Implementation Of HR Practices Research Articles

How Employee Career Sustainability Affects Innovative Work Behavior under Digitalization

The increasing adoption of cutting-edge technologies, such as cloud computing and machine learning by robots that replace human workers, has posed serious challenges to employees’ career sustainability (CS), affecting their innovative work behavior (IWB). As the digitalization of the workplace continues to progress as normal, further investigations into the relationship between CS and IWB are urgently required. In response, we investigate the relationships among CS, IWB, human capital (HC), and user resistance (UR). Using data collected from 537 employees in Chinese high-tech enterprises, structural equation and regression analyses were performed. Our results reveal that (1) three dimensions of CS (career renewability, career flexibility, and career integrity) are positively related to IWB, while the fourth dimension of CS (career resourcefulness) exerts inverted U-shaped influences on IWB, and (2) there is a significant dual moderating effect between UR and HC on the four dimensions of CS and IWB, with the former demonstrating a negative effect and the latter showing a positive effect. These findings offer valuable insights for global managers and policymakers to more appropriately implement HR practices in this highly competitive international market. Adopting a conservation of resources theory (COR) framework and the Job Demands–Resources model (JD-R), we theoretically elucidate how different dimensions of CS serve as personal resources for IWB in the digitalized context, thereby enriching the literature on innovative behavior and career development.

The role of HRM practices in retaining employees: Evidence from the banking sector

Banking is one of the fastest-growing sectors because of its contribution to the economy, however, today employee retention is demurring for banks and they are striving to fulfil this challenge. It has been observed from the past few years that it is due to the lack of knowledge related to the proper implementation of HR practices in the commercial banks. The main purpose behind conducting the research is to understand the effect of compensation (C), working environment (WE), training and development (T&D), and performance appraisal (PA) on employee retention (ER). The study used convenience sampling with a sample size of 200 and data was collected from the employees of different commercial banks located in Islamabad and Rawalpindi. The empirical results showed that WE, PA, and COM have a significant positive relationship with the ER whereas T&A has the insignificant one.

Analysis of Leadership, HR Practices, Organizational Agility, and Employee Performance at the Emergency Department of XYZ Hospital

The Emergency Department (ED) is a complex unit with a dynamic environment characterized by rapid changes, high uncertainty, and many unforeseen possibilities. Therefore, hospitals need to implement appropriate Leadership and HR Practices to achieve Organizational Agility in the ED and improve employee performance to provide the best service to patients. This study aims to analyze Leadership, HR Practices, Organizational Agility, and Employee Performance in the ED unit of Seto Hasbadi Bekasi Hospital. The sampling technique used was a census with a sample size of 65 healthcare workers. The data analysis technique used in this study was Partial Least Square - Structural Equation Modeling (PLS-SEM) with SmartPLS software. The results showed that Leadership had a significant positive effect on HR Practices, but did not affect Organizational Agility and Employee Performance. HR Practices had a significant positive effect on Organizational Agility. HR Practices also had a significant positive effect on Employee Performance. Furthermore, Organizational Agility had a significant positive effect on Employee Performance. The management of Seto Hasbadi Bekasi Hospital has implemented good HR Practices, which has had a positive impact on the performance of healthcare workers in the ED. The maximum implementation of HR Practices will make the hospital agile, effective, and efficient in handling all conditions in the ED.

Employee Perception of Risk Management Practices and Organizational Commitment

Purpose: The study determines employee perception of risk management practices and organizational commitment in Private Banks of Balochistan. Earlier studies in the field highlight the importance of HR practices during organizational transition since it may be necessary to influence employee behavior to support the change's direction. By implementing HR practices that encourage change, The HR department is in an excellent position to effect positive perception.
 Methodology: Using a quantitative research approach, this study evaluates the relationship between employee perception of risk management practices and organizational commitment in the banking sector.
 Findings: The study's findings for banking sector organizations, supporting them in better understanding the elements that influence employee perceptions of risk management practices and their commitment to the organization. The study's findings could be used to design focused initiatives to improve risk management practices and increase employee happiness and organizational effectiveness.
 Implications: This study may provide a foundation for future research in related domains by contributing to existing knowledge on risk management and organizational commitment. Finally, the study hopes to promote a risk-aware culture within the banking sector, resulting in a more engaged and resilient workforce and boosting these organizations' long-term prosperity and stability.

Impact of strategic human resource management on open innovation: a chain mediation analysis of intellectual capital and supply chain integration

PurposeIn the pursuit of competitive advantage, an increasing number of firms are adopting open innovation (OI) strategies. However, previous studies have often overlooked the role of strategic human resource management (SHRM) in promoting OI. This study aims to fill this gap by examining how SHRM impacts OI through the mediating factors of intellectual capital (IC) and supply chain integration (SCI). This research sheds light on the critical interplay between SHRM, IC and SCI in driving OI success. The findings underscore the importance of adopting a comprehensive and integrated approach to OI that encompasses both resources and dynamic capabilities.Design/methodology/approachBy integrating resource-based view with the dynamic capability perspective, the hypotheses were tested with a survey sample of 136 Chinese manufacture firms using hierarchical regression and bootstrap method.FindingsThe results show that SHRM has a positive effect on OI, and both IC and SCI are partial mediators of the relationship between SHRM and OI. In addition, the chain mediation effect of “SHRM-IC-SCI-OI” has further been verified.Originality/valueThis study uncovers the “black box” between SHRM and OI, and responds to the call for strengthening research on the relationship between SHRM and OI. The study indicates that firms should implement HR practices, including extensive training, team reward and internal promotion to promote the implementation of OI strategy.

Connecting the Dots: How Organizational Commitment Mediates the HR Practices-Turnover Intention Link

The main purpose of the current study is to analyze the influence of human resource (HR) practices on the intention of employees to leave their jobs, taking into account the intermediary role played by employees' commitment to the organization. This investigation is rooted in the organizational support theory. Data was obtained through a self-administered questionnaire. The research was carried out by selecting a sample of 400 respondents from Pakistan's hospitality industry, using a non-probability purposive sampling approach. The study's findings revealed that there is a partially significant and direct relationship between HR practices such as training and development, motivation-enhancing approaches, and skill-enhancing initiatives—except for aspects related to pay and promotion. Notably, organizational commitment was found to significantly mediate the connection between HR practices and employees' intention to leave their jobs within Pakistan's hospitality industry. This research enriches the Human Resource Management literature by amalgamating HR practices, turnover intention, and organizational support theory into a unified framework. Through this, it offers insights into the potential routes via which HR practices can yield positive outcomes. From a practical perspective, this study extends guidance to HRM professionals in the hospitality sector on the effective implementation of HR practices.

Answerable for what? The role of accountability focus in line manager HR implementation

AbstractLine managers are often responsible for implementing HR practices in organizations. Why do some line managers implement HR practices as intended while others do not? We draw on the concept of accountability focus to highlight that managers' HR implementation behavior is driven by what they feel accountable for, and we examine how accountability focus is shaped by characteristics of managers' role. We test our theoretical model across two field studies: a three‐wave survey with managers and a study with dyads of managers and employees. When managers experienced more autonomy in their HR role, they felt more accountable for outcomes and were less likely to implement HR practices, but this was mitigated when managers also felt competent in their HR responsibilities. More competent managers felt more accountable for processes and in turn were more likely to implement HR practices, which positively related to employees' discretionary effort. Our findings highlight boundaries to managerial autonomy, and theoretical insights about the motivational mechanisms, which drive HR implementation, with implications for employees. We contribute to theory on managerial accountability by elaborating the nomological net of accountability focus and, by developing a measurement scale through several pilot studies, provide opportunities for further research.

Giddens’ structuration theory and human resource practice in small firms

We studied HR practices in New Zealand small and medium enterprises (SMEs) by analysing semi-structured interviews with 48 SME owners-managers using Giddens’ structuration theory as an analysis lens. HR practices were shaped by routinised actions of actors, and employee agency was strong, as action (or lack of it) by a single employee could have implications for the whole firm. Employees were not purely economic agents, as the quality of work experience and family circumstances could shape their behaviour more than financial compensation. HR practices were reproduced through the reflexive actions of owners-managers, employees and their family members as well as of external agents, such as suppliers and regulators. The analysis suggests that, to implement HR practices, such as hiring, employee development, and employee retention/dismissal in small firms successfully, owners-managers should treat employees and members of their families as powerful actors co-creating, rather than merely being subject to, HR practices.

Employee engagement in nonprofit organizations: the role of perception of HR and organizational culture

PurposeThe study draws on social exchange theory and theoretical perspectives on engagement to examine the multidimensional relationship between employee perception of HR practices (PHRP), organizational culture (POC) and engagement in nonprofit organizations (NPOs) in a sample of nonprofits in Canada.Design/methodology/approachThis study examines the relationship between PHRP, POC and engagement in NPOs. The authors employed a quantitative research design (Creswell, 1998) involving data from a sample of NPOs in Ontario, Canada.FindingsThe findings suggest that PHRP has a direct effect on the level of both job and organization engagement. Employee perception of the value, relevance and importance of the job and membership in the organization induce the investment of physical, cognitive and emotional energy. The study emphasizes the importance of PHRP at individual and organizational levels as antecedents of engagement.Research limitations/implicationsThe findings highlight the need to examine the contextual drivers of HR practices and engagement to better understand the multidimensional context of NPOs (Borzaga and Tortia, 2006).Practical implicationsThe evidence reiterates the need for nonprofit managers to develop and implement HR practices that advance engagement.Originality/valueAlthough what is known about nonprofit employee engagement is limited but growing (Park, Kim, Park, and Lim, 2018), the question of engagement and perception of HR in NPOs is yet to be examined.

Sustainable Employability: Drivers, Success Factors and Implications for Vietnam Context

The rapid advancement of new digital technologies and the aging of the workforce fundamentally alter the nature of work and raise concerns about the future of jobs and organizations. Recently, the concept of sustainable employability has gained prominence as a significant perspective on contemporary jobs and plays a critical role in individuals' resilience in an increasingly complicated and unpredictable career environment. While prior research has highlighted essential aspects determining an individual's employability and methods of obtaining employment, there has been a lack of studies on organizations' needs to maintain or increase their workforce's sustainable employability. To bridge this gap, this paper adopts a systematic literature review to assess, analyze and synthesize extant literature on drivers, objectives, success factors, and implications of sustainable employability. This paper provides insight into why organizations implement HR practices to accomplish the new approach and how sustainable employability affects an organization.

Human resource management in recession: Restructuring and alternatives to downsizing in times of crisis

AbstractIn just over a decade two global crises have created significant instability across the world and plunged many national economies into recession. While studies of HRM during economic downturns are limited, the global impact of COVID‐19 on employment adds impetus to the debate. Though downsizing and mass layoffs attract most attention, redundancies are just one potential response to challenging economic conditions, and various other employment adjustments might be viewed as complements or alternatives to workforce reductions. However, little is known about the implementation of HR practices or enactment of HR strategies during recession. Drawing upon 56 in‐depth interviews, this article presents three case studies of recessionary restructuring in British manufacturing firms. The cases share a concern with mitigating redundancies and highlight the importance of actor agency as well as institutional and organisational context in shaping restructuring outcomes. The article contributes to HR theory regarding HRM in recession and employment restructuring.

SME Performance: Examining the Relationship Between Training and Development, Employee Performance Evaluation and Rewards

SME performance has been viewed in many aspects. This concept paper will highlight human resource management among SME. In managing its human resources, SME needs to at least practice the important parts such as training and development, employee performance evaluation, and rewards. This study’s objective is to identify which human resource practice can contribute to firm performance of SMEs. Using the simple random sampling method, the data will be collected by distributing questionnaires to SME’s human resource managers and top executives responsible for managing human resources. Data will be analyses for reliability, multiple regression, Pearson’s Correlation test, and using PLS-SEM to estimate the model with multiple constructs, indicator variables and structural paths. This study will fill in the gap to identify which HR practices are the most important for SMEs to focus on. It will benefit the SMEs as they can identify which HR practices influence the most in firm performance. HR practitioners can use the findings to support the case for implementing HR practices in organizations. This is in line to help the SMEs to remain in the business and able to expand it.

Digital Recruitment Technology Implementation: A Study of Select Companies in Yadadri Bhuvanagiri Dist. of Telangana State, India

The power of digital technology has brought many changes in human life. From the past two decades, the majority of the things, entities, businesses and market have been using digital technology in the name of E-Business, E-Market, and E-Recruitment, and Ecommerce. Now, it’s time to be evidence for Digital Recruitment by organizations. With the pace of development in telecommunication and digital technology, companies depend more on technology rather than traditional method for various activities. Most of the companies are using digital technology to implement HR practices and using digital tools like digital data, chat bot technology, Artificial Intelligence HR, AI recruitment, cloud HR. These tools are helping companies in identifying the vacant positions and notifying the vacant positions, Majority of the IT Companies are adopted the above technologies, but few companies are resisting in adopting the new technology for recruiting the employees. The core objective of this research paper is to identify the differences in usage of digital technology by organizations in recruiting employees in rural and urban areas. For this purpose we identified the companies located in the rural and urban area of Telangana state.
 In this research paper we used 5 points Likert scale questionnaire to collect the primary data from HR managers of the select companies that are located in Yadadri Bhuvanagiri Dist of Telangana State. The data has been collected through Google forms. The sample is selected by a convenience sample method. The data was analyzed with the help of SPSS 28.0.0.0, MS-Excel and after all the analysis we came to a conclusion that there is no significant difference in technology usage in Rural and Urban areas, in recruiting the employees.

Collaborating for Innovation: a study of Pakistan’s Service Industry

Innovation is a key parameter of business performance and the effect of HR practices on innovation has also been the subject of many studies. Nevertheless, effective implementation of HR practices presupposes the establishment of a suitable collaborative climate, but little attention has been paid by researchers to collaboration as a potentially important factor in this relationship between HR practices and innovation. The present study was conducted to fill this research gap by investigating the mediating role of collaboration between HR Practices and innovation. Four hypotheses were developed, out of which three tested the nature of the relationship between the variables of interest – HR Practices, Innovation, and collaboration – whereas the fourth examined the mediating role played by collaboration in the process. A correlational quantitative research design was used in the study. The probability sampling method was employed to select the sample (n = 120) from the service sector. Units of analysis were heads of HR/senior level managers. The final results established a positive relationship among the variables of interest and supported all four hypotheses. However, the results suggested that merely a positive relationship between HR Practices and Innovation may not lead a business firm to effectively innovate unless and until it fosters a collaborative climate across the whole organization. Similarly, the results also proved the mediating effect of collaboration in the relationship between HR Practices and Innovation, but it was also established that the role of mediation was far greater in the case of product innovation than in process innovation.

A multi-actor perspective on the effectiveness of human resource management implementation: an empirical analysis based on the ability-motivation-opportunity framework

This study is based on the assumption that human resource (HR) practices are implemented through interactions between a variety of actors involved in the process. Novel insights emerge from the analysis of how interactions between HR managers, line managers (LMs) and employees result in effective implementation of HR practices. Drawing on the ability-motivation-opportunity (AMO) framework, the aim of the study is twofold. First, we investigate the extent to which HR department initiatives—classified into HR ability-enhancing, HR motivation-enhancing and HR opportunity-enhancing—increase LMs’ perceived ability, motivation and opportunity to perform in human resource management (HRM). Second, we analyse the role of LMs’ AMO on the effective implementation of HR practices assessed in terms of employees’ satisfaction with HR practices. We collected data from the HR manager, the line manager and between two and five employees (in total 302 employees) in each of the 100 Spanish companies in our sample. Our results reveal that HR motivation-enhancing initiatives increase LMs’ motivation; and HR opportunity-enhancing initiatives improve LMs’ perceived ability, motivation and opportunity, and indirectly the effectiveness of HRM implementation. We also found that LMs’ opportunity is a crucial factor in improving the effectiveness of HR practice implementation. Implications for research and practices are discussed.

EFFECT OF EMPLOYER-EMPLOYEE RELATIONSHIP ON EMPLOYEE ENGAGEMENT AND TASK PERFORMANCE

Earlier research proved that organizational productivity depends on the implementation of HR practices. Companies grow high by adopting high-performance-oriented practices. The purpose of this study is to see how the employer-employee relationship affected employee engagement and task performance in food processing plants in Hyderabad. One of the most common HR practices is the employer-employee relationship, which is crucial in determining the employee level of engagement. Task performance refers to an employee's capacity to get things done, and it is backed up by the employer-employee relationship. To measure the influence of the employer-employee relationship on staff engagement and task performance, the researcher performed a study in two food processing plants in Hyderabad, India. To investigate the association between the dependent variables “employee engagement” and “task performance” and the independent variable “employer-employee relationship”, hypotheses were constructed. A questionnaire was circulated to respondents as a research instrument, and information was collected from a sample of 100 people. It is inferred that the employer-employee relationship is significantly connected with employee engagement and negatively correlated with task performance. Gender is linked with all three variables and also with the profile factors. Employee engagement is connected to age, whereas task performance is negatively related to the employer-employee relationship. Statistical tools such as descriptive statistics, correlation, and ANOVA tests were used.

Post-COVID-19 Challenges for a Sustainable Community-Based Ecotourism: A Case Study of Rural Community in Sabah, North of Borneo.

COVID-19 has impacted the ecotourism industry significantly. It is imperative to examine and identify the key challenges in running rural ecotourism businesses to comprehend the mindset of the working community members before re-establishing a business model during endemic phase. This study aimed to explore and identify the resources and capabilities challenges perceived by the members of community-based ecotourism located in Marakau Village, Sabah. The study, which took place in 2021, employed a qualitative method through interviews among 10 key members of the Tagal Marakau Association responsible for a tagal ecotourism business. The interview was recorded and transcribed to identify common themes of issues. There was a total of 15 emerging issues: lack of capital, lack of business know-how, shortage of hospitality skills, lack of social capital, poor marketing ability, land dispute, absence of a strategic business model, poor financial planning, poor implementation of human resource practices, inadequate infrastructures, limited customer experiences, high fish habitat maintenance, external competitors, stakeholders support, and liability as a small business venture. These issues collated into five themes of business mindset domains: knowledge, attitude, skills, aspiration, and finance (KASA-F). Identifying the perceived challenges would help to understand the mindset of working rural community members to assist in re-formulating strategic plans for business sustainability in the post-COVID era.

Answerable for What? The Role of Accountability Focus in Line Manager HR Implementation

Consistent implementation of HR practices is important to provide clarity about organizational goals and ensure fair treatment of employees. So why do some line managers implement HR practices as intended but others do not? We draw on the concept of accountability focus to highlight that what managers feel accountable for drives their HR implementation behavior and examine how this accountability focus is shaped by managers’ HR role. We test our theoretical model across two field studies: a three-wave survey with managers and a study with dyads of managers and employees. When managers experienced autonomy in their HR role, they felt more accountable for outcomes and were less likely to implement HR practices, but this was mitigated when managers felt competent in their HR responsibilities. More competent managers felt more accountable for processes and in turn were more likely to implement HR practices, which positively related to employees’ discretionary effort at work. We offer theoretical insights about the motivational mechanisms which drive HR implementation, and the implications of this for employees. We also further research on managerial accountability be elaborating the nomological net of accountability focus and, by developing a measurement scale through several pilot studies, provide opportunities for further research.

Implementing HR Practices: Line Manager’s Cost Reduction HR Attribution and Extrinsic Motivation

Although substantive research has devoted increasing attention to effectiveness of HRM practices, the critical role of line managers’ attribution and motivation has been overlooked. Drawing from social information processing theory, we investigate the content and process of HRM implementation and explore how employee attitudes and behavior are affected through perception. HRM content refers to the practices implemented by line managers. The process of HRM implementation entails line managers’ cost reduction attribution and extrinsic motivation. This study further propose that line managers’ cost reduction HR attribution and extrinsic motivation weaken the associations between implemented and perceived HR practices. Analyzing the matched data from 151 department managers and 996 employees, we found that employees who perceive high levels of implemented HR practices are more likely to commit to the organization and engage to work. Further, when line managers’ cost reduction attribution and extrinsic motivation is higher, employees will perceive lower levels of implemented HR practices. These findings contribute to the strategic HRM literature by demonstrating the significant role of line managers’ attribution and motivation in HRM implementation and explain why HR practices implemented may not achieve the expected effectiveness. Implications, limitations and future directions are discussed.

Human Resource Practices and Employee Performance: Mediating Role of Work Engagement and Training Sessions

The current study is an empirical evaluation of Human Resource (HR) practices on employee Performance within Pakistani organisations via the mediating role of work engagement and training sessions as they are conducted to enhance their performance in line with human capital theory. For the research, data was collected from 259 employees and HR managers from Pakistan manufacturing and service sector through self administered questionnaires. Moreover, two statistical software, SPSS and AMOS, have been employed for data analysis. The results have depicted a positive association between HR practices and the performance of employees. In addition, the study has revealed that work engagement and training sessions significantly mediate HR practices and employee performance. The study also emphasises manager development and gives credence to the implementation of HR practices which boost employee working passion. Consequently, these practices prove the instrumentality of training sessions in organisations. Employee productivity is improved through training sessions as well as work engagements. This research model is mainly the first to be studied within Pakistan with mediating role of training sessions and work engagements, keeping human capital theory at the centre.