Strategic Human Resource Practices Research Articles

Sustainable and ethical supply chain management: The role of HR in current practices and future directions

This study systematically reviews the integration of Human Resources (HR), sustainability, and ethics within the framework of supply chain management, illuminating the pivotal role of HR practices in enhancing the sustainability and ethical integrity of supply chains. Employing a systematic literature review coupled with content analysis, this research scrutinizes scholarly articles and case studies across various databases, focusing on the period from 2000 to 2024. The methodology hinges on precise inclusion and exclusion criteria to distill relevant literature, which is then subjected to rigorous content analysis to identify prevailing themes and insights. Key findings reveal that strategic HR practices, including talent management, training and development, and leadership cultivation, are central to embedding sustainability and ethical considerations into supply chain operations. These practices not only foster a culture of sustainability and ethics but also drive organizational change towards more sustainable supply chain models. The review identifies a dual challenge for sustainable supply chain management: the complexity of global supply chains and the increasing demands for transparency and ethical conduct, presenting both significant challenges and opportunities for innovation. Finally, the study underscores the critical role of HR in sustainable and ethical supply chain management, highlighting the necessity of integrating sustainability into HR practices. Strategic recommendations for organizations and HR professionals are provided to navigate the evolving landscape of supply chain sustainability. The study calls for further research into the dynamic interplay between HR practices and supply chain sustainability, particularly in the context of emerging technologies and global supply chain complexities.

Risk management and HR practices in supply chains: Preparing for the future

This study explores the strategic integration of risk management and Human Resources (HR) practices within the context of supply chain management, aiming to identify how such integration enhances organizational resilience and sustainability. Employing a systematic literature review and content analysis, the study examines scholarly articles from key databases, focusing on the period from January 2000 to the present. The methodology involves a comprehensive search strategy, stringent inclusion and exclusion criteria, and a detailed selection process to distill insights from relevant literature. Key findings reveal that strategic HR practices, such as talent management, leadership development, and fostering a risk-aware culture, significantly contribute to mitigating supply chain risks and bolstering resilience. Furthermore, the study highlights the pivotal role of technological advancements, including artificial intelligence, blockchain, and the Internet of Things, in supporting the dynamic integration of risk management and HR practices. This integration not only addresses operational efficiencies but also aligns with strategic objectives towards sustainability and adaptability in the face of global disruptions. The study concludes that the strategic importance of integrating risk management with HR practices cannot be overstated, emphasizing its necessity for building agile, resilient, and sustainable supply chains. As organizations navigate the complexities of modern supply chains, this integrated approach offers a pathway to not only survive but thrive amid uncertainties, underscoring a blueprint for sustainable competitive advantage in evolving global markets. This review contributes to the existing body of knowledge by providing a comprehensive overview of current practices and future directions for integrating risk management and HR practices in supply chain management.

Advancing environmental sustainability in the creative sectors: A strategic HR framework based on data analytics and eco-innovation

In response to the growing urgency of environmental sustainability, industries across the globe are seeking innovative approaches to mitigate their ecological footprint. The creative sectors, encompassing fields such as design, advertising, media, and entertainment, wield significant influence in shaping societal norms and consumer behavior. However, their activities often come with substantial environmental consequences. This proposes a strategic human resource (HR) framework grounded in data analytics and eco-innovation to foster environmental sustainability within the creative sectors. The proposed framework emphasizes the pivotal role of HR practices in driving organizational change towards sustainability. Leveraging data analytics, organizations can gain insights into their environmental impact across various stages of production and consumption. By analyzing this data, firms can identify key areas for improvement and implement targeted strategies to reduce resource consumption, waste generation, and carbon emissions. Moreover, eco-innovation emerges as a central pillar of this framework, encouraging organizations to rethink traditional practices and develop creative solutions that minimize environmental harm. Through eco-innovation, firms can design products, services, and processes that align with principles of sustainability while maintaining competitiveness in the market. Strategic HR practices play a critical role in facilitating this transition towards environmental sustainability. HR departments can champion sustainability initiatives by fostering a culture of environmental consciousness, providing training on eco-friendly practices, and incentivizing employees to contribute to sustainability goals. Furthermore, HR professionals can spearhead recruitment efforts to attract individuals with expertise in sustainability and facilitate knowledge sharing within the organization. The integration of data analytics and eco-innovation into HR practices represents a forward-thinking approach to addressing environmental challenges in the creative sectors. By adopting this strategic framework, organizations can not only minimize their ecological footprint but also capitalize on opportunities for innovation and differentiation in an increasingly environmentally conscious marketplace. Ultimately, this review advocates for a holistic approach to sustainability that encompasses both environmental and organizational objectives within the creative sectors.

Optimizing Employee Performance: A Comprehensive Analysis of Recruitment, Training, and Compensation Strategies

This study investigates the impact of recruitment, training, and compensation on employee performance at a leading manufacturing company. Employing a quantitative approach with an associative focus, the research involved 111 randomly sampled production employees out of a total population of 154. Utilizing the Likert scale, performance was assessed, and data were analyzed through various statistical tests, including validity, reliability, normality, multicollinearity, heteroscedasticity, autocorrelation, and multiple linear regression. The findings reveal that recruitment, training, and compensation each exert a positive and significant influence on employee performance. Furthermore, the simultaneous effect of these factors proves to be collectively substantial. This research contributes valuable insights for organizations aiming to optimize employee performance through strategic human resource practices, emphasizing the interconnected roles of recruitment, training, and compensation.
 Highlights:
 
 The partial tests reveal a positive and significant influence of recruitment, training, and compensation on employee performance.
 Simultaneous tests affirm the collective positive impact of these factors on performance at PT Harapan Sejahtera Karya Utama.
 A Likert scale measures employee performance, and the study includes various statistical tests for thorough analysis.
 
 Keywords: Recruitment, Training, Compensation, Employee Performance

Optimizing Employee Performance: A Comprehensive Analysis of Recruitment, Training, and Compensation Strategies

Optimizing Employee Performance: A Comprehensive Analysis of Recruitment, Training, and Compensation Strategies

Driving Revenue Growth: The Role of Strategic Human Resource Practices in 3-5 Star Hotels in Selected Regions of Ghana

This study explores the impact of strategic human resource practices on revenue maximization in Ghana's 3-5-star hotels across eight regions. Employing a descriptive survey method, data was gathered from 60 hotels, focusing on human resource practices and revenue strategies. Results reveal a robust correlation (R = 88.3%) between strategic human resource practices and revenue maximization. Regression analysis indicates a significant impact of "human resource" (β = 0.282, p < 0.001) on "revenue maximization." Factor analyses identify key practices, including pricing strategies, operational efficiency, and guest satisfaction, crucial for revenue optimization in Ghana's hospitality industry. Policy implications underscore the importance of training initiatives, competitive hiring incentives, and technology integration in workforce development for enhanced revenue outcomes. These findings provide essential guidance for policymakers, industry stakeholders, and hotel management, emphasizing the alignment of human resource strategies with revenue objectives in the dynamic Ghanaian hospitality landscape.

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.

Assessing the Disparities Between Strategic Human Resource Management and Conventional Human Resource Management: A Theory-Based Review

Human resource management (HRM) is frequently considered an academic concept that is predominantly concerned with the employees of an organization. HRM generally provides personnel management for the organization by conducting a strategic decision-making function that can make or break the organization’s performance. However, today, Human Resources (HR) in modern organizations are constantly changing due to emerging technologies and the economy, which changed conventional HR practices. This study will thus assess the disparities between strategic and conventional HR management to assure the long-term viability of organizational performance based on the current literature. It is specifically based on current literature on strategic HRM practices and the evolution of strategic HR practices from conventional HR activities that impact organizational performance. The literature search was conducted based on articles published from 2014 to 2021. The findings emphasize the importance of integrating strategic HR practices into corporate settings because strategic HR practices allow us to move standard HRM practices in the face of rapid technological and economic developments.
 Keywords: Human Resource Management (HRM), strategic HRM, conventional HRM

COMPLEX DATA IN TURBULENT CONTEXTS: TOWARDS ORGANIZATIONAL CHANGE FOR ENHANCED PERFORMANCE

This study aims to investigate the intricate dynamics between perceived organizational change (POC), organizational change performance (OCP), and the mediating role of human resource change strategy (HRCS). The research objectives encompass exploring the direct relationship between POC and OCP, understanding HRCS's mediating role, identifying significant HRCS components as mediators, investigating post-COVID-19 implications on HRCS mediation, and offering evidence-based recommendations for optimizing change performance through strategic human resource practices. In the overall study of employees working in 24 companies in Beijing, the sample size of 16,320 was calculated using the simple random sampling method, and 463 questionnaires were distributed in the study. 423 questionnaires were distributed using simple random sampling methods, and 389 questionnaires were recovered, with a recovery rate of 91.36%. Overall, this research advances our understanding of how employee perceptions and human resource strategies contribute to the success of organizational change initiatives.

Strategic human resource management challenges in graduate development officer recruitment in Sri Lanka

Human resource management greatly influences the long-term performance of a corporation. While this has always been the case, the relative importance of HR has further increased in today’s fast-changing, highly complicated, and uncertain corporate environment. Sri Lanka encounters a severe issue with hiring in the public sector, and employing graduate development officers has recently become increasingly complicated. They are categorised as insecure in their position due to the effect of human resource strategies in companies. In this regard, exploring the strategic human resource difficulties that influence the nominations of recent development officers is necessary, which mainly impacts graduates entering the business world for the first time. Within this context, a qualitative study was performed using data gathered through ten interviews. By using thematic analysis, the author aimed to determine the impact of strategic human resource practices in development officer appointments. Thus, we suggest the best possible ways of solving issues related to development officer appointments through practical strategies in human resources, such as the internal hiring process, knowledge or skill exams, and one-to-one and panel interviews.

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.

An internal fit perspective on the relationship between strategic human resource (HR) practices and knowledge-oriented HR practices

Purpose This study aims to examine the direct link between strategic human resource practices (SHRPs) and knowledge-oriented human resource practices (KHRPs) to determine their complementarity for promoting knowledge management (KM) activities. Design/methodology/approach The authors collected data from 387 employees working in top 20 IT and consulting firms in India through a questionnaire survey. Data is analysed using exploratory factor analysis and regression technique. Findings SHRPs have a significant and positive relationship with KHRPs, suggesting SHRPs have a positive predictive capacity for influencing KHRPs. It suggests there needs to be internal alignment between the core human resource (HR) practices and knowledge-based HR activities to promote KM. It shows that core HR practices of hiring, training, job design, performance and compensation management facilitate knowledge sharing and creation through HR practices. Research limitations/implications The cross-sectional design limits its ability to reflect cause–effect relationship, and further studies can adopt a longitudinal design. Further research can explore other different HR configurations on KHRP. Originality/value The study explored the suitability of core HR practices with knowledge-based HR practices theoretically contributing to the HR configurational internal fit perspective, and KM literature. Practically, it suggests firms to consider core HR practices while designing organizations’ KM strategies. In the context of knowledge-intensive organizations, the study applies the HR configurational fit perspective that purports synergistic relationship among the various HR sub-systems for achieving organizational goals.

Effects of Human Resource Practices on the Performance of Vodacom-Drc Limited and Safaricom Limited

Human Resource practitioners and academics believe that Strategic Human Resource Management (SHRM) alongside Strategic Human Resource Practices (SHRP) have direct and positive impact on organizational performance. This belief is thought to be rather conventional as numerous studies across the globe on SHRM and SHRP on organizational performance have shown minimal results due to unknown factors. The purpose of this study determines the effects of training practices on organizational performance at Vodacom DRC Limited; to examine the influence of performance management practices on organizational performance at Vodacom DRC Limited; to examine the effect of recruitment and selection practices on organizational performance at VODACOM DRC Limited; lastly to determine the influence of employee relations practices on organizational performance at VODACOM DRC Limited. The research findings were based on two theories namely; employers search theory and human relations theory. The study used a survey research design as research design to investigate the selected strategic human resource practices and their effects on performance in which Vodacom-DRC Limited and Safaricom Plc was surveyed. The population sampled comprised of 385 respondents from the companies. The study findings presented used statistical procedure or models which includes tables, graphs, and percentages. In analyzing primary data, SPSS was used intensively. Data was finally computed to describe the characteristics of the variables in the study and also established the nature and magnitude of the relationships between the independent and dependent variables. The study findings revealed the influence that SHRP had on organizational performance and how it played its role in providing strategies related to human resource processes to enhance organizational performance. Future studies recommend the use of effective human resource management practices as the way to improve the overall output of employees and organizational performance. Keywords: Human resource practices, Training practices, Performance management practices, Recruitment and selection practices, Employee relations practices, Performance

Strategic Human Resource Practices and Employee Retention in a Private Commercial Bank in Nairobi County, Kenya

Employees are always regarded as an organization's biggest asset because the workforce is a major component of every business. Organizations cannot deliver business results, satisfy organizational goals, or reach their financial targets without personnel. The majority of corporations understand how crucial human resources are to their businesses' success. It is impossible to overstate the importance of employing excellent strategic human resource management techniques, particularly when dealing with a dynamic workforce. Employee replacement costs are high, it might be challenging to locate qualified candidates, and expenditures on training are currently less secure, making employee turnover expensive. This study sought to investigate the relationship between Strategic Human Resource Management practices and employee retention in a Private Commercial Bank in Nairobi County, Kenya. Specifically, the study sought to determine the effects of recruitment, career management practices, and training on employee retention in the Private Commercial Bank. The study adopted a descriptive cross-sectional research design. The target population consisted of all the 198 employees of the Private Commercial Bank. This study used simple random sampling to determine the employees who participated in the study. The sample size was 93 respondents which was determined by the use of the formula developed by Yamane. The study utilized primary data that was collected by the use of questionnaires that were administered to the employees. The study data was analyzed using descriptive statistics through the use of means and standard deviation. Further, regression analysis was used to test the relationship between the study variables. The results indicated a positive significant correlation between recruitment and employee retention (r = 0. 419, p-value=0.000), significant positive correlation between career management and employee retention (r = 0.230, p-value=0.000) and a significant positive correlation between training and employee retention (r = 0.589, p-value=0.000). The study concluded that employee recruitment was crucial for improving staff retention in the private commercial bank in Kenya. Additionally, the research found a strong correlation between staff recruitment and retention. The study came to the conclusion that career management practices, as a strategic HRM practice, had a substantial impact on improving employee retention in the bank, particularly in light of the fact that workers respond favorably to possibilities for career growth and promotion. The study also came to the conclusion that career management methods and employee retention had a very strong favorable association. The study also came to the conclusion that training, as a strategic HRM practice, was essential to improving employee retention, particularly in light of the idea that when organizations support employees' training, everyone is given a clear understanding of their responsibilities as well as the skills and knowledge required to do their jobs.

Strategic human resource practices and new product development performance: the mediating role of intellectual capital

PurposeThe paper investigates the effects of strategic human resource practices on intellectual capital and new product development performance in knowledge-based firms.Design/methodology/approachA quantitative approach was adopted to conduct the present study. The respondents were sampled from knowledge-based firms in Iran. Overall, 120 managers in 60 knowledge-based firms were selected using convenience sampling. A confirmatory factor analysis was conducted to ascertain the validity and reliability of the observed items, and a structural equation model was employed for testing the proposed hypotheses.FindingsIn the studied firms, strategic human resource practices have a positive and significant effect on intellectual capital. Moreover, the findings of this study indicate that those firms that use their intellectual capital have a higher new product development performance.Research limitations/implicationsThe study focuses on knowledge-based firms in Iran, which limits the generalizability of the research results. Therefore, future studies should be carried out with samples from other settings and countries. Moreover, as the study was cross-sectional, the causal relationships could not be inferred directly.Practical implicationsWith regard to key areas of improvement identified in this study, knowledge-based firms should focus on increasing new product development performance by improving employees' training, involving them in their job-related decision-making process, empowering employees to innovate, developing intellectual capital and monitoring the customer's satisfaction level of new products.Originality/valueThe study extends the intellectual capital literature by linking strategic human resource practices to new product development performance in knowledge-based firms via intellectual capital as a mediator.

Strategic Human Resource Practices and Employee’s Engagement: Evidence from Jordanian Commercial Banks

The study investigates the impact of strategic human resource practices on employee engagement and the mediating role of transformational leadership in the context of Jordanian 13 commercial banks. This study will be a pioneer study in Jordan that will analyze the same topic up to the researcher’s boundaries of knowledge. The research population consists of all the 13 Jordanian commercial banks, as per the website for the Association of Banks in Jordan (Association of Banks in Jordan, 2020). The number of workers in the banks is estimated at 15,553. The researcher will use the proportional stratified random sample technique. According to the population size (15,553) divided on the selected banks and depending on Sekaran`s table (Sekaran & Bougie, 2016, 263), the sample size was determined based on the employees` number in each selected bank with an acceptable margin of error 5%. The sample size is 375. The unit of analysis in this study will be the employee working in Jordanian commercial banks. The study results confirm the impact of HRM on employee’s commitment and the partial mediating role of transformational leadership.

Influence of Organizational Culture, Sustainable Competitive Advantages, and Employees’ Commitment on Strategic Human Resources Management in the Banking Sector of Saudi Arabia

The rising trend of “strategic human resource management practices” is significantly leading the way to enhance the performance and competitive advantages of the banking sector. Thus, the banking sector in developing countries still using traditional HRM practices to sustain the competitive advantages and to achieve the business goals. The current study investigates the influence of organizational culture, employees’ commitment, and sustainable competitive advantages on the strategic human resource management practices in the banking sector of Saudi Arabia. We applied a resource-based view to achieve the research objectives. “Structural equation modelling-partial least square” (SEM-PLS) technique were applied to investigate the relationship among constructs under study. A cross-sectional method was applied to collect data from 181 employees working in different banks in Saudi Arabia. We found organizational culture significantly influence employees’ commitment and sustainable competitive advantages. Hence, employees’ commitment does not influence strategic human resource management practices; merely, sustaining competitive advantages significantly influence strategic human resource management practices. Additionally, employees’ commitment not mediates the relationship between organizational culture and strategic human resource practices. Thereby, sustainable competitive advantages mediate the relationship between organizational culture and strategic human resource management practices. Finally, the present study will help the banking sector to unearth the best implication of strategic human resource management practices as they can sustain the competitive advantages and achieve the business goals.

The Moderating Effect of Organizational Culture on the Relationship between Strategic Human Resource Practices and Stainable Competitive Advantage in Bahrain

The Moderating Effect of Organizational Culture on the Relationship between Strategic Human Resource Practices and Stainable Competitive Advantage in Bahrain

Owner-managers’ transformational leadership behaviours and human resource strategies: A case of small fast-food restaurants in South Africa

Orientation: The proliferation of fast-food restaurants in South Africa calls for transformational leadership (TL) to keep the businesses afloat, through the application of competitive strategic human resource (HR) practices. However, there is shortage of evidence on how TL behaviours of owner-managers in this sector are related to their choice of HR strategies.Research purpose: The purpose of the study was, therefore, to determine the relationship between owner-managers’ TL behaviours and HR strategies relevant to small fast-food restaurants in a district in the Free State Province, South Africa.Motivation of the study: Known studies emphasise that HR strategies can be linked to specific TL behaviours for business growth and survival. Nonetheless, no known study has been conducted within the South African context to establish the link between TL and HR strategies, particularly amongst the small fast food restaurants.Design and method: A positivist research paradigm approach to test the relationships between the study variables. Quantitative data were collected through was used a self-administered questionnaire from (n = 102) small fast-food restaurants’ owner-managers following a cross-sectional study design. Descriptive and logistics regression data analyses techniques were used to make meaning out of data.Main findings: The majority dimensions of TL behaviours and HR strategies are related and few not related.Practical/managerial implications: The study offers insights into small fast-food restaurants’ owner-managers’ need to adapt leadership qualities depending on the HR strategy applied.Contribution/value-add: The study adds to the body of knowledge on how TL precepts are applied in different strategic HR management contexts.

Role of High ? Performance Work Practices on Performance in Pharmaceutical business in Thailand

The study analyses the relationship between various high performance work practices (HPWPs) and firm performance with the mediating role of innovative strategy employed by the upper echelon in the context of pharmacy business of Owing to the prominence of strategic human resource practices in the growing economy of Thailand, the study serves the purpose to find those SHRM practices which boosts the organizational performance. The practices chosen for the research includes: training (TR), participation (PR), job definition (JD), performance appraisal (PA) and internal career opportunities (IC). The respondents of the study were the employees of the pharmaceutical firms who were engaged in strategy formulation and implementation. Additionally, survey questionnaire technique was utilized for data collection from the respondents who were selected through random sampling technique. The findings of the study showed participation of the employees in decision making i.e. making them autonomous to some extent contributes largely towards innovative strategic management. Likewise, job definition and performance appraisal also have the same relationship with the mediator. In addition to that, the link between HPWPs and firm performance was strengthened by the mediator in case of participation, job definition and performance appraisal. Lastly, the study enlightens the management to employ only those SHRM practices which have the most effective impact on firm performance. How to Cite this Article Pubmed Style Natnaporn Aeknarajindawat, Nattachai Aeknarajindawat, Damkerng Aswasuntrangkul. of High – Performance Work Practices on Performance in Pharmaceutical business in SRP. 2020; 11(3): 57-66. doi:10.5530/srp.2020.3.07 Web Style Natnaporn Aeknarajindawat, Nattachai Aeknarajindawat, Damkerng Aswasuntrangkul. of High – Performance Work Practices on Performance in Pharmaceutical business in http://www.sysrevpharm.org/?mno=92349 [Access: March 28, 2021]. doi:10.5530/srp.2020.3.07 AMA (American Medical Association) Style Natnaporn Aeknarajindawat, Nattachai Aeknarajindawat, Damkerng Aswasuntrangkul. of High – Performance Work Practices on Performance in Pharmaceutical business in SRP. 2020; 11(3): 57-66. doi:10.5530/srp.2020.3.07 Vancouver/ICMJE Style Natnaporn Aeknarajindawat, Nattachai Aeknarajindawat, Damkerng Aswasuntrangkul. of High – Performance Work Practices on Performance in Pharmaceutical business in SRP. (2020), [cited March 28, 2021]; 11(3): 57-66. doi:10.5530/srp.2020.3.07 Harvard Style Natnaporn Aeknarajindawat, Nattachai Aeknarajindawat, Damkerng Aswasuntrangkul (2020) of High – Performance Work Practices on Performance in Pharmaceutical business in SRP, 11 (3), 57-66. doi:10.5530/srp.2020.3.07 Turabian Style Natnaporn Aeknarajindawat, Nattachai Aeknarajindawat, Damkerng Aswasuntrangkul. 2020. of High – Performance Work Practices on Performance in Pharmaceutical business in Systematic Reviews in Pharmacy, 11 (3), 57-66. doi:10.5530/srp.2020.3.07 Chicago Style Natnaporn Aeknarajindawat, Nattachai Aeknarajindawat, Damkerng Aswasuntrangkul. Role of High – Performance Work Practices on Performance in Pharmaceutical business in Thailand. Systematic Reviews in Pharmacy 11 (2020), 57-66. doi:10.5530/srp.2020.3.07 MLA (The Modern Language Association) Style Natnaporn Aeknarajindawat, Nattachai Aeknarajindawat, Damkerng Aswasuntrangkul. Role of High – Performance Work Practices on Performance in Pharmaceutical business in Thailand. Systematic Reviews in Pharmacy 11.3 (2020), 57-66. Print. doi:10.5530/srp.2020.3.07 APA (American Psychological Association) Style Natnaporn Aeknarajindawat, Nattachai Aeknarajindawat, Damkerng Aswasuntrangkul (2020) of High – Performance Work Practices on Performance in Pharmaceutical business in Systematic Reviews in Pharmacy, 11 (3), 57-66. doi:10.5530/srp.2020.3.07