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The Competitive Advantage Through People
Abstract
Sustainable competitive advantage has proved elusive for companies in the 1990s. While making enormous investments in technology, research, and state-of-the-art marketing, many of today's managers continue to ignore the single most important factor in achieving and maintaining competitive success: people. Yet all evidence indicates that the source of competitive advantage is shifting from technology, patents, or strategic position to how a company manages its employees. In this excerpt from his newly published book, Competitive Advantage through People, Jeffrey Pfeffer describes how successful companies have overcome the barriers to change and offers a solid framework—with specific actions—for implementing these changes in any industry.
... Universalistic or the best practice approach. This approach points out that some of the HR practices, widely known as "best practices'', are usually appropriate for all types of business organizations (Osterman, 1994;Huselid, 1995;Pfeffer, 1994Pfeffer, , 1998Claus, 2003;Boxall and Purcell, 2008;Armstrong, 2009). This means various organizations can adopt general HR practices to manage their human resources, irrespective of their circumstances (Bolman and Deal, 1991). ...
... Although this approach does not give a definitive list of practices, scholars have considerable similarities when choosing HR practices. However, Pfeffer's (1994) list of best practices is widely known and accepted in the HR circle (Lado and Wilson, 1994;Lepak et al., 2005;Wright et al., 1995). ...
... Referred to the psychological feeling of an employee to remain a part of the organisation yearly to be a part of achieving the wholesome goal of the organisation (Caught et al., 2000) Reduced turnover intentions (RTI) It focuses only on voluntary turnover. As such, the reduced turnover intention is treated as the desire to remain with the same institution for an extended time without any intention to quit (Pfeffer, 1994;Reich, 1991) ...
Purpose
The present research focuses on improving the awareness related to soft total quality management (TQM) practices by looking from the viewpoint of strategic human resources (HR). In addition, it is intended to reflect on the resulting soft TQM-HR outcomes and determine the mediating effect between soft TQM-HR strategies and organizational effectiveness (OE).
Design/methodology/approach
An exploratory research methodology with an online survey technique was adopted for the study. Three hundred and three managerial-level personnel from nine large Indian manufacturing organizations participated in the research. A theoretical model is projected and verified using correlation and mediation analysis.
Findings
The results show that commitment, reduced turnover intentions and satisfaction levels of employees mediate the relationship between resources, development and retention strategies and OE. However, the retention strategy has the strongest association with the OE of the three strategies. Also, of the three HR outcomes, satisfaction was strongly associated with OE. The analysis proved that the proposed model is an acceptable fit.
Practical implications
Implementing HR-related TQM strategies will likely impact OE since it elicits positive HR outcomes such as commitment, reduced turnover intention and satisfaction. Recognizing human resources as a unique strategic asset will help HR managers devise adequate resourcing, development and retention strategies instrumental in executing TQM.
Originality/value
The present micro study is unique in scrutinizing the influence of soft TQM-HR practices on organizational effectiveness by analysing the mediating effects of commitment, reduced turnover intention and satisfaction in Indian large-scale manufacturing organizations. The study is unique since no literature deciphers the linkages between HR strategies and organizational effectiveness in the Indian manufacturing sector.
... Resource dependence theory is more convincing in the business case for gender diversity. Pfeffer developed the theory at 1994, and he indicated that business underperformance an open system in which their survival or success is dependent on the resources and the external environment [14]. The resource dependence theory supporters further argue that an essential link between business and its resources and environmental dependencies. ...
... The directors include; insiders, support specialists, business experts, and influential community roles. The support specialist is the banking industry's professional, and the community influencer is a leader in academia or government departments (Pfeffer, 1994). As the directors give access to a different business resource for the bank, the gender-balanced boards tend to expand the BOD profile and create a link with necessary external and internal resources. ...
This paper provides a comprehensive systematic literature review of the existing research on the impact of gender diversity in top management team on firm financial and non-financial performance. This paper summarizes the studies on the impact of gender diversity in TMT on performance through a systematic literature review. Firstly, this paper present the theoretical basis used to describe the relationship between them, and highlight the significance of the complexity perspective to address the limitation of measuring firm financial performance intently as a function of gender diversity in top management team from a singular theoretical perspective. Further, this paper review empirical literature on the relationship between gender diversity in top management team and corporate financial and non-financial performance, and discussed both positive and negative impacts in financial performance. Finally, based on the results of literature review, this paper present the conclusion and future research recommendations.
... This deduction is possible provided we rely on every resource and capability, especially the most feasible options, such as human capital. Organizing HRM (Human resources management) as a competitive advantage in the service industry is known as one of the fairly new strategic levers; however, it is still underdeveloped in many financial organizations (Pfeffer, 1994). People-validitydriven and executed marketing strategies are an arena of competitive advantage for companies in the same industry. ...
... At the banking branch level, the internal relationships between employees' skills and service behavior play a significant role in the customer perception of service quality (Aldlaigan & Buttle, 2002;Karatepe et al., 2005). From this perspective, the strategic management of human resources may represent a crucial key factor of competitiveness between various service organizations that deliver customer care (Pfeffer, 1994). In some sectors of financial services, overall, competition has become very challenging in the last few years, since there have been deregulation, technological changes, globalization, and the rise of players who are not the usual competitors of this industry (Kotler & Keller, 2016;Sayther, 2019). ...
The current study aims to reveal if there is any relationship between types of marketing channels and competitive advantage in the financial industry. Employing correlation analysis, we studied if there existed a significant correlation between the marketing channels that have been used for segmentation and targeting, branding, digital marketing, content marketing, strategic partners and human capital and the competitive advantage. Results show that human capital leveraging obtains the highest positive correlation with the competitive advantage (r = 0.75) providing us strong evidence that talent management practices that are in the process of enhancement play a key role in businesses' competitiveness. Digital marketing comes only because the correlation between them is 0.72, and so digital ways for customer retention are essential too. Also equally suggestive are the evidence-based conclusion on segregation and positioning; the use of strategic partnerships; and brand management, signaling the strategic importance of market segmentation, alliances, and brand positioning. Content marketing although shown to still maintain a correlation with online purchase (r = 0.60) demonstrates a weak relationship compared to other e-channels that had a derivative relationship. Such findings illustrate the wide variety of marketing tools engaged in and stress the importance of a comprehensive marketing strategy which is to combine different marketing tactics and, especially, to develop the personnel and innovate new technologies. Thus, the study generated the most important attributes that could serve as a guide for the institutions in the financial sector competing in the dynamic marketplace.
... In this regard, the resource-based view provides the theoretical grounds for the potential role and importance of human resources as a strategic asset for companies [1,2]. While technological, physical, and financial resources are becoming more readily available to competitors and can no longer sustain a company's competitive advantage, human resources with specialized knowledge, technology, and capabilities are valuable, rare, difficult to imitate, and intertwined with organizational characteristics, thus attracting attention as a continuous source of competitive advantage [3][4][5]. ...
This study visually explores the relationships among human resource management (HRM) investment, strategy implementation, and firm performance for small- and medium-sized enterprises (SMEs) in Korea. This exploratory research focuses on the significance of strategy implementation, an often overlooked factor in the relationship between HRM and firm performance, as well as HRM investment, which can enable the development of organizational capabilities. We conducted a multiple correspondence analysis to understand the interrelationship between HRM investment, competitive strategy implementation, and firm performance. We differentiated the results by group type according to the level of HRM investment, competitive strategy implementation, and firm performance. We found that firms with high HRM investment achieve the highest performance by implementing an ambidextrous strategy that simultaneously pursues cost leadership and differentiation. Ultimately, this study’s results suggest that for firms to create a competitive advantage through the strategic capitalization of human resources, long-term and continuous investment in HRM is necessary, even if short-term visible effects are not observed while the HRM system is being built, to eventually establish the organization’s capacity to support strategy execution. This study’s potential contribution is to extend the resource-based view by establishing the role of strategy implementation in linking HRM systems as organizational capabilities to performance.
... Proactively identifying and addressing hiring gaps is crucial for reducing backlogs and easing the workload on current employees. An in-depth analysis of workload distribution is vital to ensure the workforce is appropriately sized to meet business demands, thus enhancing employee satisfaction and preventing potential revenue or margin losses (Pfeffer, 1994). ...
This article presents a comprehensive examination of strategic financial planning and management within the dynamic and competitive business environment. It explores the critical importance of aligning financial resources with organizational goals and objectives to sustain growth and maintain a competitive advantage. Central to the discussion is the innovative methodology for overcoming budgetary constraints through strategic priority and alignment, emphasizing the need for a nuanced approach to investment that extends beyond traditional financial calculus. The article delves into the concept of the Fully Loaded Cost (FLC) of Full-Time Equivalents (FTEs), highlighting the significance of considering job family, business leadership, location, and grade level in calculating these costs. This detailed analysis provides organizations with the insights necessary for making informed decisions that optimize resource allocation and enhance the ability to navigate economic uncertainties with agility and foresight. Furthermore, the narrative underscores the importance of fostering a culture of innovation and adaptability, where strategic foresight becomes a key driver of success. It illustrates how the collaborative process of financial resource planning unites stakeholders to prioritize initiatives that promise the most favorable outcomes, thereby achieving strategic alignment and operational efficiency. Through a blend of strategic insight, original financial costing techniques, and case studies, this article offers a roadmap for business leaders to navigate the financial needs inherent in business leadership. It advocates for a strategic approach to financial planning that enables organizations to overcome budgetary constraints and positions them for long-term success and resilience in the face of competitive pressures and economic fluctuations. The article concludes by envisioning a future where financial strategy and organizational goals are in perfect harmony, driving innovation, growth, and competitive advantage in an ever-changing business environment.
... -Phase 2: Capabilities -No matter how brilliant is the CTxP, success will depend on management's and employees' capabilities and attitudes. People can be a corporate's competitive advantage (Pfeffer, 1994). Although a workforce transformation will ultimately reach the entire organization, some people's roles and skill sets are critical to achieving the highest-priority business outcomes right away (Caglar & Duarte, 2019; Hemerling, Bhalla, Dosik, & Hurder, 2016). ...
In response to disruptions, non-digital-native companies embark on corporate transformation journeys. Research done indicate that most companies fail to survive such journeys. So, why success varies among companies, potentially costing the global economy trillions of dollars? My hypothesis is that those who orchestrate the three components of a corporate transformation (Business model transformation, Digital enabled transformation, and Organizational transformation) are more successful in their transformation journey compared to companies who don't. By conducting a case study research of twenty transforming non-digital-native companies based in the US and EU, I validated my hypothesis and developed a prescriptive orchestration framework that allows non-digital-native companies not only successfully navigate their corporate transformation journey but also switch their transformation to always-on.
... Suppose it is associated with employment responsibilities to achieve financial performance based on operational aspects. In that case, companies can change or develop the workforce's skills and knowledge into an output relevant to the knowledge economy era so that it becomes a competitive advantage for the company (Pfeffer, 1994). Decision-makers within the company must build a solid system to create a win-win situation for the company and the workforce to maximize financial performance based on operational aspects (Lee & Cheng, 2018). ...
This study examines the effect of disclosure of labour social responsibility on the company's financial performance as measured by operational aspects (ROA), profitability aspects (ROE), and sales aspects (ROS). This study uses regression analysis to examine the relationship between labour social responsibility disclosure and financial performance of companies listed on the Indonesia Stock Exchange during 2015-2020 and indexed by GRI. The results of this study indicate that the disclosure of employment social responsibility has a significant effect on the achievement of financial performance aspects of operations (ROA) and financial performance aspects of sales (ROS), while if it is associated with the achievement of financial performance aspects of profitability (ROE), there is no significant effect on employee social responsibility disclosure. This research contributes to achieving sustainable development goals by providing views for companies regarding the impact of implementing and disclosing employment social responsibilities and contributing to literature related to labour, financial performance, and sustainability disclosure. This novel research provides groundbreaking insights into the impact of implementing and disclosing employment social responsibilities on financial performance, highlighting the importance of labor, financial performance, and sustainability disclosure in achieving sustainable development goals.
... Autores como Dyer (1993), Pfeffer (1994), Barney (1997) y Lepak y Snell (1999) ubican al alto directivo en la categoría de recursos valiosos y singulares. Para ejercer bien una posición en la alta dirección dentro de una compañía se exige cierto grado de desarrollo de destrezas y especificidad de los conocimientos con una mirada integral del modelo de negocio, del entorno y de la realidad global. ...
Objetivo. Explorar el rol de los planes complementarios de pensiones como práctica de atracción y retención de talento directivo en las empresas multinacionales y multilatinas. Un tema directamente conectado con las tasas de cobertura que ofrecen los sistemas públicos y privados de pensiones dentro del pilar obligatorio, en estos momentos en descenso. Metodología. Para analizar estas cuestiones se realizó un análisis cualitativo a través de entrevistas en profundidad a altos ejecutivos y expertos internacionales, además del análisis de documentación interna de diversas empresas e información de fuentes secundarias. Resultados. Los resultados obtenidos permiten plantear una serie de proposiciones relacionadas con los modelos de los planes complementarios de pensiones más apropiados y el conjunto de prácticas de RRHH, internamente consistentes con ellos para hacerlos una herramienta retributiva atractiva y eficaz, al mismo tiempo que garantizan los intereses de los diversos stakeholders. Conclusiones. El modelo de plan implementado tiene una influencia esencial en su éxito como mecanismo de atracción, retención y motivación de talento directivo, así como a la hora de proteger los intereses de los stakeholders. Su éxito también depende de la articulación de medidas complementarias y congruentes con la adopción del mismo. No obstante, la actuación de los Estados tanto en materia regulatoriacomo a la hora de crear consciencia pensional y cultura del ahorro condicionan enormemente su eficacia.
... Employees play a pivotal role in the operational dynamics of a firm (Pfeffer, 1994), and the establishment of an employee-centric environment followed by employee efficiency and loyalty serves as the cornerstone of a firm's longterm profit chain (e.g., Faleye and Trahan, 2011;Jo and Harjoto, 2011.) Importantly, in the current competitive market, the waves of employee-led activism in companies such as Amazon and Starbucks 2 have highlighted the importance of companies taking a broader view of their responsibility to consider the impact of their actions on their stakeholders, such as employees. ...
Employees play a vital role in the success of a corporation. While boards of directors are created to protect shareholders’ interests, it is unclear if these directors also ensure employee welfare. In this vein, our paper examines the relationship between board leadership structure and employee well-being.
Design/methodology/approach
The authors employ several analysis techniques, including univariate analysis, ordinary least squares (OLS) regressions, two-stage least squares (2SLS) regressions, propensity score matching methodology, the Heckman Selection model and difference-in-differences analysis. The sample comprises USA public firms for the period 1998–2018.
Findings
Our findings indicate that having an independent chairperson can significantly benefit the welfare of employees, especially for firms with overly powerful chief executive officers (CEOs) and during times of financial distress.
Originality/value
Independent leadership structure is one of the crucial board characteristics that have not been examined to explain employee welfare at firms. We find that an independent chairperson can mitigate the negative effect of overly powerful CEOs on employee benefits. Importantly, independent chairpersons are beneficial for employees in difficult times and when CEOs are busy with daily activities.
... Prior HRM-related research revealed that businesses that align their HRM practices with their company strategy can achieve better results and outcomes (Becker & Gerhart, 1996;Dyer & Reeves, 1995;Becker & Huselid, 1998;Guest, 1997). Pfeffer (1994) highlighted how crucial human resources are to an organization's long-term success. The recognition of human resources as a strategic instrument is crucial for the profitability and sustainability of organizations (Narang & Sharma, 2014). ...
This study aims to examine the essential dimensions of strategic human resource management (SHRM) practices in Nepalese banks and insurance companies. It was carried out among managerial-level staff of eight banks and eight insurance companies in Nepal. A total of 240 questionnaires—15 for each of the 16 organizations—were distributed. 163 questionnaires in all (67.92%) were returned and used in the study. This study used a checklist measure of SHRM practices. The degree of application is assessed by assigning 1–6 points to each practice item. Six dimensions—career development and promotion, employee participation, quality control (QC) program, management by objectives (MBO), team management, and corporate culture—are used to classify SHRM practices. The results indicate that all SHRM practices are typically well-perceived. Commercial banks and insurance businesses differ significantly in all aspects of SHRM practices. Employees in banks perceive more positive SHRM practices than those of insurance companies. Due to their alluring employment opportunities and strong SHRM practices, banks may be able to lure individuals from the insurance companies. Compared to commercial banks, which might acquire qualified workers from the labor market, insurance companies are more likely to have higher staff turnover. As such, they must take these realities into account. Because of this, both the banks and insurance companies must ensure that their SHRM policies and HR investments draw in and keep competent applicants from the job market.
... There have been identified seven HRM methods that are closely related to all organizations' performance. Pfeffer (1994) suggests that employees must be hired under skills and performance capable to perform and in the organizational environment and being success. ...
The current research study investigated the relationship between HRM Practices and teacher performance among higher education teachers in Quetta. It was hypothesized that there is likely to be a relationship between HRM Practices itself and with Teacher performance, and HRM Practices likely to predict teacher performance. It was correlational (cross-sectional) research design. The data from 765 participants from different universities in Quetta was collected. The analysis revealed significant correlation between five different HRM practices. The student evaluation and CGPA also found to be correlated revealing significant effect of HRM practices on teacher performance. HRM practice was found a predictor of teacher performance. The study helps incorporating HRM practices in higher education system and it shows which area of HRM practices are to be incorporated for an effective performance outcome of the teachers.
... I-HRM stimulate the advancement of existing HR policies as well as revisiting and adoption of the latest or new practices, process and work methods. The term is interchangeably used in literature by the previous scholar such as 'innovative HRM practices' (Arthur, 1994); progressive HRM (Huselid, 1995); quality HR (Huselid, 1994); high commitment practices (Pfeffer, 1994). Innovative/progressive HRM is like all other forms of administrative innovations. ...
In the contemporary age of global business, human resources outsourcing has received enormous attention. The academic research on this area in the context of Bangladesh was scanty despite a good number of private sector organization are doing outsourcing. Following this lead, the prime thrust of this research was to evaluate the relationship between HR cost efficacy, innovative HRM practices and human resources outsourcing and impact under the lens of transactional cost of economy and RBV theory. The judgmental purposive sampling method was applied to set sample and close ended questionnaire was employed to collect primary data from 115 respondents of private sector of Bangladesh. The partial least square based structural equation modeling was used to attain the objectives and the SMART PLS 4.0 was used to analyse data. The exciting findings concluded that there was a strong association between HR cost efficacy, innovative HRM practices and human resources outsourcing and a significant impact between the latent variables. Finally, implications and future directions were articulated for the practitioners, readers, and stakeholders.
... The processes of recruitment and selection in education system have been critical to achieve long-term sustainability (Ofori & Aryeetey, 2011). A strict selection process fosters exclusivity, raises performance standards, and conveys the value of the individual to the firm (Pfeffer, 1994). When there is a vacancy in VEP school staff, the HR specialist have to draft the new announcement. ...
The management of human resources is considered a crucial component of the overall educational process. As a result, functions related to the management of human resources must be carried out as effectively as possible to meet the requirements relating to both individuals, institutions, and society goals. Human Resource Management (HRM) practices play a pivotal role in the success and efficiency of public vocational education providers, which serve as the foundation for a skilled workforce and sustainable economic growth in Albania. This study provides a comprehensive overview of HRM practices within the context of public vocational education (VE)institutions in Albania. It explores the current implementation of the HRM practices as well as challenges, trends, and emerging strategies in managing human capital to enhance the quality of education and ensure the relevance of vocational training in the Albanian labor market. The research draws upon a qualitative methods approach, combining interviews, document analysis, to examine HRM practices across multiple public vocational education providers (VEP) in Albania. Key findings highlight the current approach of recruitment and selection processes, professional development opportunities, and compensation and renumeration and its importance of effective in shaping the workforce quality and educational outcomes. Moreover, the study sheds light on the challenges faced by these institutions, such as limited financial resources, bureaucratic constraints, and the need for alignment with evolving labor market demands. The paper provides information that can be translated to set of recommendations for public vocational education providers and policymakers in Albania to enhance HRM practices. These recommendations encompass the need for increased flexibility, the implementation of strategic HRM approach and the development of comprehensive HRM policies that address the unique challenges and opportunities in the Albanian vocational education sector. In summary, this study offers a valuable insight into the HRM practices of public vocational education providers in Albania, emphasizing the critical role of human capital management in advancing the quality and relevance of vocational education in the country. The findings and recommendations presented herein provide a foundation for further research and policy development in this important field.
... Capabilities -No matter how brilliant is the CTxP, success will depend on management's and employees' capabilities and attitudes. People can be a corporate's competitive advantage (Pfeffer, 1994). Although a workforce transformation will ultimately reach the entire organization, some people's roles and skill sets are critical to achieving the highest-priority business outcomes right away (Caglar & Duarte, 2019;Jim Hemerling, Bhalla, Dosik, & Hurder, 2016). ...
In response to disruptions, non-digital-native companies embark on corporate transformation journeys. Research done indicate that most companies fail to survive such journeys. So, why success varies among those companies, potentially costing the global economy trillions of dollars? My hypothesis is that those who orchestrate the three components of a corporate transformation (Business model transformation, Digital enabled transformation, and Organizational transformation) are more successful in their transformation journey compared to companies who don’t. By conducting a case study research, I validated my hypothesis and developed a prescriptive orchestration framework that will allow non-digital-native companies not only successfully navigate their corporate transformation journey but also switch their transformation to always-on.
... The methods applied in the intricate processes of assessing employee competitive wage in the labour market, job evaluation, establishment of wage rates and salaries are different for different job categories. In recent times, inclusion of nonfinancial gauge has gained popularity in the area of employee benefits while some research have shown positive influence on the incorporation of non-financial measures into the employee benefits system of an organisation (Pfeffer, 2014). ...
This study investigated employee benefits and employee retention in commercial banks in Akwa Ibom State, Nigeria. The survey research design was adopted and this involved administration of copies of questionnaire on employees of case banks who served as respondents. The study’s population was 497 while the sample size was 384 determined using Cochran’s sample size determination formula. The sampling method employed in the study was random sampling. The questionnaire was used in data collection. Data obtained in the study were analyzed using simple regression method. The outcome of this research showed that employee benefits (Beta =0.184, t=2.921, p<0.05) has a significant influence on employee retention in commercial banks in Akwa Ibom State. Employee benefits can determine employee retention in commercial banks in Akwa Ibom State.The study makes contribution in the area of employing employee benefits in retaining the services of high performing and experienced employees in banks. The limitation of this study is that only one state was considered in the survey
... In this sense, organisations, especially those operating in the least developed countries have to create and adopt new and modern concept, system, and mechanism to attract and retain more effective human resources. These mainly help organisations to raise awareness about their current status, hence enabling them to adopt and adapt more proactive strategies and reduce external threats (Alwehabie, 2017;Pfeffer, 1994). ...
... It also needs a comprehensive overview of the business model, the environment, and the global situation. Barney (1997), Dyer (1993), Lepak andSnell (1999), andPfeffer (1994) describe senior executives as valuable and unique resources, reporting that they are fundamental as creators of strategic value and competitive advantage. ...
This study scrutinizes the use of supplementary pension plans (SPPs) in the executive compensation strategies of multinational and multi-Latin firms. The proposed analysis focuses on the internal and external factors that may influence the implementation of SPPs and their role in attracting, retaining, and motivating strategically valuable human capital in the form of executive managers. The analysis was based on in-depth interviews with a range of managers, representatives of multilateral institutions, researchers, and heads of pension funds and mandatory pension plans. Relevant complementary data was obtained from a variety or documentary sources. The paper offers valuable findings and implications for the design of compensation strategies of senior managers of multinational and multi-Latin firms. The study also has implications regarding the use of loyalty mechanisms aimed at developingcompetitive advantages to enhance business performance.
... The Role of Employee Job Involvement and Job Satisfaction (Rickards, 2010;Sternberg & Grigorenko, 1999). On the other hand, fostering job involvement is an important organizational goal as numerous researchers consider it to be a fundamental determinant of organizational effectiveness (Pfeffer, 1994) and individual inspiration (Hackman & Lawler, 1971). ...
Soman Chakraborty * Dr. Md. Sarwar Uddin **
At present, Bangladesh is moving towards becoming a developed country along with quality education in all levels of educational system. Hence, the aim of this study is to determine the contribution of job involvement and job satisfaction on employees' creative performance in workplace especially at tertiary level of education sector in Bangladesh. It is mentionable that very little research has been done based on such issue in private university. Bangladesh has 105 private universities having a very crucial role in increasing quality education. Data were collected from 131 respondents working in different private universities in Chittagong. Convenience sampling technique were used and collected data were analyzed by using descriptive statistics, regression analysis and bivariate correlation. Significant positive correlations were found which indicate that job involvement and job satisfaction have significant impact on creative performance behavior of employees in the private universities. Implications for management include the necessity of emphasizing on the issues that increase the employee job satisfaction and initiative to involve employee with job which lead them to behave creatively to enhance quality of education. Limitations of the study and future research direction were also discussed.
... This is because they can implement knowledge and experience to achieve company goals. According to Pfeffer (1994), companies must assess and provide learning about the importance of knowledge about the company's superior quality because it is a competitive advantage over other companies. According to Kogut and Zander (1992), human resources must be cooperative within the company, especially in sharing knowledge, experience, and opinions related to problems that occur in the company and the strategies developed to improve product quality. ...
This study developed and empirically corroborated a structure explicitly propositioning eco-product innovation and external learning, correspondingly bridging the link between intellectual capital and sustainability performance. The theory of dynamic capabilities and knowledge-based view proposed eco-product creation and external education as mediators that developed a new conceptual model. This study utilized the Partial Least Square-Structural Equation Modelling (PLS-SEM method) to examine one hundred sixty-two Indonesian bottled drinking industries, exposing their attentiveness to cooperate in the study. More essentially, the study unraveled new justifications by scrutinizing external learning's role as more influential than eco-product innovation. Based on the practical viewpoint, intellectual capital helped exchange knowledge and information with distributors, suppliers, and competitors. Thus, the complete assimilation and transformation of their understanding could improve business performance.
... Sur le plan conceptuel, cette recherche établit les effets de la satisfaction au travail et du sens donné au travail, en mettant l'accent sur les dimensions humaines et les qualités individuelles et collectives (Morin et al., 1996 ;Donnadieu, 2005) sous les actions de leadership des chefs d'établissement influençant la satisfaction au travail (Yarmohammadian et Rad, 2006) comme leviers de la performance effective (Pfeffer, 1994). ...
De nombreuses recherches traitent de la performance des établissements scolaires mesurée via les indicateurs annuels obtenus à partir des résultats des élèves, en intégrant les variables constitutives telles que l’effet établissement combiné aux caractéristiques du public accueilli. Dans cet article, nous cherchons à partir d’une recherche quantitative et longitudinale à traiter de la performance des établissements publics sous un angle différent à savoir, s’appuyer sur les personnels enseignants. Il vise à percevoir l’influence de la satisfaction et du sens donné au travail par les enseignants sur leur performance individuelle et leur performance collective afin d’évaluer si celles-ci agissent comme des leviers efficients intermédiaires à la performance de leur établissement d’exercice. Les résultats mettent en évidence l’effet direct du sens donné au travail sur l’autosatisfaction qui se répercute sur la volonté de « mieux faire » et de travailler ensemble. Nos recherches plaident en faveur de pratiques managériales adéquates de la gestion des ressources humaines de la part les chefs d’établissement puisque nos résultats montrent que, la performance individuelle des enseignants et la performance collective des équipes pédagogiques sont des leviers directs d’amélioration des résultats des élèves qui agissent indirectement sur la performance des établissements.
... Independent variable: human resource practices. Human resource practices were measured by a 25-item scale adapted and modified from literature (Huselid, 1995;Pfeffer, 1994;Singh, 2004;Chao and Shih, 2018;Lee et al., 2010). The 25 items measurement scale had five variables, recruitment and selection, training and development, career planning, compensation and employee participation. ...
Purpose
Applying resource-based view and the configurational approach theory, this study seeks to understand the moderating role of age and gender between human resource practices and employee competencies relationship.
Design/methodology/approach
43 food processing firms of India participated in the study. Applying multilevel approach, the responses of 295 human resource managers and 3,557 employees were used for the analysis.
Findings
The human resource practices–employee competencies relationship was stronger in the case of young employees. Furthermore, the relationship was better in case of male employees over female employees. The results urge for greater attention toward age and gender diversity issues while tailoring human resource practices for enhancing employee skills. This article contributes the human resource management literature by exploring the role of age and gender, which has been used as the control variables as the moderating variables for governing the human resource practices–employee competencies relationship.
Practical implications
Special focus can be placed on extensive custom in-house training and development activities. Proper division of work can be done for new employees and experienced employees depending upon their learning capabilities. The firms can do so by either implementing formal or informal organizational structures to achieve full gains. Firms should focus largely on narrowing the development practices adopted for diverse age groups of workforce population. The four practices proposed by the Organization for Economic Cooperation and Development (2006) for ensuring effectiveness of development practices and its impact on old age employee effectiveness and attitude should be put in practice.
Originality/value
The originality of this study lies in its exploration of the intricate interplay among age, gender and human resource practices in shaping employee competencies. By understanding how these factors interact within the human resource practices–employee competencies framework, this research offers a unique perspective on the evolving workforce dynamics. It goes beyond the conventional human resource management strategies to uncover nuanced insights, shedding light on tailored approaches that consider the specific needs and aspirations of diverse employees. This innovative perspective contributes to a more inclusive, efficient and adaptable work environment, enriching both the academic understanding of human resources and the practical implementation of strategies for contemporary organizations.
... Ciò è valido sia dal punto di vista produttivo (materie prime utilizzate, processi di riciclaggio dei rifiuti, impatto ambientale, ecc.), sia del rapporto con il capitale umano e "intangibile" (Becker 1993;Pfeffer 1994), cioè quell'insieme di fattori non materiali quali, ad esempio, la cultura aziendale, la proprietà intellettuale, il know-how, le competenze del management, la formazione, l'esperienza del personale, la fiducia nelle relazioni commerciali e di collaborazione, che consentono a un'impresa di differenziarsi dai propri concorrenti. ...
Da ormai dieci anni, il gruppo di lavoro di Percorsi di secondo welfare si occupa di approfondire il tema del welfare aziendale. Attraverso i nostri precedenti Rapporti sul secondo welfare in Italia (Maino e Ferrera 2013; 2015; 2017; 2019) abbiamo cercato di analizzare come tale fenomeno si posizioni all'interno del più ampio campo del secondo welfare. In partico-lare nelle ultime edizioni del Rapporto l'attenzione dei nostri ricercatori si è spostata sulle dinamiche legate alla contrattazione del welfare e, di conseguenza, al ruolo delle parti sociali e delle relazioni industriali nell'introduzione di beni e servizi di natura sociale per i lavoratori. Proseguendo in questa direzione, in questo capitolo si intende trattare il tema del welfare aziendale e del ruolo delle parti sociali nell'affrontare i cambiamenti sociali in atto. Come visto nel Capitolo 1, la pandemia ha in-fatti amplificato le sfide che il nostro sistema di welfare si trova ad affronta-re: basti pensare, ad esempio, a quelle legate alla sanità, alla conciliazione vita-lavoro, all'istruzione, alla non autosufficienza e all'invecchiamento, all'occupazione e alla formazione. Queste urgenze rappresentano inoltre degli scogli importanti per il raggiungimento degli obiettivi di sostenibilità ed equità definiti dall'Agenda 2030 dell'Onu che, oggi più che mai, guida-no le logiche di progetti e interventi sia pubblici sia privati.
... Many of the scandals linked to excessive greed in international businesses have involved companies that ensure that compensation packages are aligned with the shareholder interests. We see reference in the human resource management (HRM) literature to the "competitive advantage through people" (Pfeffer, 1994) and to "leadership capital" (Ulrich, 2015). According to David Ulrich his book will "help investors determine the quality of individual leaders within an organization" (Ulrich, 2015, p. 4). ...
... Opportunities for advancement and career development, promotion and compensation policies and practices that are fair and equitable, and reward and recognition mechanisms that are commensurate with employee effort, are important contributors to employee well-being. The opportunity to gain new skills and experiences can increase employee motivation and job satisfaction and help workers more effectively manage job stress (Pfeffer, 1994;Browne, 2000). These practices include self-set goals and feedback, as well as the ways performance is measured and how related data are used. ...
... Labour productivity has been another factor found to be significant in determining SME efficiency. Datta et al. (2005) and Pfeffer, (1994) advised that it is important to consider the relationship between labour productivity and efficiency because there is a relatively direct relationship between them and many companies' competitive advantages is derived directly or indirectly from human resources. Charoenrat and Harvie, (2014) found that there is direct relationship between positive effect from worker training and skills on the efficiency of companies. ...
To estimate the efficiency of SMEs and the effect of access to finance on the efficiency of SMEs the study adopted the stochastic frontier estimation method of determining efficiency of firms. A model of maximum performance (capacity) was estimated using 450 SMEs randomly selected from the population of registered SMEs in the Western Area of Sierra Leone from 2018 to 2020. The model of net business earnings was estimated using the Maximum Likelihood procedure and the firm efficiencies were consequently estimated. The mean inefficiencies are estimated by various categories, including SMEs access to bank credit to determine firm characteristics that are associated with higher mean efficiencies. The empirical results reveal that the potential of firms is determined positively by capital productivity and labour productivity and negatively by experience of firms, the latter results suggesting that more experience (in terms of age) does not push their production outwards but inwards. However, other factors are found significant in efficiency differences among firms. These are: gender of the head of the SME, educational level, professional training of the firm heads, sector of operation and the area of operation. JEL classification numbers: F14, F18, G14, G21. Keywords: Efficiency, Finance, Small and Medium Enterprises.
... Altogether, these salient HRM practices represent the managerial perceptions of HRM that encompasses trust across the PSOs. Some of these HRM practices embody best practices such as job security and employee participation -demonstrating managers' awareness of specific HRM practices required to manage the trust (Pfeffer, 1994). ...
The desire to mobilise effective strategic human resource management in India’s new public management domain has seen the role of organisational trust receive greater scholarly and practical scrutiny. This study explores managers’ perception of HRM’s role in building organisational trust in five public sector organisations in India using exploratory multiple case studies. In implementing HRM, the findings suggest that managers are cognisant of specific human resource practices that can be socially adapted to enhance their effectiveness. Implications from the study’s emergent process model of human resource management and trust highlight the cross-level influences that affect India’s public sector organisations’ outcomes.
... However, the gaining of competitive advantage by managing people requires the utilization of firm-specific resources and employment relationships IJMABER 3081 Volume 4 | Number 9 | September | 2023 effectively (Yusliza et al., 2019). This means that it is inevitable to work with people successfully and consider HR as the primary source of competitive benefits (Pfeffer, 1994). Wernerfelt (1984) argued that firm-specific resources, such as customer relationships, brand recognition, management skill, and tacit knowledge regarding certain manufacturing functions, accelerate business capabilities, recognizing the value of these resources. ...
The issue of effective human resource (HR) roles performance and the effectiveness of HR operations at Bangladeshi private banking sector has grown in importance over the past few decades. The scholarly literature, however, largely lacks the empirical research examining the impact of four HR roles on HRM effectiveness. The prime objective of the current research includes testing the causal relationships between four HR roles (employee champion, strategic partner, change agent, and administrative expert) and HRM effectiveness. Data was gathered from the first-line managers employed in the private commercial banks in Bangladesh (n = 210). The hypothesized model was examined utilizing partial least squares structural equation modelling, or PLS-SEM. The findings showed that the roles of employee champion, strategic partner, change agent, and administrative expert had a positive and significant impact on HRM effectiveness. The implications regarding the findings are explained and recommendations for further research are also proposed.
... In order to create sustainable competitive advantage, valuable, hard-to-imitate, hard-to-convert, and hard-to-replace resources are required for companies, and human are one of the most important resources for creating competitive advantage (Barney, 1991). In the era of knowledge economy, the ability of transforming the skills and knowledge possessed by employees into substantive outputs through human resource management has becomes the most important competitive advantage of enterprise activities (Pfeffer, 1994). According to Arubayi, Eromafuru, and Egbule (2020), human resource development is a process through which the management of an organization could improve the skills and abilities of employees by deliberate training, career development, and organizational development. ...
... It has been analyzed that most essential competitive approach is human resource training and holding in info of primary based economy (Pfeffer, 1994). Structure learning increase through employee's performance because due to good performance, new data will be generated (Farsani et al., 2012). ...
With the increase in the crisis, not only have awareness been created but an active participation of clinical psychologist in the various fields have been observed which may be beneficial to the people but can also be burdensome for the personnel working in the field. To investigate the association between hardiness, coping strategies and professional quality of life among practicing clinical psychologists. Correlational Research design was employed on 80 clinical psychologist selected through purposive sampling between the ages of 26 to 40 years. Participants were assessed using Hardiness Resilience Gauge Scale, Brief Cope Inventory and Professional Quality of Life scale. The data was analyzed using SPSS version 22. The data analyzed showed an association between the study variables. Multiple hierarchal regression analysis revealed that prediction exists between variables. The findings were further discussed in the light of existing literature and theory.
Buku ini berisi penjelasan tentang kebijakan kependudukan dan kebijakan publik, hingga pembangunan manusia unggul. Terdapat 10 Bab, dimana pembahasan menyangkut teori maupun praktek kebijakan.
The article identifies the current progression and research gaps in human resource management literature. It offers a framework for future innovative and green practices in meeting employee sustainable performance requirements for small and medium enterprises. Employee sustainable performance is crucial for small and medium enterprises to achieve sustainable development and market share for continuous growth. Hence, this article aims to adjust the triple bottom line (economic, environmental, social) sustainability concept to the quintuple bottom line (economic, environmental, social, physical, and psychological) in the context of employee that leads towards employee sustainable performance. Employee sustainable performance is based on the quintuple bottom line theoretical perspective, where innovative safety technological adoption intervenes among workplace environment, workplace health (physical, psychological), and employee sustainable performance. The article utilizes theories like self-determination, sustainable management, and conservation of resources theories to adjust the quintuple bottom line-employee sustainable performance model from a holistic angle. The outcome shows the quintuple bottom line coexistence inside the relationship of the selected constructs that hold the potential of innovation on employee sustainable performance holistically. The study configures a conceptual model for entrepreneurs and policymakers to ensure employee sustainable performance in small and medium enterprises. The article encourages and supports testing the proposed model. The conceptualization is a unique attempt to extend the current understanding of innovative safety adoption-focused on employee sustainable performance to enhance the sustainable growth process of small and medium enterprises from a holistic angle.
The purpose of this research was to investigate the activation of human resource motivation factors with the satisfaction of high-value needs and the satisfaction of their expectations, in a sample of hotel businesses in the categories 4* and 5* of the Prefecture of Attica. A survey was conducted using an electronic questionnaire that included appropriate questions addressed to the Human Resources Managers of the 4* and 5* hotel units. The results indicate that hotel companies consider the effort of human resources important in a special human-centered environment, such as hotel companies, whose managements try to satisfy the important needs of their human resources in order to deliver higher performance through motivational factors. The satisfaction of the needs of the human resources is to a sufficient or very satisfactory degree of coverage in the human resources, whether these needs concern the working environment, or concern the mental-emotional environment of the employee. Also, the human resources of hotel businesses have expectations, which the management knows and satisfies at a fairly high level, but the management’s expectations for satisfactory results from the employees are also at a high level. Human resources are considered the main shapers of hotel products and services, since their work affects the quality of what they produce to satisfy the needs of the hotel customer.
Human resources in organisations are the organisational assets that direct organisations towards their goals. Human Resource Management (HRM) is the process of managing those valuable assets while improving their performance. This study aims to analyse the HRM function of agricultural farms, which have a unique organisational function in contrast to other business firms. Furthermore, we used two different farming businesses under two different management systems as private and public. Recruitment and selection, performance evaluation, reward management, training and development, discipline and grievances, health and safety, leadership and motivation, working conditions and relationships were analysed as the key HRM practices of these farms. Moreover, this study has attempted to contrast these HRM practices under public and private management systems and finally aims to give suggestions and recommendations to improve the HRM practices in agricultural farms. The primary data were collected from 40 employees from each farm which were selected using simple random sampling via a pretested questionnaire. Descriptive analysis and Wilcoxon signed rank test were used for the data analysis. According to the results, the private farm (Mean:3.88) has the formal recruitment and selection practices and but not in the public farm (Mean:3.45). Reward management practices are well functioning in the public farm (Mean:3.25) than in the private farm (Mean:3.1). The performance evaluation process of the private farm (Mean:2.93) is more informal, and the public farm (Mean:3.65) has a formal evaluation process for permanent employees. Furthermore, the public farm (Mean:3.3) does not have a good health and safety management process compared to privately owned farm (Mean:4.05). The public farm (Mean: 3.02) does not conduct scheduled training programmes for their staff when compared to private farms (Mean:4.05). Both farms do not conduct proper orientation programmes for their newly recruited employees. Nevertheless, the overall satisfaction towards the working conditions and relationships, discipline and grievance management, and leadership and motivation of both farms were satisfactory. Finally, this study recommended that reward management, health and safety management, training and development should be improved in public farms, while reward management and performance management should be further improved in private farms. Keywords: Function of HRM, Employee Perception, Private Farm, Public Farm
This systematic review study argues that guanxi HRM practices, as opposed to formal HRM practices, may improve the employee’s performance in organizations with a collective business culture. To substantiate this claim, three decade published articles; literature from the Sage, Asia Pacific, Taylor & Francis Group, and Emerald journals are reviewed. NVivo software was used for content, coding, and analysis. The results of this systematic review study reveal that informal term of guanxi HRM practices identifies positive and productive outcomes of employees in the collectivism business culture organizations in contrast to formal HRM practices. This study is useful because it also proposes that in the future, academics and HR managers can explore the guanxi HRM practices that adhere to collectivist culture in their organizational culture, particularly in growing nations like Pakistan, both theoretically and practically to enhance employee performance to meet global challenges.
In practice, personnel managers often raise questions such as: "What exactly is the role of human resource management in the enterprise? Is it a service? Is it a strategic partner?" The essence of this question is the positioning of the enterprise's human resource management. As a unit that provides development support for the overall operation of an enterprise, the positioning of HRM necessarily depends on a variety of fundamental factors, such as the enterprise's organisational structure, business strategy, and type of enterprise. The organisational structure of an enterprise plays a decisive role in positioning its internal human resource management. In this paper, Enterprise System Management Consulting proposes positioning human resource management under different structures by sorting out the characteristics of the three primary organisational structures. Enterprises must change human resource management to adapt to environmental changes and realise sustainable development. With the development of enterprises, enterprise management has gone through the same stages: traditional, scientific, and modernised management. The core of modernised enterprise management is people-oriented management, and improving the strategic position of human resources in enterprise management is an important way for enterprises to flourish. This paper analyses the strategic position of the human resource department and its influencing factors from various perspectives.
To estimate efficiency and the impact of COVID-19 on the effect of access to finance on the efficiency of small and medium enterprises (SMEs) in the Western Area of Sierra Leone, the study adopted the stochastic frontier estimation method of determining the efficiency of firms. A model of maximum performance (capacity) was estimated using 450 SMEs randomly selected from the population of registered SMEs in the Western Area of Sierra Leone from 2018 to 2020. The model of net business earnings was estimated using the Maximum Likelihood procedure and the firm efficiencies were consequently estimated. The mean inefficiencies are estimated by various categories, including SMEs' access to bank credit to determine firm characteristics that are associated with higher mean efficiencies. The empirical results reveal that the potential of firms is determined positively by capital productivity and labour productivity and negatively by the experience of firms, the latter results suggesting that more experience does not push their production outwards but inwards. However, other factors found significant in efficiency differences among firms include gender of the head of the SME, educational level, professional training of the firm heads, sector of operation and the area of operation of the SMEs. Moreover, firm mean efficiencies are not found to vary across the three periods 2018, 2019 and 2020, suggesting the COVID-19 pandemic did not affect firm efficiencies.
An information system (IS) is “a set of people, procedures, and resources that collects, transforms, and disseminates information in an organization. A system that accepts data resources as input and processes them into information products as output” (O’Brien & Marakas, 2005). Likewise, the definition of human resource information Systems (henceforth HRIS) can be expressed as an IS that deals only with information related directly to the human resource management (HRM) area (Tannenbaum, 1990). Initially, computerized HRIS were only useful for administrative purposes. However, in the course of the last decade, that tendency has changed markedly and a strategic re-orientation of these applications is nowadays considered desirable and necessary for companies competing in today’s uncertain, complex and ever-developing environment. This phenomenon has turned HRIS into a major strategic means, capable of providing information about the actual capacity of the firm, its potential, and the potential of its competitors. This research paper aims to provide an in-depth analysis of HRIS usage as a tool for assisting in recruitment decisions. This was carried out in accordance with the empirical findings of a quantitative research on selection and recruitment processes in Spanish firms. This paper reports and evaluates the major results of this current study and discusses its theoretical and practical implications with a view to increasing the effectiveness of HRIS usage for its recruitment processes.
Objectives: An attempt is made to examine HRM Practices adopted by Indian SMEs and Its Impact on Firm’s Performance & Productivity of manufacturing SMEs Registered under Chamber of Commerce and Industries of Gujarat.
Research Methodology: A mail survey was developed and distributed to owner(s)/manager(s) in manufacturing SMEs in the state of Gujarat. One thousand questionnaires were distributed among the SMEs registered in the state of Gujarat under the definition of MSME Act’2006. Two hundred twenty-six (226) questionnaires completely filled were received that is equivalents to twenty two point six percent (22.6%) response rate. The owner(s)/manager(s) was (were) asked the level of adaptation of Eight (8) HRM related practices, namely, HR Planning, Staffing, Incentives, Training, Performance Appraisal, Training, Teamwork, Employee Participation, & CSR practices towards employees employed during the past three years. In relation to these practices they were asked to reveal their perception about the Operational Performance, Non-financial and financial performance during the same period. It was based on the questionnaire administered. HRM Practices & Operational Performance is taken as independent variables while Firm’s Performance is taken as Dependent Variables, years of operations of firm are taken as control variables. SEM and Multivariate Analysis techniques used for data analysis.
Findings: Real results bring more interesting findings in terms of practical implications to the industries. As Pearson Product moment Correlation study supports the strong correlation between HRM practices and firm’s Operational Performance as well as Firm’s Performance. Multiple Regression Analysis among HRM practices and firm performance revealed positive impacts. While Moderating effects of Management Style on HRM practices suggests that, SMEs are having mixed management style where it need to have decentralization in their decision making style to make the firms globally competitive in this fast changing world. Research study finds weak culture in SMEs. It suggests lack of trust among employees and weak employee- employer relations. Hence the present research study is set as a lamp post for viewing usage of Human Dimension of SMEs and its potential to improve SMEs performance financially as well as strategically.
Implication: While investigate the relationship between HRM practices and Operation Performance, it is found positive relationship between HRM practices and operational performance. Adopting these strategies align to HRM strategies, firms can reduce work error, scrap rate, bottleneck of production process through preventive maintenance of machines. As a results cost is cut, quality is improved and customer satisfaction is increased through high quality and low cost and on time product delivery.
Key Words: HRM practices, Operational Performance, Firm Performance, Financial and Non-Financial Performance.
This chapter first addresses the definition of human resources as a key strategic resource for organisations and the importance of the human resources department as responsible for implementing responsible personnel management policies, assessing its functions and objectives. Based on the identification of socially responsible practices towards employees, it is considered whether they also have a positive impact on financial performance. Special emphasis is placed on high-performance practices because they are linked to responsible human resource management. It is also important that companies communicate adequately and externally their human resource policies based on good practice, on a voluntary or mandatory basis to comply with legal requirements. This also allows the most responsible companies with respect to their employees to form part of rankings, such as “The best place to work” or “Merco empresas responsables”. The chapter covers codes of ethics as a commitment that responsible employers make to their employees, managers and how they should act in the organisation. The chapter also includes some examples of problems in the field of human resource management.
The rapidly changing and highly competitive global business environment requires that Telcom Enterprises (TEs) practice high levels of management innovation to achieve customers satisfaction and gain competitive advantage over competitors. The results of which ensure long- term survivability in the marketplace. Businesses must therefore promote research and development and embrace new technological advancements in their business practices. Moreover, businesses should, keep the operational environment under constant surveillance, regularly assess performance, and strive for improvement. Therefore, knowledge management is a critical requirement for businesses’ success and innovation. Harnessing knowledge requires a leadership that can effectively integrate knowledge and innovation. There are several leadership styles that are employed in running businesses where each style has a different impact on the outcome of challenges faced by TE. In the Kingdom of Saudi Arabia TEs contributed to the Saudi GDP reached SAR ($53 billion) in 2022, and the challenges that limit their growth include low managerial and technical skills as well as limited access to information. The study employed a quantitative approach, the current researcher hypothesized four testable hypotheses from theories of literature review. In term of testing the hypotheses, primary data were collected from TEs have operated in Saudi Arabia as well as 200 were drawn for study. Additionally, the current researcher applied a mix of statistical tests to analyses the data. The finding results were shown some of hypotheses support the literature and part of the partially support. The results of these studies confirmed that the leadership styles effected on organizational performance. The results were not matching with kind of leadership styles. Furthermore, the TEs leadership were connected to best style.
Strategic human resource management (SHRM) is a field of study and practice that focuses on the alignment of human resource strategies and practices with the overall strategic objectives of an organization. It recognizes the critical role that human capital plays in driving organizational success and competitive advantage. By integrating HR practices with strategic goals, SHRM aims to maximize the performance, engagement, and development of employees, ultimately contributing to the achievement of organizational objectives. A thorough understanding of SHRM is essential for organizations seeking to optimize their human resources and gain a competitive edge in today's dynamic business environment. In this literature review, the authors delve into the existing research and explore the various aspects of SHRM, shedding light on its theoretical foundations, practical applications, and the potential benefits it offers to organizations.
The literature presents various contributions regarding students' entrepreneurial intentions. However, only a few recent papers have delved into the realm of student entrepreneurship, encompassing both nascent entrepreneurs (i.e., students who are in the process of creating their own businesses) and active entrepreneurs (i.e., students who already own and are running their own businesses). Moreover, to the best of our knowledge, no previous studies have explored the association between individual skills, such as coding and digital skills, and students' entrepreneurial intentions and student entrepreneurship. This paper aims at filling these gaps by quantitatively testing if coding and digital skills are significant factors for students' entrepreneurial engagement and student entrepreneurship. Throughout this paper, the term “students' entrepreneurial engagement” encompasses both students' entrepreneurial intentions and student entrepreneurship. Drawing on perspectives from human capital and social capital theories, we hypothesized that these individual skills could have a statistically significant positive impact on students' entrepreneurial engagement and student entrepreneurship. To assess coding and digital skills, we categorized them into knowledge and experience, as suggested by the human capital theory. Through several regression analyses on 2608 Italian university students, we validated our hypotheses. These findings contribute both theoretically and practically to the entrepreneurship literature.
The emergence of knowledge management in the 1990s made it clear that information management was not enough to achieve organizational strategy. As multiple authors have documented, knowledge is information in agents’ heads. Information without people is static. Individuals dynamize information and convert it into knowledge. If knowledge implies that people acquire, process, create, share, and apply knowledge, a fundamental question is why some individuals want to do it and some do not. From the organizational behavior field, human actions depend on individual variables and environmental conditions, including organizational variables. The two dimensions are equally important; however, in this chapter, only three of the most relevant human variables were described based on research results: attitudes, self-efficacy, and trust. Attitudes are evaluations people make of others, things, situations, and concepts. Many publications confirm the relationship between attitudes and knowledge management, especially in the knowledge sharing component. This chapter presented some of them. Self-efficacy is an individual’s confidence in his or her abilities to execute a particular task. Self-efficacy influences how people think, feel, and act and therefore their achievements. There is a positive relationship between self-efficacy and knowledge sharing, and some studies were presented. Trust is a belief, assessment, or assumption about an exchange partner that results from the partner’s expertise, reliability, benevolence, and deliberateness. Trust has a positive impact on knowledge sharing. When there is trust within a group, the intensity of knowledge sharing increases.
Purpose
The purpose of this study is to investigate (1) how managers respond to stock price crashes, (2) why they respond and (3) how their responses affect shareholders.
Design/methodology/approach
This study employs a panel regression with various firm-level controls and firm- and year-fixed effects. The sample is comprised of 101,532 firm-year observations with 11,727 unique firms from 1950 to 2019. Using mutual fund flow redemption pressure as an exogenous variable to stock price crashes, the paper provides further evidence of the causality of documented findings.
Findings
Management becomes more focused on improving transparency, raising investment efficiency, reducing agency conflicts and regaining the trust of shareholders by investing in social capital and employee welfare. These actions increase firm value. This study also suggests that management undertakes these actions out of concern for their tenure of employment.
Originality/value
The catalysts of stock price crashes are well documented, but much less is known about what happens following stock price crashes. This study provides more insights into the understanding of corporate crisis management practices following adverse events.
Managers often implement new organizational practices to improve firm performance while neglecting possible side effects. This study examines the relationship between 6 organizational practices and both productivity and injury rates in 86 small manufacturing firms. The use of performance-based pay was associated with higher injury rates and lower productivity (on 1 of 2 measures). The opposite pattern held for training: Training hours were negatively related to the injury rate and positively related to 1 measure of productivity. Surprisingly, higher hours worked per week was associated with a lower injury rate and also with lower productivity. The use of teams was associated with a lower injury rate but was unrelated to productivity. The potential interaction between hazard control measures and organizational practices in predicting injury rates is also discussed.
After many years of controversy and uncertainty, participative management and work design issues are becoming the focus of attention in the 1990s. There is ample evidence to suggest that the success of some foreign and domestic manufacturers may be attributed to the management of their human resources. This article discusses the trends that are encouraging the reassessment of the traditional and widely applied principles of job design, which makes the case for organizing manufacturing jobs into groups. Based on a normative model proposed by Hackman and on the workgroup activities in the United States, Japan, and Sweden, this article evaluates the feasibility of adopting groups in a manufacturing setting and identifies the potential obstacles to their adoption. Many of the conditions required for the success of groups can be created through deliberate managerial decisions.
The potential usex of public resources and powers to improve the economic stuius of economic groups (such as industries and occupations) are analyzed to provide a scheme of the demand for regulation. The characteristics of the political process which allow relatively small groups to obtain such regulation is then sketched lo provide elemenls of a theory of supply of regulation. A variety of empirical evidence and illustration is also presented. W The state—the machinery and power of the state—is a potential resource or threat to every industry in the society. With its power to prohibit or compel, to take or give money, the state can and does selectively help or hurt a vast number of industries. That political juggernaut, the petroleum industry, is an immense consumer of political benefits, and simultaneously the underwriters of marine insurance have their more modest repast. The central tasks of the theory of economic regulation are to explain who will receive the
It has long been recognised that the costs of imitating new products have an important effect on the incentives for innovation in a market economy.' As Arrow (I962) and others have pointed out, if firms can imitate an innovation at a cost that is substantially below the cost to the innovator of developing the innovation, there may be little or no incentive for the innovator to carry out the innovation. In their discussions of the innovation process, economists frequently have called attention to the major role played by the costs of imitation, but there has been little or no attempt to measure these costs, to test various hypotheses concerning the factors influencing them, or to estimate their effects. In this paper, we report some findings of what seems to be the first study of this topic. In addition, we present data regarding the effects of patents on imitation costs and on the rate of innovation.