HRM in dynamic environments: Exploitative,exploratory, and ambidextrous HR architectures

Abstract

The current economic crisis has brought to the fore the need for firms to deal with ambiguity and complexity. Hence, firms need a specific balance between exploration and exploitation in order to keep pace with varying and changing environmental conditions. Hitherto, there is limited research that has examined the nexus of HR architectures, ambidexterity, and environmental dynamics. In this conceptual paper we ask: How do HR architectures serve as a means of balancing exploitative and exploratory learning in different dynamic environments? We explain how exploratory, exploitative, and ambidextrous HR architectures with their embedded HRM systems on the business unit level enable organizations to meet different environmental requirements. Thus, firms in which heterogeneous demands for flexibility and for innovation co-exist need to develop internally differentiated HR architectures. In particular, we elucidate how critical the organization’s ability is to connect different HRM systems to create an ambidextrous HR architecture to find an appropriate balance between exploration and exploitation.     

Shattered but smiling: Human resource management and the wellbeing of hotel employees during COVID-19

The purpose of this paper is to explore the human resource management (HRM) practices adopted by hotels during COVID-19 and to examine the impact of COVID-19 on the wellbeing of hotel employees using qualitative thematic analysis. This study presents HRM practices that organizations can use to effectively manage employees in uncertain times. There is compelling evidence that employee-centered HRM practices strongly impact employee wellbeing. This paper integrates the insights from an HRM framework for wellbeing using a job demands-resources model. The paper identifies themes that confirm and extend existing theories and models of wellbeing. The findings are important for policy makers by offering guidance for managing people effectively during tough times.     

How Does Executive Strategic Human Resource Management Link to Organizational Ambidexterity? An Empirical Examination of Manufacturing Firms in China

Despite a plethora of studies that demonstrate the positive impact of strategic human resource management on firm performance, existing knowledge of the processes through which such gains can be achieved remains limited. This study aims to extend our knowledge by investigating the mechanism through which a teamwork‐oriented executive strategic human resource management system impacts organizational ambidexterity. Specifically, by integrating the resource‐based view and information‐processing theory, we examine the mediating role of top management team effectiveness and the moderating role of knowledge–sharing intensity from middle managers to top management teams. Drawing on a multiple‐source and multiple‐respondent survey from 144 manufacturing firms in China, we show that top management team effectiveness partially mediates the effect of the executive strategic human resource management system on organizational ambidexterity. Moreover, knowledge‐sharing intensity from middle managers to top management teams strengthens the effect of the executive strategic human resource management system on organizational ambidexterity. © 2016 Wiley Periodicals, Inc.     

Human resource management,strategic involvement and e-HRM technology

Associated with the emergence of internet-based human resource management technology is rhetoric predicting that such technological advances (electronic human resource management technology or e-HRM) will make HRM in organizations more strategic. Yet such a prediction is contested in the literature on the role of technology in organizations. Using a large survey data-set consisting of 5665 companies that are located in 32 different countries, we use non-recursive simultaneous equation models with instrumental variables to empirically evaluate competing theoretical perspectives in this literature. We find and show that strategic HR involvement and greater e-HRM capability are both directly and reciprocally related supporting both theoretical perspectives but also showing each is not mutually exclusive. We discuss the implication of these results for human resource management theory, practice and future research.     

Performance management practices within emerging market multinational enterprises: the case of Brazilian multinationals

This study advances our understanding of HRM within emerging market multinational enterprises (EM-MNEs) by examining the extent to, and mechanisms by, which Brazilian MNEs standardise or localise their performance management (PM) policies and practices, and the factors that influence their design and implementation. We explored these issues through qualitative case studies of three Brazilian MNEs. The analysis of interview data reveals a strong tendency for Brazilian MNEs to centralise and standardise their PM policies and practices. The key finding of this paper is that PM practices within Brazilian MNEs are not based on indigenous Brazilian practices, but, rather, are heavily influenced by global best practices. The findings are at odds with previous research, which suggests that EM-MNEs apply different HR practices in developed country subsidiaries and developing country subsidiaries. Also, contrary to expectations, our results indicate that institutional distance does not have a significant influence on the adaptation of PM practices at subsidiary level.     

Principles and Applications of Multilevel Modeling in Human Resource Management Research

Multilevel modeling is important for human resource management (HRM) research in that it often analyzes and interprets hierarchal data residing at more than one level of analysis. However, HRM research in general lags behind other disciplines, such as education, health, marketing, and psychology in the use of a multilevel analytical strategy. This article integrates the most recent literature into the theoretical and applied basics of multilevel modeling applicable to HRM research. A range of multilevel modeling issues have been discussed and they include statistical logic underpinning multilevel modeling, level conceptualization of variables, data aggregation, hypothesis tests, reporting mediation paths, and cross‐level interactions. An empirical example concerning complex cross‐level mediated moderation is presented that will suffice to illustrate the principles and the procedures for implementing a multilevel analytical strategy in HRM research. © 2015 Wiley Periodicals, Inc.     

Sense‐giving in health care: the relationship between the HR roles of line managers and employee commitment

In this article, we examine line manager prioritisation of HR roles and the consequences for employee commitment in a health‐care setting. Our analysis is based on a quantitative, multi‐actor study (509 employees and 67 line managers) in four Dutch hospitals. Using sense‐giving as a theoretical lens, we demonstrate that, in addition to the effects of high commitment HRM, prioritising the Employee Champion role alone and the Employee Champion and Strategic Partner roles in combination is associated with higher employee commitment. We argue that through performing roles that are evocative of deep‐seated values, such as excellent patient care and concern for others, line managers can have a positive effect on staff attitudes. In a sector often beleaguered by staff turnover, exhaustion and burnout, we offer an important, empirically based framework that has the potential to improve employee commitment and, from there, enhance performance.     

社会工作介入企业人力资源管理的可行性与难点分析——以山东某机械公司为例

在当前企业人力资源管理各项职能中还存在着几方面值得关注的问题,需要企业引入一种新的力量专门解决。这种新的力量可以是社会工作理念、社会工作方法和社会工作者。企业社会工作能够增强员工的社会功能,充分挖掘员工自身潜能和调动外部资源促进生产环境改善。但社会工作介入企业人力资源管理仍有困难,社会工作者要想在企业中实现其价值,首先还要服从企业的战略,灵活地运用社会工作的方法和技巧帮助企业解决问题,做到"有为有位"。     

集体主义人力资源实践对科研团队创新绩效的作用机制

如何提升科研团队创新绩效一直是学界关注的热点,通过探索集体主义人力资源实践对科研团队创新绩效的作用机制,提出团队心理安全氛围这一中介路径。研究表明,集体主义人力资源实践对团队创新绩效具有显著正向影响,并且团队心理安全氛围在集体主义人力资源实践与团队创新绩效关系间具有部分中介作用。     

Predicting IJVs＇ effectiveness based on their autonomy levels and the characteristics of their parent companies

Separate research streams have identified relationships between IJV autonomy and IJV effectiveness, and between functional/dysfunctional parent-company differentiation and IJV effectiveness. This study attempts to integrate these two literature streams by examining how these two sets of independent variables interact in terms of predicting IJV effectiveness. Results partially support our hypotheses that the autonomy-effectiveness relationship is less positive with greater functional differentiation and more positive with greater dysfunctional differentiation. The results provide strong support for our hypotheses that activities closer to the local operating environment will influence these relationships such that autonomy becomes more important to effectiveness when an activity has strong local ties.