Table 2 - uploaded by Fernando Martín-Alcázar
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From its origins at the end of the 1970s, strategic human resource management has developed quickly. After its uncertain first steps, the number of models and explanations proposed grew exponentially, especially after some theoretical revisions presented in the 1990s. The present explosion of literature requires a systematic revision of the state o...
Context in source publication
Context 1
... large series of data extracted from the Price Waterhouse Cranfield Project were analysed with a simple statistical methodology, perhaps due to the descriptive objective of the contextual perspective. Despite the fact that they explicitly adopt an inductive logic (Brewster, 1991), only in a few articles are qualitative methods used to test their propositions (Table 2). ...
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Citations
... Three dominant perspectives within SHRM are: best practices or universalistic, a contingencies approach, and the configurational perspective (Baluch & Ridder, 2021;Marler, 2012;Martin-Alcazar et al., 2005). Of these, the configurational is considered most relevant for episodic MSE (Dickson, Terwiel, & Buick, 2017). ...
... The organizational configuration, including SHRM practices, must be consistent with the organization's internal and external (e.g. social, political, legal, and cultural) environment in order to achieve the desired strategic outcomes of the organizations (Martin-Alcazar et al., 2005). A fourth framework, the contextual, provides insight for those MSE that move across international boundaries, cultures, and legal systems (Marler, 2012;Martin-Alcazar et al., 2005). ...
... social, political, legal, and cultural) environment in order to achieve the desired strategic outcomes of the organizations (Martin-Alcazar et al., 2005). A fourth framework, the contextual, provides insight for those MSE that move across international boundaries, cultures, and legal systems (Marler, 2012;Martin-Alcazar et al., 2005). These could be further guided by socioecological frameworks that demonstrate the multiple "layers" of the context in which people and organizations are situated, and operate, such as the policy, community, organizational, and inter-and intrapersonal (e.g., Bronfenbrenner, 1992;De Bosscher et al., 2003;. ...
Volunteers are crucial for successful event delivery, from community to mega-events. Mega-sport events (MSE) are sold on their generative potential for social legacies for host communities like volunteering to support future community and tourism activity. With the lens of the temporal extension of the socioecological framework (TESEF), we propose that strategic human resource management (SHRM) across the volunteer journey will facilitate post-MSE legacy. A previously used online questionnaire, then structural equation modelling (SEM) is used to test ten hypotheses with 4,824 Rio 2016 Olympic and Paralympic Games volunteers. Analysis revealed four predictors (SHRM: recruitment, job allocation, and supervision; and Motivational: variety) have significant positive effects on overall satisfaction. However, volunteer training and overall satisfaction had a highly negative influence on legacy potential. SEM revealed the moderating effect of volunteers’ gender and prior experience. Gender moderated five relationship paths and experience moderated six relational paths. MSE management implications are explored.
... Adopting a configurationally lens proves advantageous in this endeavor, recognizing e-HRM as a dynamic interplay of multiple dimensions, offering a more nuanced and comprehensive representation of its essence. [9]. Building upon the limited body of existing research, this inquiry embarks on a systematic exploration of the multifaceted possibilities for leveraging IT in HRM, examining how these align with a spectrum of organizational goals. ...
This research investigated the critical factors influencing the successful adoption of E-HRM systems. Leveraging an updated DeLone and McLean IS Success Model, the impact of system quality, information quality, and service quality on system usage and user satisfaction were explored, ultimately linking these factors to E-HRM adoption success. A quantitative approach was employed, with data collected through a meticulously designed survey distributed to employees. Structural equation modeling (SEM) facilitated a rigorous analysis of the relationships between variables, while descriptive statistics painted a clear picture of the data landscape. SmartPLS 4.0 served as a robust tool for data analysis. The findings revealed a compelling narrative. Six of the nine hypotheses achieved significance, highlighting the direct and indirect influences of system quality, information quality, and service quality on system usage and user satisfaction. Notably, system usage emerged as a vital mediating variable, bridging the gap between system attributes and successful adoption. This underscores the pivotal role of encouraging user engagement and positive system experiences. Furthermore, the analysis unveiled a fascinating interconnectedness among all six variables. Each element, like a meticulously interwoven thread, contributes to the tapestry of successful E-HRM adoption. This interplay emphasizes the importance of a holistic approach, where no single factor reigns supreme but rather a harmonious synergy propels the system toward success. In conclusion, this study offers valuable insights for optimizing E-HRM implementation. High-quality systems with accurate and user-centric information, coupled with exceptional service, pave the way for a thriving E-HRM environment. By fostering user engagement and nurturing a holistic approach that recognizes the interconnectedness of key factors, organizations can unlock the true potential of their E-HRM systems, transforming them into catalysts for success. Keywords: E-HRM, system quality, system use, user and system satisfaction
... Given the cost-benefit trade-offs from AWP leading to differential effects for employee and firm performance outcomes, identifying boundary contingencies for such effects is important to advance the practice and research on the AMO framework. To this end, we draw on the internal fit perspective of SHRM (Delery, 1998;Martín-Alcázar et al., 2005) and propose the organizational provision of flexible work practiced by employees as a key boundary condition. ...
... The internal fit perspective of SHRM indicates that the performance implications of HRM do not emerge simply from a single isolated practice but from internal fit or configuration of multiple practices, which beget synergetic effects (Delery & Doty, 1996;Martín-Alcázar et al., 2005). The most fundamental issue concerning AWP is the dissonance between the opportunity provided for autonomous work and the reality enabling employees' actual autonomous task engagement. ...
... By contrast, when work flexibility is not implemented, opportunities for autonomous task control may encounter internal misfit with the formal support system (Delery & Doty, 1996;Martín-Alcázar et al., 2005). Here, the potential value of AWP is unlikely to activate due to lack of fit among HR practices. ...
... To differentiate the concepts of strategy, policies and practices, which constitute the basic foundations of SHRM, Martín-Alc azar, Romero-Fern andez, & S anchez-Gardey, (2005) indicated that HRM strategies define guidelines for managing the workforce, while policies seek to coordinate practices so that they are coherent and move in the same direction; thus, practices represent the actions themselves. For this study, HRM practices are understood as the organization's articulated proposals regarding human relations to achieve the desired results (Demo et al., 2022). ...
Purpose
Considering the significant increase in researchers’ interest in human resource management (HRM) in the public sector domain, this study aims to focus on producing a scale of HRM practices customized for the context of public organizations.
Design/methodology/approach
Experts and semantic analysis were performed for the scale development (qualitative stage), and exploratory and confirmatory factor analysis through structural equation modeling was conducted for the scale validation (quantitative stage).
Findings
The public HRM practices scale (public HRMPS) is composed of 19 items, distributed along four factors/dimensions, named training, development and education; relationship; work conditions; and competency and performance appraisal. The scale showed evidence of internal and construct validity (convergent, divergent, criterion-related and discriminant), as well as reliability and content validity.
Research limitations/implications
The public HRMPS can be applied in relational studies to test structural models of prediction, mediation and moderation to evaluate relationships with organizational behavior variables, such as leader-members exchange, engagement at work, life quality at work and well-being at work, among others.
Practical implications
The public HRMPS may also serve as a useful diagnostic tool for the decision-making process made by public managers so they can promote a strategic, evidence-based HRM. Furthermore, the transforming role of strategic HRM can be operationalized by adopting practices gathered in the public HRMPS, advancing toward new HRM strategies to promote healthier and more productive work environments.
Social implications
Healthier and more productive environments translate into real impacts for society, the first beneficiary of public services with more quality, efficiency and accountability.
Originality/value
The public HRMPS is the first attempt to produce an operationally valid and reliable measure to evaluate strategic HRM practices, responding to calls in the literature concerning the need for an integrated, comprehensive and customized HRM practices scale for the public service context.
... Research suggests that the consideration of organizational context is necessary for the studies on the relationship between digitalization and autonomy (Orlikowski, 2007;Bader and Kaiser, 2017;Wang et al., 2020). Extant research also confirms that the organization's context is conditioned by the HRM (human resource management) system applied in the organization (Martín-alc azar et al., 2005). Therefore, it can be assumed that the human resource system may explain the relationship between digitalization and autonomy. ...
... However, extant research also suggests that these paradoxical results are due to the context of research (Bader and Kaiser, 2017;Wang et al., 2020). The context is formed by the HRM system of that organization (Martín-alc azar et al., 2005). Therefore, an HRM system may help in eliciting positive effects of digitalization on employees. ...
... The technology is a way to carry the rationale from management to employees, but how a particular rationale would be enacted largely depends upon the socio-material interaction (interaction between technology and human being) and organizational context (Bader and Kaiser, 2017). Research is also evident that the HRM strategy conditions the organization's context (Martín-alc azar et al., 2005). Therefore, we assume that if an organization uses enabling control-based HRM system, it will create a context in which digitalization will positively affect employees' autonomy. ...
Purpose
This paper aims to clarify the relationship between digitalization and the employees’ autonomy. It proposes a positive relationship between digitalization and employees. It explains why strategic human resource management (HRM) is essential in this relationship. The study aims to solve the control autonomy paradox related to the use of technology in organizations.
Design/methodology/approach
The paper opted for the explanatory study using a cross-sectional design. Responses were received from the alumni of a French business school using the survey strategy. Structural equation modelling has been used to validate the measure and to test the hypotheses.
Findings
The paper provides empirical evidence for the positive relationship between digitalization and employees’ autonomy. It suggests that an enabling control-based HRM system mediates the positive relationship between digitalization and autonomy.
Originality/value
The study enriches the literature in information technology by solving the control autonomy paradox associated with information technology. Moreover, the study also highlights the importance of an enabling control-based HRM system by underlining its role in developing the empowering organizational context.
... Cooke et al. (2021) indicated that more research was needed to understand more how organizations adopt and implement SHRM practices when faced with compliance to government initiatives that pertain to the employment of minorities associated with HRM diversity strategies. Considering this and the important role that context plays in SHRM (Jackson et al., 2014;Martín-Alcázar et al., 2005), we contribute to the growing literature on examining SHRM from a contextual perspective through focusing on the GCC context, where government policies have an all-important role to play in SHRM practices like recruitment and selection. Further, HRM scholars have recognized the need to consider the impact of demographic and workforce trends as contextual factors when examining HRM-outcome relationships (Lepak & Shaw, 2008). ...
... Four of the ten popular service sector HPWS items were cast out by the Bangladeshi banking industry experts during the interviews. The configurational view of HRM emphasises the importance of ensuring a horizontal and vertical fit [108], and the findings from the qualitative stage explain the selection of adapted measures of perceived HPWS composition used in the given context. However, except for the HPWS-AC-EP pathway, the other hypothesised causal links conformed to the Western literature, as Rabl et al. [20]'s meta-analysis suggested. ...
This two-stage sequential mixed-methods study explores the contextual configuration of perceived high-performance work systems (HPWSs) and its association with psychological empowerment (PE), trust in immediate managers (ET), affective commitment (AC) and employee performance (EP) in two Bangladeshi private commercial banks (PCBLs). In the first stage, qualitative data were collected through interviews with 15 industry experts. Based on the qualitative findings, a HPWS framework has been hypothesised and tested using the survey data from 436 employees in the two selected PCBLs in Bangladesh. The findings demonstrated that ET and PE both mediated the perceived HPWS–EP link and that perceived HPWS positively influences AC. However, AC does not mediate the HPWS–EP link. In line with the social exchange theory, perceived HPWS can positively predict attitudinal outcomes and employee performance, provided it is configured to the specific institutional context. Implications are drawn for HPWS theory, sustainable HR development and performance, and future international human resource management research.
... According to Cheng & Hackett (2021), the recent increase in publications regarding the analysis of HRM-related data makes several distinctions between the typical use of algorithms and more traditional statistical applications. These applications of algorithms do not aim to explore the "HR black box" (evoked by Martín-Alcazar et al., 2005 andLegge, 1995), but to create management heuristics. This description seems to be connected to the issue of the Gig Economy, but these papers do not fit the objective of this study, despite constituting a research universe whose comparison with HR Analytics is of interest for a deepening of this research. ...
... Systems thinking (Churchman, 1972) seemed to be useful to explain a series of issues in HR Analytics research Agenda as (i) the search to better explain the processes, (ii) success factors and (iii) value drivers behind analytical approaches in HRM (Margherita, 2021, Peeters et al., 2020Davenport et al., 2010, Angrave et al., 2016, as well as (iv) a finding brought by this study as the notable increase in analytics papers with a practical focus in the context of HRM. It is also worth notice, the systems thinking approaching to analyze analytical objectives seems to fit well in the "HR black box" panorama (Martín-Alcazar et al., 2005;Legge, 1995). ...
Since the 2000s, the HR Analytics field has experienced a steady growth in published works, with a variety of focus, but aiming the value added to HR Management. Recently, the literature has been increasingly focused on factors to be considered in HR Analytics frameworks, suggesting the question of “how” HR Analytics should be put into practice and drove by objectives; unlike initial (but still abundant) approaches of “what” should be done. This paper aims to address gaps that could help setting management resources, researching if there are relevant nuances in HR Analytics objectives that may imply in distinct ways to manage the activity. Two main approaches were combined: (i) a quantitative and qualitative analysis of recent publications and (ii) an approach under the Systems Theory constructs. HR Analytics definitions, approaches, underlying themes, related areas of study and academic gaps were analyzed from 231 publications in the Scopus database until 2021. The analysis highlighted main features of interest, which were clustered and drove to the drawing of distinct (but related) objectives and ways of manage HR Analytics. Moreover, comparisons with knowledge creation of correlated activities led to the proposition of a taxonomy as a driver to objectives and a research agenda.
... This mixed picture is partly due to the complexity of e-HRM. The phenomenon is a combination of multiple dimensions rather than a function of a single dimension (Martin-Alcazar et al., 2005). There is now consensus on the inadequacy of a universal type of e-HRM system but several contextual types of e-HRM, giving rise to desired organizational success (Strohmeier and Kabst, 2014;Galanaki et al., 2019;Martini et al., 2020). ...
Purpose
The purpose of this paper is to examine whether employee outcomes of employee performance and job satisfaction mediate and enhance the effect of e-HRM usage on organizational performance.
Design/methodology/approach
Data were collected through a survey involving 35 organizations using e-HRM systems. A partially mixed sequential dominant status explanatory design was used for the study. A stratified convenience sampling technique was used for the quantitative phase of the study. A purposive sampling technique was employed for the qualitative phase. A structural equation modelling technique with the use of the process macro approach was used to analyse collected data.
Findings
There is a positive relationship between e-HRM usage and employee outcomes. Employee performance and job satisfaction mediate the effect of e-HRM usage on organizational performance. Employee performance and job satisfaction are contextual variables that characterize effective e-HRM configurations.
Practical implications
Organizations should invest in employee outcomes in order to maximize the potential of e-HRM. The e-HRM configurations characterized by a multiplicity of dimensions are more likely to add to organizational value creation. The deployment of e-HRM systems should be preceded by high levels of employee performance and job satisfaction, for organizational success.
Originality/value
The study contributes to a growing body of knowledge on dimensions, which characterize effective e-HRM configurations, yielding organizational success. Employee performance and job satisfaction should be added to the characteristics of effective e-HRM configurations.
... GARDEY, 2005;MARRAS, 2016). Portanto, as práticas de GP precisam ser alteradas para ajustar-se à estratégia empresarial, bem como estarem efetivamente voltadas à promoção do bem-estar das pessoas no meio laboral, atraindo-as, capacitando-as, gerindo suas competências e seus conhecimentos, a fim de criar valorização, satisfação e condições necessárias para o bom desempenho do labor (LEGGE, 1995;DEMO et al., 2021).As estratégias de GP determinam as diretrizes para a gestão da força de trabalho, que, junto às políticas, buscam coordenar as práticas para que possam ter coerência e seguir na mesma direção estratégica (MARTÍN-ALCÁZAR; ROMERO-FERNÁNDEZ; SÁNCHEZ-GARDEY, 2005), sem perder o foco no bem-estar do trabalhador, que para Fiuza (2010, p. 64): "deveria ser o primeiro objetivo de qualquer organização". ...
... As estratégias de GP determinam as diretrizes para a gestão da força de trabalho, que, junto às políticas, buscam coordenar as práticas para que possam ter coerência e seguir na mesma direção estratégica (MARTÍN-ALCÁZAR; ROMERO-FERNÁNDEZ; SÁNCHEZ-GARDEY, 2005), sem perder o foco no bem-estar do trabalhador, que para Fiuza (2010, p. 64): "deveria ser o primeiro objetivo de qualquer organização". No contexto de valorização do trabalhador, Novaes et al. (2020) apontam que práticas humanizadas de GP são vistas como fonte de diferenciação no ambiente de negócios, e cada vez mais os consumidores estarão dispostos a incorporarem em suas decisões de compra os compromissos éticos que as organizações assumem. ...
É consensual na literatura que as práticas de gestão de pessoas (GP) possuem associação positiva com o bem-estar no trabalho, podendo influenciar a vivência do estado de florescimento dos trabalhadores no contexto laboral. Desse modo, dada a relevância da temática, esta revisão integrativa da literatura objetiva analisar a produção científica sobre as contribuições das práticas de GP para o florescimento no trabalho. Para tanto, efetuaram-se buscas nas bases de dados Web of Science, Scopus, ScienceDirect, Scielo, Spell e Sage, no período de 2011 a 2021. Com base nos critérios de seleção foram trabalhados seis artigos, dos quais analisou-se o delineamento, participantes, instrumentos, objetivos, resultados, definições sobre florescimento no trabalho e práticas de GP, bem como as indicações para estudos futuros, permitindo elaborar uma agenda de pesquisas. Os resultados demonstraram a carência de estudos interseccionando os temas, especialmente a nível nacional. Ainda, buscou-se conhecer os conceitos de florescimento e das práticas de GP (avaliação de desempenho, práticas éticas e espirituais, condições de trabalho e envolvimento no trabalho), constatando-se uma multiplicidade conceitual. Ficou evidenciado que são muitas as contribuições das práticas de GP sobre o bem-estar no trabalho e, também, no florescimento do trabalhador.
