共查询到20条相似文献,搜索用时 15 毫秒
1.
Orlando C. Richard Nancy Brown Johnson 《International Journal of Human Resource Management》2013,24(2):299-310
This study tests whether strategic human resource management (SHRM) effectiveness significantly affects organizational level outcomes. Using the resource-based view of the firm, this study examines the effective use of human capital on organizational performance. Further, the role that a contextual factor - capital intensity - plays in modelling is explored. Results show that SHRM effectiveness significantly reduces employee turnover and increases overall market performance assessment. However, SHRM effectiveness affected both firm productivity and return on equity only when moderated by capital intensity. 相似文献
2.
This research project uses innovative techniques (multiple respondents and partial relative standard deviations) to examine
organizational management ratings of their implementations of market orientation, learning orientation, entrepreneurial management,
and organizational flexibility. This study included manufacturers and service businesses, and also not-for-profits in education
and healthcare to reflect the 21st century economy. The major finding of this study was larger than the expected response
variation within management teams and how this correlated negatively with performance. The results are eye-opening and should
be a concern for both management in organizations and the research community. 相似文献
3.
邱娟 《北京市经济管理干部学院学报》2015,(4):36-40
政治行为广泛存在于各种组织中,它是个体为了达到提升或保护自身利益的目的,借助权力或是其他资源对他人或集体施加影响的行为,因此,在人力资源管理中必定存在政治行为.本文通过对组织政治行为的界定、产生原因的分析,对人力资源管理的招聘、绩效评价和职位晋升、薪酬福利以及员工职业生涯等环节进行剖析,探究组织政治行为在这些方面产生的主要影响,进而提出在人力资源管理中如何管理组织政治行为的一些对策. 相似文献
4.
Tanuja Agarwala 《International Journal of Human Resource Management》2013,24(2):175-197
In the contemporary business environment, human resource (HR) is an indispensable input for organizational effectiveness. Hence, an effective management of human resources has an important role to play in the performance and success of organizations. Competitive pressures have encouraged organizations to be proactive in diagnosing HR problems and to adopt more innovative HR practices since these were no longer a matter of trend, but rather of survival. The present study attempted to explore the relationship of three dimensions of innovative human resource practices (IHRPs): that is, the extent of introduction of IHRPs, their importance for organizational goal achievement and satisfaction with implementation of IHRPs, with organizational commitment (OC). Regression analyses showed that the perceived extent of introduction of innovative human resource practices by the organizations was the most significant predictor of organizational commitment. 相似文献
5.
Yongqiang Li Guanglei Zhang Ji Li 《International Journal of Human Resource Management》2013,24(14):1791-1806
In this study, we investigate how a culturally specific human resource management (HRM) approach influences employees' relational identification at the team level, which may in turn influence the behavior of team members. Given the boundary condition of a collectivistic societal culture, collectivist HRM helps improve employees' team-level identification and their performance. Collecting empirical data from firms in different regions of China, we found that the collectivism-oriented HRM approach has a positive effect on employees' team-level relational identification. This team-level identification, in turn, can significantly improve the job satisfaction of team members and reduce their turnover intention. We conclude with a discussion of the implications of our findings for academic researchers and practitioners. 相似文献
6.
Leda Panayotopoulou Dimitris Bourantas Nancy Papalexandris 《International Journal of Human Resource Management》2013,24(4):680-699
Based on the literature of the competing values framework, this paper develops a new HRM model and attempts to clarify what type of HRM (in terms of the orientation of the function) is linked with various aspects of firm performance. In order to acquire a better view of this much researched issue, three more factors that influence this relationship have been added to the equation: competitive strategy, external environment and organizational size. The empirical research was carried out in Greece among a sample of 104 organizations. The research findings show that when HRM is consistent with the competitive strategy it has significant effects on financial performance. Another important finding is that market performance is positively influenced by HRM flexibility and negatively influenced by HRM control, unless the external environment is complex, when the most successful combination is control-internal orientation. 相似文献
7.
Hang-Yue Ngo Daniel Turban Chung-Ming Lau Siu-Yu Lui 《International Journal of Human Resource Management》2013,24(4):632-652
Drawing from a cultural values perspective, we investigate the effects of country origins on HR (human resource) practices of firms from the United States, Great Britain, Japan and Hong Kong operating in Hong Kong. In general, results supported hypothesized differences in HR practices of firms from different countries. In addition, results indicated that HR practices, specifically structural training and development and retention-oriented compensation, were related to various measures of firm performance. Of further interest was the finding that country origin moderated relationships of HR practices with firm performance; in general, relationships of structural training and development and retention-oriented compensation were stronger for Hong Kong firms. Implications of the results are discussed. 相似文献
8.
《International Journal of Human Resource Management》2013,24(6):946-964
This study examined the effects of an organization's contextual variables on the choice of human resource management (HRM) practices to secure, nurture, reward and retain managerial employees. The contextual variables included organizational characteristics (ownership, age and size), on the one hand, and its competitive strategies (innovation, quality and cost) and the strategic role of the human resource function, on the other. Data were collected through a questionnaire survey of general managers and human resource directors from 326 joint ventures and state-owned enterprises located in Shanghai, Nanjing and Guangzhou, three major cities in China. Using structural equation analysis, we examined both the direct and indirect effects of the contextual variables on HRM practices. The indirect effects were measured through the strategic role of the human resource function. Results indicated that ownership and the strategic role of the human resource function were key variables in explaining an organization's choice of HRM practices. Age and size of the organization had limited effects. Compared with cost and quality strategies, the innovation strategy affected HRM practices, both directly and indirectly, indicating the increasing dynamism of the Chinese economy in its move towards a market orientation. 相似文献
9.
Alexander Newman Ingrid Nielsen 《International Journal of Human Resource Management》2013,24(9):1226-1242
This paper examines the impact of employee perceptions of organizational corporate social responsibility (CSR) practices on their job performance and organizational citizenship behavior (OCB). Hierarchical regression analysis on two-wave data from 184 supervisor/subordinate dyads from three organizations located in Zhejiang Province, South-East China, revealed that employee perceptions of CSR toward social and non-social stakeholders strongly influenced their OCB. However, employee perceptions of CSR toward employees, customers and government influenced neither their job performance nor OCB. 相似文献
10.
Tung-Chun Huang 《International Journal of Human Resource Management》2013,24(5):677-689
The aim of this study is to investigate the impact of participative management on the behaviour of employees and the financial effectiveness of the enterprise. The analytical data are based on the survey of 308 Taiwan enterprises. Multiple regression results show that both suggestion system and labour-management committee have a positive impact on employees' behaviour in terms of turnover and absenteeism rates. Likewise, the quality control circle (QCC) and profit sharing have a positive impact on organizational effectiveness as seen in profit and revenue growth rates. However, employee stock-ownership plans and grievance-handling systems have negative effects on both performance indicators - employee behaviour and organizational effectiveness. The practical implications are also discussed. 相似文献
11.
企业竞争力植根于自身的资源优势,善用资源、优化配置成为现代企业成功发展的前提;作为非物质的生产力,科学管理本身也是一种协调和引导企业各种资源要素发挥作用的特殊资源;资源管理的效率和效果有赖于管理资源的充分开发和利用;而开发和利用管理资源的根本途径是不断完善组织学习机制. 相似文献
12.
Carmen M.M. Pereira 《International Journal of Human Resource Management》2013,24(20):4301-4318
The Human resource (HR) strength concept (Bowen, D., and Ostroff, C. 2004, ‘Understanding HRM-Firm Performance Linkages: The Role of the “Strength” of the HRM System,’ Academy of Management Review, 29, 2, 203–221) reflects the capacity of an HR system to transmit messages characterised by high distinctiveness, consistency and consensus. HR systems are therefore affecting perceptions and interpretations of organisational realities, such as climate and culture. Furthermore, Bowen and Ostroff (2004) suggest that organisational climate mediates the relationship between HR strength and performance. The leadership literature advocates that leaders are people who are able to create a social context in which employees are guided towards a shared interpretation, understanding and perception of the organisational climate (Yukl, G.A. 1989, Leadership in Organizations, Englewood Cliffs, NJ: Prentice Hall). In summary, both HR strength and leadership are two environment dimensions shaping and moulding employees' perceptions and interpretations. The current study explores the relationships between HR strength, leadership, organisational climate and performance. 323 questionnaires were used to gather information from a company in the industrial sector. The results show a positive relationship between the variables; however, mediating effects of climate were only observed between leadership and performance. 相似文献
13.
14.
Alexander Newman Peter S. Hofman Cherrie Jiuhua Zhu 《International Journal of Human Resource Management》2016,27(4):440-455
Based on insights from social exchange and social identity theories, this paper examines the influence of three dimensions of socially responsible human resource management (SR-HRM), namely legal compliance HRM, employee-oriented HRM and general CSR facilitation HRM, on employees' organizational citizenship behaviour (OCB). Structural equation modelling of dyadic data collected from Chinese employees and their direct supervisors in three phases revealed that whilst organizational identification fully mediated the relationship between employee-oriented HRM and employee OCB, general CSR facilitation HRM had a direct effect on employee OCB. In contrast, legal compliance HRM neither influenced employee OCB directly, nor indirectly through organizational identification. The findings highlight the important but complex role played by SR-HRM in eliciting positive employee work outcomes, and contribute to our knowledge of the mechanisms underlying this relationship. 相似文献
15.
Silvia Cantarello Roberto Filippini 《International Journal of Human Resource Management》2013,24(18):3906-3924
Although research has addressed relationships between human resource management (HRM) practices and several firm performances, it remains rare for studies to assess the processes that may underlie such relationships. This study aims to investigate the relationships between HRM practices and product quality by hypothesizing a mediating role of organizational commitment. We design a conceptual model and construct hypotheses that are tested using structural equation modeling on data collected from an international sample. The study contributes to the theoretical and empirical development of a model to explain and open the black box between skill-developing HR practices and quality performance. 相似文献
16.
Unstable economic conditions, in conjunction with other external and internal influences, have prompted attempts to understand the nature of organizational decline. While a number of issues have been carefully considered in recent theory and research, little effort has been made to consider the implications of human resource management practices for firms in declining industries. The present study examined human resource practices in three industries that experienced decline, and investigated the relationship of organizational performance with effective human resource management. 相似文献
17.
The effects of internal versus external integration practices on time-based performance and overall firm performance 总被引:3,自引:0,他引:3
Cornelia Droge Jayanth Jayaram Shawnee K. Vickery 《Journal of Operations Management》2004,22(6):557-573
This paper examines the effects of integration practices on time-based performance and on overall firm performance (financial and market share). Integration practices are grouped into two categories: (1) external strategic design integration, which reaches across firm boundaries to involve suppliers and customers and (2) internal design-process integration, which comprises more tactically oriented, integration practices that match design requirements and process capabilities. First, regression results show that both internal and external integration are related to time-based performance, which in turn is related to firm performance. Thus, two indirect routes to firm performance are identified. Second, hierarchical regression reveals that integration directly affects firm performance even after time-based performance is accounted for. Finally, we found that the interaction of internal and external integration is significantly related to both market share and financial performance (after controlling for all other effects). This latter result suggests that the joint use of external and internal integration practices has a synergistic effect on firm performance. 相似文献
18.
This paper reviews the literature on the association between lean production and performance. From this, propositions on the integration and evolution of operation and human resource management practices associated with the lean production concept are developed. Using 24 years of data on the use of seven core OM and HRM practices in British manufacturing firms, the potential link between integration in the use of practices and productivity is tested. In each year, three latent clusters are identified via ordered restricted latent class models; the cluster that consistently makes a more integrated use of practices outperforms the others. Furthermore, the longitudinal nature of the data permits modeling the growth curves of each practice in the sample, recognizing any similarity in growth and investigating whether or not an early integration in adoption of practices is associated with higher final productivity. The results show that pioneers are more productive, thus suggesting that the head start in integrating core OM and HRM practices associated with the lean production concept has paid off. 相似文献
19.
Kaifeng Jiang David P. Lepak Kyongji Han Ying Hong Andrea Kim Anne-Laure Winkler 《Human Resource Management Review》2012,22(2):73-85
Strategic human resource management researchers have strongly advocated a system perspective and provided considerable evidence that certain systems of human resource practices have a significant impact on individual and organizational performance. Yet, challenges of understanding the construct of human resource systems still remain in the literature. Specifically, few efforts have been made to explicate the internal fit in human resource systems referring to how the practices in human resource systems work together. For the purpose of clarifying human resource systems construct, we review the components of human resource systems and delineate how the parts of human resource systems work together to influence employee performance. Theoretical and empirical implications for future research are also discussed. 相似文献
20.
The business case for work-life balance practices, as espoused by many organizations, rests on attracting better applicants and reducing work-life conflict among existing employees in order to enhance organizational performance. This review of the literature provides some evidence for the claim regarding recruitment, but there is insufficient evidence to support the notion that work-life practices enhance performance by means of reduced work-life conflict. We suggest that the business case may therefore need to be modified to reflect the number of additional routes by which work-life balance practices can influence organizational performance, including enhanced social exchange processes, increased cost savings, improved productivity, and reduced turnover. The impact of these processes may, however, be moderated by a number of factors, including national context, job level, and managerial support. The importance of further research into the effects of these practices is discussed. 相似文献