Specific Human Resource Management Practices Research Articles

HRM practices in app work: exploring training and feedback in the food delivery ecosystem

Purpose This study aims to explore the human resource management (HRM) practices related to training and feedback in the app work industry, specifically in online food delivery service, and investigate the emotional and behavioral responses of gig workers. Design/methodology/approach This study adopts a qualitative approach by interviewing 19 gig workers from six food delivery firms operating in different countries. Findings The results show limited training and feedback opportunities are provided to app workers, although the complexity of training and delivery methods differ across platforms. To address this shortage, app workers developed response strategies relying on social interaction. Research limitations/implications This study adds to the research on HRM practices in the gig economy by portraying the way in which training and feedback unfold in the food delivery app ecosystem and by disclosing the gig workers’ emotional and behavioral responses to it. Practical implications This study shows that the way training activities are currently designed may provide little value to the ecosystem and are likely to produce negative emotional responses in gig workers. Thus, platform providers may make use of these findings by introducing more transparent feedback and social learning opportunities. Originality/value To the best of the authors’ knowledge, this study is among the first empirical studies on online delivery gig workers addressing specific HRM practices. It reveals significant insights for training and feedback, suggesting app economy characteristics strongly affect training and feedback practices for app workers.

Evaluating the nexus of HRM and sustainability in green supply chains: A comprehensive literature review

Background: Sustainability is paramount across all fields, especially in supply chains. The role of human resources is crucial in achieving organizational sustainability standards. However, the impact of human resources on supply chain sustainability has been underemphasized. Purpose: This paper explores the critical nexus between Human Resource Management (HRM) and sustainability within green supply chains, identifying gaps in the current body of knowledge and emerging trends. Study design/methodology/approach: A systematic literature review was conducted, emphasizing sustainability in supply chains and its intersection with HRM's "green" aspects. Web of Science and Scopus databases served as the primary sources. The research involved documentation and content analysis, leading to the development of guidelines for future studies. Findings/conclusions: The study reveals a significant yet underexplored interaction between green HRM and supply chain sustainability. It highlights the need for more focused research in this area, providing a foundational framework for future studies. Limitations/future research: The study primarily focuses on the conceptual linkage between HRM and green supply chains, suggesting the need for empirical research to further validate and expand upon the findings. Future research should investigate specific HRM practices that effectively contribute to sustainable supply chains.

UNDERSTANDING THE DYNAMICS: A SYSTEMATIC LITERATURE REVIEW OF GENERATION Y'S PERCEPTIONS OF HRM PRACTICES AND THEIR IMPACT ON TURNOVER INTENTIONS

Human resources are pivotal in securing an organisation's competitive advantage, with employee retention playing a crucial role. This systematic literature review explores the relationship between Human Resource Management (HRM) practices and turnover intentions among Generation Y employees. Focusing on critical HRM practices—training and development, compensation, performance appraisal, and job security—this review synthesises existing literature to understand their impact on turnover intentions, particularly within the private sector in Bangladesh. The review encompasses studies from various databases, adhering to stringent inclusion and exclusion criteria to ensure a comprehensive analysis. The review primarily targets literature about Dhaka and Gazipur metropolitan areas, reflecting the significant challenge of turnover intentions among Gen Y in these regions. Using a structured approach, the review critically examines the existing empirical evidence, providing a nuanced understanding of how specific HRM practices influence Gen Y's turnover intentions. This systematic exploration offers valuable insights for academic research and organisational strategies, highlighting effective HRM practices for managing Gen Y employees and potentially reducing their turnover rates.

Identifying Specific Human Resource Management Practices for Aging Workforce in Public Organizations

Introduction: The main capital of any organization is its human resources(HR). Organizations invest substantial costs in attracting, retaining, and training individuals. Therefore, it is essential to identify and implement appropriate practices to preserve and enhance HR. Aging of employees is an inevitable phenomenon that poses challenges to all organizations, irrespective of specific geographical locations, because the employees will get old and leave the organization. This research aims to identify HR management practices for aging employees in public organizations in Jahrom City, Fars Province, Iran, in the year 2022.
  
 Methods: This study utilizes meta-synthesis and Delphi methods to extract and identify management practices for aging HR. In the meta-synthesis section, the library method was used and community under study in the Delphi section included 28 academic (university professors with doctorate degrees in HR or organizational behavior) and organizational (senior managers and HR managers of public organizations in Jahrom) experts. The research tool used in the Delphi section was a questionnaire conducted in 3 rounds.
  
 Results: Through the study of the sources using meta-synthesis method, a total of 79 organizational practices were identified, categorized into 11 main dimensions. After three rounds, a consensus was reached on 60 practices, organized into 9 main dimensions, and the Delphi rounds were concluded. In the final round, no new practices were suggested or removed. Due to the minimal differences in the Kendall coefficient among the different rounds, the Delphi rounds were concluded.
  
 Conclusion: It is necessary to plan and implement all these practices in parallel and simultaneously. However, as the most crucial management measure is planning, there is a need for planning, coordination, and harmonization at the legislative, administrative, and recruitment levels. Implementing the proposed practices through organizational experts, HR managers, and the active participation of aging employees in implementing practical practices will lead to better execution.
  

Improving Employee Engagement Through HRM Practices in Public Hospitals

The objective of this study is to examine the relationship between Human Resource Management (HRM) practices and employee engagement within the context of nurses in public hospitals in Malaysia. Prior studies have investigated several factors that influence employee engagement in Malaysia. However, the present study specifically concentrates on examining the relationship between HRM practices and employee engagement. The study encompassed a sample of 330 nurses employed in public hospitals in Malaysia. Data analysis was performed using Statistical Package for Social Sciences (SPSS) software version 25. The study revealed that the implementation of three specific HRM practices, namely career development, employee participation, and training and development, had a positive and significant effect on employee engagement. The findings have the potential to offer useful insights to decision-makers within healthcare organizations in Malaysia. Specifically, these insights can inform the development of effective HRM strategies aimed at enhancing employee engagement among nurses. Moreover, this study offers suggestions for future research and recommendations for the authorities to strengthen human resource policies pertaining to the healthcare sector in Malaysia. 

Effective Role of Human Resource Management Policies Within Marketing Organization: The Impact on Business and Marketing Strategy Implementation

Purpose: The purpose of this study is to examine the effective role of human resource management (HRM) policies within marketing organizations and their impact on business and marketing strategy implementation.   Theoretical framework: The study will be based on the resource-based view of the firm, which posits that a firms resources and capabilities can be a source of sustainable competitive advantage.   Design/methodology/approach: The study will use a quantitative research design, collecting data through surveys administered to employees and managers within marketing organizations. Data will be analyzed using statistical techniques to identify relationships between HRM policies and business and marketing strategy implementation.   Findings: The findings of the study will provide insights into the impact of HRM policies on business and marketing strategy implementation and identify specific HRM practices that are associated with better performance outcomes. The major findings of this study are that the HRM policies improve the growth of a business and deliver quality work to the customers by understanding the external and internal affairs. The HRM policies improve the growth of a business and deliver quality work to the customers by understanding the external and internal affairs.   Research, practical and social implications: The results of the study will have implications for practitioners, as they will provide guidance on how to design and implement effective HRM policies within marketing organizations. Additionally, the study will contribute to the broader understanding of the role of HRM in organizational performance.   Originality/value: This study will be among those to examine the role of HRM policies in marketing organizations, providing new insights into how these policies can be leveraged to improve organizational performance.

Human resource management practices and organisational performance: Evidence from small and medium-sized enterprises in Australia

Small and medium-sized enterprises (SMEs) are the drivers of economic activities in Australia. The present study provides empirical evidence on the connexion between the four key dimensions of human resource management (HRM) practices and organisational performance, in response to the call by earlier researchers that the influence of specific HRM practices on organisational performance needs to be further investigated across different countries and organisational contexts. A survey among SMEs in the South-Western region of Sydney in Australia was conducted and self-reported measures were applied to attain data on HRM practice aspects and businesses’ performance. Regression analyses were employed to assess the proposed relationships, and it was found that all dimensions except training and development exhibited positive relationships to organisational performance, as hypothesised. Discussion on the findings is underlined, so as are the implications of this study, limitations, and avenues for future researchers.

Broadening Our Understanding of Human Resource Management for Improved Environmental Performance

This article evaluates the effect of different human resource management (HRM) practices on organizations’ environmental performance. We develop a model to evaluate the influence of a broad range of HRM practices, including environmental performance criteria in managers’ performance evaluations and two types of internal corporate social responsibility (CSR) practices: socially responsible employee benefits and corporate volunteering practices. To this end, we analyze a sample of 142 manufacturing companies that have completed B Lab’s Impact Assessment process to certify their environmental performance. The results show that including environmental criteria in a higher proportion of managers’ performance evaluations directly impacts organizations’ environmental performance and strengthens the positive effect of other environmental management practices. The findings also demonstrate the direct effects of both types of CSR practices on an organization’s environmental performance. Our study advances recent work on Green HRM and CSR by identifying the specific HRM practices that allow organizations to move from being part of the world’s environmental problem to being part of the solution.

The impact of empowerment-focused human resource management on relationship learning and innovation

PurposeIn the field of innovation, there is growing interest in exploring the factors that determine the extent to which firms can learn from external sources. However, most previous studies neglect the role of human factors. Little is known about which employee behaviors are desirable for boundary-spanning learning activities and which human resource management (HRM) practices are appropriate to respond to external knowledge transfer across boundaries. To fill this gap, the authors investigate the role of empowerment-focused HRM in interfirm learning and explore the integration of external inputs from the perspective of employees.Design/methodology/approachBased on empirical survey data collected from different countries, the authors test the proposed model with structural equation modeling.FindingsThe authors’ findings indicate that empowerment-focused HRM practices, including job enrichment, job autonomy, teamwork and cross-functional communication, are positively associated with relationship learning.Originality/valueIn this study, the authors present a theoretical explanation for how empowerment-focused HRM may influence firm's innovation through relationship learning process and provide empirical evidence regarding the specific HRM practices that can have different effects on the different phases of relationship learning.

Archetypes of Green-Growth Strategies and the Role of Green Human Resource Management in Their Implementation

This paper aims to develop a conceptual framework that explains how organizations address green growth. By integrating perspectives of organizational learning and ambidexterity, this paper proposes four archetypes of green-growth strategies. On the basis of exploration and exploitation dimensions, the proposed strategic green-growth archetypes are environmental-laggard, cooperative, entrepreneurial, and ambidextrous approaches. This paper suggests propositions about how to implement entrepreneurial and cooperative archetypes. It is also proposed that cooperative and entrepreneurial archetypes necessitate a set of the best and well-defined green human resource management (HRM) practices oriented towards strategic environmental goals. This paper thus proposes specific green HRM practices that better fit with each archetype. Lastly, this research concludes with a discussion of research implications.

Employees’ perceptions of diversity management practices as predictors of psychological capital: A South African study

Human resource practitioners have recently been interested, especially within large corporations, in diversity management and psychological capital (commonly known as positive psychology) – making the insights from such studies inadequate and difficult to apply in other contexts such as the small business sector. With no known empirical research on these two areas of interest within small businesses, the purpose of this study was to determine the impact of perceptions of diversity management practices on psychological capital amongst employees in bed and breakfast (BB) establishments. A quantitative design, specifically a cross-sectional case study design, was adopted. Data were collected from a sample of 144 BB employees conveniently selected. The collected data were analysed using both descriptive and inferential statistics. The findings of the study showed that there is a significant and positive relationship between perceived diversity management practices and psychological capital of employees. Specifically, perceived diversity management practices in specific human resource management practices were found to influence the psychological capital of the BBs employees. Given the nature of BB establishments, in terms of attracting diverse customers, the study recommends the need of BB managers to implement appropriate and fair human resource diversity management practices in order to promote the development of psychological capital amongst employees. This study is the first of its kind to contribute to the literature on diversity management practices and psychological capital within BB establishments in a developing context.

Situating human resource management in the political economy: Multilevel theorising and opportunities for kaleidoscopic imagination

AbstractThis article introduces a special issue on Situating Human Resource Management (HRM) Practices in their Political and Economic Contexts. We develop a novel multilevel framework for exploring the political economy of HRM and use this to position the articles in this special issue. We argue that the study of HRM is often too narrowly constructed within a psychological, positivistic paradigm and at an organisation‐level, and that situating HRM in its political and economic context requires a more inclusive, interdisciplinary approach that includes the use of kaleidoscopic imagination and meta‐theoretical bricolage. By embracing a theoretically pluralist approach to studying HRM, researchers are better able to analyse how different levels of the political economy interact with specific HRM practices to impact value creation. We conclude by discussing the contribution of this article and the special issue, as well as highlighting avenues for future research.

Forty years of research on human resource management in family firms: analyzing the past; preparing for the future

PurposeThis paper explores the field of human resource management (HRM) in family firms, assessing the evolution of this research through a four-domain model that reflects the relationships between cognitions, actions and performances associated with organizational choices.Design/methodology/approachThe authors have performed a bibliometric review of 363 peer-reviewed papers from over the past four decades (1976–2016) in order to provide activity indicators for the overall phenomenon and systemize the entire body of literature into specific HRM strategy domains or practices, using a double-entered pivot table.FindingsThe study framework provides managerial implications with regard to the HRM decisions made when attempting to improve human capital in family firms. Accordingly, the authors view HRM-centered decisions and strategies in family firms as ways to scan for and appraise contingent dimensions, make sense of the current environment, make good choices and achieve high performance levels.Originality/valueThe authors offer this four-domain theoretical scheme as a framework through which the field can be interpreted, proposing some potential avenues for moving forward.

The Impact of Human Resource Management Practices on SMEs Performance

There is currently a dearth of knowledge for human resource management under an SMEs context. As a result, it is assumed that human resource management based on large business organizations is applicable for SMEs at a smaller scale. From the resource-based view, this article investigates the impact of human resource management practices towards the SMEs in Brunei Darussalam. By conducting an exploratory study, a questionnaire survey of 296 was collected from the local SMEs to ascertain how the human resource management practices impact their performance. This is followed by the analyzing the result via the Pearson Correlation and Multiple Linear Regression which suggests that specific human resource management practices have a significant impact on the SMEs. As part of the contribution, the article extends the knowledge of human resource management in SMEs context by understanding their impact towards the SMEs performance.

Identifying HRM practices for disabling destructive deviance among public sector employees using content analysis

PurposeThis study aims to identify specific human resource management (HRM) practices to overcome destructive deviance among public sector employees. Further, this study aims to rank the identified HRM practices in the order of their impact on destructive deviance.Design/methodology/approachThis study uses the technique of both inductive and quantitative content analyses to identify specific HRM practices and rank them in the order of their impact on destructive deviance. Data was collected from 30 executives employed in Indian public sector via unstructured interviews. Also, Krippendorff’s alpha reliability estimate was calculated to establish the reliability of the content analysis, which was 0.80.FindingsThis study identified ten HRM practices (human resource planning, job design, training and development, reward system, employment security, career advancement opportunities, performance management, employee participation, monitoring and control, work–life balance) in overcoming destructive deviance among public sector employees. Furthermore, based on their frequency distribution, the HRM practices were classified into three categories, i.e. most significant, significant and least significant.Research limitations/implicationsBased on the categorization of HRM practices into three categories, this study implies that to discourage employees from exhibiting deviant behaviour, organizations should focus on the implementation of most significant HRM practices followed by significant and least significant practices. HRM practices that function as a coherent and synergistic system act as a win-win strategy benefitting both employees and the organization.Originality/valueIn spite of the rising research interest in the deviant behaviour in the literature, still there is a dearth of research pertaining to the association between HRM practices and destructive deviance. Moreover, there is no consensus among researchers concerning the specific HRM practices that should be incorporated in the overall construct. Guided by these gaps in the literature, this study identifies ten HRM practices to overcome destructive deviance among public sector employees using qualitative analysis.

A Study On Human Resource Practices Impact On Job Satisfaction In It Organizations, Chennai

This research article highlights the context within which IT organizations has grown in India and the extent of human resource management (HRM) practices and systems practiced in this sector. Using a mixed method approach involving both in-depth discussion with senior HR executives and self-completing questionnaires, the data have been collected from selected ITorganizations in Chennai. The results emphasize the way the specific HRM practices such as selection and recruitment, work environment, performance appraisal, training and development and compensations are implemented. The survey suggests the existence of formal, structured, and rationalized HRM systems in IT organizations. A number of insights related to HRM practices are shared by the HR senior executives interviewed peeling more light on the functioning of the IT companies and their challenges. The analysis provides original and useful information to both academicians and HR practitioners and gives ideas for further research in the area of HRM practices in IT organizations in India.Selection and recruitment, Training and development and compensations are having significant and positive impact on Job satisfaction.

Lean Manufacturing, Human Resource Management and Worker Health: Are there Smart Bundles of Practices along the Adoption Process?

The effects of lean manufacturing on worker health remain poorly understood. Although recent studies show a moderating role of human resource management (HRM) practices on this relationship, they focus only on some specific HRM practices and do not grasp their effects on the different phases of the lean adoption process. By considering lean manufacturing as a managerial innovation, the objective of this paper is to explore the relationship between lean, HRM practices, and worker health according to the firm’s lean maturity (i.e. intensity of usage and stage of adoption). The results, based on three case studies of French industrial firms, show that the effects of lean practices on worker health should be assessed in light of the combination of lean and HRM practices that differ along the lean process.JEL Codes: M10, M11

Green human resource management research in emergence: A review and future directions

The growing awareness of and regulations related to environmental sustainability have invoked the concept of green human resource management (GHRM) in the search for effective environmental management (EM) within organizations. GHRM research raises new, increasingly salient questions not yet studied in the broader human resource management (HRM) literature. Despite an expansion in the research linking GHRM with various aspects of EM and overall environmental performance, GHRM’s theoretical foundations, measurement, and the factors that give rise to GHRM (including when and how it influences outcomes) are still under-specified. This paper, seeking to better understand research opportunities and advance theoretical and empirical development, evaluates the emergent academic field of GHRM with a narrative review. This review highlights an urgent need for refined conceptualization and measurement of GHRM and develops an integrated model of the antecedents, consequences and contingencies related to GHRM. Going beyond a function-based perspective that focuses on specific HRM practices and building on advances in the strategic HRM literature, we discuss possible multi-level applications, the importance of employee perceptions and experiences related to GHRM, contextual and cultural implications, and alternative theoretical approaches. The detailed and focused review provides a roadmap to stimulate the development of the GHRM field for scholars and practicing managers.

Mediation role of job satisfaction on HRM-operational performance relationship: A three-way moderation effect by gender

The impact of Human Resource Management (HRM) practices on performance behavior and job satisfaction have drawn much attention around the world over the past 25 years (Khera, 2010; Savaneviciene& Stankeviciute, 2012).Past researchwas conducted on either HRM practices and job satisfaction or HRM practices and employee performance. Researchers in the study try to integrate both the topics in a single edge. Covering the existing research gap, the study aims at to predict high school teachers' operational performance on HRM practices and notice whether the job satisfaction mediates the relationship between HR practices and operational performance. The research is a non-experimental study utilizing structured questionnaires. During the survey, information confidentiality and respondents' anonymous were established. The study has adopted the cross-sectional survey approach and investigated 140 teachers from 14 high schools, located at Sylhet City, Bangladesh. A three-step hierarchical regression model was fitted to regress operational performance on control variable, HRM related independent variables as well as job satisfaction to know the variance explained by each step and to test the effect size. Further, three mediation models were also developed to delineate how HRM practices i.e., discipline and compensation were related to operational performance through job satisfaction. In doing so, mediating role (either complete or partial) of job satisfaction was examined. Results revealed that training and development, discipline and compensation significantly predictedhigh school teachers' perceived operational performance effort; and job satisfaction has shown both partial and complete mediation effects in the relationships between HRM practices and operational performance. Moderating variable,viz., gender did moderate none of relationships among independent, mediator and predicted variables. Thus, school teachers' operational performance and job satisfaction resultant from HRM practices do not differ significantly by gender status. The key implication of the study is assisting the management committee of higher secondary schools in focusing on specific HRM practices to draw out school teachers' performance effort. And all HR practices more or less important for educational institutions but to boost up employee performance effort training & development, discipline and compensation system are more imperative.

Guiding metaphors for knowledge-intensive firms

Purpose The purpose of this paper is to conceptualize and empirically test the impact of strategic human resource management (HRM) practices on learning outcomes and also to examine whether this relationship is contingent on knowledge strategy in a sample of knowledge-intensive firms like software companies in India. Design/methodology/approach Data were collected through a questionnaire, and the software companies were chosen based on the listing in the NASSCOM annual report. A total of 32 companies participated in this research study, and the survey was conducted in two phases. Findings The universalistic approach revealed that organizational learning outcomes can be enhanced by focusing on specific individual HRM practices. Also, the fit between HRM practices and knowledge strategy revealed that the interaction effect between individual and knowledge strategy have had an increased impact on the learning outcomes. Practical implications HRM practices can be aligned to the targeted knowledge strategy of the organization and maximize specific organizational learning outcome to achieve sustained competitive advantage. Knowledge-intensive firms can measure their knowledge strategy and gauge whether it is complemented with HRM practices for better tangible and intangible outcomes. Originality/value The proposed model can benefit the firms to analyse the extent of contribution of HRM practices towards the organizational learning process. It also helps to understand how an organization can be productive by focusing on specific learning outcomes and establishing a tighter link between the select individual HRM practices and the defined knowledge strategy.