage the human resources with established knowledge which scientifically related methods yield. This is termed human resources management theory which is a system of interconnected propositions that condenses and organizes the knowledge about the social world, nay work organizations and explains the workings of the work organizations. Secondary data were garnered to elicit information for the analysis of the paper which presents relevant theories of industrial organizations and critically analysed them so as to acquaint us with the knowledge and effectiveness of the theories. This is essentially a metatheoretical schema for theories adopted in the motivation of human resources in order to attain deeper understanding of theories of human resources management.

HR-RELATED ENTREPRENEURSHIP CHALLENGES FACED BY FOOD SECTOR COMPANIES

Purpose of the study: This study examines the key Human resource-related entrepreneurship challenges that the food companies face. Methodology: The research approach utilized in this study was exploratory. The sampling size consists of 200 individuals. Four hypotheses were tested based on the four core challenges being faced by HR. Each hypothesis was calculated and weighed separately utilizing regression analysis. Main Findings: The results obtained indicate that human resource management of the food sector companies needs to thoroughly plan the business so that it majorly focuses on its staff management as they are truly dependent on them for their profits and revenues. Thus, being the major drivers of success, management should invest a good amount in their training, knowledge, and learning. Applications of this study: The findings can be helpful for a manager they can focus on the management of their staff for-profit and revenues. Novelty/Originality of this study: The use of theory in this research paper is grounded theory and human resource management theory to present the findings on the human resource ground management forum.

HRM’s financial value from obtaining more star performers

We assessed the financial value of human resource management (HRM) as a function of obtaining more star performers. Specifically, we implemented utility analysis procedures on 206 samples of individual performance (i.e. output) encompassing 824,924 workers. We found that HRM adds greater financial value by obtaining more stars. Our results also offer several specific contributions to HRM theory. First, regarding how HRM produces greater value by obtaining more stars, our evidence points to a nonlinear model of HRM’s value, where HRM generates significant yet diminishing returns by increasingly obtaining the most productive ones. Second, regarding when, our results show that diminishing returns from HRM are stronger when output differences among top stars are relatively small. Third, regarding why, our study explains that small output differences among top stars may create various costs which diminish the returns from obtaining the most productive stars. Our explanation of HRM’s nonlinear pattern contributes to the star literature by helping integrate a variety of specific explanations for stars’ curvilinear influence discussed in past research. Regarding HRM practices, we highlight the need to use utility analysis procedures that more fully consider the existence of stars. Supplemental data for this article is available online at https://doi.org/10.1080/09585192.2021.1948890 .

Game Theory-Based Minimization of the Ostracism Risk in Construction Companies

Strategic and managemerial decision-making in an organization can have a crucial effect for the whole entity; however, it rarely involves the organization’s employees evenly at the different organizational levels. The result is—what is addressed in this paper as—the ostracism risk, namely the risk accruing from the lack of satisfaction of underprivileged employees’ groups during the decision-making process. The ostracism risk could jeopardize the organization’s integrity and therefore requires effective treatment. This paper aims at verifying a conceptual approach, which is proposed as a methodology for assessing the probability of organizational cooperation when deciding under risk, thus minimizing ostracism risk. The proposed approach is based on organizational and human resources management (HRM) theories and is contextualized for construction through the understanding of systems theory. The proposed methodology presents a potential modelling via game theory of a medium-sized construction company that is organized according to Mintzberg’s organizational model. The utilization of the bounded Pareto distribution is presented as an approach of the model’s probabilistic processing, and the potential for estimating the probabilities to adopt a favorable cooperational decision is verified. The paper concludes with the reference to the next steps required for the methodology’s validation and further improvement.

Enterprise human resource management based on big data mining technology of internet of things

Human resource management is an important part of business management. Through a set of scientific and effective management methods, human resource management for all employees and business owners of the enterprise. This research aims to explore how to use a large number of data mining and information technologies to solve the problems existing in the company’s human resource management. This course mainly studies the application of a large number of data mining theories, human resource management theory, the technical background of data mining, data mining process and analysis methods, analysis of their potential relationships, and existing problems, to improve the enterprise human resource management department the decision-making ability provides a reference. First, summarize the characteristics of the human resources market business, and compare the existing data mining algorithms. Here, a C4.5 algorithm in the decision tree algorithm is used to apply the job search information of the company’s recruitment of talents to scientifically analyze the information, during the selection and processing, and then the processing results are given to the C4.5 algorithm, and the corresponding decision tree is obtained. The results of this article show that the use of data mining technology can well solve corporate human resource management problems, such as the wages and benefits of corporate employees. Through big data analysis, it is easy to know that the salary of most doctoral diplomas is about 9,500 yuan, and the most salary for a college diploma is about 3,000 yuan (in remote areas). And according to your diploma, your major and benefits are different. Therefore, the human resources department of the enterprise can better discover talents.

Implementation of Structuring Human Resource Management System to Improve Soldier Professionalism in Order to Realize Bureaucratic Reform in the Indonesian Navy

This paper’s background is the bureaucratic reform program in the Indonesian Navy, where the human resource management system arrangement is a priority. The current condition of the arrangement of the human resource management system in the Indonesian Navy is not optimal, which will be analyzed using applicable regulations, human resource management theory, implementation theory, and professionalism theory. This paper compares the conditions of the arrangement of the human resource management system, which is expected to obtain a solution to the problem of the current condition. By optimizing through the methods of education, socialization,

Human Resources Management Theories, Policies and Practices: A Review of Literature

Human Resources Management Theories, Policies and Practices: A Review of Literature

Problems of Ensuring Personnel Stability and Security in the Government Authorities of Countries with Economies in Transition

The goal of the article was to investigate the problems of personnel security in the government authorities of countries with a transition economy. Personnel security has been considered from the position of a bureaucratic approach, which makes it impossible for government authorities' personnel policy to be effective and the development of professionalism and democracy. Theories of human resource management and management theory have been defined as general concepts of ensuring personnel security. The connection between the quality of government authorities’ regulatory capacities and the efficiency of the government of transition economy has been revealed; the link between controlling corruption and increasing the efficiency of the government of transition economy has been established.

A Conceptual Framework for Human Resource Management: An Application to the Organizational Culture

Human resource management (HRM) is a practice that aims to foster the link between human resource and organizational outcomes through employee outcomes and organizational culture. The present article focuses on the antecedents of HRM practices designed to suit each stage of an employee life cycle and proposes a new conceptual framework for HRM. The research attempts to focus on some elements that play an arbitration role among human resource management practices and organizational performance. The proposed conceptual framework is based on the HRM theories and practices that have been supported by theoretical perspectives. The conceptual framework prioritizes the links between HRM and organizational outcome through employee outcome and organization culture, outlined by the kind of HR practices implemented throughout the stages of an employees' life cycle. The theoretical perspectives of the present article contribute significantly to the existing body of knowledge and it seeks to draw the attention of corporate practitioners, academicians, and stakeholders toward the significance of implementing and following strategic HRM policies within organizations in developing economies.

HRM and the COVID‐19 pandemic: How can we stop making a bad situation worse?

This provocation argues that the COVID‐19 pandemic has exposed deep labour market inequalities. Partially underpinning these inequalities are human resource management (HRM) theories and practices which encourage and legitimise the commodification of labour. Workers whose jobs have been commodified have suffered disproportionately during the pandemic. While HRM is not wholly responsible for this suffering it is important for those of us involved in researching, teaching and practicing HRM to reflect on the ways in which what we do has made a bad situation worse so that we can do better in the future.

Organizational support, legitimacy, and workplace outcomes: A mediation model

Perceived organizational support (POS) is considered a central factor in employees' work-related attitudes and behaviors. Drawing on the relational model of authority, we propose that perceived authority legitimacy, which reflects subordinates' identification with and acceptance of authority directives and power, may mediate the effect of POS on employees' work-related outcomes, including job satisfaction, affective commitment, organizational citizenship behavior, and work deviance behavior. We analyzed the data from a cross-organizational sample of n = 343 employees using structural equation modeling with latent constructs. Results indicated perceived authority legitimacy partially mediated the relations of POS with work-related outcomes. When organizations recognize their employees' contributions, acknowledge their importance, and demonstrate an interest in their needs, employees tend to better accept the authority directives. Perceived authority legitimacy is then echoed in employees' functioning. While the benefits of POS have mostly been discussed as reflecting exchange processes, our findings point to identity-based processes emphasizing the important role of perceived authority legitimacy. The paper concludes by discussing implications for human resource management theory and practice.

Treating Employees Equally or Differently? Towards a Theory of Idiosyncratic Human Resources Management

Under the environment of VUCA (Volatility, Uncertainty, Complexity, Ambiguity), organization’s development is increasingly relying on human resources with specific skills and abilities. But it is becoming more and more challenging to manage such employees. The traditional standardized human resource management (HRM) mode, which pays attention to the "best fit" or "best practice" has been unable to play its role effectively any more. In the past several years, scholars have proposed the idea of differentiated management (Marescaux & Sels 2013) used to direct the management of talent resources. However, there still lacks an in-depth investigation of differentiated HRM, especially from the perspective of employees' characteristics. This research aims to develop a theory of idiosyncratic HRM which implements differentiated management to different people (or groups) in recruitment and selection, training and development, performance appraisal, salary and welfare, and employee relationship according to employees’ personality and need characteristics. This research not only provides a new perspective for HRM research, but also has practical significance for the reform and innovation of organization's HRM system. Keywords: best fit, best practice; idiosyncratic human resource management DOI: 10.7176/EJBM/13-3-01 Publication date: January 31 st 2021

Adopting the Diversity Management Approach. Case of Slovakia

Research background:Towards the end of the previous century the issue of management of diversity in organisations gained a prominent place in both academic and societal debates. For any multicultural country, such as the United States or Great Britain, the issue of diversity is not new. However, diversity has not been as frequently researched in the countries of the Visegrad region: the Slovak Republic, the Czech Republic, Poland and Hungary.Purpose of the article:Using the data about 278 business organizations in Slovakia, we focus on the background of the implementation of diversity management from the point of view of factors having a direct influence on this process. We evaluate the influence of the legal form (as an expression of the number of owners and the ability to quickly adopt a new concept) of the business organisation, the size (number of employees) of the business organisation, the share of the foreign capital in the ownership structure of the organisations, the sector of economy the organization operates in, its performance and the existence of HR unit in the organizational structure.Methods:To evaluate the influence of the selected factors linear modelling was used.Findings & Value added:The study theoretically contributes to human resource management, talent management and organizational behaviour theories, and offers several policy implications for decision makers. Specifically, it deals with the relationship between the implementation of the diversity management selected organizations` characteristics.

Science policy implementation: strategic versus technical human resource management

AbstractScience commercialization in the context of USA research universities suggests that strategic human resources management (SHRM) theory practices should be considered cautiously. The primary reason being that the organizational and human resources strategies of many USA research universities has increasingly diverged; the secondary reason being that this will not be changing anytime soon. Using qualitative and quantitative information from a purposive sample of twenty-one university–industry research centers established by the US National Science Foundation, we present evidence that what the SHRM literature refers to as ‘technical’ human resource management (HRM) practice is perhaps more important to organizational performance than what the SHRM literature refers to as ‘strategic’ HRM practice. Relatedly, the cases suggest that university research center managers should consider leadership styles and network management approaches and established human resource (HR) practices, which may produce the results the plethora of strategic research commercialization initiatives at universities strive to achieve.

Анализ научной дискуссии о возможности трансфера социальной политики на рынке труда

Цель: статья посвящена вопросу возможности трансфера социальной политики на рынке труда на примере анализа трансфера политики в сферу управления персоналом из педагогики. Обсуждение: в процессе анализа истории формирования и эволюции теории и практики трансфера социальной политики, а также различных видов трансфера, была выявлена теоретическая возможность практического применения этого метода на рынке труда и в теории и практике управления персоналом. В качестве аргументации этой возможности было предложено рассмотреть трансфер такого действия из педагогики, как геймификация. Результаты: автором поэтапно аналитически рассмотрена схема и процесс трансфера из педагогики. Также приведены практические примеры различных компаний, подтверждающие данную возможность. Автором было замечено, что при трансфере практики геймификации из педагогики в управление персоналом практически наблюдались значительные положительные результаты.