Role Of Human Resource Management Practices Research Articles

The mediating role of knowledge management processes on the relationship between knowledge-based HRM practices and open innovation in SMEs

Purpose Studies have demonstrated the role of human resource management (HRM) practices and knowledge management processes (KMPs) in innovative performance. However, there is limited focus on the role of HRM practices in facilitating KMPs in organizations, most especially in small and medium enterprises (SMEs) that are constrained by lack of adequate resources, making them dependent on external sources of knowledge. In addressing this gap, this study aims to investigate the link between knowledge-based HRM practices and open innovation (OI) activities through KMPs in Jordanian SMEs. Design/methodology/approach Following the survey method, 500 manufacturing SMEs in Jordan were randomly selected as participants, with a total of 335 responses collated. The structural equation modeling technique, based on AMOS, was used in analyzing the collected data. Findings The findings revealed a significant positive relationship between knowledge-based HRM practices and OI. In addition, KMPs was determined to be a significant mediator of the relationship between knowledge -based HRM practices and OI. Originality/value The study contributes to the literature by emphasizing the organizational elements that boost OI in SMEs. The findings hold significant implications for enhancing the performance of innovativeness, competitiveness and the socioeconomic advancement in the SMEs sector.

Enhancing the Organizational Innovation: The Role of HRM Practices and Transformational Leadership in SMEs

Objective: The objective of this research is to reveal the relationship between Human Resource Management (HRM) practices and organizational innovation, mediated by Collective Organizational Engagement and moderated by Transformational Leadership, in the context of small and medium enterprises (SMEs) in Kendari City.Methodology: This study employs a quantitative methodology using Structural Equation Modeling, specifically Partial Least Squares (SEM PLS). The data is cross-sectional, collected at a single point in time through the distribution of questionnaires. The study involves a total of 260 SMEs located in Kendari City.Findings: The study indicates that effective HRM practices foster organizational innovation by creating a supportive work environment. HRM enhances collective employee engagement, contributing to innovation through active participation in idea development. Transformational leadership strengthens this relationship by motivating employees to excel.Conclusion: Efficient HRM practices promote organizational innovation by creating a supportive work environment and enhancing employee engagement. Transformational leadership further accelerates innovation by motivating employees. Integrating effective HRM with transformational leadership creates a conducive environment for sustainable innovation within the organization.

The Impacts of HRM Practices on Employee Outcomes: The Mediating Role of HRM Effectiveness

Purpose: This study aimed to examine the impacts of human resource management (HRM) practices on employee outcomes (employee commitment, employee satisfaction, and employee turnover intention) through HRM effectiveness. Theoretical Framework: The literature recognized the importance of HRM effectiveness in achieving both organizational outcomes and employee outcomes. Numerous variables were examined as mediating variables between HRM practices and organizational as well as employee outcomes such as work attitudes, employee engagement, knowledge management, employee performance, and HRM effectiveness. Method: Collecting data using a questionnaire-based survey from a convenient sample of employees. Results and conclusion: The results pointed out a significant direct effect of HRM practices on employee job satisfaction and insignificant direct effects of HRM practices on employee commitment and employee turnover intention. Also, the results revealed that the impact of HRM practices on employee satisfaction is partially mediated by HRM effectiveness and the impacts of HRM practices on employee commitment and employee turnover intention are fully mediated by HRM effectiveness. Hence, it was concluded that employee outcomes are positively related to the extent to which HRM practices are effectively executed. Research implications: The organizations are required to expand their HRM practices bundle and appraise HRM practices in numerous areas including employee succession planning, talent development, employee empowerment, quality enhancement management, performance management, as well as merit-based training and promotion. Originality/value: This study puts emphasis on the role of HRM practices on employee outcomes such as employee commitment, employee job satisfaction, and employee turnover intention.

Human Resource Management Practices for Effective Organizational Change: A Review of Research in Western and Non-Western Countries

Abstract Organizational change (OC) initiatives require effective human resource management practices (HRMPs). This review analyzes recent research on the role of HRMPs in OC, focusing on major trends and differences between Western and non-Western contexts. A Preferred Reporting Items for Systematic Review and Meta-Analysis (PRISMA)-guided search using Scopus and Google Scholar identified 26 relevant studies. The key findings showed the varied and crucial roles that HRMPs play in communicating change goals, engaging employees, and collaborating with stakeholders. In particular, hard OC involving actions such as downsizing warrants responsive HRMPs. Although some practices transfer well across settings, implementing HRMPs in non-Western environments requires adaptation to local cultural and religious norms. The predominant focus on Western contexts underscores the need for more research in understudied regions, such as the Middle East and North Africa. The limitations of this review include potential biases in the source studies and the exclusion of nonindexed literature. We conclude by calling for an expanded investigation into evidence-based HRMPs and the complex dynamics between HRMPs and diverse types of OC across different organizational and national settings.

Supporting refugee employees’ psychological needs at work: the role of HRM practices

In the face of an increasingly pressing refugee crisis, understanding how organizations’ human resource management (HRM) support practices are perceived by refugee workers is critical not only for refugee well-being but also organizational effectiveness. Grounded on self-determination theory (SDT), the current study contributes to this understanding by 1) testing refugee workers’ perceptions of HRM support practices as helpful or needs-satisfying—in terms of fulfilling autonomy, competence, and relatedness needs, and 2) exploring the mechanisms—why refugees find the practices needs satisfying. We surveyed both refugee (n = 99) and non-refugee workers (n = 345) in the U.S. The findings highlighted that, compared to non-refugees, refugee workers tend to view autonomy practices as especially helpful. Moreover, some of the need differences were mediated by refugees’ higher work centrality. We conclude with a discussion of the theoretical and practical implications of how future HRM can support refugee well-being.

Perceived financial performance in sport services firms: the role of HRM practices and innovation

PurposeThe aim of the present study is to examine the impact of human resource (HR) practices (human resource empowerment, organizational culture and transformational leadership) on innovation activities as well as the effect of innovation activities on perceived financial performance within sport services firms.Design/methodology/approachThe proposed relationships were examined using empirical data from 172 managers of Greek sport services firms. Seemingly unrelated regression (SUR) analysis was used to investigate the role of human resource management (HRM) practices on innovation activities and whether innovation activities affected the perceived financial performance.FindingsThe results of the study indicated that HRM practices, such as human resource empowerment, organizational culture and transformational leadership, significantly impact innovation activities and subsequently innovation activities have a significant and positive effect on perceived financial performance as measured by satisfaction levels in relation to specific key performance indicators (KPIs) such as profit, ROI, sales volume and market share.Practical implicationsThis study presents useful theoretical and managerial implications that can be used by sport service firms to assess the effects of HRM practices on innovation activities and perceived financial performance.Originality/valueThis study contributes to the literature on several merits. Firstly, the authors jointly estimate the impact of HRM practices on innovation and its concurrent effect on perceived financial performance, which is not methodologically considered before. Secondly, the authors incorporate a more thorough measure of perceived financial performance including four dimensions of performance, and finally the authors analyze a larger sample of sport services firms relative to previous studies, leading into more concrete conclusion on the research hypotheses.

Human Resource Management Practices and Organizational Performance: An Empirical Study of Oil and Gas Industry in Nigeria

The impact of human resource management (HRM) practices on organizational performance has been subject of discourse among social scientists from a wide range of disciplines in the last two decades. But unfortunately, very insufficient number of studies in this area has been conducted in Nigeria and other developing countries. This study was undertaken to fill this obvious research gap. The author applied descriptive method and collected the data via a survey of 164 respondents in Nigerias Oil and Gas Industry. Data collected were analyzed using Pearson product moment correlation and t-test analysis. The study found that there is a significant relationship between HRM practices and organizational performance. As predicted, the study revealed that human resource management practices exert positive and statistically significant impact on organizational performance. Requisite conclusion and recommendations were provided in the light of theoretical and empirical findings. With this study, we hope to contribute to a better understanding of the role of HRM practices in creating and sustaining organizational performance, specifically in the Nigerian context.

A Logit Test of Turnover Intentions of Teachers Professionals. The Role of HRM Practices and Community Embeddedness in Public Secondary Schools in Murang’a County Kenya

The problem of turnover intentions has continued to draw the interest of researchers, HR practitioners and employers. However the moderating role of community embeddedness in the relationship between Human Resource Management (HRM) practices and turnover intentions has received little attention. The study thus sought to investigate the moderating effect of community embeddedness in the relationship between HRM practices and turnover intention of teachers in public secondary schools in Murang’a county Kenya. The study was guided by the Social Exchange, Theory (SET) and Job Embeddedness Theory. The target population was 3752 Teachers Service Commission (TSC) teachers in 304 public secondary schools in Murang’a county Kenya. The study used multi stage random and purposive sampling methods to select a sample size of 400 teachers. A self-administered semistructured questionnaire was used to collect data. The quantitative data was analysed using descriptive and inferential statistics. The findings of the study indicated that community embeddedness moderates the relationship between HRM Practices and turnover intentions of teachers in public secondary schools in Murang’a county Kenya. The study thus concluded that community embeddedness plays an important role in turnover intentions decision of teachers.

The Role of the Perceived Justice in the Relationship between Human Resource Management Practices and Knowledge Sharing: A Study of Malaysian Universities Lecturers

Knowledge sharing is one of the important factors in knowledge-based industries due to the fact that knowledge sharing can result in knowledge creation (Noanaka, Umemoto, & Seonoo, 1996) and innovation (Kamsak & Bulutlar, 2010; Wang & Wang, 2012). Thus, by considering that innovation can impact different dimensions of performance (financial and non-financial), (Cohen, 2010), increasing knowledge sharing is one of the necessities in any type of company. Knowledge sharing can be relevant to individual tendency for donating and collecting knowledge (Van Den Hoof & De Ridder, 2004) Different researches have been conducted about influential factors on knowledge sharing. Such researches have emphasized on environmental factors, motivational factors, individual factors, etc. (Wang & Noe, 2010; Li & Poon, 2011) that among such factors, many different theories such as social capital, resource-based review (RBV) and social exchange can be observed. Through narrowing these factors according to available concepts in human resource management (HRM) and organizational behavior, HRM practices have key role on increasing knowledge sharing. HRM practices have strategic contribution (Lengnick-Hall, Lengnick-Hall, Andrade, & Drake, 2009) as well as previous researches (Huselid, 1995; Wright, Gardner, & Moynihan, 2003; Chen & Huang, 2009) regarding RBV theory have the capability to impact employee behavior in case of sharing knowledge. Fong, Ooi, Tan, and Lee (2011), studied impact of HRM practices (training, staffing, performance appraisal, team work and reward) on knowledge sharing as gap of previous researches. Results demonstrated that HRM practices have a key role on improving knowledge sharing. If we consider talent as one of the knowledge resources or as a scope for dependent researches to impact of talent on sharing knowledge, so according to conducted research by Gelen et al. (2013) role of justice will be highlighted in case of relationship between HRM practices and knowledge sharing. It will result to the fact that existed interaction between equity theory (Pritchard, 1969) and underlying theories of researches will become important. There was little focus about this subject in previous researches. However, Khanmohammdi (2014) also emphasized on moderating role of justice in case of relationship between IT, management support, training and reward and knowledge sharing. Universities of Malaysia currently attempt to improve their position in global ranking. One of the helpful aspects for improving scientific level of universities is utilizing of high potential of lecturers. In this regard, improving knowledge sharing level among lecturers results in science creation (Khanomohammadi, 2014). Through considering lecturers as talents and also importance of knowledge sharing among them, it is necessary to clarify role of HRM practices and justice. Hence, this research aims to examine what is the relationship between HRM practices, perceived justice, and knowledge sharing in the Malaysian universities.

Promoting service quality in tourist hotels: the role of HRM practices and service behavior

Tourist hotels in Taiwan are focusing their attention on improving customer service quality. In general, a firm's human resource management (HRM) practices can create an environment that encourages positive employee behavior, thereby enhancing service quality. This conceptualization is grounded in an extensive review of the literature, pooling together previously disparate research strands. The purpose of this study is to empirically explore the relationship among human resource management practices, service behavior and service quality in the tourist hotels. The results indicate HRM practices had partially a direct effect on customer perceptions of service quality and an indirect effect through employees’ service behavior. This means that service behavior only partially mediates the relationship between human resource management practices and service quality. The implications for HRM and future research implications of this finding are discussed.