Strategic Human Resource Management Systems Research Articles

A Resource-Based View Assessment of Big Data Analysis and Its Impact on Strategic Human Resources Quality Management Systems

Big data analysis is a process to analyze all the structured and unstructured and semi structured data collected from different types of sources. Therefore, collecting proper data and information from different sources is very important for any business organization and analysis of those data is also important. Thus, collecting information from different sources helps to gain knowledge about the demands and needs of the customers and market. Whereas analyzing all the data helps to understand the market trends which are helpful to enhance business performance. Apart from that, human resource management is another important system of any business organization. Therefore, human resource management is a strategy process or system which helps to enhance the productivity of the business organizations. Along with that there is a big impact of big data analysis on the human resources management system and the impacts are analyzed in this particular research study. On the other hand, the purpose of this research study is to analyze the concept of resource based big data analysis. Apart from that, the impact of big data analysis on the strategic human resource management systems of the business organizations is another purpose of this particular research study. Thereafter the researcher has adopted several types of techniques and methods for collecting more information and analyzing all the data. Furthermore, research has used the secondary methods and the sources for collecting some accurate and genuine data about big data analysis and human resource management systems. Apart from that the research has used the qualitative techniques for analyzing all the collected data in a systematic review. Therefore, the uses of secondary sources help the researcher to gain knowledge about the process of big data analysis and the process of human resource management. Thus, impact of big data analysis on the human resource management system is analyzed in this particular research study.

The Reform of Strategic Human Resource Management System for Future Private Enterprises

The Reform of Strategic Human Resource Management System for Future Private Enterprises

Mapping promoting factors and mechanisms of resilience for performance improvement: The role of strategic human resource management systems and psychological empowerment

AbstractBased on broaden‐and‐build theory of positive emotions, this study posits that strategic human resource management (SHRM) systems enrich positive emotions associated with psychological empowerment and resilience and in turn, broaden employees' momentary thought‐action repertoires. People with such positive psychological emotions build enduring personal resources to buffer the negative impacts of adversity and produce better performance outcomes. An integrative model is developed and examined through a two‐stage structural equation modelling method of meta‐analysis based on data involving 60,637 individuals in 87 independent datasets from 79 primary studies published up to September 2020. Empirical evidence suggests that psychological empowerment and resilience both independently and collectively mediate the relationship between SHRM systems and performance outcomes. This study makes an innovative attempt to incorporate theories of positive psychology into SHRM research, throwing fresh light on the promoting factors (i.e., SHRM) and psychological mechanisms (i.e., psychological empowerment) antecedent to employee resilience leading to desired performance outcomes. This study has practical implications for managers in relation to the importance of cultivating a psychologically empowered and resilient workforce, especially in difficult times such as those during the recent COVID‐19 pandemic.

Recurring Episodic Model of Human Capital Resource Deployment

Drawing upon the resource-based view of the firm, human capital resource (HCR) and strategic human resource management (SHRM) scholars argue that organizations which secure and develop better pools of HCRs, through formal SHRM systems, are better positioned in their competitive environment. However, HCRs represent capacities to act, not action itself. Recent work has addressed this by highlighting the importance of appropriately deploying employees to realize the potential value of HCRs. Yet, the informal learning and teams literatures suggest that deployments would also greatly influence the further development of HCR over time. This presents a potential paradox for organizational decision makers as deploying employees for optimal current performance may be at odds with deploying to develop HCR for the future. Drawing upon the dynamic equilibrium model of organizing (Smith & Lewis, 2011), we address this paradox and advance a recurring episodic model of HCR deployment decisions. We argue that individual differences and situational demands pertinent to decision makers (i.e., managers) shift the balance of immediate performance versus longer-term development concerns, which may be addressed through an oscillating deployment approach. We argue that the two goals may be jointly optimized over time, and detail the nature of different developmental deployments.

SHRM and context: why firms want to be as different as legitimately possible

PurposeThe purpose of this paper is to raise awareness that despite many calls for attention to a firm’s context in considering consequences for human resource management (HRM) and performance, research progress to date has been limited at best, although promising signs of change are emerging. Moreover, what has been defined as “performance” is coming under increasing scrutiny, with a more holistic concept emerging that balances both a firm’s financial performance and employee well-being. The question remains whether this is a mutual gains or conflicting outcomes situation for the firmvis-á-visthe employee.Design/methodology/approachThis paper presents a framework that facilitates a broader context-centric analysis of the HRM and performance relationship. In so doing, the authors posit that context should no longer merely be an obligatory control variable in a research design, but instead should be explicitly incorporated in both theory development and empirical model testing.FindingsThe Contextual SHRM Framework demonstrates how key organizational actors can balance competitive, heritage and institutional mechanisms to create an appropriate strategic HRM (SHRM) system capable of delivering organizational outcomes that balance financial and employee well-being outcomes, which in the long run impact societal well-being that, in turn, recreates the firm’s operating context. At the heart of the framework is an iterative process between context and the SHRM system, achieving an appropriate level of dynamic fit across the various components.Practical implicationsIn addition to empirical research, the framework has to date been widely used in executive development training, serving as a force field analysis tool allowing simultaneous consideration of the external and internal elements of a firm’s context, key organizational actors and SHRM system outcomes. HR professionals applying the framework to their organization can add value by demonstrating the clear linkage between the business strategy, the HRM system and the firm’s operating context.Originality/valueThis paper is designed to encourage new directions in future research and practice. The Contextual SHRM Framework is presented as a novel tool to facilitate advancement of the HRM and performance field of study.

The Effects of High Involvement Work Systems on Creativity: A Multilevel Investigation

Strategic human resource management systems have been recognized as playing important role in facilitating creativity in the workplace. With a three level data consisting of 540 employees from 86 teams in 31 organizations, we found that manager rated HIWS were positively related to both team and individual creativity. Especially, shared leadership mediated the relationship between manager rated HIWS and team creativity at team level, while employee perceived HIWS mediated the relationship between manager rated HIWS and individual creativity at individual level. With the systematically examination of the relationship between HIWS and creativity, the study extends scholars’ understanding of how HRM affects employee-related outcomes and provide several theoretical contributions and practical implications

How Does Executive Strategic Human Resource Management Link to Organizational Ambidexterity? An Empirical Examination of Manufacturing Firms in China

Despite a plethora of studies that demonstrate the positive impact of strategic human resource management on firm performance, existing knowledge of the processes through which such gains can be achieved remains limited. This study aims to extend our knowledge by investigating the mechanism through which a teamwork-oriented executive strategic human resource management system impacts organizational ambidexterity. Specifically, by integrating the resource-based view and information-processing theory, we examine the mediating role of top management team effectiveness and the moderating role of knowledge-sharing intensity from middle managers to top management teams. Drawing on a multiple-source and multiple-respondent survey from 144 manufacturing firms in China, we show that top management team effectiveness partially mediates the effect of the executive strategic human resource management system on organizational ambidexterity. Moreover, knowledge-sharing intensity from middle managers to top management teams strengthens the effect of the executive strategic human resource management system on organizational ambidexterity. © 2016 Wiley Periodicals, Inc. [ABSTRACT FROM AUTHOR]

EMBRACING GREEN TECHNOLOGY INNOVATION THROUGH STRATEGIC HUMAN RESOURCE MANAGEMENT: A CASE OF AN AUTOMOTIVE COMPANY

What makes a technological innovation successful fo r an industry? This study examines how green technology innovation is impacted by strategic mana gement of the human resource in firms. The value of this study lies in its intention to explain the nee ds to effectively blend people matters first before endeavouring technologies. We focus on Malaysia’s leading automobile manufacturer, Proton which currently embarks on smart green initiatives in its product development. The quantitative survey ident ifies potential challenges of Proton’s human resource management that may infringe green technology process. Our findings confirm the effects of strategic human resource management system on adopting the green technology innovation. The most important factors a ffecting the implementation of green technology include knowledge application, team development, knowledge sharing, performance-based reward and training of before and during the process of embrac ing the new technology.

Enterprise Human Resource Management using Hybrid Recognition Technique

Abstract Human resource management is bringing the various changes with the IT technology. In particular, if HRM is non-scientific method such as group management, physical plant, working hours constraints, personal contacts, etc, the current enterprise human resources management(e-HRM) appeared in the individual dimension management, virtual workspace (for example: smart work center, home work, etc.), working time flexibility and elasticity, computer-based statistical data and the scientific method of analysis and management has been a big difference in the sense. Therefore, depending on changes in the environment, companies have introduced a variety of techniques as RFID card, fingerprint time & attendance systems in order to build more efficient and strategic human resource management system. In this paper, time and attendance, access control management system was developed using multi camera for 2D and 3D face recognition technology-based for efficient enterprise human resource management. We had an issue with existing 2D-style face-recognition technology for lighting and the attitude, and got more than 90% recognition rate against the poor readability.In addition, 3D face recognition has computational complexities, so we could improve hybrid video recognition and the speed using 3D and 2D in parallel.

Transforming Human Resource Management Systems to Cope with Diversity

The purpose of this study is to examine how workgroup diversity can be managed through specific strategic human resource management systems. Our review shows that ‘affirmative action’ and traditional ‘diversity management’ approaches have failed to simultaneously achieve business and social justice outcomes of diversity. As previous literature has shown, the benefits of diversity cannot be achieved with isolated interventions. To the contrary, a complete organizational culture change is required, in order to promote appreciation of individual differences. The paper contributes to this discussion by exploring the implications of this change for human resource management, and explaining how the systems of practices should be changed when they are directed to diverse groups. The model designed to test this notion includes: (1) demographic and human capital diversity as independent variables, (2) group performance (measured as innovation outcomes) as the dependent variable and, (3) the orientation of the strategic human resource management system as a potential moderator of this relationship. The main conclusion of the empirical analysis developed is that different patterns of human resource management practices can be used, depending on the type of diversity that the organization faces, and the specific effects that it wishes to manage. Concretely, three alternative management systems are identified in this paper, with different moderating effects. This result has interesting implications for human resource management professionals, explained in the last section. The limitations of this study are also discussed, as well as some issues that future research in this field should address.

Developing a capacity for organizational resilience through strategic human resource management

Resilient organizations thrive despite experiencing conditions that are surprising, uncertain, often adverse, and usually unstable. We propose that an organization's capacity for resilience is developed through strategically managing human resources to create competencies among core employees, that when aggregated at the organizational level, make it possible for organizations to achieve the ability to respond in a resilient manner when they experience severe shocks. We begin by reviewing three elements central to developing an organization's capacity for resilience (specific cognitive abilities, behavioral characteristics, and contextual conditions). Next we identify the individual level employee contributions needed to achieve each of these elements. We then explain how HR policies and practices within a strategic human resource management system can influence individual attitudes and behaviors so that when these individual contributions are aggregated at the organizational level through the processes of double interact and attraction–selection–attrition, the organization is more likely to possess a capacity for resilience.

Managing the effects of diversity on social capital

PurposeThe purpose of this paper is to link previous research on diversity, social capital and strategic human resource management (SHRM), and propose a model to explain how an SHRM system can moderate the effects of diversity on cognitive and relational dimensions of social capital.Design/methodology/approachQuantitative methodologies were used to address the study's research questions and hypotheses drawing on aggregated data obtained from 53 groups (228 individuals).FindingsThe empirical evidence analyzed rejected a deterministic view of the consequences of diversity, assuming that the extent to which they benefit group social interaction depends on certain conditions that can be managed by SHRM. Adopting a configurational point of view, it is concluded that different SHRM configurations can be used, depending on the effects of diversity that the organization wishes to moderate.Research limitations/implicationsFuture research should consider the particularities of the sample.Practical implicationsTo define diversity‐oriented SHRM strategies, firms must start with a systematic analysis of their diversity profiles, studying the concrete relational and cognitive dynamics that heterogeneity causes.Originality/valueThis model considers the SHRM system as a construct that determines social interaction between employees and therefore moderates the effects of demographic and human capital diversity on group performance.

A model to explore the mystery between organizations' downsizing strategies and firm performance

PurposeDownsizing in organizations is a popular management strategy. However, in the field of organization change, the question of whether downsizing practices eventually improve performance is frequently asked and is never satisfactorily answered. The consequences have not always materialized over these years. On the negative side, downsizing harms employees, their families, and at the same time causes social chaos. The possible answers could be the ignorance of some important mechanisms between them. The paper aims to explain this issue.Design/methodology/approachThe paper applies the dynamic strategy capabilities concept from the strategy research field and strategic human resource management (SHRM) practices concept from the SHRM research field.FindingsA consolidated model is established to explain the relationships among these variables.Originality/valueThe model is expected to provide significant implications for thought leaders to reflect on the topics regarding organizations' changes, firm's strategies and SHRM system and social issues.

How Executive SHRM System Links to Firm Performance: The Perspectives of Upper Echelon and Competitive Dynamics†

This study adopts the upper echelon and competitive dynamics perspectives to investigate the mechanisms by which strategic human resource management (SHRM) can create a competitive advantage for a firm. Top management team (TMT) social integration and action aggressiveness are identified as internal-oriented and external-oriented capabilities, respectively, for a teamwork-oriented executive SHRM system to support in enhancing firm performance. Structural equation modeling is performed to test hypothesized relationships. Statistical results demonstrate TMT social integration and action aggressiveness in sequence partially mediate the relationship of an executive SHRM system and firm performance. Action aggressiveness partially mediates the relationship of TMT social integration and firm performance. This study provides further insights into the SHRM, upper echelon, and competitive dynamics perspectives. The research findings also serve to remind top executives to remain alert in developing a set of teamwork-focused executive SHRM practices, building an integrated team, and proactively shaping competitive actions to outperform rivals.

The role of a “make” or internal human resource management system in Spanish manufacturing companies: Empirical evidence

AbstractThe combined study of the literature about human resource management and the resource‐based view of the firm and organizational learning provides an analysis framework useful for understanding how strategic human resource management systems contribute to the creation and development of a sustained competitive advantage for the firm. This article has two major aims. First, it provides a conceptual framework linking simultaneously three theoretical blocks: (a) human resource management, (b) organizational learning and knowledge management, and (c) sustained competitive advantage. Second, the article builds a causal model and tests it with a sample of Spanish firms from the manufacturing industry using structural equation modeling (SEM). After the performance of a cluster analysis, a group of 72 learning firms is identified and used to test the model. Finally, major conclusions and implications for management are drawn and further avenues for research are suggested. © 2008 Wiley Periodicals, Inc.

The impact of strategic human resource management on firm performance and HR professionals' work attitude and work performance

The impact of strategic human resource management (SHRM) on organizational performance is assessed. Additionally, the impact of a SHRM approach on the individual performance, organizational commitment and job satisfaction levels of human resource professionals is investigated. An organization exhibits SHRM when the human resources function is vertically aligned with the mission and objectives of the organization and horizontally integrated with other organizational functions. Data from a national sample of 269 human resource professionals from large US manufacturing firms were analyzed using structural equation modeling techniques. Results indicate that the direct impact of SHRM on organizational performance is positive and significant, as hypothesized. Further, SHRM was found to directly and positively influence individual performance, organizational commitment and job satisfaction. Top managers implementing a SHRM system can, therefore, expect improved organizational performance and improved levels of individual performance, job satisfaction and organizational commitment from the organization's human resource professionals.