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Human Resource Management Practices (human + resource_management_practice)
Selected AbstractsHuman Resource Management Practices at Subsidiaries of Multinational Corporations and Local Firms in TaiwanINTERNATIONAL JOURNAL OF SELECTION AND ASSESSMENT, Issue 1 2000Tung-Chun Huang Global competition has forced corporations to invest overseas in order to gain or maintain competitive advantage. International investment entails not only the movement of capital, machinery, and products but also the spread of corporate cultures to host countries. This is so because, to maintain managerial consistency among its branches, a multinational corporation (MNC) will attempt to transplant its management system to any country in which it invests.However, it is also recognized that cultural contexts differ markedly among nations, and that multinational firms must adjust their management practices to accommodate specific conditions in host-country environments. [source] The application of an empowerment modelHUMAN FACTORS AND ERGONOMICS IN MANUFACTURING & SERVICE INDUSTRIES, Issue 4 2001Eric Molleman In this study we applied an empowerment model that focuses on (a) the need for empowerment in light of organizational strategy, (b) job design issues such as job enlargement and job enrichment that facilitate empowerment, and (c) the abilities, and (d) the attitudes of workers that make empowerment work. We applied the model in the manufacturing department of a firm that produces catheters for medical use and interviewed managers and supporting staff and surveyed 231 operators. The leading performance indicators in this firm are efficiency and quality. The reassignment of 12 out of 33 tasks was believed to contribute to these organizational objectives. For most workers, their abilities and their attitudes toward empowerment proved to be no major barrier to the reallocation of these tasks. However, for temporary workers, mainly working in a "short shift," the leeway to learn skills is limited, which probably impedes empowerment. The study shows that our model helps to diagnose the need for empowerment, to design work structures that facilitate empowerment, and to select appropriate human resource management practices. Further validation in other organizational settings is desirable. © 2001 John Wiley & Sons, Inc. [source] A sequential equilibrium for the army's targeted selective reenlistment bonus programHUMAN RESOURCE MANAGEMENT, Issue 1 2007Scott E. Carrell Wecompute a sequential equilibrium for the U.S.Army'sTargeted Selective Reenlistment Bonus Program in whichtheArmy offers a bonus, soldiers with a low cost of serving in an undesirable location accept the bonus and are sent to an undesirable location, and soldiers with a high cost of serving in an undesirable location reenlist but decline the bonus.Wefind that this program benefits both theArmy and soldiers, increases retention, increases the number of soldierswho serve in an undesirable location, and better matches soldiers to assignments. We discuss implications of our model on human resource management practices for theArmy in its administration of the bonus program and its application to other large organizations that set wages through a rules-based mechanism. © 2007 Wiley Periodicals, Inc. [source] The effect of human resource management practices on the job retention of former welfare clientsHUMAN RESOURCE MANAGEMENT, Issue 4 2006John R. Deckop Why should an employer hire a former welfare client?What human resource management practices can help employers retain former welfare clients? This study addresses these questions against the backdrop of changes in welfare legislation in the United States that have lessened support to welfare clients and their families and emphasized movement into the workplace. We conducted a large-scale empirical study of the effectiveness of a wide range of HRM practices and found that higher wages, better financial and health benefits, and development opportunities were positively associated with job retention. Unexpectedly, supervisory training had no relationship to retention, and appraising supervisors on providing a supportive and inclusive work environment showed a negative relationship. We provide suggestions to employers for improving the job retention of former welfare recipients along with directions for additional research. © 2006 Wiley Periodicals, Inc. [source] HR, ERP, and knowledge for competitive advantageHUMAN RESOURCE MANAGEMENT, Issue 2 2006Cynthia A. Lengnick-Hall Enterprise resource planning (ERP) systems are a strong fit with organizations dominated by routine, highly programmed technologies, and tightly regulated operations. However, while these settings are best suited for ERP implementation, they also have the greatest difficulty making use of the knowledge ERP systems generate because of their inherent rigidity, inertia, and resistance to change. This article examines how human resource management practices can help a firm overcome the problems and capitalize on the opportunities that ERP technology presents by facilitating an effective dual-core structure through an emphasis on knowledge management, human capital stewardship, and relationship building. © 2006 Wiley Periodicals, Inc. [source] Why organizations adopt some human resource management practices and reject others: An exploration of rationalesHUMAN RESOURCE MANAGEMENT, Issue 2 2006Mahesh Subramony This article explores reasons why organizations adopt or reject human resource practices. Four theoretical approaches are brought to bear on this issue. According to the economic approach, organizations adopt HR practices that are economically beneficial to them. Similarly, the alignment approach views firms as adopting HR practices if these practices are aligned with strategic objectives. In contrast, the decision-making approach invokes a constrained-ra-tionality model of managerial judgment, and the diffusion approach attributes the adoption/rejection decision to institutional pressures that encourage imitation. Literature in these areas is reviewed and the implications for HR research and practice are discussed. © 2006 Wiley Periodicals, Inc. [source] Changes in HRM and job satisfaction, 1998,2004: evidence from the Workplace Employment Relations SurveyHUMAN RESOURCE MANAGEMENT JOURNAL, Issue 3 2008Andrew Brown This paper examines the relationship between human resource management practices and job satisfaction, drawing on data from the 1998 and 2004 Workplace Employment Relations Surveys. The paper finds significant increases in satisfaction with the sense of achievement from work between 1998 and 2004; a number of other measures of job quality are found to have increased over this period as well. It also finds a decline in the incidence of many formal human resource management practices. The paper reports a weak association between formal human resource management practices and satisfaction with sense of achievement. Improvements in perceptions of job security, the climate of employment relations and managerial responsiveness are the most important factors in explaining the rise in satisfaction with sense of achievement between 1998 and 2004. We infer that the rise in satisfaction with sense of achievement is due in large part to the existence of falling unemployment during the period under study, which has driven employers to make improvements in the quality of work. [source] Questioning the impact of the ,graduatization' of the managerial labour force upon the management of human resources in the Scottish hotel industryINTERNATIONAL JOURNAL OF CONSUMER STUDIES, Issue 4 2000Arthur Ingram Abstract This paper outlines the findings of a questionnaire survey returned by 125 Scottish hotels from a sample of 500 small and middle-sized enterprises. We asked questions on the level of impact that hospitality graduates have had upon human resource management practices within individual units. The research reports that, although the cumulative graduatization of the managerial workforce appears to be under way, the main route to a permanent management post still remains one of practical work experience, rather than the attainment of a hospitality-related degree. Although manpower planning is widely used by line managers for managing the conditions of local/external labour markets and operatives' jobs, there is less evidence of a systematic approach to the management of graduate careers/skills or of the management of internal job structures and labour market processes in order to improve the quality of customer service. Our work suggests a need for smaller hotels to strike a fresh balance between traditional operationally driven approaches to people management and strategic human resource management frameworks. [source] Incorporating employee resourcing requirements into deployment decision makingPROJECT MANAGEMENT JOURNAL, Issue 2 2009Andrew R. J. Dainty Abstract Employee resourcing is the process of matching human resource capabilities to the strategic and operational needs of the organization. This is exceptionally problematic in project-based organizations due to the competing priorities of the project, the individual employee, and the wider succession needs of the organization. This article presents the findings of research examining the human resource management practices that form the key components of the resourcing process. These included, inter alia, human resource planning, recruitment and selection, team deployment, performance management, and human resource administration. Current practices were examined in seven leading construction firms, all of which faced dynamic resourcing priorities. Within an inductive methodology, semistructured interviews were carried out with senior executives, human resource management (HRM) specialists, senior operational managers, and project-based staff. Based on a synthesis of the promising practices extracted from the case-study organizations, an innovative approach to project resourcing was developed that aims to balance organizational, project, and individual employee requirements. Team deployment resides at the center of resourcing process for the project-based organization as it determines the success of the project, which in turn determines the competitiveness of the organization. Long-term planning and employee involvement enable team deployment to integrate with other elements of HRM effectively and thus help to balance the organizational strategic priorities, project requirements, and individual employee needs and preferences. [source] | ||||||||||