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Resource Practices (resource + practice)
Kinds of Resource Practices Selected AbstractsGlobalization, Human Resource Practices and Innovation: Recent Evidence from the Canadian Workplace and Employee SurveyINDUSTRIAL RELATIONS, Issue 2 2007SCOTT WALSWORTH This study examines the triangular relationship that connects the degree to which a workplace is internationally engaged, the extent to which it innovates, and the human resource practices it adopts. By pooling various years of data from the Canadian Workplace and Employee Survey, a nationally representative data set, we found that certain practices, such as variable pay and autonomy training, are more likely to be used in international workplaces. We subsequently found that for an international workplace, the use of variable pay contributes very little to workplace innovation while autonomy training has a positive relationship with innovation. [source] An Exploration of How the Employee,Organization Relationship Affects the Linkage Between Perception of Developmental Human Resource Practices and Employee Outcomes*JOURNAL OF MANAGEMENT STUDIES, Issue 1 2008Bård Kuvaas abstract The purpose of the present study was to examine whether and how the quality of the employee,organization relationship (EOR) influences the relationship between employee perception of developmental human resource (HR) practices and employee outcomes. Analyses of 593 employees representing 64 local savings banks in Norway showed that four indicators of the EOR (perceived organizational support, affective organizational commitment, and procedural and interactional justice) moderated the relationship between perception of developmental HR practices and individual work performance. A strong and direct negative relationship was found between perception of developmental HR practices and turnover intention, but perceived procedural and interactional justice moderated this linkage. No support was found for a mediating role of the EOR indicators in the relationship between perception of developmental HR practices and employee outcomes. Implications and directions for future research are discussed. [source] The Impact of Human Resource Practices and Compensation Design on Performance: An Analysis of Family-Owned SMEsJOURNAL OF SMALL BUSINESS MANAGEMENT, Issue 4 2006Dawn S. Carlson A sample of 168 family-owned fast growth small and medium enterprises (SMEs) was used to empirically examine the consequences of five human resource practices on sales growth performance. The results suggest that training and development, recruitment package, maintaining morale, use of performance appraisals, and competitive compensation were more important for high sales-growth performing firms than for low sales-growth performing firms. In addition, we examined the use of incentive compensation in the form of cash, noncash, and benefits and perks for four different levels of employees in family-owned SMEs. The findings suggest that high sales-growth performing firms used more cash incentive compensation at every level in the organization. [source] Strategic Human Resource Practices: Introducing Alternatives for Organizational Performance Improvement in the Public SectorPUBLIC ADMINISTRATION REVIEW, Issue 1 2010Jungin Kim Can public sector organizations increase productivity through competition in spite of inherent limitations, such as budget constraints? This study addresses that question by examining the impact of four factors that contribute to employees' expectations regarding competitive work environments on organizational performance in terms of overall quality of work and client satisfaction. The four factors measured include rewards for merit such as salary and benefits, opportunities, organizational rules, and the capacity to deal with risks as perceived by employees. Using data on public and nonprofit sector employees, expectations for merit rewards were positively related to employees' perception of organizational performance when the conditions of performance-based organizational rules and risk-taking behaviors were also satisfied. Moreover, employees' perceptions of organizational performance tended to increase when they felt that organizational rules were oriented toward performance plus organizational members and top leaders exhibited greater risk-taking behaviors. However, no correlation was evident between employees' expectations of opportunities and perceived organizational performance. [source] Examining the performance of Google and AltaVista through the lens of the Cube One frameworkGLOBAL BUSINESS AND ORGANIZATIONAL EXCELLENCE, Issue 6 2010Richard E. Kopelman This article examines the management, marketing, and human resource practices of two Internet search companies through the lens of the Cube One framework, a three-dimensional model of the determinants of organizational performance that posits that successful organizations must simultaneously meet the needs of customers, employees, and the providers of capital. A detailed examination of enacted practices reveals that Google, which has been extraordinarily successful, has succeeded in all three regards. In contrast, AltaVista, which went out of business, did not. The Cube One framework, then, is useful for explaining differences in organizational performance and can serve as a guide for managing organizations in a globally competitive environment. © 2010 Wiley Periodicals, Inc. [source] Corporate social performance: Creating resources to help organizations excelGLOBAL BUSINESS AND ORGANIZATIONAL EXCELLENCE, Issue 2 2008Bryan Dennis The most commonly employed theories of corporate social performance (CSP) tend to ignore firm-level processes and structures as sources of competitive advantage. But, by taking a resource-based view (RBV), and by enhancing a firm's capability to engage in socially responsible activities, it can potentially create its own competitive advantages. We examine four major components of CSP,community relations, the environment, diversity, and employee relations. And we show that the ability of a firm to develop its knowledge and skills,as well as policies and implementation plans and procedures,in each of these areas is a potential resource that may in fact provide competitive advantages and higher organizational performance, bringing benefits to both society and the firm. The community dimension evaluates the firm's performance in relationship to philanthropic giving and community support. The environmental aspect considers such firm stewardship activities as pollution prevention, global warming, and recycling. The diversity component measures CSP considering such factors as board member diversity and a firm's hiring, evaluation, training, and promotion policies concerning women and minorities. The employee relations dimension examines such socially responsible human resource practices as innovative employee involvement programs and profit sharing. Together, these capabilities can provide tangible and intangible resources that can provide the firm with competitive advantages. © 2008 Wiley Periodicals, Inc. [source] Posttraining interventions to enhance transfer: The moderating effects of work environmentsHUMAN RESOURCE DEVELOPMENT QUARTERLY, Issue 2 2001Wendy L. Richman-Hirsch The study reported on in this article examined the effectiveness of two posttraining interventions,goal-setting and self-management training,and moderating effects of the work environment on improving training transfer. The findings indicate that training in goal-setting was effective in improving the extent to which trainees applied their skills to the job. Further, both interventions were found to be more effective in supportive work environments. Implications for training research and human resource practices are discussed. [source] The strength of HR practices in India and their effects on employee career success, performance, and potentialHUMAN RESOURCE MANAGEMENT, Issue 3 2010Stephen A. Stumpf Abstract This study explores the role of HR practices for individual and organizational success via a survey of 4,811 employees from 32 units of 28 companies operating in India. We report on employee perceptions of the effectiveness of three specific human resource practices within their firms and the relationship of these practices to career success, performance, and potential. Companies operating in India appear to be creating strong human resource climates based on structured HR practices in performance management, professional development, and normalized performance ratings. The perceived effectiveness of these HR practices influences employees' perceptions of career success and, to a lesser extent, organizationally rated performance and potential. We report differences in perceptions of HR practices among national, international, and global companies and among the industries of information technology (IT), manufacturing, and services. The relationship to perceived HR practices and outcomes was partially contingent on firm geographic scope and industry sector. Implications for research and practice are discussed. © 2010 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] Developing competency models to promote integrated human resource practicesHUMAN RESOURCE MANAGEMENT, Issue 3 2002Donna Rodriguez Today, competencies are used in many facets of human resource management, ranging from individual selection, development, and performance management to organizational strategic planning. By incorporating competencies into job analysis methodologies, the Office of Personnel Management (OPM) has developed robust competency models that can form the foundation for each of these initiatives. OPM has placed these models into automated systems to ensure access for employees, human resources professionals, and managers. Shared access to the data creates a shared frame of reference and a common language of competencies that have provided the basis for competency applications in public sector agencies. © 2002 Wiley Periodicals, Inc. [source] Globalization, Human Resource Practices and Innovation: Recent Evidence from the Canadian Workplace and Employee SurveyINDUSTRIAL RELATIONS, Issue 2 2007SCOTT WALSWORTH This study examines the triangular relationship that connects the degree to which a workplace is internationally engaged, the extent to which it innovates, and the human resource practices it adopts. By pooling various years of data from the Canadian Workplace and Employee Survey, a nationally representative data set, we found that certain practices, such as variable pay and autonomy training, are more likely to be used in international workplaces. We subsequently found that for an international workplace, the use of variable pay contributes very little to workplace innovation while autonomy training has a positive relationship with innovation. [source] A field study of group diversity, workgroup context, and performanceJOURNAL OF ORGANIZATIONAL BEHAVIOR, Issue 6 2004Karen A. Jehn We explore how the context of an organizational workgroup affects the relationship between group diversity and various performance outcomes. In particular, we theorize and empirically examine the moderating effects of three categories of workgroup context variables: cultures (people- and competition-oriented), strategies (stability-, growth- and customer-oriented), and human resource practices (diversity- and training-oriented). We perform analyses on 1528 workgroups from a Fortune 500 information-processing firm. The results showed, for example, that members of groups diverse in functional background were paid higher composite bonuses when their workgroup context emphasized people-oriented cultures and lower levels of bonuses in contexts with a focus on stability-oriented strategies. In addition, members of groups diverse in level of education were awarded higher amounts of bonuses in workgroup environments that emphasized customer- and growth-oriented strategies. However, members of such groups had lower levels of composite bonuses in environments that focused on training- and diversity-oriented human resource practices. We discuss future research directions regarding diversity, workgroup context, and performance outcomes and outline some implications for managers and group leaders. Copyright © 2004 John Wiley & Sons, Ltd. [source] The Impact of Human Resource Practices and Compensation Design on Performance: An Analysis of Family-Owned SMEsJOURNAL OF SMALL BUSINESS MANAGEMENT, Issue 4 2006Dawn S. Carlson A sample of 168 family-owned fast growth small and medium enterprises (SMEs) was used to empirically examine the consequences of five human resource practices on sales growth performance. The results suggest that training and development, recruitment package, maintaining morale, use of performance appraisals, and competitive compensation were more important for high sales-growth performing firms than for low sales-growth performing firms. In addition, we examined the use of incentive compensation in the form of cash, noncash, and benefits and perks for four different levels of employees in family-owned SMEs. The findings suggest that high sales-growth performing firms used more cash incentive compensation at every level in the organization. [source] Why Do Part-time Workers Invest Less in Human Capital than Full-timers?LABOUR, Issue 2009Annemarie Nelen We analyse whether lower investments in human capital of part-time workers are due to workers' characteristics or human resource practices of the firm. We focus on investments in both formal training and informal learning. Using the Dutch Life-Long-Learning Survey 2007, we find that part-time workers have different determinants for formal training and informal learning from full-time workers. The latter benefit from firms' human resource practices such as performance interviews, personal development plans, and feedback. Part-time workers can only partly compensate the lack of firm support when they have a high learning motivation and imagination of their future development. [source] The Lingering Effects of the Recruitment Experience on the Long-Term Employment RelationshipNEGOTIATION AND CONFLICT MANAGEMENT RESEARCH, Issue 3 2008Merideth Ferguson Abstract Two studies (one cross-sectional and one longitudinal) examine the effects that job negotiation interactional justice perceptions created in the recruitment process have on an employee's turnover intentions. The findings indicate a long-term impact of the interactional justice perceptions experienced in the recruitment negotiation on employees' intent to leave their organization. Specifically, job negotiation interactional justice perceptions have a lingering effect on an individual's turnover intentions beyond the effects of distributive justice and supportive human resource practices. [source] THE IMPACT OF HUMAN RESOURCE MANAGEMENT AND WORK CLIMATE ON ORGANIZATIONAL PERFORMANCEPERSONNEL PSYCHOLOGY, Issue 2 2003GARRY A. GELADE This paper examines relationships between human resource management (HRM), work climate, and organizational performance in the branch network of a retail bank. It extends previous research on group-level climate-performance and HRM-performance relationships and examines how climate and HRM function as joint antecedents of business unit performance. Significant correlations are found between work climate, human resource practices, and business performance. The results show that the correlations between climate and performance cannot be explained by their common dependence on HRM factors, and that the data are consistent with a mediation model in which the effects of HRM practices on business performance are partially mediated by work climate. [source] MEASUREMENT ERROR IN RESEARCH ON HUMAN RESOURCES AND FIRM PERFORMANCE: ADDITIONAL DATA AND SUGGESTIONS FOR FUTURE RESEARCHPERSONNEL PSYCHOLOGY, Issue 4 2001PATRICK M. WRIGHT Gerhart and colleagues (2000) and Huselid and Becker (2000) recently debated the presence and implications of measurement error in measures of human resource practices. This paper presents data from 3 more studies, 1 of large organizations from different industries at the corporate level, 1 from commercial banks, and the other of autonomous business units at the level of the job. Results of all 3 studies provide additional evidence that single respondent measures of HR practices contain large amounts of measurement error. Implications for future research into the HR firm performance relationship are discussed. [source] Similarity, Isomorphism or Duality?BRITISH JOURNAL OF MANAGEMENT, Issue 4 2008Recent Survey Evidence on the Human Resource Management Policies of Multinational Corporations There is considerable debate as to the determinants of the human resource policies of human resource management: do they reflect national institutional or cultural realities, emerging common global practices, parent country effects or the dual effects of transnational and national realities? We use an extensive international database to explore these differences, assessing variations in a range of human resource practices. We find new evidence of national differences in the manner in which indigenous firms manage their people, but also evidence of a similarity in practice amongst multinational corporations. In other words, multinational corporations tend to manage their human resources in ways that are distinct from those of their host country; at the same time, country of origin effects seem relatively weak. Whilst there is some evidence of common global practices, sufficient diversity in practice persists to suggest that duality theories may provide the most appropriate explanation. [source] | ||||||||||