Role Of HRM Practices Research Articles

The Role of HRM Practices in Promoting Environmental Sustainability in Higher Education Institutions: A Study in Karachi, Pakistan

Purpose: This study aims to explore how Human Resource Management practice can promote environmental sustainability in Higher Education Institutions (HEIs) in Karachi, Pakistan and also investigates the role of organizational culture in supporting eco-friendly behaviors among employees. Design: A mixed-methods approach was adopted with HR professionals and faculty members from various HEIs in Karachi. Findings: The study found a positive relationship between HRM practices and the implementation of sustainability initiatives within HEIs and significantly influence eco-friendly behaviors environmental outcomes and a strong organizational culture mediates the effectiveness of HRM practices in achieving sustainability goals. Practical Implications: The findings offer practical recommendations for HEIs in resource-constrained environments, suggesting that even low-cost or incremental HRM interventions can positively impact sustainability. Originality: Contributes to the literature by examining the intersection of HRM and sustainability of HEIs in a developing region. It provides insights into the unique challenges faced by HEIs in Karachi.

The Role of HRM Practices in Mitigating Turnover Intentions: Insights from the Malaysian ICT Industry

The Role of HRM Practices in Mitigating Turnover Intentions: Insights from the Malaysian ICT Industry

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

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

The role of HRM practices on employee performance, engagement and retention: a case study on public-oriented tourism start-ups

The role of HRM practices on employee performance, engagement and retention: a case study on public-oriented tourism start-ups

The role of HRM practices on employee performance, engagement and retention: a case study on public-oriented tourism start-ups

The role of HRM practices on employee performance, engagement and retention: a case study on public-oriented tourism start-ups

Role of HRM Practices in Organization Performance

In recent years, HRM has received a lot of traction. Human resource management is essential for all types of enterprises. The bulk of research indicates that HRM and organizational performance have a positive link. Each organization's main goal is to attain high levels of performance in its goals and objectives. In this paper, HRM and practices were investigated. What part do human resources play in achieving organizational objectives? This survey will also evaluate HRM practices by analyzing the 40 papers that have been submitted. In addition, this article offers a thorough examination of the chronological assessment based on each publication. In addition, the results of each research paper's analysis are displayed. A review of the literature was utilized to focus on and review the issue knowledge in this study. Finally, it expands on many research concerns that may be useful to researchers in doing more studies on HRM practices.

Role of HRM practices in performance of organization

The goal of this article is to look at the effect that human resource management methods have on an organization's performance. Human resource management methods are crucial to employee retention and organizational performance improvement. This paper establishes a conceptual framework that is then validated by a panel of researchers. Nowadays, a significant deal of research is being undertaken on human resource practices. Though research on performance in human resource management strategies is few, it is gaining popularity in other fields.

Promoting Flow at Work through Proactive Personality: A Sequential Mediation Model with Evidence from Italian Employees

In recent years, organizations have increasingly become aware of the importance of employee happiness as well as the role of HRM practices and personal resources in promoting well-being at work. Based on the Job Demand–Resources model, we investigated ways in which proactive personality may predict flow at work through sequential mediation via job crafting and work engagement. A total of 362 Italian employees completed an online questionnaire. The results showed a positive correlation between proactive personality, job crafting, and work engagement and flow at work. Additionally, proactive personality had a positive total effect on work engagement and flow at work. However, the significant effect on flow at work disappeared in favor of the sequential indirect effect. These results suggest that proactive employees experience flow at work through the mediating role of job crafting and work engagement. This paper contributes to scientific knowledge by filling a gap in the literature around the mechanisms which underly the relationship between proactivity and flow at work. Furthermore, it provides new evidence and new insights about the role of personal resources in promoting flow in the workplace. Our results here can provide practical implications for organizations.

Mergers and acquisitions and employees' level of anxiety: the role of HRM practices

Mergers and acquisitions and employees' level of anxiety: the role of HRM practices

Mergers and acquisitions and employees' level of anxiety: the role of HRM practices

Mergers and acquisitions and employees' level of anxiety: the role of HRM practices

Secrecy effectiveness and the role of HRM practices: a configurational approach

L’objectif de cette étude est d’explorer dans quelle mesure les pratiques de gestion des ressources humaines peuvent se compléter et se substituer pour améliorer l’efficacité de la confidentialité. Dans cette recherche portant sur 144 PME biopharmaceutiques, nous avons appliqué l’analyse comparative qualitative d’ensemble floue (fsQCA) pour étudier collectivement les principales pratiques de GRH et pour déterminer leurs relations avec l’efficacité de la confidentialité. Les résultats montrent que (1) l’efficacité de la gestion ressources humaines dépend de la manière dont différentes pratiques sont combinées ou regroupées, (2) Les combinaisons ne sont pas uniques : les composantes de ces configurations peuvent se substituer les unes aux autres et former différentes configurations, (3) les combinaisons de pratiques sont des conditions suffisantes et non nécessaires.

The Role of HRM Practices in the Workforce Racial Diversity and Firm Performance

Embracing racial diversity in the workplace is an important strategic decision for many firms to achieve a competitive advantage. While previous studies report conflicting consequences of workforce racial diversity, this study examined its effects on firm performance in a less researched large corporate law firm context. Furthermore, the study investigated the moderating role of human resource management practices (i.e., lateral hiring, temporary employment, and dual career ladder practice) related to employment and career management aspects. Our hypotheses were tested based on the longitudinal datasets of 232 large U.S.-based corporate law firms for the period 2000-2008. Initially, no significant relationship was found between workforce racial diversity and firm performance. However, further analyses indicated that human resource management practices determined the performance effect of workforce racial diversity. Specifically, workforce racial diversity had a negative impact on performance for firms that relied more on temporary employment and actively utilized dual career ladders.

Human Resource Management Practices and Retention of Employees in Machakos County, Kenya

Employees form the critical resources an organization or an institution has for actualizing its mandate. Creating conducive environment for the employees has been associated with improved productivity, as well as reduced turnover of employees. This study found out the role of HRM practices on retention of employees, with a focus on Machakos County. In the study it sought to determine the influence of career advancement practices on employee retention among the workers, evaluate the effects of remuneration practices on employees’ retention, determine the influence of work-life balance practices embraced and determine the influence of work-environment practices on retention of employees in Machakos County. The study looked into four major HRM practice on employee retention that is work life balance, remuneration, career advancement and work-environment practices and their effects on retention of employees. Motivational strategies like better pay and allowances, a work life balance for employees like shift working schedules, career advancement in scholarships, training and development, have been associated with allowing employees to have freedom to be creative and innovative, and being involved in decision-making processes thus feeling part of the organization, owning the organizational processes, and thus being highly likely to remain at their employer. The research design used was descriptive survey research. Data was collected using questionnaires with both open and closed ended questions. The study looked into 464 respondents, from workers within the eleven departments forming the entire Machakos County Government, from where samples of 94 respondents were collected. The study achieved a 98% of the response rate. The reliability of the data collected was assured as the Cronbach’s alpha was above 0.6, meaning the data was acceptable. The males made the most of the respondents at 56.5% while the majorities were aged 26-35 years (at 51.1%). On remuneration matters, allowances and salaries greatly influenced employee retention with an average mean of above 4.0. Career advancement practices including training and development, available opportunities and study leave, were felt to influence employee retention. The regression results show that the model was considered significant as some of the independent variables influenced the dependent variable (employee retention) as their p-value (significance value) was of 0.002. The four variables contributed to 13.7% of the factors that contributed to employee retention at the county government of Machakos. Recommendations include improving the working environment conditions, offering better remuneration packages, providing work-life balance, and providing career advancement opportunities.

The role of HRM practices in product development: Contextual ambidexterity in a US MNC’s subsidiary in India

Recent studies have started exploring the linkages between organisational ambidexterity (OA) and HRM practices. OA is noted as a critical resource in achieving product, process, and business model innovations. By adopting an inductive case study of a US MNC subsidiary in India, we found empowerment-focused HRM practices were being used for exploration of new ideas and efficiency-focused HRM practices were adopted for the exploitation of the organisation’s existing strengths. Empowerment-focused HRM practices created a culture of openness and risk-taking, which facilitated the creation of an ambidextrous context. Further, ambidextrous learning was moderated by the adoption of a managerial/leadership style that focused on ‘mirroring competencies’ between the parent operation and its subsidiary. HRM practices were aimed at developing behaviours that valued the team-based co-development of graphic processor designs by means of a ‘parallel processing’ approach to product development. Additionally, the HRM practice of offering intrinsic employee rewards and both informal and formal training facilitated OA in delivering product innovation. This study represents a pioneering exploration of multiple levels of analysis (individual, functional, and organisational) for product innovation through the lenses of ambidexterity, innovation, and HRM practices. The implications for both theory and practice are also discussed.

The Role of HRM Practices in Organized Retailing with Special Reference to Bangalore City

Retailing displayed its significance in India’s market with tremendous contribution to the Indian economy. The development in the organized retail sector has showed the perfect platform to the Indian companies to enter into this sector. The entry of global players in retailing business has created huge challenges to the Indian companies. The organized retailer’s in order to respond to the competition, started to realize the need for efficient man power. The Human Resource practices and the employee satisfaction became the primary concern for the organized retailers. The present study will provide a clear picture on the issues related to the HR practices and its impact on employees. The study will also focus on the various problems and challenges faced by the HR department in procuring and retaining the employees of organized retailing companies.

The Role of HRM Practices in Building Intellectual Capital in Knowledge-based Teams

In this paper, we investigate the ways HRM systems support development of intellectual capital in teams in three case studies of knowledge-intensive firms (KIFs) in Denmark. By focusing on team com...

Promoting employee wellbeing and quality service outcomes: The role of HRM practices

AbstractAs a transformative service, aged care has the capacity to create uplifting changes and improvements to the quality of life for individuals and communities. Recent studies have, however, highlighted the pressures faced by aged care workers and the impact that these pressures have on employee wellbeing and quality of care. This paper explores the relationship between employee wellbeing and service quality. We present a model for the aged care sector which suggests that by identifying and implementing appropriate HRM strategies both employee wellbeing and service quality will be enhanced thus ensuring that this transformative service meets the needs of its many stakeholders. Essentially, we argue that employee wellbeing is directly linked to service delivery outcomes and overall business performance and that HR practices that address issues such as learning and development, employee voice and involvement and workplace health and safety play a significant role in enhancing and maintaining employee wellbeing.

Promoting employee wellbeing and quality service outcomes: The role of HRM practices

AbstractAs a transformative service, aged care has the capacity to create uplifting changes and improvements to the quality of life for individuals and communities. Recent studies have, however, highlighted the pressures faced by aged care workers and the impact that these pressures have on employee wellbeing and quality of care. This paper explores the relationship between employee wellbeing and service quality. We present a model for the aged care sector which suggests that by identifying and implementing appropriate HRM strategies both employee wellbeing and service quality will be enhanced thus ensuring that this transformative service meets the needs of its many stakeholders. Essentially, we argue that employee wellbeing is directly linked to service delivery outcomes and overall business performance and that HR practices that address issues such as learning and development, employee voice and involvement and workplace health and safety play a significant role in enhancing and maintaining employee wellbeing.

Promoting employee wellbeing and quality service outcomes: the role of HRM practices

Promoting employee wellbeing and quality service outcomes: the role of HRM practices

The Role of HRM Practices in Predicting Faculty Turnover Intention: Empirical Evidence from Private Universities in Bangladesh

The present study was designed to examine the relationship between human resource management practices and turnover intention among the faculty members of private universities in Bangladesh. The prime objective of this study was to understand whether the institution’s HRM practices can influence faculty turnover decision. A total of 317 faculty members of different private universities located in Dhaka Metropolitan Area (DMA) participated in the survey and returned the questionnaire to the researchers which represented 57% response rate of the study. Multiple regression analyses were used to test the hypotheses of the study. The study found faculty compensation, supervisory support and job security as statistically significant predictors of faculty turnover intention. Therefore, private university management should pay much attention to this area of human resource practices (compensation, supervisory support, job security) to retain the potential faculty, thus reducing turnover intention. Limitations and suggestions for latest news headline are forwarded.