Innovative Human Resource Management Practices Research Articles

The role of innovative human resource management practices, organizational support and knowledge worker effort in counteracting job burnout in the Polish business services sector.

This study focuses on analyzing the impact of innovative human resource management practices (IHRMP) on knowledge worker burnout, and how organizational support and employee effort help explain this relationship in the context of the business services sector. To explore the problem, investigated whether IHRMP have a significant negative impact on employee burnout, and organizational support and employee effort mediate the negative impact of IHRMP on employee burnout. A survey was conducted, collected using the computer assisted web interview method on 1000 knowledge workers employed at business services sector (BSS) organizations in Poland. The quantitative results obtained were analyzed using AMOS software to test the main statistical relationships and through structural equation modeling. The study outlines direct and indirect mechanisms to counteract perceived burnout among knowledge workers. The article contributes to the understanding of how IHRMP reduce burnout among knowledge workers and highlights the central importance of organizational support and employee effort as mediating factors against burnout in the context of high-skill, high-intensity work. The expected results in terms of application provide a proposal of measures for managers' consideration that can be implemented in the organization with a view to counteracting the incidence of burnout among BSS employees. Int J Occup Med Environ Health. 2024;37(2):220-33.

The Impacts of Work-Family Conflict and Corporate Innovation on Organizational Performance

Work-family conflict has gained a growing amount of attention in the field of workplace stress, which can negatively impact employee health. Work-family equilibrium is difficult to maintain in contemporary industrialized societies due to the rising demands of both the workplace and the home. This study relied on self-determination theory, conservation of resources theory, psychological safety, innovative human resource management practices, and social exchange theory. It investigates the impacts of work-family conflict on psychological well-being and psychological safety. It also investigates the indirect effects of work-family conflict on organizational performance. This study investigates the influence of innovative human resource management on psychological safety, physical well-being, and social well-being. Finally, the indirect effects of innovative human resource management on organizational performance are examined. The data used in this research was gathered from a variety of Chinese industrial sources. The subjects of this research are China employees of a diverse range of companies. A total of 442 employees were randomly chosen utilizing a sampling technique. According to the findings, work-family conflict has a significant effect on psychological safety but not a significant impact on psychological well-being. Innovative human resource management has a significant effect on psychological well-being, physical well-being, and social well-being. Psychological safety and social well-being also impact significantly organizational performance. Finally, this study provided some important theoretical contributions and practical implications for the reference of industries and academics.

Strategic Role of Artificial Intelligence and The Power of Ehrm for Innovative Human Resource Management

In today's rapidly evolving business landscape, the strategic integration of Artificial Intelligence (AI) and Electronic Human Resource Management (EHRM) has emerged as a significant area of research and practice in the field of human resource management (HRM). This systematic study aims to explore and analyze the strategic role of AI and the power of EHRM in fostering innovative approaches to HRM. The study begins by reviewing the existing literature on AI and EHRM, highlighting their potential benefits and challenges in enhancing HRM practices. It delves into the various strategic roles that AI can play, such as recruitment and selection, performance management, employee engagement, learning and development, and talent analytics. Furthermore, it examines the transformative capabilities of EHRM, including automation of administrative tasks, real-time data analytics, personalized employee experiences, and improved decision-making. The study concludes by emphasizing the transformative potential of AI and EHRM in enabling innovative HRM practices. It highlights the importance of strategic alignment, organizational readiness, and continuous learning to fully capitalize on the benefits of these technologies. By embracing AI and leveraging EHRM systems, organizations can optimize HR processes, enhance decision-making, improve employee experiences, and ultimately drive organizational success in the era of digital transformation.

Dynamics of Human Resource Management: Integrating Technology, Sustainability, and Adaptability in the Modern Organizational Landscape

This research explores the dynamics of Human Resource Management (HRM) in facing the challenges of the contemporary era characterized by technological integration, environmental sustainability, and organizational adaptability. Through a review of scholarly articles, this research explores the relationship between innovative HRM practices and their impact on organizational performance, employees, and response to change. Technology integration in HRM is a focus of attention. The integration of Artificial Intelligence (AI) and Advanced Analytics is changing the paradigm of HRM processes by improving efficiency, decision-making, and employee experience. The review showed that technology enables personalization of HRM and has a positive impact on organizational performance. The importance of environmental sustainability is also reflected in the practice of Green Human Resource Management (GHRM). The integration of environmentally sound transformational leadership components, environmentally sound social capital, and environmentally sound values in GHRM has a positive correlation with pro-environmental behavior in the workplace. These findings encourage a sustainable organizational culture and support employee performance. The era of the Fourth Industrial Revolution (Industry 4.0) presents new challenges for HRM. The integration of advanced technologies shapes organizational dynamics and employee behavior. This research highlights the importance of adaptability in HRM to deal with rapid contextual changes. Supply chain resilience is becoming an important aspect of HRM, especially in the face of unexpected disruptions. HRM practices that encourage employee participation in supply chain resilience development have a positive impact on organizational resilience and operational performance. The COVID-19 pandemic crisis demands adaptive and innovative HRM practices. This research shows that adaptable HRM practices contribute to organizational readiness in the face of challenges and sudden changes. The results of this review provide a foundation for further research in understanding the relationship between HRM practices and organizational and employee performance. In-depth quantitative research is expected to test the hypotheses formulated and provide guidance for effective HRM strategies in the face of modern organizational dynamics.

A Study of Innovative HR Practices and Business Performance: Case of SMEs from AlDakliya Region, Oman

In a current dynamic business environment, human resources is playing a pivotal role in organizational effectiveness. The success of any organization regardless of the size is largely depended on the effective management of the human resource. This study attempted to study the impact of Innovative Human Resource Management Practices (IHRP) in Small and Medium enterprises in Oman, particularly in the Al-Dhakiliya governorate. We used the Cluster analysis to collect data from five major industrial areas of the region to study the level of adoption of innovative human resource practices (IHRP) and to analyze how the practices are associated with the outcomes of HR and the firms’ performance. It is found that innovation in talent acquisition, compensation systems, and learning and development practices significantly influenced the performance of firms. The degree to which SMEs have adopted innovative human resource practices is shown to be closely related to human resource outcomes and firm performance.

Innovative human resource management practices for the talent management implementation

The central topic of the paper is talent management. It is a highly topical subject matter in science and theory of business management, particularly human resource management. Attracting and retaining talented employees has become one of the key roles of modern human resource management. The paper aims to provide an analytical view of the use of selected innovative human resource management (HRM) practices through a comparison of companies that implemented talent management practices and companies that did not implement talent management practices. In addition to processing the theoretical basis of talent management, the paper presents the research results carried out on a sample of 187 Slovak companies. Primary data were collected in person and through a questionnaire from January to June 2021. The research aimed to determine the current state of implementation of talent management practices in the Slovak Republic and verify the existence of statistically significant differences in the rate of use of selected innovative HRM practices methods between companies that implemented talent management practices and companies that did not implement talent management practices. For the research purposes, HRM practices directly related to the acquisition, development, and retention of talented employees were selected, particularly training and development, evaluation of individual performance, and remuneration. In the case of HRM practices, the research focused on methods used in the implementation of individual practices. In contrast, the rate of use of each method was determined on a Likert scale 1-5, with a value of 1. It expresses a low rate of use of the method and a value of 5 a high rate of use. To meet the aim of the research, research hypotheses for individual HRM practices were tested, in particular the H1 (training and development), H2 (performance evaluation), H3 (remuneration). For each HRM practice, three partial hypotheses were tested. The Mann-Whitney U test at a significance level of 5% was used to test the hypotheses, i.e., to determine statistically significant differences between the companies that implemented talent management practices and companies that did not implement talent management practices. The research results confirmed statistically significant differences in the use of selected HRM practices between companies that implemented talent management practices and companies that did not implement talent management practices in the case of 8 variables. In the case of 1 variable, the hypothesis was not confirmed.

Antecedents and consequences of managerial decision-making styles in the Arabian Gulf

Purpose This paper aims to examine managerial decision-making approaches, their antecedents and consequences in the Arabian Gulf context. Using recent survey data, the study offers a critical assessment of prevailing myths about decision-making styles in the Arabian Gulf. Design/methodology/approach Survey data were collected from a sample of 432 managers working in public and private sector companies in the United Arab Emirates (UAE). A combination of statistical techniques including confirmatory factor analysis (CFA) and hierarchical regression analysis was used to test research hypotheses. Findings The findings of this study question the myth that UAE or Gulf managers mostly pursue consultative and participative styles of management. Most UAE managers continue to practice an autocratic and a pseudo-consultative style of decision-making, undermining the value of employee input in the decision-making process. The data revealed a strong negative relationship between autocratic management style and a range of personal and organizational outcomes such as job satisfaction, organizational commitment, organizational citizenship behavior, performance and innovative human resource management practices pertaining to work-family life balance and diversity programs. Most employees perceived autocratic management style as a major source of job stress, absenteeism and turnover. Socio-demographic characteristics of managers and their work organizations, considered as antecedents of decision-making styles, played a limited role in shaping decision-making approaches or their consequences. Globalization and associated socio-cultural changes that UAE and other Gulf region countries have experienced over the past two decades seem to have only a marginal impact on decision-making styles. Research limitations/implications Use of perceptual survey data places some constraints on the generalizability of our findings. Future research may address this issue with multiple data sources including an in-depth case study. Practical implications The findings of this research should be of special interest to both domestic and multinational companies in seeking alignment of their management approaches with the emerging competitive business environment in UAE and other Gulf countries. Theoretically, the paper documents the value of the continuum theory of managerial behavior in UAE and the Arabian Gulf context. Originality/value The study represents a first major effort to develop and test a comprehensive conceptual model of antecedents and consequences of managerial decision-making styles in UAE, which may be extended to other countries in the Arabian Gulf region. The value-added contribution of the study may be seen in its critical analysis of prevailing beliefs and assumptions about management practices in the Arabian Gulf.

Antecedents and Consequences of Food Quality in Egyptian Healthcare

This research examined food production/service quality mediating effect in the relationship between the innovative human resource management practices (IHRMPs) and patient satisfaction in Egyptian healthcare. Case study strategy applied in two Egyptian hospitals. Structural equation modelling (SEM) was used. A convenient sample included 252 hospital patients and 108 kitchen staff was selected. Findings indicated a strong positive IHRMP effects on patient satisfaction. According to SEM analysis, food service quality factor was fully mediated the direct relationship between IHRMPs and the patient satisfaction. While food production quality factor was not mediated the relationship between IHRMPs and patient satisfaction. The article identifies opportunities to use comprehensive IHRMPs effectively and to develop other food quality indicators that may affect patient satisfaction. This article is among the few studies offering a framework to identify service quality mediation effect in the relationship between IHRMPs and patient satisfaction in Egyptian healthcare. This framework is based on social exchange theory in which quality knowledge perceptions in hospitals could come from IHRMPs, which consequently promotes patient satisfaction.

The Relative Importance of Human Resource Management Practices for a Firm's Innovation Performance

Human resource management (HRM) practices are generally expected to stimulate a firm's innovation performance. However, which of these practices do really pay off? Based on a unique dataset that includes detailed information for both a firm's innovation activities and different types of HRM practices we find that primarily new workplace organization practices seem to enhance a firm's innovation activities. Flexible practices of working time management and incentive payment schemes show only small effects on both innovation propensity and innovation success. Further training does only affect innovation success, but not innovation propensity. Overall, we find a stronger linkage between innovative HRM practices and innovation propensity than with innovation success.

Organizational response through innovative HRM and re-design: a comparative study from France and India

This paper explores some of the major developments in cross-national, comparative studies of multi-national enterprises (MNEs) through qualitative research in human resource management (HRM) and then highlights the need for more such studies. With exploratory case study methodology, this study tries to understand the role of innovative HRM practices during organizational re-design in France and India. It highlights the necessity of context and builds on with the results of four longitudinal case studies in two industries, namely cement and automobile, in France and India, which attempted to operate in a competitive business environment. The results emphasize that given the context, amidst the backdrop of liberalization, a crucial challenge facing organizations is their ability to respond and manage re-designing their organizations while embracing integrative and innovative human resource (HR) mechanisms that cement these changes. The research setting of two countries helps to dig deeper into the mechanisms that shape innovative HR policies and practices. The article proposes and contributes to the contingency theory and to cross-national, comparative MNE literature.

Decentralization, Hierarchies, and Incentives: A Mechanism Design Perspective

Separation of ownership from management, multidivisional firm organizations, delegation of production decisions to worker teams, delegation of pricing and advertising decisions to retail franchisers, reliance on intermediaries in trade or finance, and distribution of regulatory authority across different agencies represent examples of organizations that delegate and distribute decision-making authority instead of centralizing it. This paper reviews literature on costs and benefits of delegated decision making in hierarchical organizations or contracting networks with regard to problems of incentives and coordination. It starts by describing incentive and coordination costs of delegation in simple canonical examples of hierarchies where both information and incentives of different decisionmakers differ. One class of models pertain to contexts where the classical Revelation Principle applies, i.e., where costs of contractual complexity, information processing, or communication are absent, agents do not collude, and the mechanism designer can commit to the mechanism. Delegation may conceivably entail a loss of control and coordination arising from the divergence of information and incentives. Sufficient and necessary conditions for this loss to be mitigated entirely include risk neutrality, top-down contracting, and monitoring of transfers or production assignments between subordinates. The next class of models introduces communication costs that restrict the performance of centralized arrangements relative to delegation owing to a resulting loss of flexibility, which has to be traded off against possible control losses of delegation. Finally, consequences of collusion among agents is discussed, which typically enlarge the range of circumstances under which delegation can attain optimal second-best outcomes. The paper concludes with a discussion of the relevance of this theoretical literature to recently emerging empirical studies of industrial organizations where delegated decision making plays an important role: adoption of innovative human resource management practices, new information technologies and retail franchising.

Bracing for MNC competition through innovative HRM practices: The way ahead for Indian firms

AbstractWith increasing globalization, firms are entering a dynamic world of international business that is marked by liberalization of economic policies in a large number of emerging economies like India. To face the challenge of increasing competition that has resulted from liberalization, Indian organizations have initiated adoption of innovative human resource management practices both critically and constructively to foster creativity and innovation among employees. With the help of 11 in‐depth case studies, this article tries to understand how innovative HRM practices are being adopted by Indian firms to brace for competition in the postliberalization scenario. © 2006 Wiley Periodicals, Inc.

The Division of Labour, Worker Organisation, and Technological Change

The model developed in this article explains differences in the division of labour across firms as a result of computer technology adoption. Changes in the division of labour result from reduced production time and improved communication possibilities. The first shifts the division of labour towards generic structures, while the latter enhances specialisation. Our estimates for a sample of Dutch establishments in the period 1990‐6 suggest that productivity gains have been the main determinant for shifts in the division of labour. These productivity gains induced skill upgrading, while in firms gaining from improved communication possibilities specialisation increased and skill requirements have fallen. The rapid spread of computer technology has led to substantial changes in the division of labour and a shift in the demand for labour in favour of skilled workers. Mostly these changes have been accompanied by flatter organisational structures, larger autonomy for workers or workgroups, the application of innovative human resource management practices and so on. There are also less typical examples where computerisation is associated with increased specialisation (e.g., the rapid increase of call-centres), scripting of communication with clients and stricter procedures. Although the empirical relationship between information and communication technology (ICT) adoption and organisational change has been well-documented, disagreement remains about the reasons why computerisation provides firms with incentives to change the structure of their organisation and the skill requirements of their workforce.

The Effects of Human Resource Management Systems on Economic Performance: An International Comparison of U.S. and Japanese Plants

This study uses personally collected data from 41 steel production lines to assess the effects of Japanese and U.S. human resource management (HRM) practices on worker productivity. The Japanese production lines employ a common system of HRM practices including: problem-solving teams, extensive orientation, training throughout employees' careers, extensive information sharing, rotation across jobs, employment security, and profit sharing. A majority of U.S. plants now have one or two features of this system of HRM practices, but only a minority have a comprehensive system of innovative work practices that parallels the full system of practices found among the Japanese manufacturers. We find that the Japanese lines are significantly more productive than the U.S. lines. However, U.S. manufacturers that have adopted a full system of innovative HRM practices patterned after the Japanese system achieve levels of productivity and quality equal to the performance of the Japanese manufacturers. This study's evidence helps reconcile conflicting views about the effectiveness of adopting Japanese-style worker involvement schemes in the United States. United States manufacturers that have adopted a definition of employee participation that extends only to problem-solving teams or information sharing do not see large improvements in productivity. However, U.S. manufacturers that adopt a broader definition of participation that mimics the full Japanese HRM system see substantial performance gains.