People Management Practices Research Articles

Engagement as a Lever: The Impact of Talent Management on Turnover Intentions at Ghana's Lands Commission

This study examined the moderation effect of employee engagement in the relationship between talent management and turnover intentions of workers at the Ghana Lands Commission. The study used the human capital and equity theories to explain the relationships among the constructs. The study used the quantitative approach and structural equation modelling (SEM) and employed structural equation modeling (SEM). Data was obtained from 300 employees using a three-wave survey approach that assured accuracy and reduced common method bias, resulting in a final sample of 250 respondents. The study found a positive significant effect of talent management on turnover intention. Again, employee engagement was found to significantly reduce employees’ intentions to quit, showing engagement's protective role against the potentially negative consequences of certain talent management practices. Finally, the study found engagement as a significant negative moderator on the link between talent management and turnover intentions. This emphasizes the need to cultivate a work environment that promotes participation, equality, and transparency in people management practices to reduce employee turnover and increase organizational stability.

The contributions of green people management to the development of organizational competencies for sustainability

PurposeThis paper aims to analyze the impact of green people management (GPM) practices on the development of organizational competencies for sustainability in Brazilian publicly traded companies.Design/methodology/approachTo validate the proposed model and hypotheses, a quantitative-descriptive methodological strategy was adopted, empirically investigated through a survey with publicly traded companies listed on B3 S.A. (Brazil, Stock and Exchange). The collected data were analyzed using exploratory factor analysis and multiple linear regression.FindingsThe results indicate that green ability has a positive impact on the development of strategic and systemic competence for sustainability. Green motivation has a negative impact on the development of systemic and economic competencies for sustainability. Green opportunity positively impacts the development of strategic, systemic and economic competencies for sustainability.Practical implicationsIn terms of academic contributions, this study allowed for an empirical and comprehensive evaluation of variables related to GPM practices and their impact on the development of organizational competencies for sustainability, in line with the research agenda of the management field, focusing on outcomes for individuals (employees) and organizations.Originality/valueThe identification and possible implementation of certain GPM practices as a way to boost recruitment, selection, evaluation, rewards, recognition and involvement of individuals with green values and objectives, minimizing environmental and societal impacts, represent the main managerial and social contribution.

COVID-19 and human resource management: status, trends and research directions

PurposeThis study aims to conduct an extensive bibliometric analysis of research across COVID-19 and human resource management (HRM). It captures an exhaustive conceptual understanding of theoretical foundations, research trends, developments and research directions in the HRM domain.Design/methodology/approachA set of 505 HRM and COVID-19-specific articles collected from the Scopus database were systematically analyzed using a two-tier method. In the first tier of analysis, the evolution and current state of research are identified using citation analysis. In the second tier, network analysis and content analysis of research clusters and thematic mapping are done to identify the prominent research themes and research gaps and suggest future research directions.FindingsThe study highlights the emergence of six research clusters: SHRM and competitive advantage, employer branding and employee engagement, crisis management and resilience, challenges, career shock and job demand resources and burnout. The thematic mapping categorizes the themes into four categories: motor, basic, emerging or declining, and niche research themes published on COVID-19 and HRM. To understand the socio-cultural dynamics and cross-cultural issues during human resource management, the findings emphasized the need for the increased contribution of researchers and practitioners, especially from the developing and emerging nation’s context. Increased co-authorship among influential authors and institutions will also help formulate strategies and policies to effectively deal with similar pandemics.Originality/valueUnlike the previous literature review, the present findings provide meaningful insights for formulating people management techniques, policies, and practices in response to COVID-19 or similar pandemics.

An Assessment of Local People's Knowledge and Management Practices of Freshwater Macrophytes in Three Kenyan Lakes

An Assessment of Local People's Knowledge and Management Practices of Freshwater Macrophytes in Three Kenyan Lakes

A Guide to People Management Practices Focused on the Circular Economy: A Theoretical Approach

Aims: The training and development of people is essential for the companies that want to adopt the Circular Economy, but little has been objectively discussed in the literature on the subject, leaving several gaps for research. Then, the main goal of this study is to identify the people management practices organizations must adopt for the circular economy to happen in their processes and businesses.
 Study Design: Literature review and analytical assessment.
 Place and Duration of Study: Estate of São Paulo, Brazil, companies, experts, and general literature, between June 2019 and July 2020.
 Methodology: The study used a theoretical approach to people management practices in the general context as well as in the context of the Circular Economy. Then, a subjective analysis of the interpretation was performed to find correspondence between standard requirements and Circular Economy practices. Finally, a conceptual model was created.
 Results: The Circular Economy was characterized as sustainable development, justifying the need for human resource management to be oriented toward the Circular Economy. It was shown that 20% of articles in the literature address the need for people management oriented towards the circular economy. The relationship of the thirty-one identified practices with the standard requirements was divided into four dimensions: Organizational Culture; People Development; Leadership; and Team Development. A conceptual model was built based on the identified practices and classified into the four dimensions.
 Conclusion: The leading practices that best contribute to the Circular Economy context are divided into four dimensions and are recommended to be adopted for the successful transition to the Circular Economy. This research contributes to the human resources management in organizations transitioning to a Circular Economy and fills a gap in the development of people for such transition. Academically, it presents a contribution to the studies of people management in the context of Circular Economy for the changing organizations.

Stimulating Innovation in Organizations’ People Management Practices

The modern conditions in which organizations operate are characterized by dynamics in the development of technology, rapidly changing and unpredictable environment, uncertainty, complexity of interconnections and high competition. This requires the introduction of new, innovative management solutions to help adapt quickly to changes in the environment. The aim of the authors of the article is to present some of the opportunities for stimulating innovations in human resource management practices, including the formation of innovative behavior of employees and managers in the context of the challenges in today's dynamic conditions and in relation to uncertainty and the emergence of unforeseen circumstances.

LIDERANÇA ESTRATÉGICA DE PESSOAS COMO PRÁTICA DE ENGAJAMENTO NA ÁREA DE TECNOLOGIA DA INFORMAÇÃO

This article is the result of a research whose theme addressed the strategic management of people and organizational leadership applied in the area of Information Technology (IT), and which discussed the practices identified to obtain greater engagement of employees in the IT area and alignment with the strategic objectives aiming at the best return for the organization. This return can occur financially or by raising the levels of collaboration, creativity and satisfaction of employees in the organizational environment. Strategic people management introduces concepts of organizational culture and leadership, direction and planning that are essential to promote a functional environment of cooperation and integration. The general objective of the research was to identify and present people management practices applied in the IT area of organizations that have led them to a change of attitude in relation to the management of work teams. The study was qualitative, descriptive and was developed in the form of field and bibliographical research based on books and scientific articles. The result achieved was the indication of best leadership and people management practices that promote engagement and the best performance of IT professionals to achieve organizational objectives, based on the intersection between the concepts taken from the theoretical content and the data obtained through search.

A Systematic Literature Review of GHRM: Organizational Sustainable Performance Reimagined Using a New Holistic Framework

Despite the plethora of explications of the direct and indirect impacts of green people management practices on different dimensions of individual and organizational performance and sustainability, a holistic model demonstrating the constituent aspects and impacts of such sustainability on organizational, individual, and team performance is missing. The objective of this study is to address this gap/void through a review of 127 papers on green human resource management (GHRM) following a systematic literature review approach. Based on the systematic review, this study used a thematic analysis, which identified twenty-four disparate people and organizational aspects and grouped the most used ones into five theoretical lenses, including AMO = ability–motivation–opportunity, RBV = resource-based view, SHT = stakeholder theory, SET =social exchange theory, and SIT = social identity theory. These five sets of results were used to develop the first-of-its-kind holistic framework showing how GHRM works in a cyclical process to fill the missing gap in how to sustainably improve individual, group, and organizational performance for multiple organizational stakeholders. Second, this article contributes theoretically to the social engagement and social identity theories, thereby extending Deci and Ryan’s organismic integration and self-determination theories to show how GHRM practices can be implemented for sustainable organizational performance. Third, this study also proposed a new and more sustainable bottom line for business organizations seeking to improve their performance, and this contribution is referred to as sustainable GHRM-organizational performance (SGHRM-OrgP). Finally, this study proposes a research agenda highlighting where more research areas are needed. Despite the potential that such a model offers for organizational sustainability, the authors recognize the next research step of applying its constituent parts in practically optimizing performance.

Green technology for water scarcity: An entrepreneurial business may bring transformation in water management practices

AbstractDespite the contributions of modern business practices to environmentally sustainable transformation, there is not enough information on different types of green technologies and their applications. Therefore, it is essential to identify and classify business models that focus on the management practices of green technology. While the literature on green technology business models has received increasing attention over the last decade, interdisciplinary research into this growing phenomenon is still in its infancy and fragmented. The study focuses on the need for green technology for water management worldwide. Such management practices for green technology represent a research gap in the study area because no one has worked in this field before. There should be research to address people's management practices of green entrepreneurial business. The literature highlights that the issue of water crises may be minimized with the management practices of green entrepreneurial business and by applying global green water treatment techniques. The authors believe that this study would be very beneficial for future research on policymaking based on management practices of green technology that promote environmental sustainability through a green business environment.

An analysis of teleworking management practices.

Organizational changes in the traditional work models demand studies on the management of the so called "Teleworking". This research aims to analyse the teleworking management practices to subside organizations and leaders to improve their performance and enhance workers quality of life. A survey was carried out with teleworkers to obtain their perception of the analyzed factors, using the survey monkey tool. The collected data were analyzed using Partial Least Squares - Structural Equation Modeling (PLS-SEM). The validated model for the practices analysis is composed of the constructs: business management, physical and people infrastructure, leadership, self-esteem, and job satisfaction. Based on the analysis carried out, it is suggested that organizations establish organizational telework policies, follow government policies and provide communication and competence plans. Moreover, it is crucial providing technologies and support to them and develop people management practices in teleworking. Leaders must provide confidence, a teleworking culture, professional advancement, integration, well-being, negotiation of goals and a training plan. The teleworker's satisfaction is due to the sustainability related to the work model and its choice defined by personal motivation, balance between personal and professional life and a sense of belonging. All variables observed, linked to the constructs and validated, can be considered by managers to improve human resource management and obtain better productivity results.

A Combined Lean & PCMM-based Process Improvement Framework for Better Human Capital / Resource Management in Mining Industry

In today’s competitive business environment, even small improvements in productivity and efficiency can have a huge impact on company’s profitability. Companies can improve operations and quality by controlling / improving lead time and reducing waste. Lean is an operational management technique used to systematically improve the efficiency and quality of processes / services. The concept is being used in mining organizations across the globe and resulted into improved productivity, safety & morale of the employees. PCMM is maturity model used for HR / people related process improvement. PCMM consists of best of the HR & People management practices used in IT & Technology industry. This paper explores the possibility of implementation of a new lean & PCMM-based framework in mining industries that will help in optimal utilization of human capital. This framework will have positive business impact and result into benefits. Companies that excel at implementing such best practices throughout the organization will find themselves at a great advantage in a world where humans and machines working together outperform either humans or machines working on their own.

Workplace bullying as an organizational problem: Spotlight on people management practices.

Though workplace bullying is conceptualized as an organizational problem, there remains a gap in understanding the contexts in which bullying manifests-knowledge vital for addressing bullying in practice. In three studies, we leverage the rich content contained within workplace bullying complaint records to explore this issue then, based on our discoveries, investigate people management practices linked to bullying. First, through content analysis of 342 official complaints lodged with a state health and safety regulator (over 5,500 pages), we discovered that the risk of bullying primarily arises from ineffective people management in 11 different contexts (e.g., managing underperformance, coordinating working hours, and entitlements). Next, we developed a behaviorally anchored rating scale to measure people management practices within a refined set of nine risk contexts. Effective and ineffective behavioral indicators were identified through content analysis of the complaints data and data from 44 critical incident interviews with subject matter experts; indicators were then sorted and rated by two independent samples to form a risk audit tool. Finally, data from a multilevel multisource study of 145 clinical healthcare staff nested in 25 hospital wards showed that the effectiveness of people management practices predicts concurrent exposure to workplace bullying at individual level beyond established organizational antecedents, and at the team level beyond leading indicator psychosocial safety climate. Overall, our findings highlight where the greatest risk of bullying lies within organizational systems and identifies effective ways of managing people within those contexts to reduce the risk, opening new avenues for bullying intervention research and practice. (PsycInfo Database Record (c) 2022 APA, all rights reserved).

The influence of people management practices on a culture of lean manufacturing

Purpose – This article aims to assess the perception of the influence of people management practices on the process of implementing a lean manufacturing culture. Design/methodology/approach – The sample consisted of 303 respondents from five textile companies located in the southern region of Brazil, being collected by accessibility and convenience. Multiple regression analysis was used for data treatment and analysis. Findings – As a result, the research showed that people management practices (recruitment and selection, retaining talent, people development, and work environment) influence the implementation of lean manufacturing in organizations. In contrast, the working contract practice did not show an influence on the implementation of lean manufacturing. Research limitations/implications – The use of a certain market segment considering a cross-sectional view can be considered a limitation of the study, therefore, the data may not express the results that would be obtained if analyzed in different market segments. Practical implications – Pragmatically, it can be considered that this research contributes so that the main organizational managers can choose the most appropriate people management practice during the process of implementing a lean manufacturing culture, that is, investing essentially in retention and employee training. Originality/value – This study is relevant and contributes to the expansion of scientific studies about people management practices and the implementation of lean manufacturing. In addition, the study allows managers of textile organizations to understand the level of implementation of lean manufacturing, and which people management practices should be prioritized in the adoption of lean.

Promises in action: The role of employer brand, employee value proposition and employee experience in delivering on psychological contract expectations

The shifting world of work and the resultant impact on organizations has fundamentally changed the relationship between employees and employers. With the reality of changing workforce demographics, gig-workers, nomad work and evolving talent marketplaces placing organizational talent supply processes under pressure, there is a need to evaluate the effectiveness of people management practices to access talent pools. In particular, the impact of employer branding, the employee value proposition, and the employee experience on attracting and retaining talent has to be re-evaluated in light of shifting expectations. We propose that traditional human resource (HR) practices, which have predominantly been focused on procedural elements of the employee lifecycle, have to evolve to intentionally create more human-centric working environments. This implies incorporating principles from design thinking and servicebased design, which positions the human being as the focal point. A shift towards a more human-centric perspective should not be disconnected from the contextual realities of the organization and its objectives while also taking the dynamic nature of the evolving psychological contract into account. The purpose of this article can be described as follows. First, we aim to discuss the psychological contract as the focal point for aligning employer brand, employee value propositions and employee experience. Second, we propose an employee-centric design methodology for human resource practices and third, we illustrate the use and application of this method by applying it to the off-boarding process in a global organization.

Managing People in Micro-Firms: The More, the Merrier?

This study explores the configurations of people management practices in micro-firms and their relation with entrepreneurial orientation and firm performance in a four-year window. Based on the ability-, motivation- and opportunity-focused practices framework (Appelbaum, Bailey, & Berg, 2000), we employ an inductive data analysis strategy to identify configurations of HRM practices used in micro-firms and, in conjugation with entrepreneurial orientation, how they affect employee growth and net income. We analyzed primary data collected from 114 micro-firm owners in the Enterprise Resource Planning selling sector in combination with secondary data on firm objective performance over a four-year period using Multiple Correspondence Analysis and Cluster Analysis. Results show a taxonomy of three different configurations of HRM practices that are associated with different entrepreneurial orientation strategic postures in micro-firms:

Spiritual Leadership in a Health Foundation of João Pessoa

Spiritual Leadership (SL) stands out for its potential positive impact, creating vision and congruence of values in the team, empowering at the individual level, promoting commitment and productivity. It is capable of meeting routine needs, such as promoting social alternatives for emergency situations, such as the Covid-19 pandemic. The styles and attributes of leadership is one of the topics covered in the area of people management in the third sector (TS) and tends to collaborate with the SDGs. There are four Private Foundations in João Pessoa/PB. Although SL has characteristics inherent to TS, there is a lack of research that identifies such praxis, since only one study was found that deals with SL in TS. Another gap is that no study was found that analyzed the Holistic Model of Spiritual Leadership (HMSL). Studying leadership styles active in the TS helps the development of people management practices that are more trustworthy in these organizations. Therefore: what are the characteristics of spiritual leadership in a Health Foundation in João Pessoa? Qualitative research has a thematic scope that addresses the HMSL categories and factors. The geographic scope is a health civil society organization in João Pessoa/PB and the temporal scope is longitudinal. The case study is unique, using the interpretive type. Interviews with four individuals were analyzed by Atlas.ti, via content analysis and coding. A sociodemographic questionnaire and descriptive statistics were used. Eight factors were analyzed by 35 indicators, from: 1st) Inner Life (4); 2nd) Altruistic Love (5), Hope/Faith (4) and Vision (4); 3rd) Calling/Meaning (4), Membership/Belonging (4); none of the 4th; and 5th) “Attitude or Psychological”: Organizational Commitment (5) and Satisfaction in Life (5). The “Social Order” was based on Hunsaker (2014) and the “Citizen Behavior in Organization” on Phuong et al. (2018). All categories and 39 of the 47 HMSL factors were identified. The results demonstrate that SL is strongly present in the Foundation. So, this study contributes to the field of leadership styles in TS, adding to the research on SL in philanthropic Foundations and Treatment Centers working in the area of drug addiction. Academically corroborates by analyzing the HMSL, taking into account the gaps: qualitative, contemplation of Antecedents, leaders and followers. It collaborates with relevant empiricism regarding male performance in SL, guides Civil Society Organization managers on the value of adopting SL, and indicates which factors and categories deserve more attention, according to this scope, to achieve better implementation and results.

Differentiated Management of IT Service Workers

This article examines how the widespread adoption of IT service management best practices challenges traditional approaches to managing IT workers. Via a multiple case study of servitized IT functions, it was found that IT service workers might be usefully segmented into four groups: ‘Customer-focussed Technicians’, ‘Developing IT Talent’, ‘Skilled IT Artisans’, and ‘Skilled IT Locals’. It is proposed that this segmentation is useful for managers practicing in IT functions that combine compatible IT service management and IT project management ‘best practices’. Specifically, such employee segmentation may enable differentiated people management practices to improve worker performance within IT functions delivering IT service projects and ongoing service provision.

Toward an organizational theory of sustainability culture

While it is widely recognized that organizational culture is critical in ensuring corporate sustainability, no comprehensive theory on such a culture exists. To fill in the theoretical gap, the present study proposes an integrated theory of sustainability organizational culture as an interim struggle. Following a theory building approach, relevant literature is critically reviewed to identify relevant factors on sustainability organizational culture, their causal relationships, and theoretical and/or empirical reasons they are related. The study's key contributions are: (1) a comparative review of sustainability-productive organizational culture models; (2) sustainability assumptions, an under-studied topic, are identified and discussed; (3) a dynamic theory of sustainability organizational culture is introduced, comprising sustainability assumptions, sustainability vision and values, vision, and values communication, emotionally committed organizational members, culture-reinforcing people management practices, corporate sustainability practices and sustainability performance; (4) a theoretical model and its associated propositions are developed for future research; and (5) managerial implications are also discussed.

Micro-firms way to succeed: How owners manage people

This study explores the configurations of people management practices in micro-firms and their relation with entrepreneurial orientation and firm performance in a four-year window. Based on the ability-, motivation- and opportunity-focused practices framework, we identify configurations of HRM practices used in micro-firms and, in conjugation with entrepreneurial orientation, how they affect employee growth and net income. We analyzed data collected from 114 micro-firm owners combined with firm objective performance measures using Multiple Correspondence Analysis and Cluster Analysis. Results show a taxonomy of three configurations of HRM practices associated with different entrepreneurial orientation strategic postures in micro-firms: “Financial centric HRM practices”, “Operations centric HRM practices”, and “People centric HRM practices”. We assume that configurational methods can help uncover the complexity of the interplay between HRM practices and strategic postures on micro-firm performance. This study contributes to the literature in micro-firms by revealing effective people-related managerial practices on performance.

The roles of national culture in affecting quality management practices and quality performance - multilevel and multi-country analysis

PurposeThis study investigates the role of national culture on the implementation and effectiveness of quality management practices. Specifically, the authors examine the dual roles of two of Hofstede's national culture dimensions (individualism and indulgence) in driving the implementation of people management practices and in moderating the relationship between people management and product quality performance.Design/methodology/approachThe authors’ dataset combines a survey of 976 firms from 22 countries with Hofstede's national culture index. A multi-level analysis, at firm and country levels, is used for investigating the interplay between two dimensions of national culture (individualism and indulgence) on people management practices and product quality performance.FindingsThe authors' findings show the negative relationship between indulgence (at country level) and people management practices (at firm level) while individualism (at country level) strengthens the relationship between people management and product quality performance (at firm level). Furthermore, the finding shows that the joint interaction between individualism and indulgence (at country level) moderates the relationship between people management and product quality performance (at firm level) where the relationship is strongest when individualism is high and indulgence is low.Practical implicationsUnderstanding the interplay between national culture and management practices is important for managers in making decisions on the practices managers should implement under different cultural contexts to gain the expected outcomes.Originality/valueThe authors' results challenge the universalist view that suggests that quality management practices (in this case people management practices) can be applied in any context effectively to achieve high product quality performance by showing that facets of national culture influence the implementation and effectiveness of people management practices and performance. The results also provide a fresh perspective on the role of indulgence, given that it is the newest dimension in Hofstede's framework. The authors also extend previous studies which commonly only examine the main and not interactive effects of different dimensions of national culture.