Strategic HR Practices Research Articles

The Strategic HR Leader: Driving Organizational Success Through People Management

This study examines the impact of Strategic HR Leadership and People Management on Organizational Success at PT. Garuda Indonesia (Persero) Tbk, with a focus on the mediating role of Employee Performance. Utilizing a quantitative research design, data was collected from 85 employees using random sampling and analyzed with SmartPLS. The results reveal that Strategic HR Leadership has a significant positive effect on both Employee Performance and Organizational Success, indicating that effective strategic HR leadership enhances organizational success by improving employee performance. Similarly, People Management positively influences Employee Performance, which in turn contributes to Organizational Success. Although the direct effect of People Management on Organizational Success was not significant, its indirect effect through Employee Performance was notable. These findings underscore the importance of strategic HR practices and effective people management in achieving organizational success. The study provides actionable insights for enhancing HR strategies to foster a high-performing workforce and improve overall organizational outcomes.

Assessing the Impact of Strategic HR Practices on Talent Retention Through Job Satisfaction and Work Engagement: Moderating Role of Psychological Empowerment

Assessing the Impact of Strategic HR Practices on Talent Retention Through Job Satisfaction and Work Engagement: Moderating Role of Psychological Empowerment

Enhancing Employment Opportunities for Persons with Disability (PWDs) through Strategic HR Practices: An Analysis with Gender as a Moderating Factor

Enhancing Employment Opportunities for Persons with Disability (PWDs) through Strategic HR Practices: An Analysis with Gender as a Moderating Factor

EMPLOYEE SURVEY ON STRATEGIC HR PRACTICES AND PRODUCTIVITY IN INDIAN ORGANIZATION

This research paper aims to investigate the relationship between strategic HR practices and employee productivity in Indian organizations. A survey was conducted among employees from different industries to understand their perceptions of HR practices such as talent management, performance management, training and development, and their impact on individual and organizational productivity. The findings suggest that effective strategic HR practices, when implemented, can significantly contribute to enhanced employee productivity and overall organizational performance. The study provides valuable insights for HR professionals and business leaders in India on how to leverage strategic HR initiatives to drive productivity and achieve sustainable competitive advantage.

The Influence of Strategic Decision Making, Business Performance, and Employee Development on Big Data Technology in HR: A Case Study of a FinTech Company in Jakarta

This study investigates the influence of strategic decision making, business performance, and employee development on the adoption of Big Data technology in HR within a FinTech company based in Jakarta. Using Structural Equation Modeling (SEM) with Partial Least Squares (PLS), data were collected through an online survey administered to employees involved in HR management. The results reveal significant positive relationships between strategic decision making, business performance, employee development, and the adoption of Big Data technology in HR. Specifically, strategic decision making and employee development are found to positively influence the adoption of Big Data technology in HR, while business performance is positively associated with both strategic decision making and employee development. These findings underscore the importance of strategic HR practices and investments in employee development for leveraging Big Data technology effectively in HR management. The study contributes to a deeper understanding of the factors driving the adoption of Big Data technology in HR and provides practical implications for HR practitioners and organizational leaders.

ARTIFICIAL INTELLIGENCE IN HUMAN RESOURCE: THE KEY TO SUCCESSFUL RECRUITING AND PERFORMANCE MANAGEMENT

This study explores the application of artificial intelligence (AI) in the domains of recruitment and performance management with in the field of Human Resource Management (HRM). It investigates how AI technologies such as chatbots, AI recruiters, and HR analytics are utilized to enhance efficiency, effectiveness, and personalization in these HR functions. This review paper explores multifaceted applications of Artificial Intelligence (AI) in Human resource Analytics, specifically focusing on recruitment and performance management. AI has revolutionized HR practices by enabling organizations to harness vast amounts of data to make informed decisions. In recruitment, AI-driven tools facilitate candidate sourcing, screening, and matching, leading to more efficient hiring processes and improved candidate experiences. Additionally, AI-powered analytics enhance performance management by providing actionable insights into employee productivity, engagement, and skill development. Drawing upon existing literature, this paper provides an in-depth analysis on how AI technologies are reshaping traditional HR practices, enhancing efficiency, and driving strategic decision-making. Overall, the application of AI in recruitment and performance management represents a paradigm shift in HRM practices, enabling organizations to harness the power of data and automation for more efficient, equitable, and strategic HR practices in the digital age.

The Evolution of Workplace Diversity and its Impact on Organizational Success: A Comprehensive Examination of Diversity Management Strategies

Purpose: The manufacturing industry in India is one of the largest sectors and it is continuously attaining growth and development. As focused by the NMCC (National Manufacturing Competitiveness Council, it is put to contribute 25% to the GDP by the year 2025 compared to the recent share of almost 16%. Particularly, the industry contributed 66% to the exports of the nation in FY11 and has been reinforcing at a CAGR of 20% in the past five years. Manufacturing holds a major position in the economy of the country, India, reporting for almost 16% of actual GDP in FY12 and employing nearly 12% of the labour force of India. The growth and development in the industry have been matching a very strong rate in the whole growth and development of the GDP in the past few years (India Brand Equity Foundation, n.d). At present, India is the biggest producer of chemical products, basic metals, textiles, pharmaceuticals, electrical machinery, and general machinery and equipment. Design: This research adopted the conceptual research by using a descriptive research design. Secondary data has been collected and analyzed to find out the factors affecting the manufacturing industry. This will help them to cope with the work environment and to effectively handle different situations. Findings: The findings from studies on Leveraging a comprehensive exploration, study delves into the profound impact of Human Resource Management (HRM) on Enterprise Performance in the Manufacturing Sector. Findings illuminate HRM's pivotal role in shaping Enterprise Performance Management (EPM), demonstrating a direct correlation between strategic HR practices and heightened organizational effectiveness. The research underscores the nuanced ways in which HRM practices contribute to enhanced productivity, workforce engagement, and overall operational efficiency within manufacturing enterprises. As organizations align HR strategies with EPM goals, the symbiotic relationship emerges as a critical catalyst for sustained growth and success in the dynamic manufacturing landscape. Originality/Value: This study includes a detailed analysis of the Evolution of Workplace Diversity and its Impact on Organizational Success: A Comprehensive Examination of Diversity Management Strategies Paper type: Conceptual Research

The Significance and Influence of Human Resource Management (HRM) on Enterprise Performance in the Manufacturing Sector: An In-Depth Analysis of Enterprise Performance Management (EPM) Impacts

Purpose: Manufacturing industry in India is one of the largest sectors and its continuously attaining growth and development. As focused by the NMCC (National Manufacturing Competitiveness Council, it is put to contribute 25% to the GDP by the year 2025 compared to the recent share of almost 16%. Particularly, the industry contributed 66% to the exports of the nation in FY11 and has been reinforcing at a CAGR of 20% in the past five years. Manufacturing holds a major position in the economy of the country, India, reporting for almost 16% of actual GDP in FY12 and employing nearly 12% of the labour force of India. The growth and development in the industry has been matching a very strong rate in the whole growth and development of the GDP in the past few years (India Brand Equity Foundation, n.d).At present, India is the biggest producer of chemical products, basic metals, textiles, pharmaceuticals, electrical machinery and general machinery and equipment. Design: This research adopted the conceptual research by using a descriptive research design. Secondary data has been collected and analyzed to find out the factors affecting the manufacturing. industry. This will help them to cope with the work environment and to effectively handle different situations. Findings: The findings from studies on Leveraging a comprehensive exploration, the study delves into the profound impact of Human Resource Management (HRM) on Enterprise Performance in the Manufacturing Sector. Findings illuminate HRM's pivotal role in shaping Enterprise Performance Management (EPM), demonstrating a direct correlation between strategic HR practices and heightened organizational effectiveness. The research underscores the nuanced ways in which HRM practices contribute to enhanced productivity, workforce engagement, and overall operational efficiency within manufacturing enterprises. As organizations align HR strategies with EPM goals, the symbiotic relationship emerges as a critical catalyst for sustained growth and success in the dynamic manufacturing landscape. Originality/value: This study includes a detailed analysis of the Significance and Influence of Human Resource Management (HRM) on Enterprise Performance in the Manufacturing Sector: An In-Depth Analysis of Enterprise Performance Management (EPM) Impacts. Paper type: Conceptual Research.

Impact of strategic HR practices on innovation performance: examining the mediation of differentiation and cost-effectiveness

PurposeInnovation is critical for businesses to stay competitive in today's world, as it allows them to constantly look for new ways to differentiate their products or services from their competitors as well as improve cost-effectiveness. This study explore the role of strategic human resource practices in developing organizations' competitive capabilities-differentiation and cost-effectiveness, which, improves their innovation performance to create a competitive advantage.Design/methodology/approachThe authors collected data from 387 employees from 25 knowledge-intensive information technology organizations in India through a questionnaire-based survey. After checking for biases, reliability and validity, the hypothesized relationships were tested by structural equational modeling using AMOS 26.FindingsStrategic HR practices have a significant and positive effect on innovation performance and both competitive capabilities-differentiation and cost-effectiveness. While the differentiation capability had a strong positive effect on innovation performance, cost-effectiveness capability was not significantly related to innovation performance. The differentiation capability mediates the relationship between strategic HR practices and innovation performance link, whereas the cost-effectiveness capability did not have a mediating effect.Practical implicationsThis study provides practical insights to HR and knowledge managers to focus on development of human capital and invest in hiring, training, development, strategic performance management practices to enhance employees' knowledge behaviors, which, stimulates innovation performance.Originality/valueThe paper adds to the strategic HRM paradigm by clarifying the underlying process of how strategic HR practices leads to higher innovation. It affirms the vitality of choosing appropriate competitive capabilities, and supporting organizational factor for business's success. It fills an important research gap by providing original empirical evidence from knowledge intensive information technology organizations in the emerging economy of India.

Mediation of knowledge management processes in enabling strategic HR practices to achieve differentiation and cost-effectiveness

PurposeThis study explores how strategic human resource practices enhance the competitive capability of differentiation and cost-effectiveness by leveraging knowledge resources in Indian IT/software organizations. It examines the mediating effect of knowledge management (KM) processes in the relationship between strategic HR practices, competitive differentiation and cost-effectiveness capabilities.Design/methodology/approachAn online questionnaire survey collected data from 380 knowledge workers in 25 IT/software and consultancy firms. The authors checked data reliability and validity by conducting exploratory factor analysis in SPSS and confirmatory factor analysis in AMOS. The authors evaluated hypotheses using path analysis in structural equational modeling in AMOS.FindingsStrategic HR practices significantly and positively affect KM processes and competitive capabilities-differentiation and cost-efficiency. Both strategic HR practices and KM processes have a closer association with differentiation than cost-effectiveness. Knowledge management processes significantly and positively mediate between strategic HR practices and competitive capabilities. The mediation is more substantial in predicting differentiation than cost-effectiveness.Research limitations/implicationsIt is a cross-sectional study with a constrained capacity to predict accurate causal inferences; The authors call for future studies with longitudinal design and objective measures. Further studies are required to explore the impact of various strategic HR configurations on KMP to understand how different routes stimulate a particular competitive strategy. This conceptual framework can be validated across different industry types and sizes.Practical implicationsThis study provides practical insights to HR and knowledge managers regarding devising HR and KM processes to accomplish the goals of differentiation and cost-effective, competitive strategies. This study highlights that leveraging human capital for effective KM is crucial for gaining a competitive advantage.Originality/valueThe paper adds to the strategic HR and KM literature by exploring the mediating role of KM processes in enabling strategic HR processes to enhance differentiation and cost-effective, competitive strategies. It provides original empirical evidence from knowledge-intensive IT/software consultancies, particularly in India's emerging economy. It indicates the current state of HR practices adopted for optimum utilization of knowledge resources and the importance of differentiation strategy for Indian knowledge-intensive IT/software firms.

Agile SHRM practices and employee-organisational outcomes during new normal: evidence from India and Thailand

PurposeThe purpose of the cross-cultural study is three-fold – (1) to examine the effect of agile strategic human resource management (ASHRM) practices for each stage of the employee life-cycle on employee outcomes, (2) to investigate employee outcomes – organisational outcome linkage and (3) to explore the link between organisational outcomes and shared values to society.Design/methodology/approachThe research used random sampling to select 674 managers (358 from India and 316 from Thailand) who work in food processing firms. A structured questionnaire was administered to the respondents separately for collecting data. The authors used PLS-SEM to verify the study hypotheses and related research models.FindingsThe multi-group analysis (MGA) results indicated a significant difference in agile SHRM practices, employee outcomes, organisational outcomes and shared values in the Indian and Thai samples. However, the difference in the impact of the organisational outcome on shared values to society was found to be insignificant, suggesting that organisational outcome had a similar impact on shared values in both countries.Practical implicationsThe agile strategic HR practices, especially talent acquisition, learning and development, reward and recognition, must be aligned to suit country-specific culture for improving job satisfaction, employee engagement and employee productivity, which would result in improved organisational outcomes such as profitability and customer satisfaction, ultimately enhancing shared values to society. This comparative analysis would also help the Indian and Thai food sectors develop new strategies or alter existing ones in light of the ASHRM model.Originality/valueThe study provides an innovative ASHRM framework from a cross-cultural perspective, which may help organisations to adopt agile talent acquisition, career development and separation strategies to thrive in the turbulent international business environment.

Linking Differentiation Strategies, Strategic HR Practices and Firm Performance: Does Employees’ Trust in Employer Really Matter?

The article examines the relationship between differentiation strategies and firm performance by investigating the mediating role of strategic HR practices. Additionally, moderated mediation model is also projected with employees’ trust in employer as a moderator. Primary data of 466 respondents were collected from 105 organizations from Indian settings. Statistical tools such as factor analysis, correlations, multiple regressions and bootstrapping were applied. The results revealed a significant and positive mediation of strategic HR practices in the hypothesized relationship. The findings emphasize the significance of the social exchange theory in explaining how the connection between strategic HR practices and firm performance is moderated by employees’ trust in their employers. The indirect effect of differentiation strategies on firm performance via strategic HR practices was found stronger at a higher level of employees’ trust in employer.

HR facilitating approach through strategic knowledge perspective - A case study approach

Strategic HR practices are known to impact an organisation’s capability to manage knowledge. These linkages have been postulated theoretically but there is a dearth of empirical evidence for such impacts. This paper, through an intervention undertaken at a large organisation, illustrates this linkage. We show how a new HR practice can be a tool for effectively managing knowledge. The paper extends the knowledge management literature by including the effectiveness of HR practices and setting up new ways of innovative knowledge management, which can be useful for scholars as well as practitioners.

The effect of knowledge management capacity on firm performance through sequential mediations of strategic HRM, administrative and technical innovations

Purpose This study aims to explore the relationship between knowledge management (KM) and firm performance through mediating effects of strategic human resource management (HRM) and organizational innovations. Design/methodology/approach Usable responses from 638 employees belonging to 230 organizations operating in India were collected via questionnaires. To determine the hypothesized relationships between the study variables, namely, KM capacity, strategic HRM, administrative innovation, technical innovation and firm performance, bootstrapping method via PROCESS was put into use. Findings The findings strengthen the notion that effective KM in firms leads to better innovation capabilities and higher firm performance. Further, the study reveals that the effects of KM capacity on firm performance go through a relationship chain (serial mediation) consisting of strategic HRM, administrative innovation and technical innovation. Practical implications The results undeniably infer that the effective management of knowledge is critical for leveraging innovations and other performance indicators in organizations. More specifically, it does not only result in enhanced firm performance but also in proper utilization of strategic HR practices for the benefits of employees, with a boost in administrative and technical innovations in organizations. Originality/value By confirming several mediation paths through strategic HRM, administrative and technical innovations, this study offers some noteworthy insights in expounding the relationship between KM and firm performance.

Strategic HRM and competitiveness of Hotels in the Central Region of Ghana: the Mediating role of employee competencies

The main purpose of this study was to examine the effect of strategic HR practices on the competitiveness of hotels in the Central Region of Ghana. A secondary objective was to assess the mediating role of employee competencies on the link between strategic HR practices and competitive advantage. The study adopted an explanatory research design, using a purely quantitative approach. The target population comprised of all managers of registered hotels in the Central Region of Ghana. Data were collected through a self-administered survey questionnaire. The available data were analyzed using Structural Equation Modelling. It was established that strategic HRM practices have a positive influence on employee competencies, which in turn has a significant positive effect on competitive advantage. As a consequence, it was concluded that internal capabilities and competencies are the major sources of sustainable competitive advantage in the hospitality industry in Ghana. The effect of strategic HR practices on competitive advantage was, however, found to be insignificant. These findings require managers in the hospitality industry to continuously employ strategic HR practices such as training and development activities, linking incentive pay to performance, providing staff with a flexible compensation structure and promoting skill-based pay elements in employees’ pay package.

A framework for integrating strategic HR and knowledge management for innovation performance

PurposeOrganizations that resort to knowledge management (KM) for innovation need to align their organizational strategies for KM success. The purpose of this paper is to develop a conceptual framework depicting the alignment of strategic HR practices with organizational culture and strategy. This alignment posits to leverage KM processes for improving innovation performance in organizations.Design/methodology/approachDrawing from configurational–contingent HR perspective, this paper reviews the literature critically to identify the role and relationship among strategic HR practices, organizational culture and business strategy in contributing to KM process and innovation.FindingsComplementarity between strategic HR practices with business strategy and organizational culture can create a synergistic effect on the KM process for improved innovation performance.Research limitations/implicationsThis paper is theoretical. To validate the proposed conceptual framework, it needs empirical verification by future studies.Practical implicationsManagements should configure their HR practices with strategy and enable a knowledge-oriented culture to develop employee capabilities, creating intellectual assets for bringing more innovativeness in organizations.Originality/valueThe paper addresses the gap by relating strategic HR practices, strategy and culture in KM context with firm innovation in a comprehensive model. It is among the few studies to critically review strategic human resource practices-KM relationship from contingent–configurational HR perspective, relevant for HR managers in the current knowledge-based organizations.

The Impact of Strategic Human Resource Management Practices on Productivity: The Case of the Malaysian Oil Palm Industry

A substantial body of evidence in management theory and business practice has accumulated to show that Strategic Human Resource Management (SHRM) is associated with improved organizational performance. In spite of this evidence, empirical studies have shown that some organizations are slow in implementing those practices. One of the fundamental reasons behind this is the fact that as a body of practical knowledge, SHRM has seemingly lacked any theoretical research framework to underpin it. Thus, this paper is an attempt to address this problem by (1) contributing to theory building in strategic HRM, and (2) empirically testing the hypothesis that SHRM practices affect productivity. This study used a sample of 129 managers of oil palm estates from a national survey of estate managers reflecting the 1998 financial year Using linear regression techniques, the results suggest that (1) estates implement less strategic HI? practices than anticipated, and (2) some strategic HR practices were related to productivity. Managerial implications of the study were discussed.

Impact Of Globalisation on Formal, Motivational And Strategic HRM Practices: AN Empirical Evidence From India

New economic development, which is a result of globalisation and internationalisation, has exerted tremendous pressure on the Indian human resource functions how to evolve itself and add the value to the outcome of the firm. The present paper precisely discusses the globalisation and its impact on the HRM practices of Indian firm in the light of new economic reforms. This study aims to examine the far-reaching changes in the pattern of HR practices owing to ever-increasing globalisation in India. The data were collected through the self-developed questionnaire from 282 senior HR managers of Indian firms. The principal component analysis with varimax rotation generated three components from fifteen HR practices, namely Formal, Motivational and Strategic HR practices. Structural Equation Modelling (SEM) technique has been applied to understand the relationship between globalisation and three bundles of HR practices by using the SPSS Amos 22 software. The study findings suggest that the role of globalisation cannot be neglected. Indeed, The HR policies and practices of Indian firms are strongly influenced by the pace of globalisation of the Indian economy.

Diffusion of Technology in Strategic HR Practices and their Impact Over Productivity of Small Firms

With the change in time, the practices of HR also get changed to support the businesses in the highly competitive market like by incorporating the technology in daily workplace activities. Although the incorporation of new techniques and methodologies in HR was very limited in past few decades but after analyzing the benefits in every area, HR department incorporate these into their daily functioning like the use of SHRM, HRIS. HRIS system is an application of technology where big data can be managed, retrieved easily by replacing the heavy filing paper work and gives error free result. In this paper after the deep review of literature, the researcher selected six human factors based on infusion of technology in HR practices and their impact over the productivity. This study is conducted to put some light over the technology benefits in small firms, which are lacking in the previous studies. Maximization of profit, high production, good quality and customer satisfaction are the current requirements of every company and to fulfill these requirements technology plays a vital role. Analysis of the information collected from the sample in this research study clearly revealed that requirements of a company could be fulfilled by choosing some selective HR practices along with the strategic point of view for optimization of productivity. PLS-SEM software is used to calculate the statistical value of variables in precise form to analyze this new combination of technology and HR. So, this paper applying quantitative structural analysis method of PLS software to find out the rationale of the study by supporting the concept of right selection of innovative information system in HR practices based on human factor leads to great result

THE INFLUENCE OF CULTURE ON HR PRACTICES DESIGNED TO IMPROVE ORGANISATIONAL PERFORMANCE IN BAHRAIN PRIVATE UNIVERSITIES

ABSTRACT The purpose of this paper is to provide a detailed examination of how staff in higher education institutions in Bahrain perceive that organisational success is positively and significantly related to a range of HR Practices and in particular to explore the role of organisational culture as a mediating variable. The link between HR practices and staff perception of organisational performance (and mediating variables) was researched through a quantitative survey and a PLS-SEM analysis was used to test a structural model of the hypothesized links between variables. In particular in discussing the results this paper focuses on a detailed exploration of cultural issues using qualitative data derived from the survey instruments used in the research. The quantitative results confirm the validity of the structural model linking HR Practices and staff perceptions of organisational performance, and the exploration of qualitative data supports the literature which contends that Islamic religious practices and values and national and socio-ethnographic cultural influences are important when considering the impact of implementing strategic HR practices in private universities operating in the Kingdom of Bahrain. The analysis helps to inform HR theorists in their exploration of the ‘black box’ in the link between specific and ‘bundles’ of HR practices and organisational performance. It is also of value and interest to practitioners in providing a better understanding of the manner in which HR practices are introduced and the cultural context which impact on the degree to which they may be successful. Keywords Islamic Work Ethic, HRM and Organisational Performance; Cultural Issues related to HRM; Bahrain; Private Universities