Organizational Human Resource Management Practices Research Articles

GREEN HRM – A SUSTAINABLE TOOL FOR DEVELOPMENT OF BUSINESS

Green Human Resource Management (HRM) is an emerging area of research that focuses on how organizations can adopt environmentally sustainable practices in their HRM strategies. The purpose of this research project is to explore the concept of Green HRM, its implications for organizational sustainability, and its impact on employee behavior and attitudes. The primary data will be collected through questionnaire distributed in selected organizations in different sectors. The secondary data will be collected from published academic literature, reports, and other relevant sources. The study aims to identify the current state of Green HRM practices in organizations, the factors that influence the adoption of Green HRM practices, and the outcomes of Green HRM practices on organizational sustainability and employee attitudes and behavior. The study also seeks to provide recommendations for organizations on how to integrate Green HRM practices into their existing HRM strategies. The findings of this research project are expected to contribute to the growing body of literature on Green HRM and provide insights into how organizations can adopt environmentally sustainable practices in their HRM strategies. This study is particularly relevant in the context of the increasing global concerns about climate change and the need for organizations to contribute to sustainable development.

PENGARUH PRAKTIK SUMBER DAYA MANUSIA TERHADAP PERILAKU KEWARGANEGARAAN ORGANISASI

The relationship between human resource management and organizational performanceis very important to understand. Good human resource practices within the company canincrease the good behavior of members of the organization.This study aims to determine how practices in human resources affect organizationalcitizenship behavior (OCB). OCB represents the additional contribution of the employee tothe company and, however, the actions that the employee expects in a crisis scenario or achange in timing by the manager. In this study, it uses five main indicators in humanresource management practices in organizations according to the HR field: recruitment andselection, training and development, remuneration, performance appraisal, and workingconditions. Organizational Citizenship Behavior Scale (SPKO), which contains fivedimensions: disclosure of organizational image; creative suggestions; protection oforganizational assets; professional preparation and cooperation with colleagues. Data werecollected from 56 employees of wood processing companies located in Banjarmasin City.Data analysis used Partial Least Square (PLS) with SmartPLS software.The results show a significant effect of human resource practices on OCB, and thisstudy proves that only professional involvement shows a significant relationship. This studyconcludes that human resource practices influence the dissemination of organizationalimages and creative suggestions from the OCB factor.

Modelling the impact of performance management practices on firm performance: interaction with human resource management practices

The paper draws on resource orchestration theory to investigate whether and how performance management (PM) practices interact with human resource management (HRM) practices in organisations as well as how this interaction affects firm performance. The proposed theoretical model was tested through a survey of 192 UK firms using Partial Least Squares approach for structural equations modelling. The findings show that the effect of PM practices on firm performance is better explained when the interaction between these practices and other organisational practices is considered. In particular, we examine the extent to which the interaction between PM practices and commitment-based HRM practices affects performance. We find that when HRM practices and PM practices are misaligned, their effect on performance can be negative. This is the first paper in the PM literature that establishes the relationship between PM and HRM practices in organisations and demonstrates the effect of this relationship on firm performance.

P-HRM: The Combination of PM and HRM

Personnel HRM is the combination of personnel management (PM) and human resource management (HRM). PM continues to be used in firms as an administrative function. HRM takes over the responsibilities of PM. HRM currently implements HRM practices in organizations. They are, for example, training, compensation, recruitment, careers, and others. There are two kinds of responsibilities of HRM departments in organizations: employee affairs and HR-related activities. Employee affairs are related with administrative functions. HRM has the mission of performance, both individual and firm. Wright and McMahan (1992) articulated that HRM is the relation between HRM practices and firm performance. On the other hand, Boston Consulting Group (2010) specified that the future of HRM might be talent management. Therefore, firms may apply personnel HRM in their structure, which is related with the application of PM and HRM together. Firms might have specialists (experts) for administrative functions, and experts for HRM-related practices. Therefore, personnel HRM is: Personnel HRM = PM HRM or P-HRM = Administrative function HRM practices. Firms have specific task person for these roles above.

New approaches on repatriation research

Purpose – The purpose of this paper is to analyze repatriation as an active actor on his/her return and not just as a passive receiver of organizational human resource management practices. Traditionally, literature has been focused on investigating the impact of organizational practices and support on repatriation, but new studies suggest that this approach is insufficient. According to these studies, individual and contextual influences are also important on repatriation and new studies are needed to measure its impact. Design/methodology/approach – This article is the base of future studies to analyze the impact of both approaches at once. Findings – The paper departs from recent literature in the field, to develop a series of research propositions. Research limitations/implications – The implications of this study include to contribute to the knowledge and future research on the expatriation process, studying the adaptation, performance, etc. of the expatriate during the international mission and particularly the last part of the process, repatriation, which has not received so much attention. Practical implications – This paper highlights that mismanagement of repatriation could lead to turnover of these valuable professionals or to a non-satisfactory reinstatement or even to inefficiency. On the other hand, the perception that repatriation is not well managed and that it does not lead to an advance for the employee could discourage future expatriates to accept international missions, which could even slow down the international progress of the company. Originality/value – The integration of the traditional and the emerging perspectives of repatriation process.

The role of HR actors in designing and implementing HRM in tourist resorts in the Maldives

Purpose – The purpose of this paper is to investigate the role of human resource (HR) actors in the design and implementation of HR practices. More specifically, the paper explores how interactions between various HR actors influence the design and implementation of HR practices in tourist resorts in the Maldives. Design/methodology/approach – A qualitative, multiple case study approach was used. Data for this study were collected in seven tourist resorts in the Maldives through 49 semi-structured interviews conducted with managers with different functional roles, at various levels in the organisational hierarchy and with non-managerial employees. Field observations and a range of secondary sources supplemented the interview data. Findings – The findings show that all HR actors influence the design and implementation of human resource management (HRM) practices in these resorts to some degree, although the extent of their involvement varies from actor to actor. Execution of HR practices necessitates interaction among HR actors as they contest and reconcile their interests and roles. High levels of social capital enhance the roles of HR actors as they overcome constraints to the implementation of HRM practices. Research limitations/implications – This study is a qualitative and exploratory study. Data are clustered at the sub-unit level and limited to a single industry. This presents limitations in generalising the findings. A more extensive study covering other industries is necessary to explore different configurations of the negotiated relationships among HR actors. Practical implications – This study identifies various management strategies that could be used to enhance HR actors’ social capital. These strategies could be useful for managers in other organisational settings Originality/value – There is a dearth of literature on the interactions between managers at different levels in organisational hierarchies and with different functional roles, and how these interactions affect the design and implementation of HRM practices in organisations. Using social capital theory, this research explores the interaction between HR actors in the design and implementation of HRM in the context of self-contained resorts in the Maldives, thereby shedding light on a context that has attracted little research to date.

Do national cultural differences affect the nature and characteristics of HRM practices? Evidence from Australian and Hong Kong construction firms on remuneration and job autonomy

Human resource management (HRM) plays a pivotal role in attracting and retaining talent. However, there is growing recognition in international HRM literature that the adoption of the widely accepted US/Harvard-inspired HRM model ignores the influences of cultural contexts on HRM practices in different countries. This notion has not been empirically investigated in the construction industry. Based on survey responses from 604 construction professionals from Australia and Hong Kong, this study examines whether: (1) national cultural differences influence individuals’ preferences for types of remuneration and job autonomy; (2) actual organizational HRM practices reflect such preferences; and (3) gaps between individuals’ preferences and actual organizational HRM practices affect job satisfaction. The results showed significant differences in HRM preferences between Australian and Hong Kong respondents and these are reflected in the distinct types of HRM practices adopted by construction firms in the two countries. The findings further indicated that the gap between individuals’ preferences and actual organizational HRM practices is associated with job satisfaction. The results support existing mainstream research and highlight the deficiency of the acultural treatment of HRM that is still apparent in construction management literature. An uncritical literature in the area not only hinders theory development but also potentially undermines the ability of construction firms to attract, recruit and retain scarce talent.

An intellectual capital perspective of human resource strategies and practices

Previous research has investigated the relationships between intellectual capital (IC) and human resource management (HRM). Others have described the link between IC and strategic initiatives in an organization including strategic human resource management (SHRM). However, little systematic work has been done to develop a holistic overview of connections between the three concepts. Through an analysis of the recent IC literature and the literature that discusses IC, SHRM and HRM, this paper argues that not only are the three concepts closely connected, but also IC should play a key role in SHRM processes and HRM practices in organizations. The strategic connections also demonstrate that IC can be conceptualized as a holistic partner to both SHRM and HRM; thus, adding strong support for the need to measure IC accurately. A theoretical framework is proposed to illustrate IC, SHRM and HRM connections. Finally, the paper suggests directions for future research.

How similar are human resource management practices in re‐engineered organisations?

Extends earlier work on the relationship between business process re‐engineering (BPR) and human resource management (HRM). The previous work examined how closely HRM practices in organisations which had undergone BPR matched what the literature suggested. Presents the commonalities that emerged with respect to HRM practices as a “typical” pattern, and a “vertical analysis” is carried out to compare the individual organisations studied with this pattern. Ten of the 11 organisations are found to fit the typical pattern very well, but the 11th is substantially different; examines the reasons why this might be.

In Search of Commitment‐Oriented Human Resource Management Practices and the Conditions that Sustain Them

Drawing on data from a survey of human resource management (HRM) in Irish organizations, the paper examines the incidence of coherent bundles of commitment‐oriented HRM practices and deploys loglinear modelling to test a series of hypotheses concerning external and internal factors which sustain such practices. The paper identifies the low overall incidence of cohesive commitment‐oriented HRM practices in organizations in Ireland. The analysis establishes that the strategic integration of HRM into corporate strategy strongly favours the adoption of such practices, as does the avoidance of union recognition. No link can be established empirically between sectoral turbulence or dynamism and either the adoption or non‐adoption of coherent sets of commitment‐oriented HRM practices. Nor does the modelling identify any core set of underlying features which, when observed concurrently, greatly increases the likelihood that commitment‐oriented HRM practices will be adopted.