Study of Chinese firms shows how perceptions of training influence performance

2019 ◽  
Vol 27 (7) ◽  
pp. 20-22
Keyword(s):  
Resource Management ◽  
Job Performance ◽  
Human Resource Management ◽  
Human Resource ◽  
Work Engagement ◽  
Design Methodology ◽  
Work Performance ◽  
Content Type ◽  
Garment Factories ◽  
Training Opportunities

Purpose The authors wanted to find out if perceptions of training were positively related to work engagement and also assess the mediating influence on human resource management. Design/methodology/approach The authors sent out 415 questionnaires to employees in two Chinese garment factories supplying an Australian retailer. Overall, 360 questionnaires were returned and 348 were valid. The survey covered perceptions of the organization’s training practices. A month later, a second survey included employee evaluations of the HRM strength and their work engagement. Meanwhile, supervisors filled out a survey rating employee work performance. Findings The study found that their perceptions of training were positively related to work engagement. The study also revealed that when there was a strong human resource management (HRM) climate, employees had more training opportunities and were more strongly motivated to perform well. Originality/value The authors claimed their study of 348 supervisor-subordinate dyads offered important lessons for managers. It provided guidance on how to increase work engagement and job performance. The research took place in China because it was especially relevant to the cultural and economic context there. China has rapidly grown, but shortages of labour and rising protests about working conditions have made change inevitable.

Linking Work Engagement to Job Performance Through Flexible Human Resource Management

2017 ◽  
Vol 20 (1) ◽  
pp. 72-87 ◽  
Author(s):  
Chandra Sekhar ◽  
Manoj Patwardhan ◽  
Vishal Vyas
Keyword(s):  
Resource Management ◽  
Job Performance ◽  
Human Resource Management ◽  
Employee Engagement ◽  
Human Resource ◽  
Work Engagement ◽  
It Professionals ◽  
It Industry ◽  
Relationship Of ◽  
The Impact

The Problem The Indian information technology (IT) industry has shown a phenomenal growth over the last two decades. These changes such as increased global competition and the shift in the blend and level of the workforce have led to an increasing level of uncertainty in the industry. To overcome this unprecedented change, IT firms need to adopt flexible human resource management (FHRM) that has a direct and/or indirect impact on job performance. Therefore, the purpose of this article is to explore the impact of work engagement on job performance through FHRM among IT professionals in India. The Solution The results indicate that the use of FHRM by the employees is an important mediator between the positive relationship of work engagement and job performance. Both work engagement and FHRM contributed to job performance. The sample firm and responses for the study were limited to IT industry domain only. The results suggest that FHRM should be promoted at the employee and firm levels to boost job performance. The Stakeholders Reflecting on the employee engagement and job performance via FHRM would boost the organizational flexibility in the IT industry. FHRM makes the employee more organization fit and more engaged for their respective job. This study may be helpful in unveiling the importance of flexibility in job performance. To the best of the authors’ knowledge, this is the first study that links work engagement, FHRM, and job performance in the Indian IT industry context. The study helps in the development of theory in FHRM and employee engagement.

Quantifying human resource management: a literature review

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Clotilde Coron
Keyword(s):  
Artificial Intelligence ◽  
Resource Management ◽  
Literature Review ◽  
Human Resource Management ◽  
Human Resource ◽  
Design Methodology ◽  
Theoretical Framework ◽  
Data Sources ◽  
Content Type

PurposeWith a focus on the evolution of human resource management (HRM) quantification over 2000–2020, this study addresses the following questions: (1) What are the data sources used to quantify HRM? (2) What are the methods used to quantify HRM? (3) What are the objectives of HRM quantification? (4) What are the representations of quantification in HRM?Design/methodology/approachThis study is based on an integrative synthesis of 94 published peer-reviewed empirical and non-empirical articles on the use of quantification in HRM. It uses the theoretical framework of the sociology of quantification.FindingsThe analysis shows that there have been several changes in HRM quantification over 2000–2020 in terms of data sources, methods and objectives. Meanwhile, representations of quantification have evolved relatively little; it is still considered as a tool, and this ignores the possible conflicts and subjectivity associated with the use of quantification.Originality/valueThis literature review addresses the use of quantification in HRM in general and is thus larger in scope than previous reviews. Notably, it brings forth new insights on possible differences between the main uses of quantification in HRM, as well as on artificial intelligence and algorithms in HRM.

Retirement and organizations: perspectives and challenges for both workers and human resource management

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Diogo Henrique Helal ◽  
Cleverson Vasconcelos da Nóbrega ◽  
Tatiana Aguiar Porfírio de Lima
Keyword(s):  
Quality Of Life ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Design Methodology ◽  
Active Role ◽  
Theoretical Framework ◽  
Content Type

Purpose This paper aims to reflect on retirement, showing its different viewpoints, advocating the need to understand the issue from a procedural and multidimensional perspective, and especially, defending a more active role of human resource management in the process. Design/methodology/approach This paper presents a theoretical framework of retirement, based on a procedural and multidimensional perspective. Findings To study how individuals adapt to retirement permits the discovery, for example, of how they obtain the quality of life after the transition and how they manage the internal and external aspects of the process. Human resource management must treat retirement as a complex and multidimensional phenomenon. This means it should consider retirement not only as a decision but also as a process. Originality/value This essay seeks to reflect on retirement, advocating the need to understand the issue from a procedural and multidimensional perspective, and especially, defending a more active role of human resource management in the process.

scholarly journals Conceptualizing human resource management in the gig economy

2019 ◽  
Vol 34 (4) ◽  
pp. 214-232 ◽  
Author(s):  
Jeroen Meijerink ◽  
Anne Keegan
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Design Methodology ◽  
Theory And Practice ◽  
Future Research ◽  
Novel Ecosystem ◽  
Content Type ◽  
Employment Relationships ◽  
Gig Economy

Purpose Although it is transforming the meaning of employment for many people, little is known about the implications of the gig economy for human resource management (HRM) theory and practice. The purpose of this paper is to conceptually explore the notion of HRM in the gig economy, where intermediary platform firms design and implement HRM activities while simultaneously trying to avoid the establishment of employment relationships with gig workers. Design/methodology/approach To conceptualize HRM in the gig economy, the authors offer a novel ecosystem perspective to develop propositions on the role and implementation of HRM activities in the gig economy. Findings The authors show that HRM activities in the gig economy are designed to govern platform ecosystems by aligning the multilateral exchanges of three key gig economy actors: gig workers, requesters and intermediary platform firms, for ensuring value co-creation. The authors argue that the implementation of HRM activities in the gig economy is contingent on the involvement and activities of these gig economy actors. This means that they are not mere recipients of HRM but also actively engaged in, and needed for, the execution of HRM activities. Originality/value The study contributes to research by proposing a theoretical framework for studying the design of HRM activities, and their implementation, in the gig economy. From this framework, the authors derive directions for future research on HRM in the gig economy.

Gender equality in the workplace in Quebec: strategic priority for employers or partial response to institutional pressures?

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Émilie Genin ◽  
Mélanie Laroche ◽  
Guénolé Marchadour
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Gender Equality ◽  
Human Resource ◽  
Design Methodology ◽  
Institutional Context ◽  
Strategic Human Resource Management ◽  
Institutional Pressures ◽  
Legal Requirements ◽  
Content Type

PurposeThis paper examines the challenges posed for employers by gender equality in the workplace, in a seemingly favourable institutional context (the province of Quebec, Canada), and the reasons why employers adopt (or not) gender equality measures (GEMs) exceeding legal requirements.Design/methodology/approachThe approach draws on both institutional theory and the strategic human resource management (SHRM) approach. Our research is based on a quantitative study involving human resource management professionals in Quebec (n = 296).FindingsThe results allow us to link GEMs with certain SHRM orientations (Yang and Konrad, 2011) and institutional pressures (Lawrence et al., 2009). The findings show that, for approximately two-thirds of the employers in the sample, gender equality was not a strategic priority. Consistent with our hypothesis, a greater number of GEMs were found when gender equality was a strategic priority for the employer. Unionization and legal requirements were also positively correlated with the presence of GEMs.Originality/valueThe findings indicate a combined effect of SHRM and institutions on GEMs. They point out the relative dependency of employers on the pressures stemming from the institutional framework, and it captures some of the current challenges involved in adopting a SHRM approach with a view to achieving gender equality.

Innovation, dynamic capabilities, leadership, and action plan

2019 ◽  
Vol 14 (1) ◽  
pp. 113-127
Author(s):  
Salvatore Moccia ◽  
Shuming Zhao ◽  
Patrick Flanagan
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Design Methodology ◽  
Dynamic Capabilities ◽  
Action Plan ◽  
Leadership Skills ◽  
Technological Changes ◽  
Leadership Model ◽  
Content Type

Purpose The purpose of this paper is to propose a new model of leadership in a volatile, uncertain, complex and ambiguous (VUCA) context, paying special attention to human resource management. Design/methodology/approach The paper is conceptual. It presents the challenges of the VUCA environment that from which technically empowered democracy movements around the world have emerged, needing a new leadership model that aligns human resources tools to the new leadership model. Findings New tools for human resource management are proposed. Originality/value The paper links technological changes and leadership skills, providing a novel framework that can provide a basis for further research into the profound nature of leadership. Implications useful for managers and leaders are discussed.

Green human resource management, leader–member exchange, core self-evaluations and work engagement: the mediating role of human resource management performance attributions

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Gabriel C.W. Gim ◽  
Say Keat Ooi ◽  
Siau Teng Teoh ◽  
Hui Ling Lim ◽  
Jasmine A.L. Yeap
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Work Engagement ◽  
Attribution Theory ◽  
Conservation Of Resources ◽  
Content Type ◽  
Member Exchange ◽  
Performance Attributions ◽  
Green Human Resource Management

PurposeSustainable development concern, coupled with changes in the talent landscape, has led to a heightened focus on green human resource management (GHRM). Drawing on attribution theory and conservation of resources theory, this study examined GHRM, leader–member exchange (LMX) and core self-evaluations (CSE) in relation to work engagement together with human resource management (HRM) performance attributions as a mediator.Design/methodology/approachPartial least squares structural equation modelling (PLS-SEM) was used to analyse the data collected from 110 respondents working in ISO 14001 certified organisations in Malaysia.FindingsResults revealed that GHRM and LMX were positively related to HRM performance attributions that were intended to improve employee performance. However, CSE was not found to be related to HRM performance attributions. Consequently, HRM performance attributions were positively related to work engagement. Furthermore, GHRM and LMX had positive indirect effects on work engagement through HRM performance attributions as a mediator.Research limitations/implicationsSince the data collected were from Malaysia only, it limits the generalisability of the results to other regions.Practical implicationsThe findings suggest that organisations should adopt GHRM and train its leaders to forge stronger social bonds with their subordinates to elicit higher work engagement by positively influencing employee attributions on the motives of HRM practices.Originality/valueThis study contributes to the acknowledged gap on GHRM and HRM attributions by examining the non-green employee outcomes of GHRM and the antecedents of HRM performance attributions. This study also contributes by integrating attribution theory with conservation of resources theory to provide the mediation mechanism in linking GHRM and LMX towards higher work engagement through HRM performance attributions as a mediator; thus empirically illustrating the resource gain spirals.

The politicization of senior civil service in Korea: a human resource management perspective

2018 ◽  
Vol 7 (4) ◽  
pp. 412-425 ◽  
Author(s):  
Chang Kil Lee
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Design Methodology ◽  
Civil Service ◽  
Leadership Change ◽  
Content Type ◽  
Management Processes ◽  
Management Perspective ◽  
Prior Literature

PurposeThe purpose of this paper is to examine the politicization of senior civil service (SCS) in Korea from a human resource perspective. To be specific, it is to explore how much the SCS has been politicized after its inception in 2006 and to discover what has strengthened it.Design/methodology/approachThis paper employs the human resource management perspective with five stages, selection, rotation, education, promotion and compensation, which are related with different weights to four causes of politicization: political desire to control, leadership change, public demands and political interest.FindingsThis paper argues that politicization of SCS in Korea has gradually increased during the last 10 years. It also found that, while selection and promotion is strongly politicized, education and compensation is weakly politicized.Originality/valueThis paper mainly draws increasing politicization after it was introduced. Little prior literature has explored the politicization of SCS in human resource management processes and its causes for Korea.

All we need is trust: trust and human resource management

2016 ◽  
Vol 22 (3/4) ◽  
pp. 139-155 ◽  
Author(s):  
Aviv Kidron ◽  
Shay S. Tzafrir ◽  
Ilan Meshoulam
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Design Methodology ◽  
The Other ◽  
Content Type ◽  
Research Survey ◽  
The One ◽  
Formal Communication ◽  
The Relationship

Purpose This study aims to reveal the necessary human resource management (HRM) teamwork processes for achieving HRM integration. Design/methodology/approach A research survey was carried out among 233 HRM professionals from 29 HRM teams. Findings The findings revealed significant correlation between formal HRM aspects of HRM teams (HRM goals and strategy, formal communication and formalization) and informal HRM aspects (perceived proximity and trust). Another significant correlation was found between trust and HRM integration. Also, trust fully mediated the relationship between informal communication and centralization, on the one hand, and HRM integration, on the other. Originality/value The study contributed to the understanding of formal and informal aspects of HRM team (HRMT) processes.

Risky business in a volatile world

2017 ◽  
Vol 25 (1) ◽  
pp. 13-15
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Design Methodology ◽  
Management Practices ◽  
Talent Management ◽  
Content Type ◽  
Customer Expectations ◽  
Collaborative Innovation ◽  
Risky Business

Purpose This paper aims to explore the nature of risk as the world becomes a more volatile place. Risk thinking is gaining a higher profile within human resource management, and this paper examines the responses being made and the characteristics of resilient and adaptive organizations. Design/methodology/approach This paper presents a categorization of risk using the volatile, uncertain, complex and ambiguous metaphor to lay out the likely shape of imminent business risks and the concept of adaptation to show how responses can be effective. Findings Businesses will be forced to re-examine how they work in ways that will have an impact on customer expectations, product enhancement, collaborative innovation and organizational forms. Firms will need to understand corporate cultures and governance issues, as well as traditional talent management practices and processes. Originality/value This paper provides a wide-ranging examination of the nature of risks – internal, external, political, and societal – and points to the importance of human resource management strategists in addressing these issues and shaping policy.

Sign in / Sign up

Export Citation Format

Share Document