Strategic Human Resource Management Research Articles

Protecting digital rights of India: planning for succession at Internet Freedom Foundation (IFF)

Learning outcomes The learning objectives of this case study are based on Bloom’s taxonomy. Upon completion of the case study discussion and exercises, successful students will be able to design a leadership transition and succession plan for non-profit organisations; identify and evaluate critical skills and competencies required in leadership positions; and frame expectations and responsibilities for new and departing executives. Case overview/synopsis Apar Gupta co-founded Internet Freedom Foundation (IFF), a digital rights organisation born out of SaveTheInternet – Net Neutrality movement of 2015, credited for urging the Telecom Regulatory Authority of India to uphold net neutrality in India. And ban zero-cost internet services that promoted data discrimination in the country. After working on and winning the net neutrality movement, Gupta identified many areas in technology where democratic rights had not been identified or were yet to be clearly defined (like in the case of net neutrality). There was also a service gap between the existing internet volunteer groups and digital rights organisations, which could IFF fill. This was to provide objective clarity, stakeholder identification, handle policy discussions and, most importantly, arrange resources to support movements over the long term. This prompted him to co-found IFF in 2017, which he later joined as a full-time executive director in 2018. IFF worked at the intersection of technology, democratic rights and government policies and was comparable to some global organisations, such as the Electronic Frontier Foundation in the USA and the Open Rights Group in the UK. Still, none existed in India at the time. After four years as a full-time executive director in 2022, he was convinced that it was finally time for him to act on the pre-defined strategic departure plan and work towards succession for the executive director position. While there were visible gaps in the system, Gupta’s leadership design and plans had helped IFF overcome existential challenges in the past. Also, while digital rights were still at a nascent stage in emerging economies, under Gupta’s leadership, IFF had delivered unmatched value to its beneficiaries in the world’s biggest digital consumer market. However, constant changes in regulations and continuing financial constraints made him nervous about the outcomes of the succession and the overall sustainability of IFF. Gupta wanted to ensure that this phased transition from executive director after two years and then trustee manager after the next four years are carefully communicated to reduce the likelihood of attrition and loss of trust. Being the co-founder and the first and only executive director IFF had seen, the organisation would also require significant skill and competency mapping to identify the new executive leadership. But with no clear internal successor in sight, the non-profit trust would also need a successor who not only was competent but also would share a passion for the type of work done by IFF, its unique delivery mode, and also would openly inherit its position in society. The other alternative strategic routes present were to look for dual leadership or interim leadership, but then there could be concerns about Gupta’s influence overshadowing any such alternative. In the case scenario, IFF is planning for succession while navigating the organisation through financial constraints and constant regulatory changes to ensure long- and short-term sustainability. Complexity academic level The case study has been written to gain insights into departure-defined successive planning in non-profit organisations. The case study can also be used to gain insights into innovative start-ups and innovative non-profit start-ups, as digital rights are still at nascent stages in emerging markets. The case study will be valuable for courses such as human resource management, strategic human resource management, social entrepreneurial leadership, leadership development, start-up environment, innovation and entrepreneurship, public policy, development studies, cyber security and information technology. The case study also allows students and young professionals to take the perspective of an innovative start-up founder and design a departure-defined succession plan. The case study can also be useful for senior students wanting to undertake an entrepreneurial career by starting or joining a non-profit organisation. While the case study is suitable for postgraduate- and executive-level courses, it can also be used for conducting entrepreneurial workshops and skill training. Supplementary materials Teaching notes are available for educators only. Subject code CSS 3: Entrepreneurship.

Contemporary Human Resource Management Practices and Diversity in Changing Business Environments

Human resource management (HRM) serves as the cornerstone for organizations to achieve strategic objectives, address staff welfare, and enhance customer satisfaction. This study delves into the pivotal role of HRM in shaping organizational activities, particularly in the transition from personnel management to strategic HRM. It underscores the importance of aligning HRM strategies with overall organizational goals and examines various HRM practices and techniques. This study adopts a qualitative research design aimed at exploring the pivotal role of human resource management (HRM). The findings revealed that by exploring contemporary challenges and employing these techniques, coupled with the expertise of HR practitioners, organizations can effectively mitigate challenges and leverage opportunities. Moreover, a well-coordinated HRM approach, involving all levels of the organization and stakeholders, facilitates market expansion, strengthens brand reputation, and enhances talent retention and attraction. This study adopts a qualitative research design aimed at exploring the pivotal role of human resource management (HRM).

Nonprofit Human Resources: Crisis Impacts and Mitigation Strategies

This study empirically evaluates the relationships between the state and human service nonprofits’ human resources during a crisis. We employ qualitative content analysis to critically assess the experiences of 31 nonprofits that experienced the 2015 to 2017 Illinois Budget Impasse. We evaluated the nonprofits’ strategic human resource management implications through a resource dependency lens at three levels: micro-, meso-, and macro-. Human service nonprofits pull from a toolbox of strategies in surprising ways. Strategy choices were intrinsically linked to the impacts experienced by the individual workers (micro-) and organization (meso-). Micro-level impacts included additional emotional labor and reduced benefits, while meso-level impacts included loss of capacity and short-term planning changes. Finally, the sector-level impacts included a multipronged brain drain of the nonprofit human resource industry. The findings are helpful for nonprofit employees, managers, policy-makers, and anyone concerned about the delivery of social services by nonprofits during crises.

Implementation of Strategic Human Resource Management in Improving the Quality of Education

This research was conducted at Labschool Cirendeu Middle School by analyzing Strategic HR Management as an effort to improve the quality of education at that school. Researchers use research strategy design. This research was qualitative research with the consideration that the problem and aim is to look at the phenomenon of the conditions of the implementation of Strategic HR. The data collection method used consisted of observation and questionnaires. Nvivo, the coding process is carried out by linking the text in the transcript with code. Strategic HR Management to improve the quality of education at that school which consists of seven themes, namely Quality Assurance, Quality Improvement, Planning and Evaluation, Supervision, Recruitment, Parents as partners, and Implemented Solutions.

The Relevance of Human Resources Management to Today's Business Environment

In today's economic phenomenon around a dynamic and competitive business landscape, the role of Human Resources Management (HRM) has evolved significantly to meet the evolving needs and challenges faced by organizations. I will explore the relevance of HRM in the contemporary business environment, highlighting its critical importance in driving organizational success and sustainability. The research begins by discussing the shifting paradigms in HRM, emphasizing the transition from traditional personnel management to strategic HRM. It examines how HRM functions such as recruitment, training, performance management, and employee relations have evolved to align with organizational objectives and foster a culture of innovation and agility. The research delves deeply into the strategic role of HRM in talent acquisition and retention, acknowledging the pivotal role of human capital in achieving competitive advantage. It discusses how HRM practices such as talent sourcing, succession planning, and diversity management contribute to building a skilled and diverse workforce that drives organizational growth and innovation. The research explores the significance of HRM in fostering employee engagement and motivation. It highlights the importance of creating a supportive work environment, promoting work-life balance, and recognizing employee contributions to enhance productivity and job satisfaction. It also examines the role of HRM in managing organizational change and fostering adaptability in the face of disruptive technologies and market shifts. It discusses how HRM practices such as change management, leadership development, and organizational culture alignment facilitate successful transformation initiatives and ensure organizational resilience. The analysis concludes by emphasizing the strategic imperative for organizations to invest in HRM practices that prioritize employee well-being, talent development, Work-Life balances and organizational effectiveness.

Collective turnover and firm performance: the joint effects of working time-reducing human resource practices and human capital flow and composition under the 52-hour rule in South Korea

ABSTRACT This study examines whether the effect of collective turnover can be contingent upon working-time reducing human resource (HR) practices and human capital flow and composition (i.e. the hiring ratio of newcomers and the ratio of contingent workers) in the context of the 52-hour rule in South Korea (hereafter Korea). As the Korean government shifts from a 68-hour workweek to a 52-hour workweek system, firms are implementing various working-time reducing HR practices, potentially affecting collective turnover and human capital. Analysing 273 Korean firms, we find that higher collective turnover relates to lower firm performance, especially with increased working-time HR practices. However, employing more contingent workers mitigates this negative impact. Our study contributes to the literature on collective turnover and strategic human resource management by suggesting that working time-reducing HR practices should be carefully utilized in the context of the 52-hour rule in Korea.

The Relationship Between Strategic Human Resource Management Practices and the Employment of Vulnerable Workers: A Two-Wave Study Among Employers.

To improve the inclusion of vulnerable workers in the labor market, employer behavior is key. However, little is known about the effectiveness of strategic Human Resource Management (HRM) practices that employers use to employ vulnerable workers. Therefore, this exploratory study investigates the association between strategic HRM practices (based on social legitimacy, economic rationality and employee well-being) and the actual and intended employment of vulnerable workers in the future. In total, 438 organizations included in the Netherlands Employers Work Survey participated in a two-wave study with a nine-month follow-up period. Logistic regression models were used to estimate the relationship between strategic HRM practices (T0) with the employment of vulnerable workers (T1) and intentions to hire vulnerable workers (T1), while controlling for organizational size, sector, and employment of vulnerable workers at baseline. Employers who applied strategic HRM practices based on social legitimacy (e.g., inclusive mission statement or inclusive recruitment) or economic rationality (e.g., making use of reimbursements, trial placements, or subsidies) at T0 were more likely to employ vulnerable workers and to intend to hire additional vulnerable workers at T1. No significant results were found for practices related to employee well-being. Since different types of strategic HRM practices contribute to the inclusion of vulnerable workers, employers can build on their strategic priorities and strengths to create inclusive HRM approaches. Future research is needed to study whether these strategic HRM domains also relate to sustainable employment of vulnerable workers.

IMPACT OF EMPLOYEE SKILL DEVELOPMENT PRACTICES ON EMPLOYEES JOB SATISFACTION AT (THE AEC ASSOCIATES)

This master thesis of Strategic Human Resource (HR) Management, focusing on Impact Of Employee Skill Development Practices On Employees Job Satisfaction. This research explores the relationship between employee skill development practices and job satisfaction within the context of “THE AEC ASSOCIATES” Noida, a leading organization in its industry. In today's competitive business environment, organizations recognize the significance of investing in their employees' skill development to faster a talented and motivated workforce. Likewise, employee job satisfaction remains a crucial determinant of organizational performance and employee well-being. The study employs a mixed-methods approach, combining quantitative surveys and qualitative interviews, to examine the existing skill development practices at THE AEC ASSOCIATES Noida and assess their impact on employee job satisfaction. Quantitative data analysis includes descriptive statistics, correlation analysis, and regression analysis, while qualitative data from interviews is analyzed thematically. Findings indicate a positive correlation between effective skill development practices and employee job satisfaction. Employees who perceive their organization's investment in their skill development positively exhibit higher levels of job satisfaction. The study also uncovers key factors influencing employee satisfaction, including the availability of training programs, career advancement opportunities, and supportive organizational culture. The research offers practical implications for HR practitioners and organizational leaders, suggesting recommendations for enhancing employee skill development practices to improve job satisfaction. By understanding the dynamics of skill development and job satisfaction, organizations like THE AEC ASSOCIATES, Noida can optimize their talent management strategies to foster a culture of growth, engagement, and fulfillment, thereby positioning themselves for sustained success in a dynamic business landscape.

A Strategic Human Resource Management Approach to Facilitating Volunteer Legacies From Mega-Sport Events: The Moderating Impact of Gender and Experience in the Case of Rio 2016

Volunteers are crucial for successful event delivery, from community to mega-events. Mega-sport events (MSE) are sold on their generative potential for social legacies for host communities like volunteering to support future community and tourism activity. With the lens of the temporal extension of the socioecological framework (TESEF), we propose that strategic human resource management (SHRM) across the volunteer journey will facilitate post-MSE legacy. A previously used online questionnaire and then structural equation modeling (SEM) are used to test 10 hypotheses with 4,824 Rio 2016 Olympic and Paralympic Games volunteers. Analysis revealed four predictors (SHRM: recruitment, job allocation, and supervision; and Motivational: variety) have significant positive effects on overall satisfaction. However, volunteer training and overall satisfaction had a highly negative influence on legacy potential. SEM revealed the moderating effect of volunteers??? gender and prior experience. Gender moderated five relationship paths and experience moderated six relational paths. MSE management implications are explored.

The effects of relational human resource management: A moderated mediation model of positive affective climate and collective occupational calling

AbstractRelationship‐oriented human resource management (HRM) contributes to organizational functioning by promoting employee relationships, coordination, and cooperation. We propose unit‐level positive affective climate as a motivational mechanism through which relationship‐oriented HR systems can positively influence unit service quality and relationships with beneficiaries, and prevent individual emotional exhaustion. Moreover, we propose collective occupational calling serves as an alternative motivational source that can substitute for the positive effects of positive affective climate. In analyzing a sample composed of 742 nurses from 48 nursing units of two hospitals in China with data collection at three time points before and after the COVID‐19 outbreak, our results supported the substituting effects of unit‐level collective occupational calling on positive affective climate stemmed from relationship‐oriented HR systems. Our study connects strategic HRM and motivation research by shedding light on an affective mechanism from relationship‐oriented HR systems and the contingencies involving employees' various sources of motivation, such as occupational calling. We further discuss theoretical and practical implications of the research.

Generative Artificial Intelligence in Business: Towards a Strategic Human Resource Management Framework

AbstractAs businesses and society navigate the potentials of generative artificial intelligence (GAI), the integration of these technologies introduces unique challenges and opportunities for human resources, requiring a re‐evaluation of human resource management (HRM) frameworks. The existing frameworks may often fall short of capturing the novel attributes, complexities and impacts of GAI on workforce dynamics and organizational operations. This paper proposes a strategic HRM framework, underpinned by the theory of institutional entrepreneurship for sustainable organizations, for integrating GAI within HRM practices to boost operational efficiency, foster innovation and secure a competitive advantage through responsible practices and workforce development. Central to this framework is the alignment with existing business objectives, seizing opportunities, strategic resource assessment and orchestration, re‐institutionalization, realignment and embracing a culture of continuous learning and adaptation. This approach provides a detailed roadmap for organizations to navigate successfully the complexities of a GAI‐enhanced business environment. Additionally, this paper significantly contributes to the theoretical discourse by bridging the gap between HRM and GAI adoption, the proposed framework accounting for GAI–human capital symbiosis, setting the stage for future research to empirically test its applicability, explore its implications on HRM practices and understand its broader economic and societal consequences through diverse multi‐disciplinary and multi‐level research methodologies.

Strategic Human Resource Management Practices and Organizational Innovation: Evidence from Small and Medium Enterprises in India

Purpose: The aim of the study was to investigate the strategic human resource management practices and organizational innovation: evidence from small and medium enterprises in India.
 Methodology: This study adopted a desk methodology. A desk study research design is commonly known as secondary data collection. This is basically collecting data from existing resources preferably because of its low cost advantage as compared to a field research. Our current study looked into already published studies and reports as the data was easily accessed through online journals and libraries.
 Findings:  Research on SHRM practices and organizational innovation in Indian SMEs indicates a positive relationship between SHRM adoption and innovation outcomes. Training initiatives are particularly vital, enhancing innovation capabilities by building human capital. Additionally, fostering a supportive organizational culture promotes creativity and experimentation. Aligning HRM strategies with organizational goals and promoting continuous learning further enhances innovation performance. Overall, SHRM practices play a critical role in driving innovation and competitive advantage in Indian SMEs (Agarwal & Yadav, 2018).
 Unique Contribution to Theory, Practice and Policy: Resource-based view (RBV) theory, social exchange theory & dynamic capabilities theory may be used to anchor future studies on the strategic human resource management practices and organizational innovation: evidence from small and medium enterprises in India. Develop tailored HRM training programs for SMEs in India, focusing on building capabilities related to creativity, problem-solving, and innovation among employees. Advocate for government policies that promote investment in human capital development and innovation capabilities among SMEs.

HRConnect

Human Resource Management System (HRMS) seems to matter for Human Resource Management (HRM) in the current digital economy. Many firms transform their HRM functions from the manual work processes to the computerized work processes. Information technology is expected to drive Human Resource (HR)'s transition from a focus on Human Resource Management (HRM) to Strategic Human Resource Management (SHRM). This strategic role not only adds a valuable dimension to the HR function, but also changes the competencies that define HR professional and practitioner success. Interestingly, an HRMS is utilized for administrative purposes rather than analytical purposes. The main objective is to know the payroll software's used in the organization and the roll of HR in payroll. The secondary objectives of this study are, To understand the HR roll in Payroll, To review the effectiveness of the Payroll process of HRConnect, To find about the software's used in Payroll process and satisfactory level of employees using this software's To analysis whether these software's are user friendly, To suggest the Latest Software's in achieving organizational objective.

A Multilevel Perspective on High-Performance Work System, Mindfulness, Employee Work Well-Being, and Employee Creative Engagement

As the basis of firm innovation, employee creativity engagement plays an important role in this process. According to strategic human resources management, high-performance work systems (HPWS) (organizational level) and mindfulness (individual level) trigger employee creativity in improving several work-related outcomes like work well-being and employee creativity. However, existing studies that have considered the relationships between HPWS and the underlying/boundary mechanism (organization-to-employee) are scarce. A cross-level influence of the hierarchical linear model based on 44 enterprises and 382 employees in Taiwan indicated: Based on the findings of the study, HPWS and mindfulness have significant positive effects on employee creativity. While HPWS enhanced employee creative engagement by increasing employee work well-being, at the same time, employee mindfulness could improve employee creative engagement by increasing employee work well-being. We also find strong evidence that the system is an important organizational factor that modifies work well-being and employee creative engagement relationship; furthermore, employees’ work well-being may affect mood disturbances and stress reduction in association with creative engagement and mindfulness. The findings of our study shed light on a blueprint for future research into HPWS, mindfulness, and employee creativity is presented. Taking these findings into account, we discussed them both theoretically and practically.

Strategic human resource management for sustainability in creative industries: A review and framework proposal

Strategic Human Resource Management (SHRM) has emerged as a critical approach for fostering sustainability within the dynamic landscape of creative industries. This review presents a comprehensive review of existing literature on SHRM in the context of creative industries, culminating in a proposed framework aimed at enhancing sustainability in these sectors. The review begins by examining the unique challenges faced by creative industries, characterized by rapid technological advancements, evolving consumer preferences, and intense competition. In this context, traditional HRM approaches are often insufficient, necessitating a strategic alignment between HR practices and organizational objectives to ensure long-term viability. Key themes identified in the literature review include talent management, organizational culture, employee engagement, and leadership development. Effective talent management strategies are crucial for attracting, retaining, and developing skilled individuals who drive innovation and creativity within creative firms. Furthermore, fostering a supportive organizational culture that values diversity, collaboration, and experimentation is vital for promoting sustainability in these industries. Employee engagement emerges as a critical factor influencing organizational performance and resilience, particularly in creative environments where intrinsic motivation plays a significant role. Moreover, leadership development programs tailored to the unique needs of creative professionals can empower individuals to navigate uncertainty and drive strategic initiatives that contribute to organizational sustainability. Building upon these insights, this review proposes a framework for SHRM in creative industries, integrating strategic planning, talent management, culture development, and leadership practices. The framework emphasizes the alignment between HR strategies and business goals, emphasizing the importance of agility, innovation, and adaptability in response to dynamic market conditions. Strategic Human Resource Management plays a pivotal role in enhancing sustainability within creative industries by fostering a culture of innovation, empowering employees, and cultivating leadership capabilities. The proposed framework provides a roadmap for organizations seeking to navigate the complexities of the creative landscape while maximizing long-term success and resilience.

Eco-sustainable practices through strategic HRM: A review and framework for SMEs in the creative industries

In recent years, there has been a growing recognition of the importance of eco-sustainable practices in the business world, particularly within the context of small and medium-sized enterprises (SMEs) operating in the creative industries. This review presents a comprehensive review and framework for integrating eco-sustainability into the strategic human resource management (HRM) practices of SMEs in the creative industries. The creative industries, encompassing sectors such as design, advertising, fashion, and media, play a significant role in shaping cultural trends and consumer behavior. However, these industries also have a substantial environmental footprint, stemming from resource-intensive production processes, waste generation, and high energy consumption. Recognizing these challenges, there is a growing imperative for SMEs in the creative industries to adopt eco-sustainable practices. Strategic HRM offers a promising approach for integrating eco-sustainability into the core operations of SMEs. By aligning HRM practices with the organization's sustainability goals, SMEs can foster a culture of environmental responsibility and innovation among employees. This review presents a framework that outlines the key dimensions of eco-sustainable HRM, including recruitment and selection, training and development, performance management, and employee engagement. Effective recruitment and selection processes are crucial for attracting individuals who align with the organization's sustainability values. Training and development initiatives can equip employees with the knowledge and skills needed to implement eco-friendly practices in their roles. Performance management systems should include sustainability metrics to evaluate employee contributions to eco-sustainable goals. Additionally, fostering employee engagement through communication, participation, and recognition can enhance commitment to eco-sustainability initiatives. Through the integration of eco-sustainable practices into strategic HRM, SMEs in the creative industries can not only reduce their environmental impact but also gain a competitive edge by appealing to environmentally conscious consumers and investors. This review provides a roadmap for SMEs seeking to navigate the intersection of sustainability and human resource management, ultimately contributing to a more environmentally sustainable future for the creative industries.

The Influence of Strategic Human Resource Management and Artificial Intelligence in Determining Supply Chain Agility and Supply Chain Resilience

The aim of this research was to investigate factors that influence logistics firms’ supply chain agility and supply chain resilience. Therefore, an integrated research model based on strategic human resource management and artificial intelligence was developed to determine the agility and resilience of logistics firms. Empirical data were collected from 221 employees working in manufacturing firms in Saudi Arabia. For the data analysis, a structural equation modeling approach was used. The results indicated that joint leadership, employee skills, organizational culture, competitive intensity, human capital development, and artificial intelligence had substantial explained variance R2 of 80% for supply chain agility. Similarly, an importance performance analysis revealed that, within the integrated research model of supply chain agility, the factors of leadership, human capital development, and organizational flexibility had greater importance in determining supply chain resilience. Practically, this research shows that factors like leadership, employee skills, organizational culture, competitive intensity, human capital development, and artificial intelligence are positively associated with supply chain agility and, hence, require policymakers’ attention. The value of this research lies in its integration of artificial intelligence, organizational flexibility, and strategic human resource management to explore supply chain agility and its examination of the impact of these factors on supply chain resilience.

Navigating the Complexity of HR Analytics: A Conceptual Framework for Effective Implementation and Ethical Practice

This paper synthesizes an extensive body of literature to elucidate the challenges and prospects of Human Resources (HR) analytics within modern organizational contexts. Despite HR analytics' potential to revolutionize human capital management through data-driven insights, its adoption is hindered by many complexities, including skill gaps, ethical concerns, and implementation barriers. Our study reveals a significant proficiency in basic analytics competencies within HR yet a stark deficiency in advanced statistical capabilities and strategic integration. The discourse extends to the criticality of context-specific, ethical, and balanced analytics practices, considering the globalizing business environment and the nuanced demands of workforce management. We propose a comprehensive conceptual framework addressing these multifaceted challenges, underlining the importance of accurate, integrated, accessible employee data, managerial support, and robust HR information technology. The framework emphasizes developing analytical competencies, fostering organizational culture conducive to data-driven decision-making, and meeting ethical standards. The implications of our findings are twofold: enhancing organizational effectiveness through informed HR strategies and advocating for a paradigm shift towards ethical, strategic, and competent HR analytics practices. This study contributes to the strategic HR management literature by providing a structured approach to overcoming the prevalent challenges in HR analytics and setting a foundation for future empirical research.

The Impact of Ability, Motivation and Opportunity-Enhancing SHRM on Employee Performance: Moderating Role of Digital Transformation

Objective: The aim of current study is to find out the impact of strategic Human resource management (SHRM) activities on employee performance, to inspect the role of digital transformation as moderator between SHRM activities and employee performance, to examine the authenticity of AMO (Ability, motivation, opportunity) theory in the context of aviation sector of Saudi Arabia. Methodology/Data collection: Current research is cross-section study and quantitative in nature. For the data collection a well-established questionnaire is developed on the base of previous literatures. Sample of 330 participants is selected from Saudi aviation sector from May to August 2023. After the data collection, partial least squares structural equation modelling (PLS-SEM) method is adopted by using SmartPLS application. Findings: The study found that among the activities of strategic human resource management, ability has positive and significant relationship with employee performance. Furthermore, motivation also has a positive and significant relationship with employee performance. However, work engagement and opportunity do not have direct relationship with employee performance. The digital transformation plays a moderating role to make positive link between motivation and opportunity with employee performance of aviation workers in Saudi Arabia. Limitation/Implementation: This study has practical, theoretical as well as empirical importance. The results of current research are not limited to Saudi Aviation sector but this framework can be used in different sector for enhancing the employee performance. In spite of, the importance of current study in the field of management, this study is limited to Saudi Arabia. This study used small sample size and data is collection on point of time. Originality/ Value: with the best of author’s knowledge, current study is first attempt to explain the SHRM activities to explain the employee performance in aviation sector of Saudi Arabia especially in the context of Saudi as well as Flynas airline. The finding of study will have great contributions for making the strategies regarding to enhance the performance of employee. Therefore, current research is beneficial for policy makers, aviation administration, society and researchers. 

Building cooperative and high-performance organizations with high-performance work systems: the role of firm age and industry dynamism

Although numerous empirical studies have linked human resource (HR) management systems, including systematic HR practices, such as high-performance work systems (HPWS), to superior organizational performance, our understanding of how these benefits vary among firms operating under different levels of environmental uncertainty is limited. By integrating insights from organizational theory, strategy, and strategic human resource management (SHRM), I theorize that an organization’s internal and external environments—specifically firm age and industry dynamism—modulate the benefits derived from HPWS. Utilizing longitudinal data encompassing 1,585 firm-year observations across five waves from 2009 to 2017, I demonstrate that the positive impact of HPWS on organizational performance is most pronounced for younger firms in highly dynamic industries. Conversely, for older firms, this positive effect weakens as industry dynamism increases. Additionally, I discovered that cooperative norms serve as a crucial mediating mechanism. My findings mark a significant advance in our understanding of when and how firms, amidst varying degrees of environmental uncertainty, reap differential benefits from HPWS—especially through the mediation of cooperative norms.