Strategic HR Practices Research Articles

High-Performance Human Resource Practices and Team Job Satisfaction: Moderating Role of Team Citizenship Behaviors

Strategic human resource management literature has highlighted the role of high performance work systems as a set of workplace practices that enhance employee productivity and organizational performance. While the high performance literature has been around for over two decades now, research in this area has been staggered, and inconclusive about the organizational variables that comprise high performance work practices, as well as the effects of these practices on organizational outcomes - especially attitudinal employee outcomes such as job satisfaction and commitment. By creating an environment of empowerment and teamwork, high performance work practices motivate employees to perform better. One of the ways in which these workplace practices achieve higher performance is by eliciting discretionary, or extra-role behaviors, from employees. Using foundational research from the high performance paradigm, this paper examines the effects of team-level strategic HR practices on job satisfaction. Analyses of data collected from 138 frontline teams in US Midwestern hospitals, show that while self-managed work teams and team communication result in higher job satisfaction for members, this effect is mitigated when team members display organizational citizenship behaviors. Theoretical and practical implications of finds are discussed.

Strategic HR Practices and Sustainable Competitive Advantage in Bahrain

Strategic HR Practices and Sustainable Competitive Advantage in Bahrain

A study on the impact of strategic HR practices and organizational learning on perceived organizational performance in Sharjah public sectors

This paper attempts to present a conceptual framework to understand the importance and impact of strategic HRM practices and organizational learning capability on the overall performance of the organization. At the same time, the role of learning outcomes is also examined in this relationship as an intervening variable. As per the previous research conducted in the area of strategic HRM and organizational performance, it is observed that strategic HRM have a positive impact on the overall performance of the public sector. Alongside, the organizational learning capability and the prevailing learning culture enhances the performance of the organization in terms of innovation and tangible learning outcomes Moreover, strategic HR practices are one of the most important factors to enhance the employee’s skills and maintain them as per the individuals and organizations developmental need in public sector. Thus, the conceptual framework in this study encompasses strategic HRM practices, organizational learning capability and learning culture as independent variables, organizational performance as dependent variable with learning outcomes as an intervening variable.
 Keywords: strategic HR practices, organizational learning, learning outcome, innovativeness

Strategic flexibility, innovative HR practices, and firm performance

PurposeThe purpose of this paper is to examine the role of innovative HR practices as an important mechanism through which strategic flexibility affects firm performance as well as the role of female leadership in this relationship.Design/methodology/approachData were gathered from a sample of 113 firms in China. The authors collected information on organizational strategy, HR practices, CEO information, corporate social responsibility and other firm characteristics in terms of firm age, location, and financial performance. Conditional procedural analysis was conducted to test the model.FindingsThe authors found strong evidence in support of the mediation relationship in which organizations with a strong focus on strategic flexibility are more likely to adopt Innovative HR Practices. Furthermore, the authors found that the extent to which firms have adopted innovative HR practices has a strong effect on employee productivity. In addition, the authors found that female leadership enhances strategic flexibility-performance relationship.Research limitations/implicationsInformation on strategic flexibility, HR practices and firm performance was collected at the same time. Future studies based on panel data would be helpful to establish the causal relationships in the model.Practical implicationsThe authors’ findings suggest that practitioners should put more emphasis on developing innovative HR practices, as they are required by strategic flexibility.Social implicationsFirms pursuing strategic flexibility should feel more confident when appointing a female CEO, because the results show that female leadership may enhance the positive impact of strategic flexibility on firm performance.Originality/valueThis research study is the first empirical examination of the mediating influence of innovative HR practices on the relationship between strategic flexibility and firm performance. The study also shows that female leadership benefits an organization in implementing strategic flexibility. The results are of value to researchers, human resource management managers, employees, and executives who are seeking to develop practices that are flexible and innovative in order to stay competitive in dynamic environments.

Strategic HR Practices and Sustainable Competitive Advantage in Bahrain

Strategic HR Practices and Sustainable Competitive Advantage in Bahrain

Reducing intentions to resist future change: Combined effects of commitment‐based HR practices and ethical leadership

Change management, and particularly the human side of change, is a central tenet of the strategy of contemporary organizations. However, there is little evidence concerning how strategic HR practices influence how individuals anticipate and react to the implementation of a major change and how direct supervisors influence that process. With a sample of 191 employees from multiple organizations, who completed two surveys with a four‐week lag, we examined the role of commitment‐based HR practices on employees’ intentions to resist future change. We found that commitment‐based HR practices contribute to a decrease in intentions to resist future change, measured four weeks later, via increased affective commitment to change. Moreover, we found that this relationship is conditional on ethical leadership, in that it is significant when ethical leadership is high but not when it is low. Building on social exchange and uncertainty reduction theories, our findings contribute to the literature by examining how and under what boundary conditions HR practices are an effective means for organizations to anticipate and manage change.

Female Middle Management Advantage for Firm Performance? A Focus on the Strategic HR Practices

Management research on gender in leadership has largely focused on issues at the strategic leadership level, showing that an increased female representation can benefit firm performance. However, g...

"Strategic HR Practices and Tradeoff Effects on Health, Happiness, and Relational Well-Being"

Although the relationship between strategic human resource management and employee well-being is receiving increasing attention, there are no comprehensive insights into the effects of strategic HR...

Knowledge Management Implementation, Strategic Human Resource Practices and Organizational Performance Mediated by Strategic Planning

This study purpose is to determine the direct effect of strategic HR practices and knowledge management on organization performance, and to examine whether the strategic planning is a mediating variable. This study is conducted at Mandiri Islamic Bank in Malang, East Java. This is explanatory research type, with questionnaire as a tool for data collection. Analysis unit is employee of Independent Islamic banks in Malang. Data is analyzed by path analysis using SPSS. Analysis results showed that knowledge management affect on strategic planning, while strategic HR practices has no effect. Strategic HR practices directly affect on organization performance. Strategic planning mediates the affect of knowledge management on organizational performance. Knowledge management has indirect effect on organizational performance. It is necessary for good planning strategy. Using innovation, opinions sharing, employee’s involvement in decision making process will create better strategic planning, which in turn will affect on organizational performance. Strategic HR practices affect on organization performance because HR become vital resource for companies. Without HR role, automatically organizational performance can not be maximized. Islamic banking leader need to socialize to employees how to apply knowledge management rightly. High SOP allows a leader to motivate and affect subordinates by exchanging rewards with specific performance.

Effects of strategic single HR practices and HR systems on employee well-being

The relationship between human resource management and employee well-being is receiving increasing attention. However, to date, there are no comprehensive insights into the effects of different str...

Strategic Human Resource Management and Organizational Performance in the Nigerian Manufacturing Sector: An Empirical Investigation

Despite the relatively large bulk of literature on strategic HRM, there is still an ongoing debate as to whether itexists in reality or is merely rhetoric. This paper attempted to broaden the scope of existing literature by examiningthe extent to which Strategic HRM is practiced in the Nigerian manufacturing sector as well as its impact onorganizational performance. A multi-respondent survey of 21 Nigerian manufacturing companies was undertakenand data collected was subjected to correlation and regression analysis as well descriptive statistics in pursuance ofthe stated objective of finding a fit between organizational performance and strategic human resource managementpractices. Results show that strategic HRM was moderately practiced by the companies operating in the Nigerianmanufacturing sector. Results also indicate that line management devolvement, innovative recruitment andselection system, regular training and development of personnel, equity based compensation system, performanceappraisal system, effective career planning system and a robust employee participation in the organizations’decisions and actions are the key strategic HR practices that influence organizational performance in the Nigerianmanufacturing sector. It therefore, implies that companies operating in the Nigerian manufacturing sector shouldpay more attention to these practices with a view to improving their implementation across the industry.

HRM and organizational performance in northern and southern Europe

This article aims to extend understanding of the firm-level impact of strategic HR practices on organizational performance. Adopting a contingency approach, it develops a structural model that considers direct and indirect influences of market growth, business strategy formalization and HRM centrality and practices on organizational performance in Europe. The study uses a comparative approach, revealing differences between northern and southern Europe. Clear differences appeared between the two clusters in the HR policies and practices correlated with higher performance, thus indicating that the link between HRM and performance may be different in different geographies.

Building strong ethics and promoting positive character development: The influence of HRM at the United States Military Academy at West Point

AbstractThis article details the design and process of ethical and character development at the United States Military Academy at West Point. Based on a series of in‐depth interviews coupled with a rigorous analysis of archival data, we challenge the presumption that military character development is a punitive and reactive activity. Rather, our results suggest that West Point uses a deliberate, intimate, and largely developmental approach to fulfill their mission of producing men and women of character who serve in the common defense. In particular, we found that West Point utilizes traditional human resource management functions of recruiting, selection, job rotation, and training to improve their character‐development process. In addition to utilizing these traditional human resource functions, West Point also engages in more contemporary and strategic HR practices such as managing communication, promoting organizational learning, organizational design and development, and organizational socialization and culture shaping to enhance the character and integrity of its members. Accordingly, we feel that the West Point character‐development approach can be utilized across settings to assist nonmilitary organizations to aspire and reach higher ethical standards. Finally, we argue that in addition to studying the ethics of HR research, scholars can look to understand how organizations can seek ethics through HR research. ©2007 Wiley Periodicals, Inc.