Working in the digitized economy: HRM theory & practice

In our introduction to this special issue on the gig economy, we provide some context to how and why this phenomenon should be studied, with a particular emphasis on Human Resource Management. We then describe the four articles that comprise the special issue, and we note some common themes. Our introduction concludes with some suggestions for future research on the gig economy.     

Customer service-focused HRM systems and firm performance: evidence from the service industry in Taiwan

Abstract

This study adopts a resource-based view, attraction–selection–attrition theory and a focused approach to examine the link between service-focused human resource management (HRM) systems and firm performance. Internally, we examine employee competency as the ‘black box’ between service-focused HRM systems and firm performance. Externally, we examine the effect of the interplay of a service-focused strategy and service-focused HRM systems in predicting firm performance. We collect data from different sources (i.e. executives, human resource members, and line managers). Using a final sample included 2120 respondents from 175 firms in the service industry in Taiwan, the results show that customer service-focused employee competency transmitted 53% of the effect of customer service-focused HRM systems on firm performance. In addition, when a firm implements a less service-focused business strategy, service-focused HRM systems leads to significant improvement in firm performance. Implications for research are discussed.     

HRM systems of Indian call centres: an exploratory study

This paper initially highlights the rapid growth in the call centre (CC) sector in developing countries like India. It then makes a case for the investigation of human resource management (HRM) systems of call centres in India. The analysis is based on a two-phase empirical study. Phase one examines the nature and pattern of HRM systems and phase two the emerging issue of attrition in Indian call centres. A mixed research approach comprising in-depth interviews and questionnaire survey was adopted to conduct the investigation. Against the established norms of Indian organizations, the findings highlight the existence of formal, structured and rationalized HRM systems. Core reasons for the increasing levels of attrition are highlighted. The analysis further provides useful information both for academics and practitioners and opens avenues for future research.     

Key factors influencing HRM practices of overseas subsidiaries in China's transition economy

In seventy items measuring fourteen constructs of human resource management practices in 286 Chinese foreign subsidiaries headquartered in the United States, Japan and Germany, significant differences are related to financial control from the foreign parent, organizational form (joint venture, wholly owned foreign subsidiary or representative office) and time since entry into the Chinese market. The differences appear to be governed more by the push from parent-firm economic considerations and venture structure and the pull from specific Chinese HRM conditions than by the push related to home country of parent or factors associated with industry type. In addition, a fair number of HRM practices appear unaffected by any of these factors, and these may be more universal in form.     

HRM and Performance: A Plea for Reflexivity in HRM Studies

abstract    In this Counterpoint, we build on Paauwe's suggestions to take the field of HRM and Performance further. Rather than aiming for a synthesis or proposing a radical alternative, we argue that R(econstructive)-reflexivity is needed for theorizing HRM. In particular, we bring in insights from critical studies on the notion of HRM, on the notion of performance, and on the theoretical relationship between them as a way to open up new research avenues and lines of interpretation. For each of these three aspects, we indicate how studying the employment relationship can be reframed. In particular, we emphasize practice-oriented research as one possible research path for the field of HRM as it allows for an examination of HRM as a set of practices, embedded in a global economical, political and socio-cultural context. We end our counterpoint by reflecting on reflexivity, proposing three practices that can guide HRM scholars in becoming reflexive in the ways they study HRM.     

Payout initiation by IPO firms: The choice between dividends and share repurchases

This study evaluates the economics of the choice of form of payout initiation mechanism adopted by IPO firms. Our results suggest that IPO firms demonstrate a preference for repurchases over dividends as the specific form of payout initiation mechanism. We however, find that while the market views post-IPO payout initiations favorably, it is indifferent to the specific form of payout mechanism adopted. Further, we find that dividends and repurchases represent distinct payout mechanisms adopted by IPO firms with fundamentally different characteristics and motivation to initiate payouts during the post-IPO phase. Our results suggest that while dividend initiations are primarily driven by life cycle and catering theory considerations, signaling theory provides the more likely explanation for payout initiations through share repurchases.     

Gamifying employer branding: An integrating framework and research propositions for a new HRM approach in the digitized economy

The digital age calls for digital HRM approaches, as the “digitized” workforce confronts companies with changing requirements regarding their human resource practices. Most importantly, companies need to build strong employer brands to attract, motivate, and retain employees. One promising approach to employer branding in the digital age is to gamify companies' employer branding activities by means of serious games (i.e., digital games with an educational purpose). Both serious games and employer branding share the key characteristic of facilitating learning to create knowledge. Despite existing research on employer branding and serious games in separate streams, virtually no research addresses their relationship, albeit its strong relevance for researchers and practitioners alike. The authors discuss both domains and their relation, propose a conceptual framework building on a novel learning-based extension of the affective events theory, and derive directions for future research to advance the understanding of gamifying employer branding in the digitized economy.     

Bridging knowledge in ambidextrous HRM systems: empirical evidence from hidden champions

Managing the tension between efficiency and flexibility is one of the core challenges that organizations must tackle in order to survive in the global competitive environment. Ambidexterity has been identified in the literature as a key way of managing this tension. Despite the enormous popularity of the concept of ambidexterity, the questions of how HR practices influence exploration and exploitation and support organizational ambidexterity remain underexplored. Drawing on our empirical case studies of three mid-sized ‘hidden champions’ in different high-tech manufacturing industries, we show how an ambidextrous human resource management (HRM) system works. We demonstrate that ambidextrous HRM systems can be regarded as a special type of high-performance work system (HPWS) that facilitates the continuous integration of exploration and exploitation in the pursuit of flexibility and efficiency. In particular, we elucidate how firms apply integrative employment practices and integrative work practices to facilitate collaboration and to create and strengthen a common frame of reference that fosters knowledge integration. Finally, setting up an ambidextrous HRM system supports the complementary interplay between a common frame of reference and a firm's ability to integrate knowledge in order to manage the conflicting demands of exploration and exploitation.     

开放经济条件下银行国际化经营的战略选择

文章通过对国际银行业开拓国际化经营经验与教训的探讨,提出国际化经营并非是每家银行生存和发展的必由之路,对一家银行有效的战略并不意味着对其他银行也同样可以成功。在国内金融业务市场上,如果能准确定位自己的战略重点,即核心业务能力,反而更有可能成为一家成功的银行、优秀的银行。     

HRM professionals and their perceptions of HRM and firm performance in the Philippines

This paper reports the findings of a study conducted in the Philippines that examines the extent of adoption of human capital-enhancing human resource (HR) and industrial relations (IR) practices. Differences between locally owned and other organizations in these practices and their relationship to firm performance were also investigated. Questionnaire responses were obtained from managers and union representatives from 128 organizations located in the Philippines. The results indicated that there was, on average, a fairly high level of adoption of practices consistent with a strategic approach to human resource management (HRM), with foreign-owned firms tending to show a slightly higher level of adoption of such practices. A scale representing the adoption of a more conciliatory and union-friendly IR approach was found to be a significant predictor of perceived firm performance. Surprisingly, the level of strategic integration between HRM and business planning and most human capital-enhancing HR practices were not significant predictors of perceived firm performance. Research and practical implications in relation to the role of HRM in enhancing firm performance are discussed.     

Attitude and consciousness of Japanese men and women towards career commitment and continuity: the role of expected change in HRM policies

A survey was conducted on 302 working men and women in Japanese private firms and local government organization anrl 51 non-working Japanese women to examine the attitude and consciousness towards career commitment and continuity if organizations adopt some policy formulations in more relaxed ways to accommodate, particularly, Japanese women in the workplace. Many studies have well documented that women’s passive attitude towards career commitment and continuity, as compared to that of men, is the outcome of discriminatory HRM policies and practices in the internal labour market. The ANOVA results show that the attitude on the policy relating to work–home harmonization differs significantly between men and women. As compared to working women, non-working women would have a more positive attitude to career commitment and continuity if a work-home harmonization policy wcre adopted. The ANOVA results also reveal that men and women have shown an almost similar attitude to pay structure and, thus, the integrated corporate pay structure can help in developing women’s attitude and consciousness towards career commitment and continuity, but women cannot share equally with their male counterparts as regards the policy of career development; rather, they are demanding job security, distributive justice and career counselling in the workplace.     

Market orientation,HRM importance and competency: determinants of strategic HRM in Chinese firms

This study examined three factors leading to a firm's adoption of strategic human resource management (SHRM): market orientation, HRM importance and HRM competency. Using a sample of firms from China, empirical results showed that the three factors are significantly related to a firm's adoption of SHRM. Given the transitional nature of the Chinese economy, the moderating effects of ownership types and firm size were also investigated. However, the moderating effects were not as strong as predicted. Managerial implications and directions for future research of SHRM in an emerging economy context are discussed.     

HRM and the legitimacy market

This article develops and proposes the concept of the legitimacy market as a counterpoint to the product market in strategic FIRM analysis and practice. It is driven by three major concerns. First, in much of the contemporary literature, internal efficiency pursuits and product market equirements appear to be the dominant reference points in HRM analysis and practice. Criteria of environmental legitimacy are scarcely recognized.

Second, despite the many claims that HRM is novel and distinctive, there appears to have been little social science development in the field of HRM. Third, the dominance of the strategic management paradigm in HRM has obscured the distinctiveness of HRM in organizations, especially its role in reflecting the external social and cultural environment. These concerns are addressed through the concept of the legitimacy market. The concept, it is argued, should help to conceptualize and analyse more effectively the environmental determinants of HRM, in particular culture and ideology, as well as suggesting alternatives for practitioners to follow. The core proposition upon which the article is predicated is that legitimacy and efficiency are the two central concerns of management.     

Introduction: the Asia-Pacific HRM model revisited

This article introduces a symposium which 'revisits' the Asia-Pacific HRM model, much discussed in recent literature. It argues that, while the IR/HRM systems of the countries in the region are prima facie heterogeneous, there is both commonality and diversity. It posits the four logical cases of 'hard convergence', 'soft convergence', 'soft divergence' and 'hard divergence'. It argues that the most probable outcomes are likely to be the middle options. 'Soft convergence' may have occurred as a result of broader responses to broad economic trends such as globalization; 'soft divergence' may still be de rigueur , as the devil is always 'in the details'. Institutional and legal changes may also take place more slowly than enterprise-level or organizational ones.     

未来中国经济仍有较强稳定性

未来中国经济的稳定性是全社会关注的一个焦点.从中国的历史变动中可以看到,如果没有巨大的外力强行进入,如果没有内部的战争(这两点至少在5年内是成立的),中国经济具有很强的可维持性.而从中期(5年左右)看,这种较强稳定性依旧可以维持.依据如下.