Summary of HRMP and innovation publications
Author/ year | Method | Country | Unit of analysis | Theory/traditions | HRMP/HRMS | Innovation | *Mo/**Me | Outcomes |
---|---|---|---|---|---|---|---|---|
Questioner | Denmark | Private Firm 913 mini 100 emp | HRM | HRMS/ interdisciplinary work groups-quality circles-systems for collection of employee proposals-planned job rotation-delegation of responsibility-integration of function-performance-related pay HRMS/internal training-external training | Performance (product and service) | + Complementarities effect stronger | ||
Prospectus | The USA | Firm 184 Av emp 238 | SHRM | Use of skilled temporary employees Positive employee relation Emphasis on training | Intensity of innovation (patent) | + | ||
Survey HR directors | Hong Kong | Firm 332 | Human capital theory | Innovation-oriented HRMS | Product | **Organizational culture | + Mediation | |
(2005) | Longitudinal Managerial Review Survey | The UK | Firm 35 | Organizational learning theory | HRMS | Product production technology Production processes | + Innovative (products and production technology) −(appraisal to pay practices and production process) | |
(2006) | Longitudinal Managerial interviews: CEO directors and HR specialist | The UK | Firm 22 Av emp 226 | HRMP/induction-appraisal-training-contingent reward-team working | Product Technical systems | + Reward Interaction for team working Stronger influence in tech-innovation | ||
Author/year | Research design | Country | Unit of analysis | Theory/traditions | HRMP/HRMS | INN | *Mod/**Med | Outcomes |
Beugelsdijk (2008) | Survey Face to face interviews HR directors | The Netherlands | Firm 988 5 emp and above | Creativity theory | SHRP/training and task rotation-job autonomy and flexible working hours-performance-based pay-short term employment contracts | Product (radical and incremental) | Incremental innovation is associated with training and schooling, job autonomy, performance-based pay and limited used of stand by contracts Radical innovation is associated with stand by contracts (negative), job autonomy and flexible working hours | |
Jiménez-Jiménez and Sanz-Valle (2008) | Personal interview Structured questionnaire Top executives | Spain | Firm 173 | RBV | HRM system | Product Process administrative systems | + | |
Questioner Top executives | Taiwan | Firm 146 | KBV | SHRP/ staffing-training-participation-appraisal-compensation | Administrative Technical | **Knowledge management capacity | + | |
Lopez-Cabrales (2009) | Questioner R&D departments | Spain | Firm 86 More than 50 emp | RBV | Knowledge-based HRM Collaborative HRM Jwdh | Product | **Unique Knowledge | Job design (Job security and rewards) Both systems had no significant direct effect on innovation Confirms RBV |
Questioner CEO HR managers Financial officers | China | Firm 600 Avg emp 814 | DC | HPWS | Innovation measured by new (products, patents, technologies) and innovative projects | **Adaptive capability | + Mediator Performance linkage was partially supported. (alignment no sig relation) | |
De Winne and Sels (2010) | Survey Owners Managers | Belgium | Firm 294 | RBV | HRP/ valid selection techniques/ Training/ group-based appraisal performance/ participation mechanisms/ engagement in competence management with the explicit purpose of knowledge retention | Process Product/service | + | |
De Saá-Pérez and Díaz-Díaz (2010) | Self admin questioner | Canary Islands | Firm157 More than 10 emp | HCHRM | Product process | + | ||
Exploratory Qualitative survey Senior-Middle-Junior | India | Firms 54 | RBV Institutional theory | High commitment- performance HRM | Product Process Customer service | Alignment of strategy | + | |
Survey Top management CEO, founder and vice president | The USA | 2018 Firm 20-100 emp | RBV DC | HPWS | Product Process Organizational | + Product + Organizational Not supported process innovation | ||
(2011) | Survey Senior HR managers | China | Firm 196 | Selection and training | Incremental Radical | + In isolation −In combination | ||
Martínez-Sánchez (2011) | Questioner HR managers Tech managers | Spain | Firm 132 | DC | Functional flexibility . Internal numerical flexibility External HR flexibility | Product Process | *Environment dynamism | Internal flexibility + External flexibility only R&D/consulting contracting firms are. Same for moderator |
(2012) | Survey HR managers, operation managers and employees | China | Firm 106 | Social exchange theory Equity theory | Hiring and selection-training-performance appraisal- reward-job design- team work | Technological (product and process) Organizational (administrative) | **Employee creativity | + Mediator Training and performance appraisal, no impact |
Stock (2013) | Survey Marketing managers R&D managers | Germany | Firm 125 Above 50 emp | RBV Organizational support theory | HRM practices (innovation-oriented)/ rewards-training and development-recruitment | Product program innovativeness | **Cross functional R&D | + Mediator Recruitment no impact |
(2013) | Survey Senior HR managers | China | Firm 179 | Ambidexterity theory | Commitment HRS Collaboration HRS | Organizational | + + − Interaction | |
Ceylan (2013) | Questioner Owners or Senior managers. HR manager or HR specialist | Turkey | Firm 103 (3-7,500) emp | INNO | Commitment-based HRS | Process Organizational Marketing Product Firm | + | |
(2013) | Survey CEO HRM executive | China | Firm 139 | Organizational learning theory The AC concept | RFHRM CFHRM | Incremental Radical | **Absorptive capacity | + Joint existence, the positive association disappears |
Survey CEO HR managers | Spain | Firm 198 | AMO | Staffing/training/compensation/performance appraisal/job design/participation/ | Innovative work behavior | **Supportive work environment (management and coworkers) | + | |
(2015) | Survey Managing partners HR managers/directors | Ireland | Firm 120 | HPWS | Organizational innovation (new clients and new services) | **Innovative work behavior | + | |
(2016) | Survey Senior executives | Spain | Firm 72 | RBV | Collaborative HRM system | Product Process | **Human capital **Social capital | + |
(2016) | Survey Leaders Member | Korea | Firm 11 | Job characteristics theory Social exchange theory | Change-oriented HRM system | Group innovation (process) | + Impact is channeled through proactive behavior. No mediating effect | |
(2017) | Longitudinal survey | Spain | Firm 1363 | AMO | HRP/employment security-training in new technologies – language training-compensation and benefits | Innovation (measured by number of patents) | *Compensation and benefits | Employment security and compensation no impact. No sig relation (training) Employment security and investment in training in new technologies produce more patents when such practices are moderated by high salaries |
(2017) | Survey HR directors or managers/other directors | Finland | Company 259 At least 100 employees | Knowledge governance | Rewards and performance appraisal | Radical Incremental | (Incremental) the direct effect of rewards for knowledge behaviors and appraisals of knowledge behaviors are significant and had a positive impact. Interaction effects were not significant (Radical) significant positive impact of rewards for knowledge behaviors. Interaction (−) | |
(2017) | Online survey Core knowledge employees and supervisors (Firm and individual level) | China | Firm 57 | Componential theory of creativity P-O fit theory | Employee experienced performance-oriented HR system Employee experienced maintenance-oriented HR system | Firm innovation (new products introduced) | *Employee creativity **Firm ownership | Interactive effect between both systems and firm ownership is significantly related to employee creativity. Interaction between employee creativity and firm ownership was significantly associated with firm innovation |
Nieves and Osorio (2017) | Questioner | Spain | Firm 109/50 or more emp | Commitment-based HRP/training and development, remuneration and involvement | ( ) | + | ||
Survey HRM and strategy directors- production managers and employees- department managers Longitudinal | Korea | Firm 203 | KBV | Stock building HRM practices Flow facilitating HRM practices | Firm innovation measured by new product and service | ** knowledge stock ** knowledge flow *Strategy | HRM practices explain the emergence of firm-level stock and flow of knowledge that contribute to firm innovation through their interactive effect | |
(2018) | Survey CEO-middle managers-local stakeholder | China | Firm 113 | Social exchange theory AMO | HCWS | Innovative behavior new technologies, processes, techniques and product ideas. Innovative performance Product and service development | *Work-family conflict *Work climate **Middle managers innovative behavior | + relation between HCWS innovative behavior HCWS correlated with innovative performance The interaction between HWCS and work-family conflict (−) related to the middle manager innovative behavior The three way interaction among HWCS, work family conflict and work climate is positively related to middle manager |
*The presence of a Moderator; **the presence of Mediator
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De Winne , S. and Sels , L. ( 2010 ), “ Interrelationships between human capital, HRM and innovation in Belgian start-ups aiming at an innovation strategy ”, The International Journal of Human Resource Management , Vol. 21 No. 11 , pp. 1863 - 1883 .
Diaz-Fernandez , M. , Bornay-Barrachina , M. and Lopez-Cabrales , A. ( 2017 ), “ HRM practices and innovation performance: a panel-data approach ”, International Journal of Manpower , Vol. 38 No. 3 , pp. 354 - 372 .
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Jimenez-Jimenez , D. and Sanz-Valle , R. ( 2005 ), “ Innovation and human resource management fit: an empirical study ”, International Journal of Manpower , Vol. 26 No. 4 , pp. 364 - 381 .
Jimenez-Jimenez , D. and Sanz-Valle , R. ( 2008 ), “ Could HRM support organizational innovation? ”, The International Journal of Human Resource Management , Vol. 19 No. 7 , pp. 1208 - 1221 .
Kogut , B. and Zander , U. ( 1992 ), “ Knowledge of the firm, combinative capabilities, and the replication of technology ”, Organization Science , Vol. 3 No. 3 , pp. 383 - 397 .
Lau , C.M. and Ngo , H.Y. ( 2004 ), “ The HR system, organizational culture, and product innovation ”, International Business Review , Vol. 13 No. 6 , pp. 685 - 703 .
Lado , A.A. and Wilson , M.C. ( 1994 ), “ Human resource systems and sustained competitive advantage: a competency-based perspective ”, The Academy of Management Review , Vol. 19 No. 4 , pp. 699 - 727 .
Laursen , K. and Foss , N.J. ( 2003 ), “ New human resource management practices, complementarities and the impact on innovation performance ”, Cambridge Journal of Economics , Vol. 27 No. 2 , pp. 243 - 263 .
Lee , H.W. , Pak , J. , Kim , S. and Li , L.Z. ( 2016 ), “ Effects of human resource management systems on employee proactivity and group innovation ”, Journal of Management , p. 149206316680029 .
Liu , D. , Gong , Y. , Zhou , J. and Huang , J.C. ( 2017 ), “ Human resource systems, employee creativity, and firm innovation: the moderating role of firm ownership ”, Academy of Management Journal , Vol. 60 No. 3 , pp. 1164 - 1188 .
Lopez‐Cabrales , A. , Pérez‐Luño , A. and Cabrera , R.V. ( 2009 ), “ Knowledge as a mediator between HRM practices and innovative activity ”, Human Resource Management , Vol. 48 No. 4 , pp. 485 - 503 .
Ma Prieto , I. and Pérez-Santana , M.P. ( 2014 ), “ Managing innovative work behavior: the role of human resource practices ”, Personnel Review , Vol. 43 No. 2 , pp. 184 - 208 .
Martínez-Sánchez , A. , Vela-Jiménez , M.J. , Pérez-Pérez , M. and de-Luis-Carnicer , P. ( 2011 ), “ The dynamics of labour flexibility: relationships between employment type and innovativeness ”, Journal of Management Studies , Vol. 48 No. 4 , pp. 715 - 736 .
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Nolan , C.T. and Garavan , T.N. ( 2016 ), “ Human resource development in SMEs: a systematic review of the literature ”, International Journal of Management Reviews , Vol. 18 No. 1 , pp. 85 - 107 .
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The sustainable human resource practices and employee outcomes link: an hr process lens.
2. literature review, 3. theoretical model, 3.1. a sustainable hr process model, 3.1.1. implemented sustainable hr practices, 3.1.2. perceived sustainable hrm system strength, 3.1.3. sustainable employee behaviour, 3.1.4. sustainable leadership style, 3.2. perceived hrm system strength as an alternative to employee perceptions, 3.2.1. the effect of perceived sustainable hrm system strength, 3.2.2. the impact of sustainable leadership style, 4. discussion, 4.1. future directions, 4.2. limitations, 5. conclusions, author contributions, institutional review board statement, informed consent statement, acknowledgments, conflicts of interest.
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Elias, A.; Sanders, K.; Hu, J. The Sustainable Human Resource Practices and Employee Outcomes Link: An HR Process Lens. Sustainability 2023 , 15 , 10124. https://doi.org/10.3390/su151310124
Elias A, Sanders K, Hu J. The Sustainable Human Resource Practices and Employee Outcomes Link: An HR Process Lens. Sustainability . 2023; 15(13):10124. https://doi.org/10.3390/su151310124
Elias, Aline, Karin Sanders, and Jing Hu. 2023. "The Sustainable Human Resource Practices and Employee Outcomes Link: An HR Process Lens" Sustainability 15, no. 13: 10124. https://doi.org/10.3390/su151310124
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Canadian Journal of Administrative Sciences / Revue Canadienne des Sciences de l'Administration
Sudhir Saha
International Journal of Management Research and Emerging Sciences
Asian Social Science
Ahmed Alkali
Human Resource Management Review
Dianna Stone
Felipe Alejandro Torres Castro
480) matrix, we empirically explore the state of the art in human resource management (HRM) research. The data were obtained through a questionnaire directed to HRM scholars all over the world, in which they were asked about their particular theoretical and methodological approaches. The evidence obtained shows clearly that HRM scholars are progressively abandoning the universalistic perspective and completing their models with contingent and contextual variables. Trying to classify the different contributions proposed and discuss their integration, HRM is described as a field of research with three dimensions: subfunctional, strategic and international. The paper concludes that to provide reliable explanations and valid responses to professional problems, HRM research must advance simultaneously in these three dimensions. As follows from our analysis, there are certain HR issues that still need to be addressed: (1) the strategic use of HR practices, (2) their international applicability, (3) global HR strategies and (4) the synergic integration of HR activities. Nevertheless, to advance our knowledge in these issues, it seems necessary to integrate previous research in subfunctional, strategic and international aspects of HRM.
(F2G-HN) Nguyen Tien Minh Quan
Dian Damayanti
International Journal of Training and Development
Niki Kyriakidou
British Journal of Management
Fernando HR
Drawing on Snow and Thomas's (Journal of Management Studies, 31 (1994), pp. 457–480) matrix, we empirically explore the state of the art in human resource management (HRM) research. The data were obtained through a questionnaire directed to HRM scholars all over the world, in which they were asked about their particular theoretical and methodological approaches. The evidence obtained shows clearly that HRM scholars are progressively abandoning the universalistic perspective and completing their models with contingent and contextual variables. Trying to classify the different contributions proposed and discuss their integration, HRM is described as a field of research with three dimensions: subfunctional, strategic and international. The paper concludes that to provide reliable explanations and valid responses to professional problems, HRM research must advance simultaneously in these three dimensions. As follows from our analysis, there are certain HR issues that still need to be addressed: (1) the strategic use of HR practices, (2) their international applicability, (3) global HR strategies and (4) the synergic integration of HR activities. Nevertheless, to advance our knowledge in these issues, it seems necessary to integrate previous research in subfunctional, strategic and international aspects of HRM.
Human Resource Management Theories: Evaluation of their Significance on People Management Practices in Competitive Organisations
Makara Arthur
Abstract Human resources are at the centre of management of contemporary organisations in order for them to be both resilient to change and competitive. Managing people requires to be grounded in the attendant theories of Human Resources Management (HRM), hence the concept of Strategic Human Resources Management (SHRM). Whereas theories exist, there has been limited linkage of people management strategies and these theories. The purpose of this paper was to evaluate HRM theories and their significance in HRM in competitive organisation. Eleven (11) HRM theories were evaluated, and their strategic role in HRM documented. In addition, their strengths and weaknesses were also developed. It was concluded that HRM theories are very relevant and essential in SHRM in competitive organisations and all HRM ought to understand their relevance and applicability in people management for their organisations to be competitive. Keywords: human resources, theories, competitive organisations, human resources management
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Alessandra Magnini
Zameer Mohamed
Japanese Journal of Administrative Science
Khasro Miah
Salma Maroof
Stavroula Panagiotaropoulou
Human Resource Development Quarterly
Richard Klimoski
Anh Nguyễn Phương
Central Asian Journal of Innovations on Tourism Management and Finance
Central Asian Studies
Zenodo (CERN European Organization for Nuclear Research)
Kelvin Agbakwuru
chifundo Makawa
Gihan Yatawatte
Isidro Peña García-Pardo
The International Journal of Human Resource Management
Karin Sanders
Human Resource …
Kaifeng Jiang
Samia AlRahbi
Human Resource Management
Philip Mirvis
khalida parveen
Canadian Institute for Knowledge Development (CIKD)
International Journal of Organizational Leadership (IJOL) , Ladislav Sojka
Parveen Alam
The Role and Priorities of the Human Resource Management Function: Perspectives of HR Professionals, Line Managers, and Senior Executives
Sunil Ramlall, Ph.D.
International Journal of Management Research and Social Science
charles chew
Friends Research Institute, Inc. 1040 Park Avenue, Suite 103 Baltimore, Maryland 21201 410.837.3977 or 1.800.705.7757 FRI@friendsresearch.org
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In applied research, there is an expectation that knowledge generators will produce information that can be acted upon by knowledge end users (i.e., actionable knowledge); however, this is not always the case, resulting in a knowledge-action gap. Currently, there is no literature directly targeted at fisheries knowledge generators (e.g., researchers) to guide them in producing knowledge that could be readily used to inform fisheries management and conservation. To that end, this paper provides evidence-based recommendations for researchers to produce actionable knowledge. Key recommendations include the following: (1) embrace co-production; (2) prioritize capacity building; (3) include Indigenous and local knowledge systems; (4) diversify forms of knowledge exchange; (5) participate in interdisciplinary research; and (6) provide training for early-career researchers on producing actionable knowledge. We also analyze challenges to producing actionable knowledge, such as trust imbalances, costs of engaging in highly collaborative work, and difficulties related to effective knowledge exchange with fast-moving research timeframes, funding restrictions, and lack of institutional support. Using several case studies, we examine how knowledge generators overcome such challenges to successfully implement the key recommendations. It is our hope these recommendations will encourage and facilitate actionable research, contributing to more effective fisheries management and conservation.
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There were no data collected or used as part of this synthesis.
We acknowledge that the word “stakeholders” fails to adequately capture the fact that there are also rightsholders involved in many fisheries issues. To address that deficiency, we explicitly emphasize involving rightsholders in the next recommendation.
Addison PF, Rumpff L, Bau SS, Carey JM, Chee YE, Jarrad FC, Burgman MA (2013) Practical solutions for making models indispensable in conservation decision-making. Divers Distrib 19:490–502. https://doi.org/10.1111/ddi.12054
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Andre K, Greger Swartling A, Englund M, Petutschnig L, Attoh EM, Milde K, Rome E (2023) Improving stakeholder engagement in climate change risk assessments: insights from six co-production initiatives in Europe. Front Climate 5:e1120421. https://doi.org/10.3389/fclim.2023.1120421
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We would like to acknowledge Andy Todd and John Dettmers for assisting us in understanding the nuances of contemporary fisheries management. This project was supported by the Science Transfer Program of the Great Lakes Fishery Commission. In addition, several trainees were supported by the NSERC CREATE FishCAST Program. Cooke and Nguyen were also supported by Genome Canada through GEN-FISH. We thank Margaret Docker and several anonymous referees for their thoughtful comments on our manuscript. Kathryn Peiman assisted with the formatting of the manuscript.
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Cosette Arseneault-Deraps
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Department of Biology and Institute of Environmental and Interdisciplinary Science, Carleton University, Ottawa, ON, K1S 5B6, Canada
Raegan Davis, M. E. Cole MacLeod, Erin Wilson, Ben Aubrey, Alyssa Goodenough, Jamie C. Madden, Vivian M. Nguyen, Morgan L. Piczak & Steven J. Cooke
Department of Biology, University of Western Ontario, London, ON, N6A 3K7, Canada
Kevin A. Adeli
Australian National Centre for the Public Awareness of Science, Australian National University, Canberra, Australia
Christopher Cvitanovic
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School of Sociological and Anthropological Studies, University of Ottawa, Ottawa, ON, K1N 6N5, Canada
Nathan Young
Great Lakes Fishery Commission, Ann Arbor, MI, 48105, USA
Julie M. Hinderer
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Arseneault-Deraps, C., Davis, R., MacLeod, M.E.C. et al. Best practices for producing actionable knowledge to inform fisheries management and conservation. Environ Biol Fish (2024). https://doi.org/10.1007/s10641-024-01591-6
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The analysis presented in this paper serves as a resource for HR professionals, managers, and researchers seeking to enhance their understanding of HR practices that drive organizational excellence.
1. Employee Perceptions of HRM as an Antecedent, Mediator, or Outcome. Nishii and Wright (Citation 2008) developed the SHRM process framework to unravel the link between HRM and performance to shed light on the processes through which HR practices impact organizational performance (Jiang et al., Citation 2013).The starting point of the SHRM process model is the concept of variation.
Strategic human resource management (SHRM) research increasingly focuses on the performance effects of human resource (HR) systems rather than individual HR practices (Combs, Liu, Hall, & Ketchen, 2006).Researchers tend to agree that the focus should be on systems because employees are simultaneously exposed to an interrelated set of HR practices rather than single practices one at a time, and ...
Each theory has a wider background literature beyond that described here. HRM theory should point to the main HR policy goals. These in turn indicate a set of relevant HR practices forming an HRM system to achieve these goals. Each HR practice may contain specific techniques—for example, selection may include interviews and psychometric tests.
Purpose. The relationship between human resource management practices (HRMP) and innovation has been described as a black box, where a lot still needs to be investigated. Thus, the aim of this paper is to investigate the nature of the link that exists between HRMP and innovation in both public and private organizations.
Human resources analytics represent statistical techniques and experimental approaches that can be used for linking HR practices to organizational performance and show the impact of HR activities on business performance. HR analytics generate reports on key performance indicators (KPIs), predict short- and long-term workforce trends and their ...
This paper attempts to undertake a systematic literature review to identify ways and means by which sustainable human resource management (HRM) and well-being are linked for better individual and organizational outcomes. Its primary focus is to study whether sustainable HRM predicts well-being at work? If yes, how and when this prediction takes place? Systematic computerized search and review ...
Full article: Employee perceptions of HR practices: A critical review and future directions. The International Journal of Human Resource Management Volume 31, 2020 - Issue 1: Annual Review, Guest Editors: Emma Parry, Michael Dickmann& Fang Lee Cooke. Free access. 58,968.
Sustainable human resource (HR) practices, such as diversity and inclusion, have gained considerable attention in HR research. However, to this point, most of the research has focused on the content of HR practices, rarely considering the HR process perspective. Consequently, the processes that explain the relationships between sustainable HR practices and subsequent employee behavioural ...
During the last few decades, research on Human Resource Management (HRM) practices (e.g., staff training and development, performance management, workplace participation, and compensation) has gained prominence among management scholars and practitioners, with several articles reporting positive effects on employee attitudes, well-being, and organizational performance (see reviews: Combs et al ...
Conceptual Development for Future Research. The Human Resource Management Review (HRMR) is a quarterly academic journal devoted to the publication of scholarly conceptual/theoretical articles pertaining to human resource management and allied fields (e.g. industrial/organizational psychology, human capital, labor relations, organizational behavior). ). HRMR welcomes manuscripts that focus on ...
The Human Resource Management Journal has published several research papers exploring various aspects of HR in contexts of change and turmoil from a number of perspectives. This virtual special issue on HRM in times of turmoil brings together a collection of papers which, when viewed together can help shed light on some of the challenges and ...
The main outlets for studies from the HR journal list were the International Journal of HRM (24 articles, 0.72%), Human Resource Management (13 articles, 1.38%), and Asia Pacific Journal of Human Resources (10 articles, 1.5%); while from Entrepreneurship and Small Business list, it was Journal of Small Business and Enterprise Development (9 ...
Based on summarizing the results of the global research on human resource management and the author's dissertation research on best practices in human resource management, the paper attempts to ...
Academia.edu is a platform for academics to share research papers. Human Resources Management Theories, Policies and Practices: A Review of Literature ... Universal Theory of HRM The Universal Theory of HRM is also referred to as the 'Best Practice Approach', which states that adopting certain HR practices will lead to better outcomes for ...
The call for evidence-based decisions in HR has become a heated debate in recent years. An alleged research-practice gap has been identified by a number of HRM scholars, leading to recommendations for practice. To what extent the assumption of this gap is justified, theoretically or empirically, remains vague, however. Thus, building on a systematic literature search and the formulation of ...
This research paper examines the conceptual framework, historical evolution, legal landscape, and business case for inclusive employment. Focusing on the crucial role of Human Resources (HR), the ...
In 1996, a forum followed in the Academy of Management Journal on HR and "Organizational Performance."Jay Barney's (1986, 1991, 1995) work on the resource-based view (RBV) of the firm was front and center, including that "firms can develop sustained competitive advantage only by creating value in a way that is rare and difficult for competitors to imitate" (Becker & Gerhart, 1996: 781).
These research avenues call for a bottom-up and practice-oriented approach to examining HRM in the international context in order to reveal local drivers, policies, practices and outcomes of HRM practices. The collection of review papers in this issue takes stock of research highlighted in the above topical areas and offers researchers some ...
dles" of HR practices jointly help organizations achieve strategic goals, rather than on single HR practices individually. An HR system can be defined as a combination of HR practices "that are espoused to be internally consistent and reinforcing to achieve some overarching results" (Lepak et al., 2006: 221).
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Jayashree Mahesh ([email protected]) is an Associate Professor in the Department of Management, Birla Institute of Technology and Science (BITS Pilani).She is Myers-Briggs Type Indicator Certified Practitioner and Accredited Belbin Trainer. Her research interest is in the areas of Mindfulness and Employee Well-being, Innovative Pedagogies for Student Engagement, Leadership and Futuristic ...
2.2. Recruitment and selection. Ryan and Ployhart (Citation 2014) revealed that the concept of Recruitment and Selection is widely known among the HR practitioners and researchers.From the past few decades, the HR department has become the backbone of the company's proposed plans and management systems (Derous & Fruyt, Citation 2016).The primary aim of Recruitment and Selection technique is ...
The compiled available sources and best practices will help you in your search for diverse and inclusive scholars and research so that students, faculty, and staff can include more underrepresented voices in their research citations. What is inclusive citation? The practice of citing creative and academic research from those of minority ...
PDF | This study explores the role of HR practices for individual and organizational success via a survey of 4,811 employees from 32 units of 28... | Find, read and cite all the research you need ...
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This systematic review aims to assess the impact of IBL on educational outcomes and identify best practices for its implementation across different disciplines and educational levels.
In applied research, there is an expectation that knowledge generators will produce information that can be acted upon by knowledge end users (i.e., actionable knowledge); however, this is not always the case, resulting in a knowledge-action gap. Currently, there is no literature directly targeted at fisheries knowledge generators (e.g., researchers) to guide them in producing knowledge that ...