...Management http://jom.sagepub.com/ The Impact of High-Performance Human Resource Practices on Employees' Attitudes and Behaviors Rebecca R. Kehoe and Patrick M. Wright Journal of Management 2013 39: 366 originally published online 8 April 2010 DOI: 10.1177/0149206310365901 The online version of this article can be found at: http://jom.sagepub.com/content/39/2/366 Published by: http://www.sagepublications.com On behalf of: Southern Management Association Additional services and information for Journal of Management can be found at: Email Alerts: http://jom.sagepub.com/cgi/alerts Subscriptions: http://jom.sagepub.com/subscriptions Reprints: http://www.sagepub.com/journalsReprints.nav Permissions: http://www.sagepub.com/journalsPermissions.nav >> Version of Record - Jan 23, 2013 OnlineFirst Version of Record - Apr 8, 2010 What is This? Downloaded from jom.sagepub.com at HONG KONG POLYTECHNIC UNIV on January 21, 2014 Journal of Management Vol. 39 No. 2, February 2013 366-391 DOI: 10.1177/0149206310365901 © 2010 Southern Management Association. Reprints and permission: http://www. sagepub.com/journalsPermissions.nav The Impact of High-Performance Human Resource Practices on Employees’ Attitudes and Behaviors Rebecca R. Kehoe Patrick M. Wright Cornell University Although strategic human resource (HR) management research has established a significant relationship between high-performance HR practices and firm-level financial and market outcomes, few studies...
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...Attitude in the HR-Organization Performance Linkage Process Ramkumar, N., PSG College of Technology, Coimbatore ram_mba_stc@yahoo.co.in Krishnaveni, R., PSG College of Technology, Coimbatore kegi_4@yahoo.com There is a growing debate in the corporate arena regarding the level of contribution of the human resource practices to the bottom line of the organization. In line with this, researchers have conducted numerous studies to demonstrate the positive association between HR and performance and provide encouragement to the HR professionals with their empirical results. The present paper makes a critical analysis of such literature and adds value to the concept. Although such strong relationship exists, the mediating or intervening variable in the process was not dealt with. This review based work identifies the intervening variable and provides a convincing evidence and explanation to the linkage process. The theoretical background for a new direction in the HR-performance linkage research is put forth to the researchers associated in this field. Keywords: Human Resource Practices, Organizational Performance, Organizational Commitment. 1. Introduction Today across the globe, it is widely accepted that organization success depends on its people. It is clear that human capital and intellect drive business growth. Over the years, the profession of HR has developed around the assumption that human resource practices directly affect organizational performance. Their role is evolving...
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...Rajni Devi, Jasbir Singh/International Journal of Advanced Engineering & Technological Research (IJAETR) www.abhinandanpublications.com/ijaetr Vol. 2, Issue 3, May-June 2013, pp. 407-414, ISSN: 2278-7070 (Online) Impact of Human Resource Practices on Organization Outcome Ruchi Sharma ABSTRACT Human Resource is the most important asset for any organization and it is the source of achieving competitive advantage. Managing human resources is very challenging as compared to managing technology or capital and for its effective management, organization requires effective HRM system. HRM system should be backed up by sound HRM practices. HRM practices refer to organizational activities directed at managing the pool of human resources and ensuring that the resources are employed towards the fulfillment of organizational goals. This paper has been designed to review the existing literature available on HRM Practices. The purpose of this paper is to develop an understanding of impact of human resource practices on hr outcomes. After reviewing the existing literature on HRM practices, the researchers have found that HR outcomes have great impact by human resource practices. HISTORY HRM in India is centuries old. The first reference of HRM was provided by Kautilya as early as 4th century B.C. in his book Arthashastra‘. The work environment had logical procedures and principles in respect of labour organization such as Shreni‘Wages were paid in terms of quantity and quality of...
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...Syed M. Azeem, Ghullam M. Mir. Impact of HRM practices on perceived organizational performance. International Journal of Academic Research Part B; 2014; 6(5), 23-30. DOI: 10.7813/2075-4124.2014/6-5/B.3 Library of Congress Classification: L7-991 IMPACT OF HRM PRACTICES ON PERCEIVED ORGANIZATIONAL PERFORMANCE 1 2 Nadeem Akhtar , Syed Muhammad Azeem , Ghullam Mustafa Mir 3 1,2 Yanbu University College (SAUDI ARABIA) 3 University of Gujrat (PAKISTAN) Emails: muhammadn@rcyci.edu.sa, azeems@rcyci.edu.sa, mustafa.mir@uog.edu.pk DOI: 10.7813/2075-4124.2014/6-5/B.3 Received: 16 Feb, 2014 Accepted: 05 Jul, 2014 ABSTRACT Present study examines the role of HRM practices in perceived organizational performance. A questionnaire consisting 50 items is used to collect the data from higher education institutions in Pakistan. The results revealed that HRM practices have significant relationship with perceived organizational performance. Promotion is not found significant as a predictor of commitment as HR outcome. Regression analyses show that promotion and empowerment are significant predictors of commitment. Empowerment was found to be a significant predictor of perceived organizational performance. Key words: Empowerment, Commitment, Perceived organization performance, Promotion 1. INTRODUCTION Earlier studies on human resource management focused on individual impact of HRM practices on firm’s performance, however in recent years researchers moved their...
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...order to ensure that managers and employees are ready to face their new tasks and roles when the changes are implemented. However, despite good intentions at the top management level, employees and middle managers often report uncertainty and a lack of the necessary skills required to implement change. In this paper, we report from a qualitative study of two planned organizational change initiatives in the public sector. The changes involved new work tasks and managerial roles for a group of middle managers. Although the skill requirements appeared to be clear and formal training was initiated, a number of uncertain and ambiguous issues emerged among the change recipients. We examine the types of uncertainty and ambiguity that emerged and how change recipients attempted to handle these challenges. Our findings suggest that although necessary and important, formal training procedures are not adequate for resolving competence-related uncertainties and ambiguities during change. Instead, more informal and horizontal communication appears to successfully resolve ambiguities about new skill requirements during change. Keywords:training, organizational change, change recipient A MODERATED MEDIATION MODEL OF THE RELATIONSHIP BETWEEN DISCRETION AND TURNOVER INTENTIONS Avgar, Ariel C.; U. of Illinois, Urbana-Champaign;...
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...------------------------------------------------- HRM general Strategic HRM ------------------------------------------------- The HR function Line managers and HR ------------------------------------------------- Human capital management Impact of HR on performance ------------------------------------------------- International HRM Corporate social responsibility ------------------------------------------------- Knowledge management Lean working ------------------------------------------------- High-performance work systems Psychological contract ------------------------------------------------- Organizational behaviour Motivation and job satisfaction ------------------------------------------------- Engagement Commitment ------------------------------------------------- Selection methods Retention ------------------------------------------------- Talent management Flexible working ------------------------------------------------- Balancing work and family life Learning and development ------------------------------------------------- Performance management Reward management ------------------------------------------------- Employee relations References HRM General Armstrong, M (2000) The name has changed but has the game remained the same? Employee Relations, 22 (6), pp 576–89 This article argues that many of the practices associated with the concept of human resource management were flourishing under different names before...
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...University, Piscataway, NJ 08854 The authors identify the key challenges facing strategic human resource management (SHRM) going forward and discuss several new directions in both the scholarship and practice of SHRM. They focus on a clearer articulation of the “black box” between HR and firm performance, emphasizing the integration of strategy implementation as the central mediating variable in this relationship. There are direct implications for the nature of fit and contingencies in SHRM. They also highlight the significance of a differentiated HR architecture not just across firms but also within firms. Keywords: strategy; human resources; black box; implementation; differentiation The field of strategic human resources management (SHRM) has enjoyed a remarkable ascendancy during the past two decades, as both an academic literature and focus of management practice. The parallel growth in both the research literature and interest among practicing managers is a notable departure from the more common experience, where managers are either unaware or simply uninterested in scholarly developments in our field. As the field of HR strategy begins to mature, we believe that it is time to take stock of where it stands as both a field of inquiry and management practice. Although drawing on nearly two decades of † We are grateful to Steve Frenkel, Dave Lepak, and seminar participants at Monash University for comments on an earlier version of this article. *Corresponding...
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...University, Piscataway, NJ 08854 The authors identify the key challenges facing strategic human resource management (SHRM) going forward and discuss several new directions in both the scholarship and practice of SHRM. They focus on a clearer articulation of the “black box” between HR and firm performance, emphasizing the integration of strategy implementation as the central mediating variable in this relationship. There are direct implications for the nature of fit and contingencies in SHRM. They also highlight the significance of a differentiated HR architecture not just across firms but also within firms. Keywords: strategy; human resources; black box; implementation; differentiation The field of strategic human resources management (SHRM) has enjoyed a remarkable ascendancy during the past two decades, as both an academic literature and focus of management practice. The parallel growth in both the research literature and interest among practicing managers is a notable departure from the more common experience, where managers are either unaware or simply uninterested in scholarly developments in our field. As the field of HR strategy begins to mature, we believe that it is time to take stock of where it stands as both a field of inquiry and management practice. Although drawing on nearly two decades of † We are grateful to Steve Frenkel, Dave Lepak, and seminar participants at Monash University for comments on an earlier version of this article. *Corresponding...
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...Resource Management 12:2 March 2001 299–310 Strategic human resource management effectiveness and rm performance Orlando C. Richard and Nancy Brown Johnson Abstract This study tests whether strategic human resource management (SHRM) effectiveness signi cantly affects organizational level outcomes. Using the resource-based view of the rm, this study examines the effective use of human capital on organizational performance. Further, the role that a contextual factor – capital intensity – plays in modelling is explored. Results show that SHRM effectiveness signi cantly reduces employee turnover and increases overall market performance assessment. However, SHRM effectiveness affected both rm productivity and return on equity only when moderated by capital intensity. Keywords Human resources; strategy; effectiveness; outcomes. The interest of strategic management in examining the role of human resources as value-added has evolved (Baird and Meshoulam, 1988) to broaden the focus of human resource management research from a micro (i.e. individual effectiveness focus) approach to a macro (i.e. organizational effectiveness focus) or strategic approach (Butler et al., 1991). The strategic human resource management perspective (SHRM) makes evident the importance of human resource practices for organizational performance, such as employee turnover, productivity and nancial performance. The current focus on HRM as integral to rm’s strategic processes involves viewing HRM activities as...
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...Int. Journal of Business Science and Applied Management, Volume 4, Issue 2, 2009 The effects of human resource practices on firm growth Ilias P. Vlachos Dept. of Agricultural Economics & Rural Development, Agricultural University of Athens Iera Odos 75, Botanikos, 118 55, Athens, Greece Tel: +30 210 5294757 Email: ivlachos@aua.gr Abstract Although the connection between firm growth and labour is well documented in economics literature, only recently the link between human resources (HR) and firm growth has attracted the interest of researchers. This study aims to assess the extent, if any, to which, specific HR practices may contribute to firm growth. We review a rich literature on the links between firm performance and the following HR practices: (1) job security (2) selective hiring, (3) self-managed teams (4) compensation policy, (5) extensive training, and (6) information sharing. We surveyed HR managers and recorded their perceptions about the links between HR practices and firm growth. Results demonstrated that compensation policy was the strongest predictor of sales growth. Results provide overall support for all HR practices except of job security. Eventually, selecting, training, and rewarding employees as well as giving them the power to decide for the benefit of their firm, contribute significantly to firm growth. Keywords: human resource practices, firm growth, selective hiring, compensation policy Int. Journal of Business Science and Applied Management...
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...ABSTRACT This report has been written to show the best human resource practices in today's marketplace by illustrating an example of a global corporation that enables it to achieve short and long term objectives. The study was undertaken through searching and analyzing the HR policies and practices of Honeywell and discusses the importance of HR in driving organizational success. The main research findings were Honeywell HR practices help in motivate, increase employees' performance, productivity, satisfaction, create a positive environment, adopt to change and ultimately lead to achieving organizational strategic and operational goals. The report findings are significant in that, they show the importance of Honeywell HR practices in guiding the organization's success and work like an index to show whether the organization is in the right direction or not towards achievement of its objectives. Contents ABSTRACT 2 Introduction 4 Honeywell overview 5 Honeywell HRM practices 6 Honeywell HR Functions 7 Management and HR function of Honeywell that support its objectives 7 Honeywell performance management 9 Rewards and Recognition Methods within Honeywell 9 Methods Honeywell uses to improve employee morale and job satisfaction 10 Methods for measuring employee morale and job satisfaction 11 Honeywell challenges 12 Honeywell Major Recommended Strategy 13 The value gained by implementing the strategy 14 Conclusion 15 Reverences 16 ...
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...8/13/2015 In the restaurant and hospitality industry, the manner in which human resources (HR) management is handled is largely dependent on the size of the company. This can present problems for smaller organizations that may not place a large emphasis on HR management until it’s too late. Many companies are corporate-owned and HR management processes are established at higher levels than just the specific locations where a majority of employees work. In smaller organizations, however, these policies are typically not established beyond the most basic, simplistic measures. These problems can largely be mitigated by placing a forward-thinking approach to HR management, and making adjustments to compensate for the business’ current organizational structure, or lack thereof. There are a number of difficulties in the nature of HR decision-making that make implementation difficult. Human assets have features that differ from most other resources in the company, such as its final product and financial capital. Human performance is not easy to predict; it is very challenging to make a definitive case that a particular investment clearly leads to improvements in employees' performance, which then has a direct effect on the financial results of a company. At the same time, costs associated with people are much clearer. While the link from employee pay to employee attitudes to employee behaviors to customer perceptions to customer behaviors to organizational results is murky at best...
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...Reprints and permission: http://www. sagepub.com/journalsPermissions.nav Invited Editorial Bridging Micro and Macro Domains: Workforce Differentiation and Strategic Human Resource Management Mark A. Huselid Rutgers University Brian E. Becker State University of New York at Buffalo In this article, the authors focus on the challenges and opportunities associated with integrating the macro and macro domains of the strategic human resource (HR) management literature. Their specific focus is on the development of a differentiated HR architecture in support of strategy execution as a key organizing theme. A focus on strategic capabilities and strategic jobs as the focal point of workforce management system design represents a significant potential source of value creation for most firms. But, also, differentiation by strategic capability instead of hierarchical organizational level represents potential implementation challenges for managers, and theoretical and empirical challenges for academics. Keywords: high-performance work systems; workforce differentiation; strategic human resource management; strategic capabilities A significant divide between the micro and macro levels of theory and analysis is evident in many areas of the organizational sciences. While increasing levels of specialization are often associated with disciplinary growth and maturity, the consequences of this trend can be unfortunate, as answers to important questions in an increasingly global and...
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...2010 Volume 5, Number 2 Impact Of Job Analysis On Job Performance: Analysis Of A Hypothesized Model Rehman Safdar, Pakistan Electronic Media Regulatory Authority (PEMRA), Pakistan Ajmal Waheed, Quaid-e-Azam University, Pakistan Khattak Hamid Rafiq, National University of Modern Languages, Pakistan ABSTRACT Researchers have developed a relationship between HRM practices and organizational performance, but the relationship between HRM practice like job analysis – employee Job performance remains unexplored. This paper, based on a study of employees of Pakistan Public sector regulatory authorities of telecommunication, oil and gas, power, media, security exchange, banking sector and organizations being regulated by these authorities is an attempt to develop and test a hypothesized model linking HR importance of job analysis with employee job performance. Survey results of 568 employees indicated that practice of job analysis was strongly related to employee job performance. The findings suggest that an organisation-wide policy of job analysis is an important source of competitive advantage in its own right, and requires due attention of HR professionals. The study extends the findings of the HR–employee job performance research pursued in Western countries to a non-Western context. Keywords: Human resource management; HR practices in regulatory authorities; HR-performance linkage; Job analysis; Job performance; Job satisfaction; Job retention; Recruitment Process; Knowledge...
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...understanding in relation to the application of the various HRM models within organisations Unit 10 SHRM, Prepared By: Ms. SHABNAM HRM SYSTEM HRM system operates through HR systems that bring together in a coherent way: HR philosophies describing the overarching values and guiding principles adopted in managing people HR strategies defining the direction in which HRM intends to go HR policies which are the guidelines defining how these values, principles and the strategies should be applied and implemented in specific areas HR processes consisting of the formal procedures and methods used to put HR strategic plans and policies into effect HR practices comprising the informal approaches used in managing people HR programmes which enable HR strategies, policies and practices to be implemented according to the plan Unit 10 SHRM, Prepared By: Ms. SHABNAM VARIOUS MODELS OF HRM The Harvard Framework Guest’s Model of HRM Best Practice Model Storey’s Hard and Soft HRM Patterson’s Model of HRM Best Fit/Contingency Model Unit 10 SHRM, Prepared By: Ms SHABNAM Theoretical Perspectives on HRM The HRM models: Provide an analytical framework for studying HRM Legitimate certain HRM practices Establish variables and relationships to be researched Explain the nature and significance of key HR practices. Unit 10 SHRM, Prepared By: Ms. SHABNAM MODELS OF HRM The Harvard Framework The Harvard school suggested that HRM had two characteristic features Line managers...
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