Innovative Human Resource Practices Research Articles

Innovative human resource practices and employee productivity: Case of SMEs from Oman

This study investigates the role of innovative human resource (HR) strategies in driving productivity within Oman's small and medium-sized businesses (SMEs). It aims to explore the effects of such HR practices on the performance and satisfaction of employees. By thoroughly examining the relationship between innovative HR strategies and employee productivity, this research provides useful guidance for companies looking to improve their workforce's efficiency and effectiveness. The study used a quantitative method, gathering data through a structured survey. A total of 383 participants completed the survey, which detailedly evaluated how innovative HR practices influence employee productivity, ensuring the findings were clear and reliable. The analysis showed that these HR practices have a positive and significant effect on various aspects of employee performance, including their commitment, skills, alignment with company goals, and job satisfaction. This contributes to existing knowledge by applying the concept of innovative HR practices in Oman's unique business environment. The results underline the importance of adopting innovative HR strategies for SMEs in Oman to boost their success.

Aster Retail UAE (A): Connecting Employees, Customers and Business Results

Aster Retail (AR) is the retail pharmacy division of the Aster Dr Moopen's Healthcare (ADMH) Group. The group delivers healthcare services across the Middle East, India and the Far East, with a portfolio of hospitals, clinics, diagnostic centres and retail pharmacies. AR, under the leadership of Chief Executive Officer (CEO) Jobilal Vavachan, is well known for its people-centric approach, unique culture and innovative human resource (HR) practices. AR has won multiple awards for HR practices, service quality and business performance. In a recent corporate restructuring (2018), “Aster Primary Care” was carved out by combining the group's Clinics and Retail businesses. This case discusses the evolution of AR's HR journey and the challenges associated with integrating culturally diverse businesses without compromising the values of ADMH and its promise, “We'll Treat You Well.”

Impact of HR managers’ competencies on organizational effectiveness: Mediating role of innovative HR practices

With increased business intricacies, human resource (HR) managers must possess relevant competencies to meet market demands. The study investigates the relationship among HR competencies, innovative HR practices, and organizational effectiveness. It also conducts an importance-performance analysis for HR competencies to identify the skill gap. A structured questionnaire comprising 31 questions was used to measure various components of HR competencies, innovative HR practices, and organizational effectiveness. 247 HR managers working in various companies in Tamil Nadu are selected based on a purposive sampling technique. Importance-performance analysis was carried out for items and dimensions of HR competencies. Confirmatory factor analysis, correlation analysis, and mediation analysis using regressions are further carried out on the collected data. The skill gap analysis revealed that the abilities to use the latest insights in various HR practices, co-craft strategic agenda, align the company’s activities with customer needs, and connect people through technology must be improved. The regression results indicated that the competencies of the strategic positioner, credible architect, capacity builder, and technology proponent are needed to improve organizational effectiveness. The innovative HR practices partially mediated the relationship between HR competencies and organizational effectiveness. The study meets the literature gap in the area of the contribution of HR managers toward organizational effectiveness through their competencies and the adoption of HR practices.

Innovative Human Resource Practices and Selected HR Outcomes in Software Firms in Kerala

Innovative Human Resource Practices and Selected HR Outcomes in Software Firms in Kerala

Examining high-performance work practices in academia: role of administrative workload and support staff

PurposeThe study aims to explore the effectiveness of performance-oriented practices like high-performance work practices (HPWPs) in higher education (HE), given its explicit focus on performance these days.Design/methodology/approachThe study uses hierarchical linear modeling using statistical package for social sciences (SPSS 22.0) to test the hypotheses. An intertwined framework of the ability–motivation–opportunity (AMO) model and the job demand-resources (JD-R) model was proposed. The study considered strategic hiring, recognition and participatory decision-making as ability, motivation and opportunity-enhancing practices respectively. Further, the study addressed the impact of institutional level moderators, like administrative workload (AWL) and support staff (SS).FindingsThe findings based on the responses of 385 faculties and 443 students from 36 Indian institutes, indicated that HPWPs enhanced the education performance (EP) of HE institutes. Further, results revealed that both AWL and SS had differential effects on the relationship between HPWPs and EP. Contrary to authors’ expectations, SS showed a negative effect of the relationship between HPWPs and EP.Research limitations/implicationsThe increased AWL was debilitating the beneficial effects HPWPs. The negative interaction effect of SS sheds light on the hidden issues surrounding SS in HE institutes. Based on findings, the study offered important theoretical and practical implications.Originality/valueTo the best of authors’ knowledge, the impact of innovative human resource (HR) practices in academia remains relatively under-researched, and the current study is an attempt to fill this void.

3 Innovative Human Resource Practices: An Absolute Necessity for Industry 4.0 (A Select Study of Saudi Arabia ICT Sector in Age of Opportunities)

A recent study says that organizations must change their human resource (HR) policies in order to adapt to Industry 4.0. This study focuses on the link between Industry 4.0 and three important HR practices: training and development, job design, and performance appraisal. All of these things have a direct effect on motivation in the workplace. It's a new way to look at the most innovative management techniques that encourage a culture of continuous improvement at work so that the company can keep up with industry 4.0 improvements and incorporate them. Human resources (HR) departments need to be proactive about using these new technologies and staying up to date on the skills they need. Employee training and development is a term for educational activities within a company that are meant to improve employees' knowledge and skills, as well as to teach them how to do certain tasks better. The content, responsibilities, goals, and relationships that are needed to meet the expectations of the role are all set by the job design. A well-designed job can encourage good behavior and give employees a solid foundation for success. It can also evaluate performance, which is an important part of keeping people motivated at work. HR's new job is to get employees more involved by making sure they have the best benefits, trusting their teams, working together, and being able to grow personally. All of these things build a strong case for a successful retention strategy. The study shows how important it is to use cutting-edge strategies for managing human resources at work.

Exploring predictors of innovation performance of SMEs: a PLS-SEM approach

PurposeIn the competitive business world, companies strive to be innovative, and to do so, they try to implement innovative human resource practices. Therefore, the authors propose an association between innovative human resource practice, organizational commitment, innovation performance and transformational leadership.Design/methodology/approachThis study gathered data from 1,037 small- and medium-sized enterprises and implied partial least square structural equation modeling PLS-SEM using Smart PLS was adopted to test the hypotheses.FindingsThe findings reveal positive direct relationships between innovative human resource practices, organizational commitment and innovation performance. Moreover, organizational commitment positively mediates and transformational leadership significantly and positively moderates the relationship. Companies should use innovative recruitment and selection, performance management, and innovative compensation to enhance organizational commitment and innovation performance. In addition, the optimized organizational commitment aids in strengthening the connection between innovative human resource practices and firms' innovation performance.Originality/valueManagers should also develop a sense of affiliation and attachment to increase innovation performance. The study contributes empirically to the literature on innovative human resource practices and their effect on organizational commitment and innovation performance.

A Study of Innovative Human Resource Practices of Indian Companies

Human resource practises that are well-organized are required for a successful strategic change. Human resource management is critical in redefining new strategies to fit the changing environment scenario. HRM can sometimes be more than just a component of a new strategy; it can also be the deciding and defining factor in pursuing a specific strategy. To keep up with the ever-changing business environment, Indian and foreign MNCs have revamped their HR strategic practises. This paper discusses the innovative strategies that Indian HR practises employ.

A COMPREHENSIVE REVIEW OF INNOVATIVE HR PRACTICES AND THEIR IMPLICATIONS ON ORGANIZATIONAL PERFORMANCE IN BOTH THE OIL AND GAS AND RENEWABLE ENERGY SECTORS IN NIGERIA

This study offers a comprehensive review of innovative Human Resource (HR) practices within Nigeria’s energy sectors, encompassing both the oil and gas and renewable energy industries. The primary objective was to discern the relationship between these novel HR strategies and organizational performance. Through an extensive literature review and empirical analysis, several key HR practices emerged as prevalent in these sectors, including talent acquisition, continuous training, and performance-based incentives. Notably, organizations that adopted these innovative practices exhibited enhanced operational efficiency, employee retention, and overall profitability. The renewable energy sector, in particular, showed a growing trend of adopting such practices, signaling a shift towards sustainable human capital management. The study concludes that the integration of innovative HR practices is pivotal for the sustained growth and competitiveness of Nigeria’s energy sectors. Embracing these strategies not only bolsters organizational performance but also ensures adaptability in an ever-evolving global energy landscape.

A COMPREHENSIVE REVIEW OF INNOVATIVE HR PRACTICES AND THEIR IMPLICATIONS ON ORGANIZATIONAL PERFORMANCE IN BOTH THE OIL AND GAS AND RENEWABLE ENERGY SECTORS IN NIGERIA

This study offers a comprehensive review of innovative Human Resource (HR) practices within Nigeria’s energy sectors, encompassing both the oil and gas and renewable energy industries. The primary objective was to discern the relationship between these novel HR strategies and organizational performance. Through an extensive literature review and empirical analysis, several key HR practices emerged as prevalent in these sectors, including talent acquisition, continuous training, and performance-based incentives. Notably, organizations that adopted these innovative practices exhibited enhanced operational efficiency, employee retention, and overall profitability. The renewable energy sector, in particular, showed a growing trend of adopting such practices, signaling a shift towards sustainable human capital management. The study concludes that the integration of innovative HR practices is pivotal for the sustained growth and competitiveness of Nigeria’s energy sectors. Embracing these strategies not only bolsters organizational performance but also ensures adaptability in an ever-evolving global energy landscape.

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.

Impact of ambidextrous human resource practices on employee innovation performance: the roles of inclusive leadership and psychological safety

PurposeHuman resource practices are transforming at a varying pace for different businesses to meet the increasingly intensified external challenges. The pursuit of innovation while balancing the tensions between flexibility and efficiency has become a core challenge for survival in this globally competitive era. The literature identifies ambidexterity as a realistic choice to manage these tensions during transformation towards diversified and innovative human resource practices. Based on social exchange theory (SET), this study explores the impact of ambidextrous human resource practices (AHRPs) on organization members' innovation performance while examining the mediating effect of psychological safety.Design/methodology/approachData were collected for this cross-sectional study in three waves, and the final sample included 788 employees from 32 companies across different industries in China.FindingsThe results of data analysis indicate support for all the hypothesized relationships. AHRPs positively affect employee innovation performance; employee psychological safety mediates this relationship; inclusive leadership moderates the direct effect of AHRPs on employee psychological safety and the indirect effect of AHRPs on employee innovative performance through psychological safety. Theoretical and practical implications of the study are also presented.Originality/valueThis study examines AHRPs’ influence on employee innovation performance mediated by psychological safety and the moderating role of inclusive leadership in the above relationship to clarify the boundary conditions of AHRPs' effect on innovation performance.

Linking green innovation performance and green innovative human resource practices in SMEs; a moderation and mediation analysis using PLS-SEM

Linking green innovation performance and green innovative human resource practices in SMEs; a moderation and mediation analysis using PLS-SEM

The Rationale of Gentle Nudges and its Reflections in the Work Behaviour of Corporate Employees during the Outbreak of Pandemic

Nudges have been emerged as a prominent technique in human resource management through linking the productivity and performance of employees with the gentle alterations made in the existing work environment. The suitability and appropriateness of workplace nudges during the period of COVID-19 need to be assessed to incorporate them in innovative human resource practices and their effectiveness has to be determined in the context of employee engagement and empowerment leading to improved organisational commitment and better work culture. This study focuses on analysing the impact of nudges and their contribution to the productivity and performance of employees during times of chaos. An extensive literature review is conducted to strengthen the theoretical models of nudges in the modified work environment. Multiple cases have been analysed to support the primary and secondary data. Results evidenced categorisation of the strategical measures of corporates as nudge initiatives. The study shows that nudges have positive and negative influences on the behaviour of employees and they check whether the nudges are in alignment with rationality. The paper attempts to determine the effectiveness of nudges in the workplace contributing to increased productivity and improved work culture. It adopts extracts from case studies and insights from reviews offering a comprehensive idea about the implications of workplace nudges during the period of a pandemic.

Assessing the Effectiveness of Human Resource Management in Creating Organisational Competitiveness in a South African State-Owned Enterprise

South African state-owned enterprises (SOEs) have been underperforming for the past decade riddled with poor service delivery, employee retrenchments, lack of employee motivation and inability to embrace innovative approaches in management of business. There has been a call from the South African government for SOEs to self-renew and become effective in service delivery. As a result the role of human resource management (HRM) assist organisations to become effective through the use of innovative human resource practices. This paper is an investigation carried out at a selected South African SOE to determine the effectiveness of HRM in creating organisational competitiveness.  A qualitative research approach was adopted where interviews were used to gather data from the company’s human resource practitioners and departmental heads. Non-probability sampling was used and 24 participants were purposively selected. The study revealed that HR practitioners do not participate in policy reviews whereas their skills are underutilised, they lack latest technology and it was noted that there is excessive control from high authorities. 
  
 Received: 11 February 2021 / Accepted: 16 March 2021 / Published: 17 May 2021

Going Green with Green HRM Practices – A Strategic Initiative for Reinvigorating Performance Optimization in Companies

Organizations have developed a global identity with innovative human resource practices and operations which stand as a source of competitive advantage for the firms. With the advent of workforce diversity, globalization, technological incisiveness, and expeditious changes across companies, organizations are facing environmental challenges at work, which need to be addressed at large and managed as well. Green human resource management (GHRM) practices in organizations have become a key business strategy that play an active role in exploring the green facets of business. A significant difference in organizational performance is discerned when green human resource management techniques are implemented. In the present study, 264 respondents were selected (HR managers, HR officers, and HR executives of different companies). The findings of the present study revealed that Green Recruitment & Selection, Green Training, Green Performance Management, Green Rewards Management, and Green Employee Participation provided a way for green management perspective of the firms that promoted environmentalism and had a significant impact on the sustainability of the business. Such sustainable practices ingrained among employees a sense of commitment not only towards these environmental issues, but also towards the corporate mission statement of the organization, fulfilled its green objectives, and enhanced employees’ green performance of the job. The findings of the study highlighted that the green performance management (GPM) practices had a considerable impact on organizational performance. GPM practices enriched the behavioral and technical competencies of employees to align green tasks and goals that reinforced the company’s core values. The paper highlighted the significance of green performance management practices which had been instrumental in bringing out the competencies of employees, a natural environment in the workplace, improved employee implementation of green management principles, and corroborated strategic performance of the firms.

Compensating employees in micro-sized social enterprises with innovative HR practices

PurposeThe purpose of this paper is to understand how micro-sized social enterprises can compensate their employees equitably, despite encountering resource scarcity and prioritising their social mission.Design/methodology/approachThe researcher interviewed the founders of micro-sized social enterprises from around the East Midlands and asked about the innovative human resource (HR) practices they used to compensate their employees. The eight interviews were semi-structured, in-depth and analysed thematically.FindingsThe findings and discussion demonstrate that the founders recognised the importance of compensating their employees equitably, but also acknowledged how paying them according to their contribution conflicted with prioritising their social mission as they never had sufficient resources to do everything. Alternatively, these founders used innovative HR practices to establish transactional relations, which primarily consisted of training, experience and references. This was perceived as equitable, despite paying their employees less than their contribution merited, as it allowed them to improve their future career prospects. These HR practices also benefitted these micro-social enterprises by increasing their human capital without increasing their costs.Originality/valueThe paper could be beneficial for academics and practitioners as it explores how the characteristics associated with being a micro-sized social enterprise impacted their HR practices.

Innovative Human Resource Practices in Indian Banks: A Study from HR Manager's Perspective

Innovative Human Resource Practices in Indian Banks: A Study from HR Manager's Perspective

An Analysis of Innovative HRM Practices in IT Sector in India

Small and Medium scale IT ventures have a great impact on national economy but being volatile in nature involves high risk. So, it’s essential to have a loyal workforce which can support them in bad and good period. To attract the talented workforce, recruiting them and retaining that talent is a big challenge for HR with the professional organization culture for IT industry. Human Resource professionals need to be taken cares that professionalism without suppleness and receptiveness can be the wrong direction for the success of IT industry. The purpose of the study is to analyze the innovative human resource practices and policies for in IT sector in India, how the effective innovative practices of human resource helps the organization to develop and be successful.

HR in Reinventing its Fundamental Practices to Gain Competitive Advantage: A Reflection of Innovative Performance Management Practices of HR in Indian Private Insurance Companies

Purpose:The purpose of the study is to understand effectiveness of Innovative Human Resource Practices (IHRPs) in reinventing its fundamental practices to gain organization's competitive advantage through their Employee Performance, Organization Commitment and Firm Performance. Design/Methodology/Approach: Interviews were conducted among 15 HR experts of the Indian Private Insurance sector to determine the major principles and strategies involved in Innovative HR practices within the sector. Further, a survey was conducted among 450 employees to understand the influence of different IHRPs on employee performance, sense of organizational commitment among them and also, the overall firm performance. In order to test the hypotheses, interview data were analysed using Content and Thematic analysis, and the survey data was analysed statistically (Correlation and Regression), using IBM SPSS v21.0 software. Findings:Interview transcripts analysis revealed that there are seven major strategies relevant in the insurance industry, including, talent acquisition, digitalization, performance management, and employees being relevant in a VUCA world, redefining diversity, workspace changes and data analytics. The survey further confirmed that these practices significantly improve Competitive advantage of the organizations through employee performance, organizational commitment and firm performance within the targeted insurance companies, thereby, establishing their importance in the Indian Insurance sector perspective. Practical implications:The findings of this study can be used by managers of private insurance companies in India to change the principles and strategies of existing HR department. Subsequently, they can introduce practices cantered on digitalization, talent acquisition and management, and using data analytics tools to improve employee performance and overall business processes.