Selective Staffing Research Articles

Role of High-Performance Human Resource Practices and Employee Innovative Behavior in the Implementation of Digital Transformation: A Case of Pakistan’s IT Sector

The purpose of this study is to determine how high-performance human resource initiatives and creative employee behavior affect the adoption of digital transformation. There hasn't been much study done on how to employ human resources in digital transformation. The primary goal of this study is to determine which high performance human resource practices have the greatest impact on employee innovation and how those practices affect both employee creativity and company digital transformation. The study's focus is first-hand information. In this examination, a quantitative research design is employed. All IT professionals working in Lahore, Punjab, Pakistan, make up the population used in this study. Data collection is done using a convenience sampling strategy. IT staff members were given a total of 350 questionnaires; 310 of them were returned, and 300 of them were chosen for analysis. The research might benefit from multilevel and longitudinal studies that incorporate companies from different industries. The current study found extensive training, selective staffing, and rewards are essential steps in the digital transformation process to encourage employee innovative behavior.

Perception of Employees on High-Performance Human Resource Practices (HPHRP) in Indian Banks: A Comparison

The aim of this article is to study the difference between public and private sector banks in terms of high-performance human resource practices (HPHRP). This empirical research paper is based on a detailed analysis of the literature research, which has been conducted on 500 managerial staff of public and private sector banks in Rajasthan through a structured questionnaire. Results reveal that there is a significant difference in the HPHRP of public and private sector banks in Rajasthan with reference to practices like internal mobility, selective staffing, result-oriented appraisal, employment security and incentive rewards. The practices, namely, extensive training, clear job description, and participation and teamwork, were found to be less significant in the study. The HPHRP scale and the differences in high-performance work systems (HPWSs) between public and private sector banks were investigated in the Indian context from a theoretical standpoint. For bank professionals, this study will help in improving their HPWSs. The study is unique as it seeks to identify the role of HPHRP in both public and private sector banks in India and concentrates on a bundle of human resource practices that will significantly improve the industry’s performance outcomes.

Does human capital mediate the nexus of human resource management (HRM) practices and organizational performance?

Human capital is a significant element in the attainment of sustained competitive advantage and economic survival of organizations. The study explored whether human capital mediates the nexus of human resource management practices and organizational performance. A field study was conducted among 11 internationally and 4 indigenously owned banks. The hypothesized relationships were supported by the data. The results show that the association between selective staffing with the levels of human capital was significant. The results also show that the levels of human capital influenced organizational performance significantly. The results further show that human capital mediated the nexus of HRM practices and organizational performance. The generalizability of the results obtained may be constrained since the present study focused on the banking industry. The study suggests the creation and maintenance of valuable human capital promote competitiveness and sustained competitive advantage. The study contributes to the extant literature by empirically evidencing that human capital mediated the nexus of HRM practice and organizational performance.

Does organizational justice enhance job performance through high-performance human resource practices?

This study aims to analyze the influence of organizational justice (OJ) on job performance (JP) intention via the mediating influence of high-performance human resource practices (HPHRPs) in a developing context. Equity theory and expectancy theory are widely employed in many disciplines but seldom applied to JP among Pakistan Telecommunication Limited (PTCL) employees. The respondents in this study were 377 employees working in PTCL. Partial least square (PLS), specifically ̣ structural equation modeling was used for the data analysis. The study found a significant direct and indirect influence of distributive justice (DJ) on JP through the partial mediating role of selective staffing (SS) and extensive training (ET). Procedural justice (PJ) also, directly and indirectly, influenced JP through the partial mediating role of the incentive reward (IR). While interactional Justice (IJ), result-oriented appraisal (ROA), employment security (ES) had an insignificant influence on JP. OJ has to be synergized with HPHRPs to enhance JP. The results of this study would also augment the body of knowledge of JP in developed and under-developing countries. OJ has to be synergized with HPHRPs to enhance JP. The results of this study would also argue the body of knowledge of JP in developed and under-developing countries.

Critical Success Factors of High Performance Work System (HPWS) Practices: Findings from Malaysian SMEs

Innovation plays a major role and is a crucial component of the organization’s growth. Creativity and innovation have become increasingly popular as key contributors to firm success in the last few decades or so. The incoming technology of Industrial Revolution 4.0 forced many companies to be innovative to compete in technological era. However, many SMEs are not ready and less innovative. Furthermore, there is lack of research focus on HPWS implementation amongst SMEs indicates that further research must be conducted along these lines. Therefore, this study aim to investigate the effect of high performance work system (HPWS) towards innovative work behaviour of employees in small and medium enterprises. This study used quantitative approach to identify the critical success factor of high performance work systems (HPWS) in Malaysian small and medium enterprises (SME) manufacturing industry. This study used descriptive analysis to analyze the data. Five-point Likert scales items ranging from (1-strongly disagree, 5 – strongly agree) employed for measuring the HPWS. Therefore, the total of 81 items survey questions were adapted to obtain the respondents for SME manufacturing industry. Reliability analysis shows that all the HPWS dimensions have very good reliability with Cronbach’s alpha value range from 0.884 to 0.976. According to Tang et al (2014), Cronbach’s alpha range between 0.70 and 0.80 considered as good reliability whereby 0.80 and 0.90 considered as very good reliability. Result also showed that selective staffing has the highest mean score followed by employee participation, which are 3.951 and 3.833 respectively. This proved that selective staffing is most important critical success factor in the HPWS implementation for Malaysian SME manufacturing industry. Keywords: high performance work system, work engagement, innovative work behaviour, small and medium enterprise.

A Conceptual Model for Green Human Resource Management: Indicators, Differential Pathways, and Multiple Pro-Environmental Outcomes

There is a growing awareness of green human resource management (GHRM) in the environmental sustainability research in hospitality and tourism literature. The extant literature also delineates review studies about GHRM. Despite the existence of these studies, there is still a paucity of research about a parsimonious model that includes the underlying mechanisms linking GHRM to multiple pro-environmental behaviors. In view of such a gap, using the ability-motivation-opportunity framework, social exchange theory, social information processing and reformulation of attitude theories, and the happy-productive thesis as the theoretical underpinnings, our study proposes a conceptual model of GHRM. Specifically, our study links GHRM to organizationally valued pro-environmental behaviors such as task-related pro-environmental behaviors, proactive pro-environmental behaviors, green recovery performance, and green voice behavior through the mediating roles of work engagement and job satisfaction. In addition, our search of the relevant literature highlights eight indicators of GHRM such as green selective staffing, green training, green empowerment, green rewards, green career opportunities, green teamwork, green work-life balance, and green participation in decision making. Theoretical contributions and avenues for future research are discussed in the paper.

Time to Help? Contextualizing Trajectories of Organizational Citizenship Behavior

Organizational citizenship behavior (OCB) has been found to vary over time, but its longitudinal development has remained unexplored. Drawing from event system theory and human capital theory, we investigate the development of OCB over time and contextualize it with events in the organization that affect employees and their work tasks and with resources provided through human resource management (HRM) practices. The longitudinal growth model was tested in a sample of 205 employees with monthly measures over one year. For each event, we found distinctive trajectories of OCB. Furthermore, the HRM practices of selective staffing and training influenced OCB at the onset of an event, whereas the HRM practices of decision making, performance management, and promotional opportunities determined the level and the development of OCB after the event reorganization. Our contextual view of the development of OCB helps in understanding what motivates employees to perform OCB and what resources support discretionary behavior.

Authentic leadership traits, high-performance human resource practices and job performance in Pakistan

PurposeThis empirical study aims to explore the linkage among authentic leadership traits and job performance via the mediating role of high-performance human resource practices (HPHRPs) in a developing country context. Social exchange theory and trait theory are widely employed in many disciplines but seldom applied to job performance among Pakistan Telecommunication Company Limited (PTCL) employees.Design/methodology/approachThe sample of the study is PTCL's employees. A cross-sectional design was employed and data was collected from 377 employees via questionnaire. This is an exploratory study; therefore, partial least square–structural equation modeling (PLS-SEM) was employed to answer the research questions.FindingsThe findings of this study revealed that relational transparency, directly and indirectly, influenced job performance with the partial mediating role of selective staffing and extensive training. Furthermore, balance processing, directly and indirectly, influenced job performance with the partial mediating role of incentive reward, while self-awareness, internalized moral perspective, employment security and result-oriented appraisal were insignificant influences on job performance.Practical implicationsThe results of the study delineated practical applications for both the researchers and policymakers. The results of this study would also augment the body of knowledge on human resource practices in both developed and developing countries.Originality/valueThis study found and reported authentic leadership traits and HPHR as the main sources of job performance in PTCL. This study empirically examined the influence of authentic leadership traits on job performance with the mediating role of a bundle of HPHRPs in a developing context.

The seven pillars of current human resource practices-An overview

This study mainly denotes the current trending human resource management practices that are sustaining in the various sectors in the field of employment. The theory reveals the methods such as human resource planning, selective staffing, quality training for the candidates, intriguing compensations, and most of all secured workforce development and other creative measures that make the workforce function effectively. In a world, where everything emerges and fades, rises and drops, but never will it shake the policies of the human resource department. The practices done by the human resource department are always contemporary, and for which it creates a focused drive through all the existing competition. This conceptual script is not only a definite study on the prevailing practices in the field of human resource, but focus's predominantly on the key factors of human resource practices that always keep the wheels of the success moving forward. The department in which individuals strive to keep the company running successfully is called as the ‘‘Human resource department’’. The HR department deals with people management and staff, and ensures that good practices and policies are routed in the organization.

The Relationship between Selective Staffing, Work Environment and Employee Turnover in the Malaysian Hotel Industry

The Relationship between Selective Staffing, Work Environment and Employee Turnover in the Malaysian Hotel Industry

Organizational success, human resources practices and exploration–exploitation learning

PurposeThe purpose of this paper is twofold: first, to analyze which policies of human resource management (HRM) contribute to exploratory learning and which to exploitation learning; and second, to determine the influence of the two types of learning on organizational performance.Design/methodology/approachThe research hypotheses are tested by partial least squares with data from a sample of 100 Spanish hotels.FindingsThe results confirm that, in order of importance, selective staffing, comprehensive training and an equitable reward system lead to exploratory learning. Exploitative learning seems to be fundamentally driven by comprehensive training and an equitable reward system (but in a different way than with exploratory learning). Finally, both types of learning have a positive impact on performance.Practical implicationsBoth exploratory and exploitative learning result from HRM practices. To maintain performance expectations managers should develop both learning types, which entails the utilization of the best HRM practices.Originality/valueThis study presents empirical evidence around the findings of other studies (Laursen and Foss, 2014; Minbaeva, 2013) which call for further research into whether strategic HRM configurations have positive effects on the two learning types. The results find some practices that have a positive effect in both cases, but with different intensities in their explanations. This finding reveals the need for more detailed exploration around which combinations of HRM practices, in terms of exploratory vs exploitative learning, are advisable for organizations. The study also finds that the two learning types have a positive influence on organizational performance.

Impact of HR Practices on Employee Engagement among Machine Operators in the Large Apparel Industry in Sri Lanka

Area of the Study This study is mainly focused on examining the impact of HR practices on employee engagement among machine operators in the large apparel industry in Sri Lanka. Problem of the Study There is an empirical gap of how HR practices affect to employee engagement in the Sri Lankan context. Therefore researchers addressed: How HR practices affect employee engagement among machine operators in the large apparel industry in Sri Lanka? Method of the study The data were collected from a randomly selected sample of 384 machine operators who are employed in top three companies in the large Sri Lankan apparel industry. A structured questionnaire which included Bakar’s (2013) 16 items for measuring HR practices and Bakker, et al.’ (2002) 17 items for measure employee engagement was administered. The data were analyzed using Pearson’sCorrelation and simple regression analysis. Findings of the Study The findings exhibited that there is a positive relationship between HR practices and employee engagement among machine operators in the large apparel industry in Sri Lanka. As well as HR practices of the Sri Lankan large apparel industry companies are at a satisfactory level and employee engagement of machine operatorsare at a high level. Moreover, all dimensions of HR practices are positively and significantly correlated with employee engagement, namely selective staffing, reward system, performance appraisal, comprehensive training and employee participation program. Lastly, the regression analysis between HR practices and employee engagement indicated that 59.8% of total variance of employee engagement was explained by HR practices. Conclusion of the Study It is concluded that there is a positive impact of HR practices on employee engagement among machine operators in the large apparel industry in Sri Lanka. Thus organizations in this sector need to develop proper and well-structured HR practices to attain high employee engagement level among the machine operators. Keywords: HR Practices, Employee Engagement, Machine Operators

Antecedents and outcomes of job insecurity among salespeople

PurposeThe purpose of this paper is to examine the impacts of job resources, as manifested by selective staffing, training (TR), and career opportunities, on job insecurity and the influence of job insecurity on hope, job satisfaction, and creative performance. By investigating these relationships, the present study also aims to provide the managers the ways by which they can foster job resources, reduce job insecurity, and activate hope and job outcomes of their salespeople.Design/methodology/approachData came from hotel salespeople in Iran. Structural equation modeling was used to test the aforesaid relationships.FindingsThe empirical data lend support to the overwhelming majority of the relationships. Specifically, job insecurity and hope act as mediators of the impacts of job resources on job satisfaction. Job satisfaction mediates the impacts of job insecurity and hope on creative performance. Contrary to what has been hypothesized, job insecurity positively influences salespeople’s hope. Such salespeople in turn exhibit higher job satisfaction. In addition, job resources do not significantly influence hope via job insecurity.Practical implicationsManagement should invest in job resources to reduce job insecurity. Management should also try to hire individuals high on hope since hope is treated as a malleable variable and can be developed via TR interventions. Workshops can be organized to enable junior salespeople to learn senior salespeople’s practices regarding the solutions to new customer requests and problems.Originality/valueJob insecurity is an endemic problem in many industries and there is a lack of empirical research about the intermediate linkage between job insecurity and employees’ job outcomes. There is also a need for more research to ascertain the factors influencing job insecurity.

항공사 객실승무원의 고성과 인적자원관리(High Performance)가 경력관리와 경력성공에 미치는 영향

This study aims to determine the effect of high performance human resource management on career management and career success. In order to accomplish the purpose of the study, the researcher conducted and analyzed the survey of flight attendants by using SPSS 18.0 statistics package and AMOS 18.0. The findings are as follows. First, there was direct effect between training and empowerment and career success. Second, there was indirect effect between selective staffing, incentives, teamwork and career success by mediated effect of career management. Third, career management had a positive impact on career success.

Human Resource Management and Security Policy Compliance

Given the regulatory requirements imposed on organizations within numerous industries, research in the area of employee compliance with organizational security and privacy regulations remains necessary and highly desirable. Therefore, the objective of this study provides a unique framework for understanding the influence of HRM practices on individual security policy compliance outcomes. The unit of analysis for this research project is the individual employee of a bank organization. With the survey of 257 bank employees, a components-based approach to structural equation modeling was taken. The results of this study indicate that developmental-oriented appraisal, externally or internally equitable reward, selective staffing and training for career development are positively associated with employees' behavioral intent to comply security policy through their affective commitment.

The mediating role of work engagement in the relationship between high-performance work practices and job outcomes of employees in Nigeria

PurposeThis paper aims to examine work engagement as a mediator of the effects of selective staffing, job security, teamwork and career opportunities as the indicators of high-performance work practices on absence intentions, service recovery and creative performances.Design/methodology/approachData came from 287 frontline employee–supervisor dyads in the international chain hotels in Nigeria. The direct and mediating effects were assessed using structural equation modeling. The Sobel test was also used to test the significance of each mediating effect.FindingsThe results demonstrate that the simultaneous implementation of selective staffing, job security, teamwork and career opportunities fosters work engagement that in turn leads to reduced absence intentions and results in service recovery and creative performances at elevated levels.Practical implicationsThe presence of selective staffing, job security, teamwork and career opportunities enables management to hire individuals high in work engagement. Management should obtain significant feedback about new service ideas and suggestions for novel customer problems through workshops in which employees effectively participate. Management may also let employees with poor performance leave the organization rather than wasting organizational resources to retain them.Originality/valueLittle is known about the underlying mechanism through which high-performance work practices are linked to organizationally relevant and valued attitudinal and behavioral outcomes.

The effects of organization mission fulfillment and perceived organizational support on job performance

Purpose – Drawing from Bagozzi’s (1992) reformulation of attitude theory, the purpose of this paper is to propose and test a conceptual model that links organization mission fulfillment (OMF) and perceived organizational support (POS) to job performance (JP) via work engagement (WE). Design/methodology/approach – Data gathered from frontline bank employees with a time lag of two weeks and their supervisors in Northern Cyprus were utilized to test the aforementioned relationships. Findings – The results from structural equation modeling suggest that OMF and POS foster WE. WE in turn stimulates employees’ JP. In short, WE fully mediates the effects of OMF and POS on JP. Research limitations/implications – Incorporating creative performance into the conceptual model would shed further light on WE as a mediator of the effects of OMF and POS on various performance outcomes. Gathering data from frontline bank employees in similar islands would allow conducting a cross-national study. Practical implications – Management of banks can organize workshops where frontline employees can contribute to the preparation of the mission statement. Employees making such contribution will display elevated levels of WE, because they contribute to something which is significant and meaningful. Management should also use selective staffing procedures to hire individuals who are customer oriented and therefore feel energetic and dedicated and are engrossed in their work. Originality/value – This study contributes to the current knowledge base by linking OMF and POS to JP via WE in frontline service jobs in the retail banking industry.

Do psychological capital and work engagement foster frontline employees’ satisfaction?

Purpose– This paper aims to develop and test a conceptual model that investigates the effect of psychological capital on job, career and life satisfaction, mediated by work engagement, drawing from the conservation of resources theory and the motivational process of the job demands-resources model.Design/methodology/approach– Based on data gathered from frontline employees in the international five- and four-star chain hotels with a time lag of two weeks in three waves in Romania, the relationships in the conceptual model were gauged through structural equation modeling. Self-efficacy, hope, optimism and resilience were treated as the indicators of psychological capital.Findings– The results suggest that optimism appears to be the best indicator of psychological capital, followed by resilience, self-efficacy and hope. Employees with high psychological capital are engaged in their work at elevated levels. Employees high in psychological capital are more satisfied with their job, career and life. The results reported in this study further suggest that psychological capital boosts work engagement that in turn leads to job, career and life satisfaction.Practical implications– The presence of rigorous selective staffing enables management to select a pool of employees high in psychological capital and work engagement. Inviting applicants to fill out an online questionnaire to identify their knowledge and skills and then using specific experiential exercises or short case studies to understand their tactics for handling service encounters can serve this purpose. Management can utilize the psychological capital questionnaire during and after the selection process. The availability of a resourceful work environment where there are training, empowerment, rewards and career opportunities is likely to stimulate employees’ positive emotions that in turn relate to psychological capital.Originality/value– Very little is known about psychological capital in the hospitality management literature. Therefore, this paper fills in this void by linking psychological capital to employees’ job, career and life satisfaction through work engagement.

The mediating effect of strategic human resource practices on knowledge management and firm performance

Previous empirical evidence has suggested that knowledge management and human resource practices can interact in order to improve firm performance. Based on this idea, the purpose of this study is to propose and test an integrative model that examines strategic human resource practices as a catalytic mechanism influencing the effectiveness of knowledge management. Our findings confirm that knowledge management strategies positively influence firm performance through certain high work performance practices – selective staffing, intensive training, active participation, comprehensive performance appraisal, and performance-based compensation – highlighting the mediating role of human resource management in this relationship and the need to align human resource practices with organizational strategies.

High-performance work practices, career satisfaction, and service recovery performance: a study of flight attendants

Purpose– The purpose of this paper is to propose and test a conceptual model that examines career satisfaction (CSAT) as a mediator of the effects of high-performance work practices (HPWPs) on service recovery performance, drawing from social information processing and Bagozzi’s (1992) reformulation of attitude theories.Design/methodology/approach– Data were gathered from flight attendants, with a time lag of two weeks in the private airline companies in Iran. The relationships were gauged using structural equation modeling.Findings– The results suggest that career opportunities seem to be the most important indicator of HPWPs, followed by rewards, selective staffing, empowerment, teamwork, job security and training. The results further suggest that the availability of HPWPs boosts flight attendants’ CSAT and that, in turn, results in elevated levels of service recovery performance.Originality/value– This study contributes to the current literature by linking HPWPs, as manifested by selective staffing, job security, training, empowerment, rewards, teamwork and career opportunities, to service recovery performance through CSAT based on data obtained from flight attendants.