Traditional Human Resource Management Research Articles

Od misji do strategii personalnej biblioteki. Studium teoretyczne

The article attempts to approach the issues related to the concept of strategic management of human resources at the library as one of the newest and dynamically evolving areas of the theory and practice of personnel management in an organization. The concept combines the models of the traditional human resources management with strategic management. The starting point for strategic management in libraries is a formulation of the mission on which further strategy is worked out. Individual functional strategies, including personnel strategy, are then indicated within the adopted general strategy of a library. The article discusses the concept and the types of strategies to be involved in human resources management, as well as relevant sub-strategies derived from particular functions (sub-fields in management of human resources). Mutual correlations between the personnel strategy and the general strategy of an organization are presented focusing on their integral unity. Main instigators and actual architects of the management strategy within a library structure are indicated. The author emphasizes the significance of the preparation of the personnel strategy in the achievement of strategic goals in a library.

Enhancing Six Sigma Implementation Through Human Resource Management

While many companies have implemented Six Sigma and claim that they have achieved remarkable benefits from their investment, not all Six Sigma implementations yield the positive results promoted by its advocates. Human resource management (HRM) is recognized as a critical factor that influences the adoption of Six Sigma in organizations. Using data collected from 95 manufacturing plants that practice Six Sigma, this study investigates the role of three quality-oriented HRM practices—employee involvement, employee training, and employee performance and recognition—in Six Sigma implementation. Results of this study indicate that the three HRM practices significantly affect the use of Six Sigma methodology. In addition, it is found that Six Sigma role structure (that is, the human infrastructure for Six Sigma using the Six Sigma Green and Black Belt system) integrates with the traditional quality-oriented HRM practices in supporting the use of Six Sigma methodology.

Is talent management just “old wine in new bottles”?

PurposeThe purpose of this paper is to explore whether talent management (TM) practices are fundamentally different from traditional approaches to human resource management (HRM) and whether TM in China is an element of the struggle by those in the human resource (HR) profession to improve its credibility and status.Design/methodology/approachCase studies are the main method of collecting data. These are supplemented by documentary analysis. Four in‐depth case studies were undertaken in Beijing. The target organizations were chosen from the information technology, health care and education sectors. The interviews were semi‐structured and were conducted with a range of stakeholders in each organization, including at least one HR specialist (normally, the senior HR professional, senior and functional managers as well as non‐managerial staff. In addition, interviews were also conducted in three management consulting firms regarded as being at the cutting edge in order to explore the orientation of such firms to the TM phenomenon.FindingsTM emerges as being different from traditional HRM, incorporating new knowledge rather than being a simple repackaging of old techniques and ideas with new labels. Therefore, TM should not be seen simply as “old wine in new bottles” with respect to the case of China. In addition, this study challenges the idea that TM is yet another struggle by HR professionals to enhance their legitimacy, status and credibility within their organizations.Research limitations/implicationsThis study concerns itself with only well‐established and recognized multinational corporations in Beijing. There might be different conclusions for the other types of enterprises.Originality/valueThis paper offers new research on TM in China.

Labor Flexibilization and Globalization: Changes in Traditional Human Resources Management

This paper analyzes how changes to the global organization of capitalism accompanied and intensified by globalization through HRM policies, which affect the regulation of labor and the employment relationship. One of the most significant of these changes has been the dramatic increase in the rate of cross-border merger and acquisition activity. Of equal significance, especially for the regulation of labor and the employment relationship has been the pronounced tendency of global enterprises to transform themselves into coordinators and organizers of activities performed for them by contractors, sub-contractors and suppliers. Outsourcing and subcontracting have allowed global enterprises to reduce and externalize the costs incurred from the direct employment of labor. The growing dominance of Human Resource Management (HRM) in the regulation of labor and the employment relationship has occurred in tandem with the increasing flexibilization of labor. Some aspects of this are exemplified through the increasing trend in part time labor and eradication of gender bias in the garments industry as well as part time employment and flexi time in the rapid emergence of private educational sectors in Bangladesh. In addition, some thoughts on the growing HR system in Bangladesh are discussed with emphasis on the main characteristics of its workforce.

Using human resource management tools to support social enterprise: emerging themes from the sector

PurposeTo devise a human resource management (HRM) approach capable of application to the management of employees in social enterprises.Design/methodology/approachThe difficulty of applying traditional HRM techniques to social enterprises, where the workforce tends to be volunteers, is discussed. Reviews HRM concepts and their relationship/applicability to social enterprise (labour market relationships within social enterprise, resourcing and skills to support social enterprise, leadership and operational strategy within social enterprise). Presents two case studies, involving an inner city credit union in northwest England; and an inner city after‐school club. Reports on a pilot questionnaire survey focusing on the strands identified by the earlier research.FindingsThe results indicated a heavy reliance on volunteer labour with almost all organizations working with volunteers. Notes, however, that when asked whether volunteers were crucial to the running of the organization, only 59 per cent felt they were, with the remaining 41 per cent being uncertain or felt that volunteers were not crucial and only a small fraction (12 per cent) having more volunteers than paid workers. Reveals that the infrastructure to support coherent people‐management systems in social enterprise do not appear to be robust and piecemeal support and advice through a range of well‐meaning board members, fragile networks and higher education institutes cannot provide a strong framework for growth and sustainability in managing human resources in the social enterprise sector. Concludes that labour market relationships, resourcing and skills, and leadership and operational strategy have nevertheless been recurring themes in research in this field which suggests that there may be a very real opportunity for HRM tools and expertise to support social enterprise organizations in achieving their business and social goals.Originality/valueSheds light on the HRM aspects of social enterprises.

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

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

Toyota Production Systems: The ‘Toyota Way’ and Labour–Management Relations

The Toyota production system (TPS) is spreading worldwide. This paper looks into the TPS and the associated transfer of the so-called ‘Toyota Way’ from a perspective of current and traditional human resource management (HRM) and labour–management relations within Toyota in Japan. Toyota considers that the foundation for competitive strength is ensuring that every employee understands and accepts the Toyota Way, and that it is necessary to expend much effort towards this end. For this purpose, Toyota has established a comprehensive in-house system of education and training, covering all aspects of labour–management relations and HRM. However, the Toyota Way's own characteristics exacerbate difficulties of transferral to US and European companies. By evaluating Toyota's motivational approach to management and training, and its labour–management relations, this paper elucidates the ‘Toyota Way’ underpinning the TPS. The three crucial aspects to Toyota's management are: (i) financial stimulation; (ii) management of personnel requirements; and (iii) labour management on the basis of behavioural science. A further important aspect of Toyota managerial development is the ad hoc training of key technical personnel. Toyota's ‘mutual trust and mutual responsibility’ approach to labour–management relations are also discussed.

Complement Arities Between Recruitment and Selection Practices and Employee Learning in New Zealand Small and Medium-Sized Enterprises

As a response to comments by numerous authors about lack of attention given to small and medium-sized enterprises (SMEs) in human resource management (HRM) literature, this paper examines complementarities between recruitment and selection practices in SMEs and the work-related learning of newcomers. Data were collected through interviews with mainly owners/managers of 60 firms employing up to 50 staff. Analysis of the interviews suggests that the recruitment and selection practices used by some owners/managers had unintended positive effects on newcomers’ learning. Trusted current employees were encouraged to recruit new staff from their networks of family and friends. Sponsors often took the initiative in supporting newcomers on their pathways of work-related learning. Also, some owners/managers used selection methods; that involved candidates demonstrating their skills on-the-job, through work samples or work trials. These selection methods yield, as a by-product, information about candidates’ learning needs. Such information assists workplace models who guide learning of select tasks appropriate to the learner's level of development. The paper concludes that researchers should pay less attention to traditional HRM functions and start to focus on complementarities that might exist among HRM practices. Such a focus may be more consistent with the ways owners/managers view managing human resources.

What is different in human capital management? The necessity and advantages of a new philosophy for human resource departments

In today's 'knowledge economy', it is increasingly recognised that employees are becoming the distinctive asset for organisations. As a consequence, traditional Human Resource Management (HRM) is no longer adequate for creating as much value as possible for the company, whereas the new philosophy of Human Capital Management (HCM) offers a number of advantages. While HRM considers employees as resources, which are cost intensive and can be used up, HCM sees employees as investors, who invest their human capital into the company – similar to financial capital investors. Consequently, anything that concerns the employees of an organisation should be adjusted to this philosophy, in particular the structure of HCM, the tasks, responsibilities and behaviour of both HCM people and business leaders. We show that a knowledge company can greatly benefit by taking HCM seriously. It will create more value both for the company and for (performance-oriented) employees.

Relationship between strategic human resource management and firm performance

PurposePrevious studies suggest that strategic human resource management (SHRM) is beneficial to firm performance. This study seeks to investigate the moderating effect of product market strategy (PMS), one of the contextual factors, on the relationship between SHRM and firm performance.Design/methodology/approachThis study conducted a survey on 235 Taiwanese firms and hierarchical regression analysis was performed.FindingsThe results failed to support the “universalistic” SHRM perspective. Only the interaction between an innovative PMS and SHRM exerted a significant effect on firm performance, which supporting the argument of the “contingency” perspective. The findings of this study confirmed the validity of the contingency model in an Asian society.Research limitations/implicationsDifferent from most previous studies conducted in a Western context, this study examined the data of Taiwan, and thus examined a very different cultural and institutional environment. Although this study obtained valuable results, the limitations of the subjective data, number of measurement items and the cross‐sectional design were discussed. In a future study, more work on revealing the influence of other unexplored factors to better understand the determinants of firm performance should be done.Practical implicationsCoping with innovation needs, the degree to which traditional human resource management (THRM) is transformed into SHRM determines how well a firm is able to sustain and enhance growth. This will enable firms to keep pace with the rapid environmental changes associated with globalization.Originality/valueInvestigates the moderating effect of PMS on the relationship between SHRM and firm performance in a Taiwanese context.

Factors influencing project success: the impact of human resource management

Today, human resource management (HRM) is being renewed in organizations and gradually affirming its strategic role. However, the results of an empirical study conducted by Pinto and Prescott [Journal of Management 14 (1988) 5] within a context of project management, contradict this trend. These authors concluded that the “Personnel factor” was the only factor in their research that was marginal for project success. This paper attempts to retest their conclusions in rethinking issues of validity of the measures used in their study. In line with research by Tsui [Human Resource Management 26 (1987) 35; Administrative Science Quarterly 35 (1990) 458] and some of Belout's recommendation [International Journal of Project Management 16(1) (1998) 21], the construct validity of the human resources factor has been examined and a model proposed. Results show, first of all, that although there was a link between project success and the Personnel factor (based on the correlation analyses), this factor did not have a significant impact on project success. Our results tend also to confirm that the relationships between the independent variables and project success will vary according to life cycle stage. The results also show that for three distinct structures (functional, project-based and matrix), the Management Support and Trouble-shooting variables were significantly correlated with success. Finally, this study confirm a moderating effect between the independent variables and project success, depending on the sector studied. All in all, this research adds another step in conceptualizing HRM in project context which is still very rudimental. In this sense, researchers should, in the future, improve the construct validity of the Personnel variable by improving the psychometric properties of the questionnaires used in the project management context. This study also shows the problem of multicolinearity, which appears to be excessive in the use of PIP. Finally, a fundamental question is posed: does HRM in the context of project management have specific characteristics that make its role, social responsibility and operation different from the so-called traditional HRM?

Human Capital Management - new possibilities in people management -

In addition to the traditional personnel and human resource management (HRM), there is a need for a new approach to personnel management, which we will call Human Capital Management (HCM). HCM emphasises an alignment between the individual and the organization and in our view offers the challenge and the key to successful management in the future.

Social Capital and Organizational Change in High‐Involvement and Traditional Work Organizations

We present new evidence indicating that changing from a traditional human resource management (HRM) environment to an innovative one entails a change not only in formal work practices, but also in the informal networks and patterns of interaction among employees. We focus on differences in the social capital of these workplaces and measure differences in the structure of interactions and information transfer among employees across a sample of manufacturing lines with a common production technology and different HRM systems. We then consider the implications of these differences and show that the change from one form of workplace practices to the other is therefore not just a matter of paying for the direct costs of a new set of HRM practices. Rather, it would involve a disruptive overhaul in the entire network of interactions among all workers at the plant.

Globalization and a new human resource policy in Korea

Korean firms are in the process of transforming their human resource management (HRM) systems to compete effectively in the global market. Whereas the traditional HRM system emphasized group harmony and age norms, the “new HR policy” emphasizes a performance‐based system. Whether the new HR policy can achieve its objectives remains to be seen. This radical change from the traditional HRM system to a new one is likely to cause a variety of problems. Discusses, specifically, four potential problems in the case of Samsung.

Human resource managment in West Africa: practices and perceptions

This study presents the results of a survey of the extent to which organizations in two West African countries use various human resource management (HRM) practices and the perceived importance of these practices. Survey data were collected from 166 organizations in Ghana and Nigeria. Descriptive data are presented with respect to the use and implementation of traditional HRM practices such as recruitment, selection, performance appraisal, and training and development. In addition, data focusing on the perceived importance of these activities and other more specific HRM activities are presented and discussed. Finally, results of the present survey are compared with similiar data reported for US organizations and suggestions and recommendations for future research are discussed.

Just-in-time manufacturing: Implications for the management of human resources

It has been argued that Western manufacturing systems need revitalisation to remain competitive in the global economic environment. It has also been argued that European and American firms have typically focused on capital investment as a means of reducing labour and consequently ignore the huge benefits to be gained from improved quality, reduced inventories, and more timely introduction of new products. In so doing, they have been short-changing themselves on their own human capital, pouring hundreds of millions of dollars and ECUs into capital equipment rather than retaining and retraining their valuable human resources and gearing their efforts to improve productivity. This article looks at the ways in which Western organisations are changing their production and operations process, and the ways in which these changes are affecting their human resources. Particular attention is given to the use of a ‘Just-In-Time’ (JIT) manufacturing control systems and some of the most remarkable benefits that have been attributed to it in the literature. The underlying argument is that traditional human resource management practices, the majority of which were developed several decades ago to attract, retain and reward large groups of unskilled workers, require significant adaptation to achieve the technological and cultural advantages promised by JIT.

A review of the role of taxonomies in human resources management

The use of taxonomies in human resources management is considered both from theoretical and applications perspectives. First, a philosophical overview is provided, followed by a review of existing taxonomies in management research. The review consists of selected taxonomies based upon traditional human resources management functions, as well as taxonomies focused on more “macro” domains. Methodological issues concerning the construction of taxonomies are then indicated. Finally, research questions and needs are identified which will help future model building, as well as assist in the increased efficiency of human resources management.

Performance Appraisal as Effective Management or Deadly Management Disease

Understanding person and system sources of work variation is fundamental to performance appraisal. Two divergent perspectives on this issue, the traditional human resource management view and the statistical process control view (Deming, 1986), are contrasted. Two studies are reported that investigate two specific questions that arise from a broader view of the appraisal process. Results indicate that managers and subordinates believe that typical poor performance has different causes and that actual productivity levels far outweigh person or system sources of performance variance in appraisal judgments. Implications for performance appraisal practice and research are discussed.