An integrative framework for understanding cross-national human resource management practices

Currently, debate in the area of cross-national human resource management (HRM) suggests that both “culture-bound” and “culture-free” factors and variables are important determinants of HRM policies and practices. HRM is presented as being context-specific and it is argued that with the growth of new markets world-wide, and increased levels of competition and globalization of business, there is a strong need for more cross-national HRM studies. However, the literature shows the absence of an integrated framework, which can help to highlight the different role that context-specific facets of HRM practices play. The nature of different determinants in different national and regional settings is rarely analyzed. This paper develops an integrated framework. It delineates the main distinctive facets associated with national factors, contingent variables, and organizational and human resource (HR) strategies and policies, that may be used to evaluate cross-national comparative HRM policies and practices.     

An integrative framework of strategic international human resource management

The globalization of business is making it more important than ever to understand how multinational enterprises (MNEs) can operate more effectively. A major component of this understanding appears to be the field of human resource management and, in particular, the field of international human resource management (Brewster, 1991; Hendry, 1992; Desatnick and Bennett, 1978; Dowling, 1986; Dowling and Schuler, 1990; Evans, 1986; Evans, 1989; Laurent, 1986; Tung, 1984). The trend over the past few years has been to identify the linkage of human resource management with strategy and offer an understanding of how single country or domestic human resource management can facilitate organizational understanding and effectiveness (Wright and McMahan, 1992). In this article we attempt to extend this line of work into the international arena. We do this by offering a framework of strategic international human resource management (SIHRM). Anchoring SIHRM in the strategic components of MNEs, namely their interunit linkages and internal operations, strategic aspects of international human resource management are described. Using several theoretical bases, numerous propositions are offered. These propositions reflect the single and multiple influence of the strategic components of MNEs and several exogenous and endogenous factors on SIHRM. The intention is to offer a framework that can serve both academics and practitioners in furthering our understanding of strategic international human resource management.     

Assessing the value of human resource certification: A call for evidence-based human resource management

We are delighted that our article on the value of human resource (HR) certification (Lengnick-Hall & Aguinis, 2012) has generated so much interest. In this brief response, we identify two key similarities across all of the articles published in this special issue (including our own). First, all commentators care deeply about the field of human resource management (HRM). Second, all commentators believe that additional empirical research is needed to assess the value of HR certification for stakeholders inside and outside of the field of HRM. We offer a concrete course of action. Specifically, we issue the following challenge to the Society for Human Resource Management (SHRM) Foundation: Issue a call for proposals for empirical research on the value of HR certification. Such a call would provide funding so that teams including both researchers and practitioners are encouraged to conduct research on this topic. Moreover, such a collaborative approach involving the SHRM Foundation, the HRM scholarly community, and the HRM practitioner community is likely to elevate the field of HRM and produce valuable knowledge about the value of HR certification for stakeholders inside and outside of the field, which in turn will also help narrow the much-lamented science–practice gap.     

A theory-based framework for strategic global human resource staffing policies and practices

As multinational enterprises increasingly globalize their operations, managing international human resources strategically becomes a critical factor contributing to overall organizational performance. The strategic management of international human resources has received extensive attention, focusing on staffing issues related to expatriate assignments. However, empirical findings indicate limited success of expatriation as an effective method for managing the breadth of international human resource opportunities. As market opportunities increasingly shift to countries with high cultural distance from the parent organization and as organizations evolve their strategic orientation from multinational to global activities, it appears that an exclusive reliance on expatriation-based staffing will impede effective management of international human resources staffing. The objective of this article is to review and clarify a theory base that can support a range of international human resource staffing systems that might be implemented in a global environment. This discussion uses the combined perspective of agency and expectancy theories and discusses conditions under which specific strategic staffing choices might be most effective.     

Managing diversity through human resource management: an international perspective and conceptual framework

This paper critically reviews the literature on managing diversity through human resource management (HRM). We discuss the major issues and objectives of managing diversity and examine the state of human resource diversity management practices in organizations. Our review shows that inequality and discrimination still widely exist and HRM has focused mainly on compliance with equal employment opportunity (EEO) and affirmative action (AA) legislation. Less attention has been paid to valuing, developing and making use of diversity. Our review reveals limited literature examining how diversity is managed in organizations through effective human resource management. We develop a framework that presents strategies for HR diversity management at the strategic, tactical and operational levels. Our review also discusses the implications for practice and further research.     

Total quality management and the human resource professional: Applying the baldrige framework to human resources

The still evolving discipline of total quality management (TQM) has left many humanresource professionals confused about their role. The authors believe that the HR function personnel should spearhead company quality efforts, as well as assess the performance of their own function, by using the Malcolm Baldrige National Quality Awards framework.     

Unlocking the value of artificial intelligence in human resource management through AI capability framework

Artificial Intelligence (AI) is increasingly adopted within Human Resource management (HRM) due to its potential to create value for consumers, employees, and organisations. However, recent studies have found that organisations are yet to experience the anticipated benefits from AI adoption, despite investing time, effort, and resources. The existing studies in HRM have examined the applications of AI, anticipated benefits, and its impact on human workforce and organisations. The aim of this paper is to systematically review the multi-disciplinary literature stemming from International Business, Information Management, Operations Management, General Management and HRM to provide a comprehensive and objective understanding of the organisational resources required to develop AI capability in HRM. Our findings show that organisations need to look beyond technical resources, and put their emphasis on developing non-technical ones such as human skills and competencies, leadership, team co-ordination, organisational culture and innovation mindset, governance strategy, and AI-employee integration strategies, to benefit from AI adoption. Based on these findings, we contribute five research propositions to advance AI scholarship in HRM. Theoretically, we identify the organisational resources necessary to achieve business benefits by proposing the AI capability framework, integrating resource-based view and knowledge-based view theories. From a practitioner’s standpoint, our framework offers a systematic way for the managers to objectively self-assess organisational readiness and develop strategies to adopt and implement AI-enabled practices and processes in HRM.     

我国人力资源管理研究分类及述评

虽然我国的人力资源管理研究起步较晚,但学者们对人力资源管理研究的积极性较强,从不同层面研究分析了人力资源管理的实践,包括宏观和微观层面、组织和个人层面等.但当前我国的人力资源管理研究还缺乏一定的科学性,尤其是在微观和宏观的统一上缺乏整合思维,因此,要真正推动我国的人力资源管理研究发展,需审视这些研究的特点与不足,从而沿着科学的方向发展.     

Leveraging entrepreneurial ecosystems as human resource systems: A theory of meta-organizational human resource management

Entrepreneurs require human resources to establish and scale their ventures; however, constraints often prevent entrepreneurs from investing in formal human resource systems. How entrepreneurs overcome human resource challenges by leveraging their entrepreneurial ecosystems as informal inter-organizational talent management systems has been overlooked by scholars. We propose a model of entrepreneurial ecosystem human resource management, theorizing that ecosystem participants collectively perform the human resource management function for entrepreneurship communities. Drawing from economic rents theory, we explain how entrepreneurial ecosystems encourage a form of meta-organizational human resource management that allows ecosystem participants to coordinate talent acquisition, learning and development, performance management and rewards, and retention. Coordinated entrepreneurial ecosystems improve entrepreneurial performance by sourcing talent, onboarding selected members, enculturating ecosystem values, developing entrepreneurial skills, and retaining human resources, which in turn generates rents. We discuss how our theory catalyzes research at the HR and entrepreneurial ecosystems interface and reveals insights for practitioners.     

An analytical model for human resource management as an enabler of organizational renewal: a framework for corporate entrepreneurship

This article presents the development of a model of types of work based on organizational theory. It analyzes the different characteristics of work and efficient forms of Management, and joins all these aspects together in terms of corporate entrepreneurship. Organizational theory provides the instruments needed to manage work, the causes that make decentralization desirable and the technical, social and institutional mechanisms for its control. The literature on corporate entrepreneurship provides material for forms of discovery or creation of opportunities based on accumulated experience in the firm, on the collective relationships linked to entrepreneurship and on the way in which resources are managed. This article contributes to existing knowledge by systematically addressing these two fields, showing how the instruments that allow for the efficient management of work are the same as those necessary for corporate entrepreneurship and how the efficient management of work is a prerequisite and an enabler of entrepreneurial activity.     

村级企业的人力资源管理

我国村级企业尚处于刚起步状态,主要表现在观念差异,信息滞后和制度不完善等方面。对于如何加强村级企业中的人力资源管理,文章将对这个问题进行初步的探讨。     

村级企业的人力资源管理

我国村级企业尚处于刚起步状态,主要表现在观念差异,信息滞后和制度不完善等方面。对于如何加强村级企业中的人力资源管理,文章将对这个问题进行初步的探讨。     

A comparative analysis of certification in human resource management

This comparative analysis explores the certification process in three leading organizations in the USA, Canada and the UK. The findings show considerable similarity across countries concerning the major stakeholders and certification criteria. Conversely, they reveal major differences with respect to the basic assumptions underlying the programmes, the standards and qualifications, the programmes' complexity and the programmes' integration with the government, industry and academia. Dissimilarity also exists in the certification process. Hence, certification programme models for each organization are advanced to illustrate the process. Moreover, an overall strategic programme framework is developed for all the agencies collectively. Finally, suggestions for future research are provided.     

A framework for strategic service management

A service framework is needed to foster strategic thinking in services. This paper introduces the service process/service package matrix to meet that need. The important feature of the service process is the degree of customer influence on the service process. The unique characteristic of the service package is that it consists of both tangible and intangible aspects. The service package is described by the degree of customization found in those tangible and intangible elements. Strategic competencies are identified and discussed along the service process dimension, the service package dimension, and the main diagonal of the matrix. Some existing strategic frameworks are embedded and incorporated in the matrix. Additionally, we formulate research propositions based on the matrix. Service firms can use this matrix to gain strategic insights by aligning the type of service package offered with the type of process used to create the service and to have a better understanding of their service operations strategy.     

Riding the tides of mergers and acquisitions by building a resilient workforce: A framework for studying the role of human resource management

Mergers and acquisitions (M&As) have been a popular strategy for firms to increase their competitive advantage. Existing research has revealed a wide range of implications for the workforce and human resource management (HRM) stemming from M&As. However, insufficient attention has been paid to issues related to employee resilience. We argue that employee resilience, a concept that is still to gain widespread attention in HRM research, is crucial to organizations wishing to manage their M&As successfully, especially in the post-M&A integration. We develop a set of complementary propositions, present a research framework, and indicate directions for future studies.