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Human Resource Management (human + resource_management)
Kinds of Human Resource Management Terms modified by Human Resource Management Selected AbstractsTHE 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] Managing People to Promote InnovationCREATIVITY AND INNOVATION MANAGEMENT, Issue 2 2005Helen Shipton There is growing evidence available to suggest that Human Resource Management (HRM) practice is an important predictor of organizational performance. Drawing upon organizational learning perspectives, we argue that HRM systems also have the potential to promote organizational innovation. We present longitudinal data from thirty-five UK manufacturing organizations to suggest that effective HRM systems , incorporating sophisticated approaches to recruitment and selection, induction, appraisal and training , predict organizational innovation in products and production technology. We further show that organizational innovation is enhanced where there is a supportive learning climate, and inhibited (for innovation in production processes) where there is a link between appraisal and remuneration. [source] Erratum for "Getting the most from MBA internships: Promoting intern learning and job acceptance" from Human Resource Management 49(1), p. 3-22.HUMAN RESOURCE MANAGEMENT, Issue 2 2010Gerard Beenen No abstract is available for this article. [source] Encouraging knowledge sharing among employees: How job design mattersHUMAN RESOURCE MANAGEMENT, Issue 6 2009Nicolai J. Foss Abstract Job design is one of the most frequently researched practices in the Human Resource Management (HRM) literature, and knowledge sharing has become an important and heavily researched managerial practice. The links between these practices, however, have received little attention in the literature. We argue that job design matters to knowledge sharing for motivational reasons. Specifically, jobs contain characteristics that stimulate different kinds of motivation toward knowledge sharing, which have different effects on individual knowledge sharing behavior. We develop six hypotheses that unfold these ideas and test them on the basis of individual-level data collected within a single firm. The hypotheses are tested in a LISREL model that confirms that job characteristics, such as autonomy, task identity, and feedback, determine different motivations to share knowledge, which in turn predict employees' knowledge sharing behaviors. © 2009 Wiley Periodicals, Inc. [source] A New Form of Chinese Human Resource Management?INDUSTRIAL RELATIONS JOURNAL, Issue 4 2001Labour-Management Relations in Chinese Township, Personnel, Village Enterprises: A Case-Study Approach Township and Village Enterprises (TVEs) in China have in the last decade played an increasingly important role in the Chinese economy, employing over 120 million workers. This article examines their human resources, personnel and labour-management relations, based on in-depth case studies of a selected number of TVEs located in southern China, reflecting the influence of diversification, local labour-market conditions and marketisation. [source] The psychological contract: A critical reviewINTERNATIONAL JOURNAL OF MANAGEMENT REVIEWS, Issue 2 2006Niall Cullinane Literature on the psychological contract has blossomed progressively over the last ten years to the extent that it is now firmly located within the lexicon of the Human Resource Management (HRM) discipline. Yet as this review indicates, the theoretical assumptions that seem to pervade the psychological contract literature are not without major deficiencies, which in turn pose serious questions around the continued sustainability of the construct as currently constituted. This paper addresses some of the central problems presently confronting the theoretical side of the psychological contract literature. In seeking to advance knowledge and understanding, this review calls for an alternative approach to studying the psychological contract on the basis of a more critical and discursive literature analysis. From this, the authors unpick the construct of the psychological contract as portrayed in much of the extant literature and argue that, in its present form, it symbolizes an ideologically biased formula designed for a particular managerialist interpretation of contemporary work and employment. [source] Skills under threat: the case of HIV/AIDS in the mining industry in ZimbabweJOURNAL OF INTERNATIONAL DEVELOPMENT, Issue 5 2006Caroline N. Matangi Abstract The Zimbabwe mining industry is currently battling to arrest further spread of the HIV/AIDS crisis in workplaces, especially its impact on labour productivity. Labour in the closed community of mines has been greatly susceptible to HIV/AIDS infection. The current AIDS incidence in the mine sites is estimated at a weighted average of 15,per,cent amongst miners, with the largest category of workers,the 30,39 years age group,also constituting the worst affected category. Given the current state of the country's economy and consequently its adverse impact on the lifestyle of miners, the pandemic is expected to increase. This paper builds on the work of the ILO (1995) involving a survey of 18 various firms/institutions. The survey was carried out in Zambia in order to assess the impact of HIV/AIDS on the productive labour force. The survey revealed that many of the firms are experiencing irregular work attendance, ,wasted' training as some of the trained workers are constantly ill or die, high medical bills, funeral costs and reduced productivity and profits. An analysis of data on the main causes of death in 1993 shows that at least 61.8,per,cent of deaths could be attributed to causes that are very closely related to HIV/AIDS complications. Based on points highlighted by respondents and analysis of symptoms suffered, it was observed that HIV/AIDS tended to affect most general workers (36.8,per,cent), followed by the lower management (30.9,per,cent) and the middle management (20.6,per,cent). Comparatively, 11.8,per,cent of the deaths in 1993 belonged to the top management. Although it is hard to appreciate the meaning of the figures without knowledge of the number of people in each category, it nevertheless helps to form a clear picture of the impact of HIV/AIDS on industry. This paper seeks to further investigate the impact of HIV/AIDS on the productive labour force, by focusing on one particular industry,mining,using a blend of research methods to collect the data. This paper examines the impact of HIV/AIDS on the productive labour force and management responses. It forms part of the findings of data gathered in 2001 in the mining industry in Zimbabwe, to examine factors affecting management responses to HIV/AIDS in the mine sites. Zimbabwe is a country with a complex historical legacy of mine labour. This phenomenon can largely be attributed to the production oriented nature of the mining industry. Mines focus mainly on mineral extraction and as a result the bulk of mine workers tend to be production workers whose skills have developed over long periods of time. Production workers on mines have a tradition of long-term employment. This phenomenon has meant that labour in the mines is hard to replace as a result of skills, especially tacit knowledge, acquired over many years. Thus while the recent closure of some gold mines, largely due to low commodity prices, has meant that more miners are available in the labour market, this situation has not necessarily eased the process of replacing labour lost to the HIV/AIDS epidemic, as certain skills are firm specific. Production workers are predominantly male with the bulk falling in the 35,39 years age group. Most mine workers reside in mine villages, a colonial legacy that ensured miners were close to the workplace. The village system is a system of housing labourers, which demonstrates capitalistic methods of controlling labour and minimising costs. Of significance in this study's background is how the village system has come to be viewed as a factor in the spread of HIV/AIDS in the mining communities, because of its ,closed' nature. It is against this complex historical backdrop that the paper turns to examine the impact of the HIV/AIDS pandemic on production workers and management responses to the crisis using the Resource Based View of the Firm model (RBV), one of the theories in the Strategic Human Resource Management (SHRM) tradition. RBV was chosen for this study out of many HRM models that exist, because this theory, in particular, explains why it is advantageous for sites to use their ,unique' firm based resources in order to achieve sustainable competitive advantage. Given this rationale it was, therefore, presumed that this theory would best apply in mines battling with the adverse impact of HIV/AIDS on productivity, especially in the light of the harsh national economic climate, which would likely place limitations on response mechanisms. Further, the issue of firm-specific skills was also taken into consideration as an important factor in the mines, limiting their ability to resort to external solutions. Thus, given these factors, RBV was deemed the most appropriate model. The study finds that the pandemic depresses labour productivity through a number of significant ways: increased rate of HIV/AIDS induced absenteeism gradual labour turnover as a result of AIDS induced morbidity; and consequently declining skills availability, particularly firm-specific skills. Maintaining labour productivity in the face of gradually diminishing skills and indisposed labour will be key to softening the adverse economic consequences of the pandemic in the mines. To reduce the threat to labour productivity, mines must find ways of utilising, to the maximum extent practicable, existing skills. Results indicate that a move towards the utilisation of existing miners is the most favoured response mechanism in most mines. Utilising existing miners enables mines from spending financial resources on avoidable recruitment and training and quite often mechanisation, which may not necessarily be compatible with the old infrastructure in certain mines. Copyright © 2006 John Wiley & Sons, Ltd. [source] Intellectual structure of human resources management research: A bibliometric analysis of the journal Human Resource Management, 1985,2005JOURNAL OF THE AMERICAN SOCIETY FOR INFORMATION SCIENCE AND TECHNOLOGY, Issue 1 2009Mariluz Fernandez-Alles The multidisciplinary character of the theories supporting research in the discipline of human resources management (HRM), the increasing importance of a more rigorous approach to HRM studies by academics, and the impact of HRM on the competitive advantage of firms are just some of the indicators demonstrating the relevance of this discipline in the broader field of the social sciences. These developments explain why a quantitative analysis of HRM studies based on bibliometric techniques is particularly opportune. The general objective of this article is to analyze the intellectual structure of the HRM discipline; this can be divided into two specific objectives. The first is to identify the most frequently cited studies, with the purpose of identifying the key topics of research in the HRM discipline. The second objective is to represent the networks of relationships between the most-cited studies, grouping them under common themes, with the object of providing a diagrammatic description of the knowledge base constituted by accumulated works of research in the HRM field. The methodology utilized is based on the bibliometric techniques of citation analysis. [source] Access as a Motivational Device: Implications for Human Resource ManagementKYKLOS INTERNATIONAL REVIEW OF SOCIAL SCIENCES, Issue 2 2003Pablo Arocena Summary In this paper we analyse the provision of incentives at work on the basis that the employment relationship is not solely an exchange of work for money. Particularly, in addition to a salary, a job also gives access to a working experience, which determines the potential for employee's human capital acquisition and for his social and professional recognition. Accordingly, we argue that the level of access defines the employee's opportunities for satisfying his self-actualisation and achievement needs. Further, given that the firm has the ability to regulate access by way of a number of organisational decisions, access becomes a powerful mechanism to activate the worker's internal motivation. In this respect, the main purpose of this paper is to study the effect of access and intrinsic motivation on employee's performance and job design. To that effect, we analyse the economic consequences of our arguments on access through a model of agency enriched with a number of psychological and organisational considerations. Our results and conclusions are consistent with much of the interdisciplinary research on the subject, as well as with the evidence emerging from the real business practice. They also provide a number of practical implications for personnel policies. First, in order to activate the individual's internal motivation, the job must reach a minimum value. Second, the positive effect of the employee's intrinsic motivation on effort decreases with the magnitude of monetary incentives. Third, the efficiency gains generated by the extension of job access increase with the employee's level of perceived risk. Finally, the costs of selection are a consequence of granting access. [source] International Strategic Human Resource Management: A Comparative Case Analysis of Spanish Firms in ChinaMANAGEMENT AND ORGANIZATION REVIEW, Issue 2 2009Yingying Zhang abstract This study examines the role of human resources in strategy formulation processes in China's emerging market. Employing a qualitative data driven thematic analysis, we present evidence collected from six comparative case sites of Spanish firms in China. Our findings suggest that high performing firms use a dynamic adaptive logic while lower performing firms use a static structural logic. A dynamic adaptive model of strategic human resource management is identified, emphasizing a fluid and informal process between strategy, human resources and international management. [source] Human Resource Management in ChinaMANAGEMENT AND ORGANIZATION REVIEW, Issue 3 2005Patrick M. Wright [source] Special Issue on ,Human Resource Management in China'MANAGEMENT AND ORGANIZATION REVIEW, Issue 2 2005Article first published online: 6 JUL 200 [source] Assessment Centers in Human Resource Management: Strategies for Prediction, Diagnosis, and DevelopmentPERSONNEL PSYCHOLOGY, Issue 1 2007Article first published online: 22 FEB 200 First page of article [source] Human Resource Management in the Public Sector: Examining International CasesPUBLIC ADMINISTRATION REVIEW, Issue 3 2010Stephen E. Condrey No abstract is available for this article. [source] The Role of Human Resource Management in Successful National Development and Governance Strategies in Africa and AsiaPUBLIC ADMINISTRATION REVIEW, Issue 5 2008Ogwo J. Umeh No abstract is available for this article. [source] Human Resource Management as a Field of Research,BRITISH JOURNAL OF MANAGEMENT, Issue 2 2008Fernando Martín-Alcázar Drawing on Snow and Thomas's (Journal of Management Studies, 31 (1994), pp. 457,480) matrix, we empirically explore the state of the art in human resource management (HRM) research. The data were obtained through a questionnaire directed to HRM scholars all over the world, in which they were asked about their particular theoretical and methodological approaches. The evidence obtained shows clearly that HRM scholars are progressively abandoning the universalistic perspective and completing their models with contingent and contextual variables. Trying to classify the different contributions proposed and discuss their integration, HRM is described as a field of research with three dimensions: subfunctional, strategic and international. The paper concludes that to provide reliable explanations and valid responses to professional problems, HRM research must advance simultaneously in these three dimensions. As follows from our analysis, there are certain HR issues that still need to be addressed: (1) the strategic use of HR practices, (2) their international applicability, (3) global HR strategies and (4) the synergic integration of HR activities. Nevertheless, to advance our knowledge in these issues, it seems necessary to integrate previous research in subfunctional, strategic and international aspects of HRM. [source] Strategic Integration and Devolvement of Human Resource Management in the UK Manufacturing SectorBRITISH JOURNAL OF MANAGEMENT, Issue 4 2000Pawan S. Budhwar This paper analyses the practices of ,integration' of HRM into the corporate strategy and ,devolvement' of responsibility for HRM to line managers in six British manufacturing industries. The findings are based on a questionnaire survey, in-depth interviews and cognitive mapping methodologies. The results show that over 50% of the firms under study practise a high level of strategic integration. On the other hand, over 61% of the sample firms practise a low level of devolvement practices. Interestingly, both the practices of integration of HRM into the corporate strategy and devolvement of HRM to line managers are more determined by a number of organizational policies than traditional contingent variables. The adoption of the mixed methodology has been useful. The findings contribute to strategic HRM literature, and also have some key messages for policy-makers in the field. The cognitive maps developed in the paper could be used to give feedback and training to managers. [source] Human Resource Management: Meeting the Ethical Obligations of the FunctionBUSINESS AND SOCIETY REVIEW, Issue 1 2010KEN SLOAN ABSTRACT Effective human resources management (HRM) is focused on the only dynamic asset of the organization, its people; and, behind every business issue ultimately lies a human issue. Thus, the ethical adequacy of responses to all business issues rests on judgments made by individuals. HRM has a role to play as organizations address ethical challenges and as many strive to become ethical organizations. This article outlines three key responsibilities of HRM with regard to supporting an organization's efforts to become an ethical organization: (1) to establish ethical HR practices; (2) to facilitate the change process as all functions move to ethical business practices; and (3) to create cultures that build individual ethical capability and commitment to the goal of becoming an ethical organization. [source] Gestion des ressources humaines et performance de la firme à capital intellectuel élevé: une application des perspectives de contingence et de configurationCANADIAN JOURNAL OF ADMINISTRATIVE SCIENCES, Issue 4 2005Jules Carrière Résumé L'objectif de cette étude est de vérifier dans quelle mesure les pratiques de GRH prescrites par deux modèles théoriques prédisent la performance organisation-nelle perçue de 175 firmes à capital intellectuel élevé. Les résultats indiquent que l'index de configuration des pratiques de GRH (complémentarité) apporte généralement une augmentation de la prédiction de la performance organisationnelle en supplément de celle prédite par l'index de contingence (apprentissage organisation-nel) et que ce dernier apporte à son tour partiellement une augmentation de la prédiction de la performance organisationnelle en supplément de celle prédite par le précédent. Abstract The aim of the present study is to examine to what extent the Human Resource Management (HRM) practices, put forward in two theoretical models, predict the perceived organizational performance of 175 firms characterized by a high intellectual capital. Results indicate that the index of configuration of HRM practices (complementarity) generally causes an increase of the prediction of organizational performance beyond the one predicted by the index of contingency (organizational learning). The latter, in turn, partially brings about an increase of the prediction of organizational performance beyond the one predicted by the former. [source] 3.3 Human resource managementEUROPEAN JOURNAL OF DENTAL EDUCATION, Issue 2002Pat Ferrillo The most valuable of all resources in a dental teaching hospital are human intelligence and wisdom. Increasingly, universities recognize that their mission to become a centre of academic (and clinical) excellence is dependent on the most constructive and empowering use of their staff and faculty. The appropriate management and empowerment of individuals will help to maximize intellectual potential, research abilities, educational, clinical and management skills to the mutual benefit of all. [source] Innovation and HRM: Towards an Integrated FrameworkCREATIVITY AND INNOVATION MANAGEMENT, Issue 2 2005Jan De Leede This paper explores the connection between innovation (management) and human resource management. Much has been written about the both concepts separately, but there is no integrated conceptual framework available for the combination of the two. Our goal here is to develop such a framework. We do this in a number of steps, starting with a presentation of the existing approaches and models with respect to innovation (management) and HRM. This is followed by a search for the linkage between the two traditions, as a starting point for an integrated model and an in-depth case study regarding the link between innovation and HRM, in order to further develop our model. We conclude with the presentation of our model and with suggestions for further research. [source] The effect of business strategies and HRM policies on organizational performance: The Greek experienceGLOBAL BUSINESS AND ORGANIZATIONAL EXCELLENCE, Issue 6 2008Anastasia A. Katou This article investigates the relationship between simultaneity in decisions regarding business strategies and human resource management (HRM) policies and their impact on organizational performance. The research is based on a sample of 178 organizations operating in the Greek manufacturing sector. The results of this study support the hypothesis that when business strategies and HRM policies are developed simultaneously, they positively affect organizational performance. This is more valid for decisions taken simultaneously with respect to quality and employee development, innovation and employee rewards and relations, and cost and employee resourcing. © 2008 Wiley Periodicals, Inc. [source] 2020 foresight: What the HR world may look like thenGLOBAL BUSINESS AND ORGANIZATIONAL EXCELLENCE, Issue 1 2003Richard A. Beaumont Looking back, one can laboriously trace how a current event or situation happened. Looking forward, however, it is never so easy to discern trends out of current events, and correctly guess where they may lead. This article is a well-informed leap ahead to the year 2020 by an HR leader and innovator who looks backward from there to imagine the direction that many current trends in the human resource management of major companies may have taken, as a result of their own and societal actions. © 2003 Wiley Periodicals, Inc. [source] Development and initial validation of an instrument for human capital planningHUMAN RESOURCE DEVELOPMENT QUARTERLY, Issue 1 2008Kenneth J. Zula This article reports on development and validation of an instrument for use in human capital approaches for organizational planning. The article describes use of a team of subject matter experts in developing a measure of human capital planning, and use of exploratory factor analysis techniques to validate the resulting instrument. These data were obtained from a national survey of 494 human resource management and human resource development respondents. The article presents an instrument for assistance with human capital planning as a strategic human resource management tool and further reports on the initial validity and reliability measures resulting from the analysis. In addition, the usefulness of this instrument for human resource management and human resource development professionals is explored. [source] Context-bound configurations of corporate HR functions in multinational corporationsHUMAN RESOURCE MANAGEMENT, Issue 1 2010Elaine Farndale Abstract Considerable attention has focused on how multinational corporations (MNCs) deal with the simultaneous pressures of globalization and localization when it comes to human resource management (HRM). HR function activities in this process, however, have received less focus. The study presented here identifies configurations of the corporate HR function based on international HRM (IHRM) structures, exploring how issues of interdependency shape corporate HR roles. The study is based on 248 interviews in 16 MNCs based in 19 countries. The findings are applied to develop a contextually based framework outlining the main corporate HR function configurations in MNCs, including new insights into methods of IHRM practice design. © 2010 Wiley Periodicals, Inc. [source] The glass ceiling in human resources: Exploring the link between women's representation in management and the practices of strategic human resource management and employee involvementHUMAN RESOURCE MANAGEMENT, Issue 3 2008Shaun Pichler Research on sex stereotypes suggests that gender bias is an invisible barrier,the so-called glass ceiling,preventing women from breaking into the highest levels of management in business organizations. Using data from a state-based professional HR organization, we investigated this phenomenon in the field of HR management. Building on the lack of fit model of gender discrimination and previous research, we tested two hypotheses: that women in HR are more likely to be concentrated in lower-level managerial positions in organizations that emphasize employee involvement (because of a related emphasis on stereotypically feminine managerial abilities) and that women in HR also are more likely to be concentrated in lower-level managerial positions in organizations that emphasize strategic human resource management (because of a related emphasis on stereotypically masculine characteristics). Our results support the first but not the second hypothesis. Theoretical and practical implications related to the glass ceiling are discussed. © 2008 Wiley Periodicals, Inc. [source] How leveraging human resource capital with its competitive distinctiveness enhances the performance of commercial and public organizationsHUMAN RESOURCE MANAGEMENT, Issue 4 2005Abraham Carmeli Although scholars agree that complex relationships between organizations' actual human resources (i.e., human capital stock) and means of leveraging these resources may influence performance, little empirical work has tested such propositions directly. We collected two primary data sets from privateand public-sector organizations in Israel. The multiplicative interaction between perceived human resources capital and distinctive value derived from that HR capital was significantly related to various measures of perceived and objective organizational performance. Having higher levels of human resources capital was strongly associated with performance only when top managers perceived that these resources provided distinctive value in terms of being highly valuable, inimitable, rare, and nonsubstitutable. We discuss the implications of these findings for research on strategic human resource management and the resource-based view of competitive advantage, as well as for practical efforts to develop firm-specific human resource capital that is inherently distinctive. © 2005 Wiley Periodicals, Inc. [source] Closing science-practice knowledge gaps: Contributions of psychological research to human resource managementHUMAN RESOURCE MANAGEMENT, Issue 4 2004Michael J. Burke Evidence of science-practice knowledge gaps among managers (Rynes, Colbert, & Brown, 2002), coupled with major changes occurring in the workplace over the last ten years, suggest the need for human resources practitioners to become as current as possible on how research findings can assist in improving the management of HR. Nine articles in this special issue provide rich information for understanding the contributions of psychological theories and research findings to HR management and, consequently, for closing science-practice knowledge gaps. More specifically, the articles bring together pairs of scientists and practitioners to address science-practice knowledge gaps in the areas of recruiting and selecting workers, managing performance, training and developing individuals, managing groups and teams, compensating employees, leading others, assessing employee attitudes, managing diversity, and managing downsizing. We hope these articles will stimulate and promote a broader perspective concerning the relevance and value of psychological research for improving HR practices and organizational functioning. © 2004 Wiley Periodicals, Inc. [source] Preparing the HR profession for technology and information workHUMAN RESOURCE MANAGEMENT, Issue 2-3 2004Paul S. Hempel Technology and human resource management have broad influences upon each other. Technology not only changes the administration of human resources (HR), which is the domain of e-HR, but also changes organizations and work. HR professionals must be able to adopt technologies that allow the reengineering of the HR function, be prepared to support organizational and work-design changes enabled by technology, and be able to support the proper managerial climate for innovative and knowledge-based organizations. An examination of HR professional degree programs shows that traditional HR education has poorly prepared the HR profession for these challenges. To address this shortfall, HR education must be revised to provide a greater focus on technological issues, and HR educators must acquire the skills needed to teach these courses. © 2004 Wiley Periodicals, Inc. [source] The making of twenty-first-century HR: An analysis of the convergence of HRM, HRD, and ODHUMAN RESOURCE MANAGEMENT, Issue 1 2004Wendy E. A. Ruona Twenty-first-century HR is emerging to uniquely combine activities and processes of human resource management (HRM), human resource development (HRD), and organization development (OD),three fields that "grew up" distinct from each other. Contributing strategically to organizations demands that HRM, HRD, and OD coordinate, partner, and think innovatively about how they relate and how what they do impacts people and organizations. An analysis of the evolutions of these fields helps to explain why the distinctions between them continue to blur and how the similarities among them provide the necessary synergy for HR to be a truly valued organizational partner. © 2004 Wiley Periodicals, Inc. [source] | ||||||||||||||||||||||||||||||||||||||||