The evolving Portuguese model of HRM

In Europe, despite the process of European integration and the globalization of world markets, considerable differences can still be detected in the way organizations manage people and the role played by the HR function. But, while there has been considerable debate over the introduction of HRM in countries like the UK, less attention has been paid to countries like Portugal where the role of HRM remains under-researched. This paper reports the findings of a project aiming to make sense of the concept of HRM in Portugal. Results from a survey of companies found an extensive use of the HRM label among Portuguese organizations. The function seems to have gained some influence at the top and reached some degree of strategic integration, but there is an apparent reluctance to devolve HR responsibilities to line managers. The HR function appears to be playing the specialist role as a means of overcoming the credibility gap. Based on the findings of the current and previous research, an attempt is made to outline a Portuguese HRM model.     

Unwrapping the HRM bundle: HR system design in an Irish power utility

This article considers the way in which new HR systems were designed for three power stations within Ireland. The study provides insights into how choices are made about which practices are included in or excluded from the HR bundle and considers the factors that can lead to or prevent the successful implementation of new HR systems. The research suggests that all HR practices are not necessarily of equal importance in the bundle that comprises an HR system. Instead, it may be useful to view such a system as comprising both core and ancillary HR practices and as dependent on the existence of appropriate HR processes if it is to operate successfully. In addition, the study suggests that new HR systems may fail because insufficient attention is paid to the impact of ‘deadly combinations’ (Becker et al., 1997 Becker, B., Huselid, M., Pickus, P. and Spratt, M. 1997. HR as a Source of Shareholder Value. Human Resource Management, 36(1): 389–447.  [Google Scholar]) and that changing an existing system will require the elimination of old practices before new practices can be introduced successfully.     

HR flexibility and firm performance: analysis of a multi-level causal model

Human resource flexibility as a construct, how it develops, and its effect on firm performance have not received adequate attention in strategic HRM literature in spite of their obvious importance in today's dynamic competitive environment. Based on a study of 98 manufacturing and 103 service firms in India, this paper addresses these issues by developing and testing a multi-level model that attempts to explore the ‘black box’ of the interlinkages between the various components of HR flexibility and firm-level human, operational, and financial outcomes. The results suggest that a certain set of ambidextrous HR practices constitute a distinct dimension of HR flexibility, beyond the dimensions of flexibilities of skill, behaviour and HR practices as already identified in the existing literature. Evidences from both manufacturing and service sectors support the notion of HR value chain that suggests that HR system has a direct impact on firm-level HR outcomes which are most proximal, and its effects on increasingly more distal operational and financial outcomes are mediated by HR outcomes that it produces. Another important finding is that HR practices as a system have both direct and indirect (mediated by behavioural flexibility) effects on firm-level HR outcomes. Existence of significant direct effects highlights the important role that HR practices play as a structural mechanism in achieving superior firm performance.