Evolution of Strategic HRM as Seen Through Two Founding Books: A 30th Anniversary Perspective on Development of the Field

Two pioneering books published in 1984 arguably launched the field of strategic human resource management (SHRM). The first is Strategic Human Resource Management by Fombrun, Tichy, and Devanna; the second is Managing Human Assets by Beer, Spector, Lawrence, Mills, and Walton. This article provides a 30th anniversary review of the two books, partly to honor their pioneering contributions but also to use them as a lens for examining how the field has subsequently evolved and developed. Two recently published SHRM books are used as a benchmark for this analysis. The review identifies areas of SHRM constancy and change, major theoretical and empirical innovations, and newly developed research questions and directions, largely in an American context. Diagrammatic models of SHRM are synthesized and compared from the four books; also, nine specific dimensions of evolution in the field are highlighted with discussion of advances and shortcomings. © 2015 Wiley Periodicals, Inc.     

Organizational Inducements and Employee Citizenship Behavior: The Mediating Role of Perceived Insider Status and the Moderating Role of Collectivism

The organizational inducement model proposed in this study seeks to examine the mediating role of perceived insider status (PIS) and the moderating role of vertical collectivism on the relationship between organizational inducements and employees’ organizational citizenship behavior (OCB). Among a sample of Chinese employees, the authors find that the organizational inducements of perceived supervisor support and participation led to higher levels of PIS, which in turn enhanced OCB. Furthermore, vertical collectivism moderated the relationship between PIS and OCB, such that their relationship grew stronger when collectivism was high. These findings have notable implications for theory and practice. © 2014 Wiley Periodicals, Inc.     

Social expectations,gender and job satisfaction: Front‐line employees in China's retail sector

This study aims to enhance our understanding of gender and employment in China. Analysing data collected from over 1,800 employees at 22 foreign‐invested and locally owned retail stores in eight Chinese cities, it firstly explores whether, like their counterparts in Western countries, female employees have higher levels of job satisfaction than their male colleagues. Secondly, it distinguishes the key differential predictors of female and male employees' job satisfaction levels. This article extends gender role theory on job satisfaction by showing how traditional values, the structure of work and a nation's dominant gender ideology combine to shape women and men's job satisfaction and work experiences in a transitional context.     

What we will do versus what we can do: The relative effects of unit‐level NPD motivation and capability

Although a firm's innovation performance has been commonly attributed to its innovative capability, in a study of 102 Chinese automobile assemblers, we find that employees' collective motivation for new product development (NPD) is more important than NPD capability in determining firms' innovation performance. This finding suggests that researchers need to simultaneously consider both unit‐level capability and unit‐level motivation in studying the mechanisms that drive innovation. Furthermore, our results indicate that a firm's strategic orientation focusing on NPD affects its employees' collective NPD motivation and NPD capability through relevant, mediating HRM practices. Copyright © 2013 John Wiley & Sons, Ltd.     

Replicating,validating, and reducing the length of the consumer perceived value scale

This research reports an assessment of Sweeney and Soutar's (2001) consumer perceived value (PERVAL) scale. The PERVAL scale contains four dimensions: quality, emotional, price, and social values. The present study develops and evaluates two short forms of the original 19-item PERVAL scale based on Sweeney and Soutar's (2001) original data and three other studies in two different countries. In comparison with the full scale, the short 12-item and 8-item forms have equally good dimensional properties and equivalent predictive validity. The discussion includes implications, both for research and for retail managers.     

HRM as a Significant Factor for Achieving Competitiveness through People: The Croatian Case

This paper evaluates the quality of human resource management (HRM) in Croatia because excellent human resource (HR) policies, programs and activities enable enterprises to maximize their workforce productivity. The research was conducted in enterprises with more than 200 employees. The value of HRM was assessed using the HR audit approach. Fifty-five HR indicators were analyzed from the top 10 Croatian HR enterprises to serve as benchmarks for the final sample of 80 enterprises. Results indicate Croatian enterprises have deficient HR practices, on average. Independent sample t-tests showed 61.82% of HR indicators were significantly better in the benchmark firms. Consequently, HRM in Croatia can not be considered solid ground for achieving competitiveness through people.

避免组织成员边缘化倾向的人力资源策略

本文介绍了组织成员边缘化研究的意义及组织成员边缘化的含义和构成,分析了组织、领导、同事、员工对组织成员边缘化的影响,讨论了组织成员边缘化和人力资源管理的关系,并提出了旨在避免组织成员边缘化倾向的人力资源管理策略。     

人力资源管理实践与企业绩效：基于企业和员工双向角度的研究

本文在对人力资源管理实践与企业绩效相关研究回顾的基础上,以51家企业为研究对象,从企业和员工双向角度检验企业意图实施的人力资源管理实践和员工感知到的人力资源管理实践的差异及两者对企业绩效的影响。研究结果显示,企业意图实施的和员工感知到的人力资源管理实践差异显著,员工感知到的人力资源管理实践是企业意图实施的人力资源管理实践对企业绩效影响的中介变量。     

To be Involved or Not to be Involved? HRM Competences for Internationalization Process in Russian Companies

Abstract

This paper aims to identify the list of human resource management (HRM) competencies that are crucial for a company during the internationalization process. We focus on the Russian context and investigate the level of human resource (HR) managers’ involvement in the implementation of firm’s internationalization strategy, HRM competencies that facilitate internationalization process of Russian companies, and HR manager’s proficiency level, suitable for these competencies. Based on interviews of 125 HR managers from 110 companies, the study proves that communication competence, HR acumen, and relationship management are the most essential competencies that HR managers should possess. This research demonstrates that, in the field of internationalization there is a shift from more universal models to context-related models in terms of competence importance.