Article

Human Resource Strategies and Firm Performance: What Do We Know and Where Do We Need to Go?

The International Journal of Human Resource Management

July 2006
6(3)

DOI:10.1080/09585199500000041

Authors:

Lee Dyer

Cornell University

[Excerpt] Strategic human resource management (SHRM) has emerged as a, if not the, major paradigm among scholars and practitioners in many parts of the world. This is apparent from the recent literature on international human resource management (e.g., Schuler, Dowling, and De Cieri, 1993), as well from recent reviews of trends in the U.S. (Dyer and Kochan, 1994), Canada (Betcherman, McMullen, Leckie, and Caron, 1994), and the U.K (Lundy, 1994).

How to Evaluate the Effectiveness of Performance Management Systems? An Overview of the Literature and a Proposed Integrative Model

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Full-text available

Jun 2024

The purpose of this study is to propose an integrative model for evaluating the effectiveness of performance management system (PMS). This model aims to systematize the dimensions and criteria used in the literature and provide clarity in terms of evaluation possibilities. A comprehensive review of the literature was conducted to identify the dimensions, criteria, and causal relationships used in evaluating PMS effectiveness. A sample of 57 articles was analyzed using content analysis. The study established dimensions and criteria that have been neglected in the literature. The review resulted in the proposal of an integrative model for evaluating PMS effectiveness, which incorporates individual and organizational dimensions and criteria identified in the literature. It sheds light on recurrently adopted dimensions, particularly those related to individual-level phenomena, and seeks to clarify current conceptual ambiguities. This study’s originality lies in its integrative approach, which diverges from the prevailing tendencies in the field. This study provides clarity regarding the conceptual confusion surrounding ambiguous concepts and generically applied measures that hinder the drawing of certain conclusions about the effectiveness of PMS.

Talent management practices and the performance of firms: Evidence from Polish SMEs

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Full-text available

Dec 2023

Objective: This article aims to identify and explore a potential relationship between talent management (TM) practices and performance in small and medium-sized enterprises (SMEs). Despite the growing number of publications on talent management, scholars rarely investigate such a link in this type of enterprise. Research Design & Methods: We collected data from 200 randomly selected Polish SMEs. We interviewed respondents about the characteristics of TM practices they apply and the performance they achieve. The data revealed three clusters of approaches to TM (acquisition, retention, and complex) and two frequencies in running talent management activities (systematic and occasional). These verified a potential link with HR-related , organisational, and business performance outcomes. Findings: Analyses revealed a statistically significant relationship between TM practices and most HR-related outcomes, some organizational outcomes, and almost no business performance outcomes. Moreover, we proved relationships between approaches to talent management and some performance indicators. Implications & Recommendations: Small and medium-sized enterprises benefit from using a systematic approach to TM in the form of a positive impact on particular performance areas referring to business outcomes and brand recognition. The TM practices SMEs apply help overcome challenges they face. Thus, we advise defining the main goal of TM should before undertaking particular actions. Contribution & Value Added: This article contributes to the body of knowledge on TM in SMEs and explores the relationship between TM practices and performance. Part of the examined relationships between indicators of TM and those describing performance was confirmed as statistically significant.

Meaningful Work and Organizational Outcomes in Higher Educational Institutions in Rivers State: A Study in Workplace Spirituality

Article

Mar 2024

The study examined the relationship between meaningful and organizational outcomes in higher educational institutions in Rivers state, Nigeria. Specifically, the study ascertained the relationship between meaningful work and productivity in tertiary institutions in Rivers state. More so, the study examined relationship between meaningful work and innovation in tertiary institutions in Rivers state. The study adopts quasi-experimental design and a cross-sectional survey. The target population of the study comprise 3411 staff in 10 higher educational institutions in Rivers state, Nigeria, including: University of Port Harcourt, Rivers State University, Ignatius Ajuru University of Education, Madonna University, National Open University of Nigeria, Elechi Amadi Polytechnic, Ken Saro Wiwa Polytechnic, Federal Polytechnic of Oil and Gas, Easter Polytechnic and Federal College of Education. However, out of the total population, 358 subjects were determined using Taro Yamane formula. Data were collected through structured questionnaire, while the reliability of the instrument was ascertained using Cronbach alpha coefficient. Data were analyze using Pearson Product Moment Correlation with the aid of Statistical Package for Social Science (SPSS). However, the results of the analysis conducted revealed that there is no significant relationship between meaningful work and research productivity in higher educational institutions in Rivers state; while, in the test for the second hypothesis, it was revealed that there exist significant but very weak positive relationship between meaningful work and innovation in higher educational institutions in Rivers State. Hence, from the findings, the study recommends among others that Higher educational institutions in Rivers state, should give greater degree of autonomy and challenging tasks to employees, in addition, job with purpose, joy, energy aimed at contributing to the society at large, in order to elicit the creative and innovative behaviours and capabilities of their academic staff.

Strategic human resource management practices and organisational performance: A case of the Zambia national assembly of Zambia

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Full-text available

Mar 2024

The premise of HRM practices is that an organisation's most important resource is its people, and that its performance depends heavily on them. For HRM to have a meaningful impact on organisational performance, an appropriate range of human resource policies and processes must be developed and effectively implemented. SHRM is an approach that defines how the organisation's goals are achieved by its employees through human resource policies and practices that are integrated with the human resource strategy. SHRM's growing popularity is primarily due to its clear commitment to improving organisational performance. However, studies on the linkage between SHRM practices and organisational performance that have been carried out in the African perspective, are very few especially in a public organisation. The purpose of this study was to examine the impact of SHRM practices on organisational performance. The study was conducted at the National Assembly of Zambia which has its presence in all the one hundred and fifty-six (156) Constituencies through Parliamentary Constituency Offices. The study utilised quantitative research method. Data was collected from the study participants using a questionnaire. Collected data was analysed using descriptive statistics and statistical inference (Pearson Correlation Coefficient and Multiple Regression Analysis). The Pearson Correlation Coefficient was used in order to find out the relationship between the variables and the Multiple Regression Analysis was used in order to find out the impact of independent variables on the dependent variable. The hypothesis test results revealed that there was a relationship between all HRM practices and organisational performance at the National Assembly of Zambia. However, it was revealed that organisation and resourcing had a negative and weak, positive impact on organisational performance, respectively. Learning and development, performance and reward management and employee welfare had a significant impact on organisational performance. The study therefore concluded that SHRM practices have significant impacts on performance of the Zambia National Assembly. The study recommended the need for institutional transparency, employee engagement and access to information by employees. The study also recommended that the Zambia National Assembly should also have a deliberate policy on continuous professional development as well as a succession plan policy.

Efectos del enfoque estratégico de recursos humanos en los resultados de la empresa

Article

Full-text available

Oct 2000

2.º Premio Estudios Financieros 2000Modalidad: Recursos Humanos Desde que surge el enfoque estratégico de recursos humanos en los años ochenta, se ha tratado de investigar empíricamente la relación existente entre las prácticas de gestión de recursos humanos y los resultados de la empresa. Los estudios realizados se han centrado, básicamente, en el ámbito norteamericano y han adoptado diferentes perspectivas de análisis, lo que dificulta extraer conclusiones generalizables de los mismos. Este trabajo estudia dicha relación desde las cuatro principales perspectivas de análisis identificadas en la revisión de la literatura y para una muestra de empresas españolas. Los resultados obtenidos proporcionan evidencia de que el desarrollo de las denominadas prácticas universalistas de gestión de recursos humanos influye de forma positiva en los resultados obtenidos por la empresa. Particularmente, los resultados mejoran cuando se implantan sistemas de prácticas de recursos humanos consistentes entre sí, más que cuando se ponen en marcha prácticas aisladas, e independientemente de su adecuación a la estrategia adoptada por la empresa. Las implicaciones de estos resultados para futuras investigaciones se comentan al final del trabajo.

EFFECT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON EMPLOYEE PERFORMANCE IN COMMERCIAL BANKS IN NAIROBI COUNTY, KENYA

Article

Full-text available

May 2016

Stephen Mwanzia Wambua

EMPLOYEE PERCEPTIONS ON HUMAN RESOURCE PRACTICES AND EMPLOYEE JOB PERFORMANCE AMONG MICRO AND SMALL ENTERPRISES IN THE MANUFACTURING SECTOR IN KENYA

Article

Full-text available

May 2015

Rosamaria Mutheu Nzoka

Drowning in Red Tape : How and When Does Job-Related Red Tape Affect Employees' Attitudes and Behaviors?

Thesis

Aug 2023

Jolien Muylaert

The public sector is characterized by high levels of formalization, as rules, regulations, and procedures form the basis of public sector employees’ working lives. Unfortunately, many of these rules, regulations, and procedures turn out to be burdensome, while also lacking functionality, and can thus be classified as red tape. Interestingly, the amount of perceived red tape is not only determined by objective organizational conditions, but also depends on the subjective perceptions of employees. Past literature revealed that red tape harms employees’ attitudes and behaviors. However, the underlying mechanisms and boundary conditions explaining why employees react to red tape in a certain way remain unclear. By investigating how and when red tape is related to employees’ attitudes and behaviors, this dissertation adds to a better understanding of the consequences of red tape. Our focus on employees’ attitudes and behaviors is extremely relevant, as attitudes and behaviors are critical determinants of human functioning, while also being important resources to achieve organizational goals (e.g., organizational performance). This dissertation aims to answer the following research question: “What are the underlying mechanisms and boundary conditions explaining the relationship between red tape and employees’ attitudes and behaviors?”. To answer this question, we conducted four empirical studies for which we collected perceptual survey data among head nurses, teachers, and school leaders. Our first empirical study (Chapter II) provides evidence for a negative relationship between head nurses’ red tape perceptions and their job satisfaction. As we collected our data amongst employees with managerial responsibilities, we were able to test whether red tape is negatively related to leaders’ managerial discretion. In this respect, our results suggest that red tape indeed limits head nurses’ freedom and authority to make decisions as a leader. In turn, this lower discretionary room is related to lower levels of job satisfaction. Interestingly, our findings also indicate that when head nurses are autonomously motivated, their red tape perceptions are less strongly related to their discretionary room and their job satisfaction. In other words, since autonomously motivated head nurses find their work interesting and spontaneously satisfying, their motivation helps them to cope with the presence of red tape. Consequently, organizations should put extra effort into stimulating their workers’ autonomous motivation. Next, Chapter III reveals that teachers’ red tape perceptions originating from digital tools are positively related to their turnover intentions. Looking deeper into this relationship, we see that being confronted with high levels of red tape originating from digital tools is positively related to emotional exhaustion, which, in turn, is positively related to teachers’ intention to leave their organization. By specifically focusing on the presence of red tape within digital tools, we provide evidence that digitalization is not always a fully positive transformation, as digital tools can also put additional job demands on employees, resulting in negative HR outcomes. Interestingly, we also found evidence suggesting that when school leaders perceive high levels of red tape, the red tape originating from digital tools with which their teachers are confronted is stronger related to the emotional exhaustion and, indirectly, the turnover intentions of these teachers. As our findings reveal that leader red tape amplifies the harmful effects of red tape at a lower organizational level, leaders should pay attention to the signals they send to their subordinates. Following, Chapter IV provides empirical evidence for a negative indirect relationship between teachers’ red tape perceptions originating from digital tools and their affective commitment, through role ambiguity and work engagement. More specifically, analyses revealed a serial mediation in which red tape originating from digital tools is positively related to role ambiguity, which, in turn, is negatively related to work engagement, which, ultimately, positively relates to affective commitment. This suggests that when teachers experience many pointless and burdensome rules related to the digital learning environment, these teachers can get confused about their job responsibilities and what is expected of them. In turn, this confusion is associated with reduced enthusiasm, energy, and immersion in the job. Subsequently, this lower work engagement is associated with lower emotional attachment to the school. Lastly, Chapter V explores the relationship between red tape and teachers’ employability competences. Our results provide evidence for a negative relationship between red tape and balance, suggesting that when teachers are confronted with large amounts of red tape, they may, for example, no longer feel that their work efforts are in proportion to what they get in return. Additionally, we found evidence for a negative relationship between red tape and personal flexibility, suggesting that when teachers face high levels of red tape, they experience more difficulty adapting to changes in the labor market. Next, our analyses indicate that perceived impact on work outcomes acts as an underlying mechanism: When teachers are constrained by red tape, it is hard for them to believe that they can influence outcomes at work, which, in turn, is associated with lower levels of balance and personal flexibility. Additionally, we provide empirical evidence that when schools provide sufficient developmental rewards to their teachers, the relationship between teachers’ red tape perceptions and their perceived impact on work outcomes will be less strong, which indirectly also weakens the relationships between red tape and balance and personal flexibility. Consequently, we can conclude that when organizations provide sufficient immaterial inducements, such as participation in decision-making and access to training, employees will feel less constrained by the presence of red tape, and feel therefore better able to influence work outcomes. Importantly, as past research reveals that red tape’s negative consequences do not significantly differ across different sectors and contexts, we posit that the generalizability of our findings might go beyond the nursing and teaching context. However, it is also important to emphasize that the variables studied in this dissertation were measured only at a single time point. Assumptions about the causality of the relationships found are thus based purely on theoretical arguments.

"Strategic Human Resource Management Practices: Enhancing Organizational Performance in Dynamic Environments"

Article

Full-text available

Jan 2024

In the fast-changing business world of today, Strategic Human Resource Management (SHRM) practices are essential for improving organizational performance in constantly changing environments. This study, which utilized both qualitative and quantitative methods, explored how effective SHRM practices are in facilitating organizational success. Information gathered from 75 companies across various sectors and locations was assessed using both quantitative and qualitative methods. Quantitative analysis confirmed strong positive links between HRM practices like recruitment, training, and performance reviews and organizational performance indicators such as revenue growth, profitability, and productivity, highlighting HRM's crucial role in meeting organizational goals. Qualitative findings provided additional clarity on stakeholders' viewpoints, obstacles faced, and approaches for improvement. Participants acknowledged the beneficial effects of SHRM strategies in increasing employee engagement, improving skill growth, and nurturing an innovative culture. Nevertheless, the need for strategic approaches to HR management was emphasized due to challenges like limited resources, reluctance to change, and the intricacies of dynamic environments. The goals of the research were to evaluate how effective SHRM practices are perceived to be, pinpoint the difficulties faced in putting them into action, and provide suggestions for improving SHRM practices. Through focusing on involving stakeholders, constant learning, and investing in technology, companies can use SHRM strategies to succeed in changing environments, attaining lasting growth and a competitive edge. This study helps organizations understand how to navigate complexities and uncertainties, offering useful insights for HR professionals and organizational leaders.

MODELING AS AN INSTRUCTIONAL STRATEGY FOR MOTIVATING, MAINTAINING, AND ENHANCING STUDENTS' INTEREST AND PERFORMANCE IN CHEMISTRY

Article

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Apr 2024

This study investigated and examined modeling as an instructional strategy for motivating, maintaining and enhancing students' interest and performance in chemistry. Descriptive survey design was used. The sample size used for the study was 120 respondents (students and teachers) randomly selected from two secondary schools and two higher institutions from two Local Government Areas of Edo State, Nigeria. Six research questions, twenty two question items and three null hypotheses were formulated to guide the study. Data were collected from respondents using sets of questionnaire structured in three point rating scale of agreement. The data were analysed using both descriptive and inferential statistics. The findings shows that the respondents perceived modeling as an effective and impactful instructional strategy which is adequate and to a great extent, could be used to motivate, maintain and enhance students interest and performance in chemistry. The study also shows that modeling is a very adequate instructional strategy in chemistry that is closely related to other complementary alternative instructional strategies on one hand and students interest and performance in chemistry on the other hand and that modeling could be improved upon for the enhancement and advancement of chemistry by combining it with other complementary strategies. The study recommended that Teachers should be adequately sensitized on the importance of modeling to chemistry among others.

Bonfring International Journal of Industrial Engineering and Management Science

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Jan 2013

This study aims at exploring the impact of high performance HR practices on employees' job performance. The study sought to establish the effect of job design, training and development, motivation, supervisory support, working environment and compensation on employees' job performance in Leather goods manufacturing companies at Vellore district. The research design used was descriptive survey research design. Stratified proportionate random sampling was used. Data was collected using questionnaires and analyzed by using descriptive statistics, correlation and regression analysis, chi-square and Friedman test was done to establish the relationship between various HRM practices and employees' job performance. Data was presented in the form of tables. Based on the findings, job design, supervisory support and work environment are having a positive and significant relationship with employees' job performance and training and development, motivation and compensation are not having a significant relationship with employees' job performance. Conclusions as well as implications are discussed.

Digital-Based Living Values Project Activities Learning Model for Strengthening Students’ Pancasila Character

Article

Jan 2024
NEW EDUC REV

This study aims to describe the conceptual model of digital-based living values activities project learning, students’ perceptions of implementing this model, and the reinforcement of students’ Pancasila character. The research utilised a mixed methods approach on students and teachers at junior high schools in Bandung, Indonesia. The findings reveal that the digital-based living values activities project learning model integrates project-based learning, living values education and digital learning. Students perceived the implementation of this model quite positively, and the reinforcement of students’ Pancasila character was categorised as good. This model can be used to strengthen students’ character.

Machine Learning-Based Causality Analysis of Human Resource Practices on Firm Performance

Article

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Apr 2024

An organization’s human resource management practices are essential for its competitive advantage. This study specifically examined human resource (HR) practices that predict corporate performance (employee turnover and firm sales) based on a backpropagation neural network (BPN)-based causality analysis. This study aims to test how to optimize human resource practices to improve organizational performance. This study elucidated the effect of HR practices and organizational-level factors on predicting employee turnover and firm sales. The BPN-based causality analysis revealed the relative importance of explanatory variables on firm performance. To test the model, it employed the Human Capital Corporate Panel open data on Korean companies’ HR practices and other characteristics. The analysis identifies causal relationships between specific HR practices and firm performance. The results show that compensation-related HR practices are most influential in predicting firm sales and employee turnover. Moreover, training-related HR practices were modest, and talent acquisition and performance management practices had relatively weak effects on the two outcomes. The study provides insights into how human resource practices can be optimized to improve firm performance and enhance organizational effectiveness. The findings of this study contribute to the growing body of research on the use of machine learning in HR management and suggest practical implications for managers’ insights to optimize HR practices.

Strategic Human Resource Management Practices in Banks and Insurance Companies

Article

Full-text available

Dec 2023

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.

A vállalati versenyképesség vizsgálata a gátló tényezők tükrében

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Feb 2024

A tanulmány célja a hazai vállalatok sikerességének vizsgálata, a versenyképességet csökkentő gátló tényezők aspektusából. A hazai vállalatok versenyképességének mélyebb megértésére koncentrálva a sikerességüket gátló belső tényezőket igyekeztek beazonosítani a szerzők. Az elemzések reprezentatív mintán készültek, így az eredmények megalapozottnak tekinthetők. A versenyképességet gátló tényezőket több dimenzió mentén is vizsgálták, és jól látszik, hogy e tényezők a vállalat mindennapi működésére is hatással vannak. Megállapították, hogy minél innovatívabb, kockázatvállalóbb és tudásmegosztásban aktívabb a vállalat, annál kevésbé érintett a gátló tényezők hatásában. A nemzetköziesedés aspektusából tekintve, minden szempontból jobb eredményeket hoztak azok a vállalatok, amelyek exportálnak vagy nemzetközi piacon jelen vannak. A sikeresebb vállalatok folyamatosan új stratégiai kezdeményezésekkel, rugalmas alkalmazkodással biztosítják a folyamatos és tartós versenyelőnyüket.

Routing TQM through HR strategies to achieve organizational effectiveness: the mediating role of HR outcomes in India

Article

Nov 2023

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.

Editorial: Technological innovation and corporate governance — New perspectives

Article

Nov 2023

Gianluca Mattarocci

Two of the most challenging issues that all the companies are currently facing worldwide are related to the impact of new technology on firms’ business model and the governance issues that may matter for a company also due to the new technology opportunities.

Servant leadership and organizational performance: Mediating role of organizational culture

Article

Full-text available

Nov 2023

Servant leadership positively influences the performance of organizations since it focuses on developing the most critical capital of organizations – human beings. The study aims to analyze the influence of servant leadership on organizational performance mediated by organizational culture focusing on administrative staff in Peru. It uses a quantitative approach and non-experimental design. The data were obtained transversally from 465 union members-administrative staff through a virtual survey with a 20-item Likert-type questionnaire, verifying the data for compliance with the underlying assumptions. For data processing, the SPSS AMOS program was chosen, subjecting the data to confirmatory factor analysis and using the structural equation model to test the proposed hypotheses. The results show that, for administrative staff, organizational culture partially mediates the influence of servant leadership on organizational performance at 0.127. While servant leadership positively influences organizational performance (β = 0.341, p < 0.01), it also positively influences organizational culture (β = 0.492, p < 0.01). Furthermore, organizational culture positively influences organizational performance (β= 0.262, p < 0.01). The study confirms the importance of servant leadership in the performance of organizations. Also, it provides evidence to affirm that organizational culture is fundamental in explaining this influence, thus filling the research gap.

Migration Letters Rewards Effects Through Entrepreneurial Orientation to the Performance of the Indi 4.0 Manufacturing Industry

Article

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Nov 2023

Purpose: The main intention of this study is to better comprehend the potential of rewards, entrepreneurial orientation (EO), and their impact on the performance of Indonesian manufacturing firms transforming into Industry 4.0. Design/methodology/approach: This study achieved its objectives by conceptual analysis of the rewards relationship with the performance of an organization, expectancy theory, resource-based view (RBV) theory, and extant literature. Findings: This study indicates that a comprehensive rewards policy alone is insufficient to improve the performance of the Indonesian manufacturing industry. The fully mediating models hypothesised with the application of expectancy theory and RBV models suggested that the dimensions of EO have significant impacts on improving the performance of the manufacturing firm. Practical Implications: This study measures the adoption of EO as a mediator in examining the mechanism of rewards management to improve the performance of the manufacturing industry underpinned by the expectancy and RBV theories. Originality/Value: The originality of this study is to demonstrate that the implementation of rewards management in the Indonesian manufacturing firm can be enhanced using a proper mechanism, to improve better firm's performance.

Teacher placement and its impact on students' performance: The perception of teachers at Junior High Schools of the Kassena/Nankana Municipality

Article

Full-text available

Nov 2023

This study assessed the teacher placement and utilization and their impact on Basic Education Certificate Examination (BECE) performance in the Kassena/Nankana Municipality. The study has the following objectives: Factors influencing teacher placement in public basic schools and the impact of teacher placement on BECE performance. The study gathered data from 99 teachers from 10 Junior High Schools in the Municipality through questionnaire administration. The data on BECE performance of schools were obtained from the schools over 2015-2019. The schools were made up 5 urban and 5 rural schools. All descriptive analysis was done with SPSS, version 21.0. The study based on Hausman specification test, used random effect model to estimate the impact of teacher placement and utilization on BECE performance of the selected schools. Majority of the respondents considered ability to speak the local language, good health facility, easy access to professional development, access to information and modern technology in the community before accepting posting. It was however revealed that peace and harmony are only condition helping to retaining teachers. Teachers taught skills and knowledge acquired at the colleges of education, they were also made to handle other subjects outside their field. Teacher placement has significant positive influence on BECE performance of the schools.

Human Resource Planning on Organization Performance in Cooperatives Sector

Article

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Oct 2023

The study investigates the empirical examination of human resource planning in the cooperative sector. It aims to assess the impact of forecasting manpower demand and strategic action on the overall performance of these organisations. This paper aims to provide a comprehensive analysis of the intricate relationship between human resource planning and organisational performance. The selection of firms was conducted using stratified sampling techniques within the cooperative sector. The exploratory research design was selected as the primary research paradigm to uncover and understand reality. In this quantitative study, information came from a sample of 54 cooperative employees, specifically in the areas of Kalimati, Balkhu, and Teku. A meticulously developed structured questionnaire was employed, and the resulting data were subjected to analysis utilising SPSS version 20. Data collection has been conducted using convenience sampling. The results of the study suggest a noteworthy correlation between human resource planning and organisational effectiveness. Based on the findings, it is recommended that the cooperative sector and its human resource managers should consistently conduct manpower audits and planning. This will allow them to proactively assess the demand and supply situation in the labour market before proceeding with employee recruitment.

Greening hotels: does motivating hotel employees promote in-role green performance? The role of culture

Chapter

Oct 2023

Value-based Blended Learning Model for Strengthening Students’ Character

Article

Oct 2023

Benevolent Leadership: Unveiling the Impact of Supervisor Gender on HR Practices and Employee Commitment

Article

Full-text available

Aug 2023

In this study, we examine the relationship between supervisor gender, the adoption of HR practices, and employee commitment. Based on leadership theories arguing that female supervisors are more focused on employee needs than male supervisors, we suggest that female supervisors are more likely to adopt HR practices that address employee needs. Using social exchange arguments, we predict that this in turn leads to higher affective commitment among employees. We test our theoretical predictions using three waves of the German Linked Personnel Panel (LPP). Our results indicate that female supervisors promote personnel development practices (DP) more than male supervisors, which has a positive impact on employees’ affective commitment to the organization. We find no statistically significant effect of a female supervisor on the provision of family-friendly work practices (FFWP). We discuss the implications of these findings and suggest avenues for future research.

Organizational behavior and transformational leadership

Book

Full-text available

Aug 2023

Shatha Mahfouz

The book "Organizational behavior and transformational leadership" presents the construction of an inductive model, called the employee-directed transformational leadership model (EDTLM), which theoretically implied relationships among transformational leadership, human resource practices, employee commitment, and employee performance. It also introduces the HRM practices, transformational leadership, employee commitment, and employee performance discourse in six chapters covering its definitions, practices, theories, dimensions, importance, analysis, and results. The book could be used to guide the management team of construction companies to focus on the interrelationships among EDTLM constructs, their variables, and values to improve employee performance. The book is suitable for use by students in various fields of study, academics, researchers, managers, and policymakers alike

DijitalleĢmenin Ġnsan Kaynakları Yönetimi Uygulamalarına Etkisi The Effect of Digitalization on Human Resources Management

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May 2022

Multilevel Analysis of the Effect of Corporate Entrepreneurship and Learning Capabilities on the Attitudes of Key Personnel in Small and Medium Enterprises in Korea: The Moderating Effect of Social Capital

Article

Full-text available

Jun 2023

This study investigates the multilevel impact of corporate entrepreneurship and learning capability on job satisfaction and organizational commitment and reveals the moderating effect of social capital. Using a quantitative approach based on secondary data from the Human Capital Corporation Panel (HCCP) provided by the Korea Research Institute for Vocational Education & Training (KRIVET). A total of 344 people working for 67 SMEs were processed to infer the results through the hierarchical linear model (HLM). We found that corporate entrepreneurship and learning ability had significantly positive effects on organizational commitment and job satisfaction. Further, social capital had a moderating effect only on the relationship between corporate entrepreneurship and organizational commitment, and there was no moderating effect on the relationship between corporate entrepreneurship and job satisfaction as well as the relationship between learning capability, organizational commitment, and job satisfaction. To inspire corporate entrepreneurship, individuals or teams should work with the company to create new organizations or incite innovation within the organization. Through social interaction, we must build and expand the consensus of our members and share values, attitudes, and objectives. Drawing on these findings, we suggest directions for future research.

Ticket to rate: antecedents to turnover intention among teachers

Article

Full-text available

Jun 2023
Int J Leader Educ

Since the millennium, marketization of upper secondary education involving control, accountability, and performance has changed the working life of many teachers in the Western world. The objective of this paper is to examine the relationship between turnover intention and control-oriented HRM, performance appraisal, and heteronomy. Leader-member exchange (LMX) is tested as a possible mediator and moderator. The study is based on quantitative data from a survey of Norwegian high school teachers (n = 1055) in three areas. Sample characteristics correspond with characteristics for the overall teacher population in Norway. The main methods of analysis include path analysis and bootstrapping. Analyses uncover positive relationships between turnover intention and all three variables. LMX mediated all relationships. No moderation effects of LMX were found. Direct relationships did not differ with gender, but mediation effects did. Among female teachers control-oriented HRM and heteronomy disturbed the LMX relationship so much that these variables increased their intention to quit. Our study contributes by showing that turnover intention among teachers should be understood in conjunction with marketization and deregulation reforms, as these have increased the proliferation of control-oriented HRM and heteronomy. We highlight the significance of LMX for understanding turnover intentions, and the practical implications of our findings.

Smart City Construction Policy and Firm Performance: Empirical Evidence from Shanghai and Shenzhen A-share Listed Companies

Article

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Jun 2023

Chenyu Su

I examine the effects of digitalization and informatization on firm performance (ROE). I employed a multistage DID model, using smart city development as a natural experiment. Using a sample of Shanghai and Shenzhen listed companies, I discover that firms affected by smart city policy are more likely to have better performance. This finding is robust to a series of robustness checks. Cross-section analysis indicates that nonstate-owned firms, firms with lower power levels concentration and western firms are more likely to benefit from smart city construction. These findings can help managers and policymakers to better understand the mechanisms underlying the relationship between smart city development and firm performance and to develop tailored strategies to leverage the benefits of smart city development.

Effet des pratiques ressources humaines efficaces sur la satisfaction au travail : le rôle de l’engagement au travail et de l’identification organisationnelle

Article

Jun 2024

S’appuyant sur le modèle AMO (Ability, Motivation, Opportunity) et la Théorie de l’identité sociale, cette étude vise à mieux saisir les mécanismes et conditions d’influence de la relation entre les pratiques ressources humaines (RH) efficaces et la satisfaction au travail. Basée sur les réponses offertes par 201 employés qui ont rempli un sondage électronique durant la pandémie de COVID-19, cette étude apporte trois contributions. Premièrement, elle relève l’effet positif des pratiques RH efficaces sur les niveaux d’engagement et de satisfaction des employés. Deuxièmement, elle souligne le rôle médiateur de l’engagement dans la relation unissant les pratiques RH efficaces à la satisfaction au travail. Troisièmement, elle montre le rôle modérateur de l’identification organisationnelle sur cette première relation. Les implications de ces résultats sont discutées en guise de conclusion.

Designing a Multi-Criteria Decision-Making Framework to Establish a Value Ranking System for the Quality Evaluation of Long-Term Care Services

Article

Mar 2024

Various levels of government across Taiwan are eager to promote the establishment of long-term care residential facilities to meet the significant caregiving needs arising from the wave of population aging. However, the successful establishment of an effective mechanism relies on proper supervision and guidance. Therefore, implementing a value assessment system for long-term care service quality management is of paramount importance. Using multi-criteria decision-making (MCDM) approach can provide effective conditions for the establishment of such system and enable a more comprehensive and objective evaluation of long-term care service quality. Using this system, decision-makers can incorporate different indicators based on various needs and weights to evaluate the quality and performance of long-term care services. This facilitates the determination of priorities and the formulation of improvement strategies, thereby enhancing the quality of long-term care services. This study develops an information-based assessment model for a platform that is win-win for both institutions and individuals. The model incorporates consumer reputation and environmental social governance (ESG) dimensions, in addition to indicators such as operational and management efficiency, professional care quality, safety and environmental facilities, and protection of individual rights and interests. Further, it integrates multiple indicator items and employs the analytic hierarchy process (AHP) to decompose and structure complex multi-dimensional issues, thereby aligning itself with current corporate evaluations. It aims to assist care service agencies in making key service quality decisions across different dimensions, and enhance the overall quality and competitiveness of those agencies, while increasing public trust and recognition in the evaluation of care service quality.

When digitalization meets HRM: developing a HRM value chain model in China

Article

Mar 2024
Chin Manag Stud

Purpose The purpose of this study is to explore the mechanism of digitalized transformation in organizations’ human resource management (HRM). This study summarizes three basic factors driving the digital transformation process in China: level of perception, level of application and speed of transformation. Design/methodology/approach This study analyzes the strategic transformation process of HRM in Haier, Hisense and Chambroad to explore the human resource digital transformation mechanism in Chinese enterprises. Findings The results of this study show that three HR value chain models can be constructed based on how well HRM deals with business: the efficiency-oriented HRM value chain, quasi-business-oriented HRM value chain and business-oriented HRM value chain. The basic factors – level of perception, level of application and speed of transformation – are observed in the entire HRM digital transformation process. Originality/value This study provides theoretical and empirical insights for enterprises to explore the value of digital technology in HRM and facilitate the digital transformation of HRM.

The Influence of Leadership Styles on Organizational Performance to Small and Medium Telecom Enterprises

Chapter

Mar 2024

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.

Human Resource Assessment and Management

Article

Full-text available

Jan 2024

Affandy Agusman Aris

Carrying out performance assessments on employees and executives is very important because it can have an impact on improving the performance concerned. This increase in performance will automatically have an impact on improving organizational performance. In this case, the role of Human Resource Management is very strategic in creating value that is difficult for competitors to imitate, namely, the value of human resources which is realized in an intangible activity, this value is a response from superiors, subordinates, and the surrounding environment which is equivalent to that in shoulder. Through 360-degree assessment, you can create an effective feedback process on employee and manager performance. By assessing performance, goals focused on improving quality can be better observed. Therefore, such an assessment can support the achievement of competitive advantage.

Human resource analytics, creative problem-solving capabilities and firm performance: mediator moderator analysis using PLS-SEM

Article

Jan 2024
PERS REV

Purpose Based on resource-based and dynamic capabilities theorizing, this study explores how human resource analytics (HRA) can improve human resource management (HRM) performance and organizational performance, with creative problem-solving capability (CPSC) as an underlying mediator for creating value from HRA. It also explores how data quality and HRA personnel expertise act as moderators in this relationship. Design/methodology/approach Hypotheses are tested in an empirical study including 191 firms using partial least square structural equation modeling technique. Findings The findings confirm the direct and indirect effect of HRA use and maturity on HRM and organizational performance, as well as the mediating role of CPSC. HRA personnel expertise was found to moderate the relationship between HRA and CPSC, data quality being an important factor. Originality/value The findings contribute to the sparse evidence of value creation from HRA use/maturity on HRM and organizational outcomes, providing a theoretical logic of resource-based view and dynamic capabilities view based on the underlying causal mechanism through which HRA creates value. The study identified complementary capabilities which when combined with HRA use/maturity and CPSC result in value creation.

Human Resource Management (HRM) Functions in Organizational Development and Sustainability in Nigeria

Article

Apr 2023

Azukoye Prince Amadi

As the issue of organizational competitiveness and sustainability in today’s business environment became crucial in all markets, the need to implement the strategic role of human resource management function in organizations becomes a prerequisite. The research problem defined by the authors refers to the definition of the roles that human management function performs in organizations in the Republic of Nigeria in order to examine the level of representation of the strategic role of human resource management function as a prerequisite for sustainability. The main objective of this paper was to define the characteristics of each of the three roles that the human resource management function plays in organizations in Nigeria. This will enable organizations to define more specifically the goals that need to be achieved in order to improve the role of the human resource management function from being administrative to operational and from operational to the strategic one, which is the basis for gaining a competitive advantage and sustainability. Human Resource Management (HRM) is an area of organizational science that deals with the study of all aspects of employment by implementing various activities aimed at aligning the interests of employees with the organization’s strategy. [1] The role of the human resources management function has evolved over time from a traditional and exclusively administrative role, through the modern human resource management in which it had an operational role, up to the strategic role of integrating all activities with the strategic needs of an organization. [2]. It is generally accepted that the basis for gaining a competitive advantage and sustainability is the implementation of the strategic role of human resource management in organizations. [3]. Accordingly, the impact of the human resource management function is observed in relation to its strategic importance for the organization. [4]. Depending on the various circumstances and levels of economic development, the role of human resource management was different. In market developed economies, the role of human resource management is an important strategic function, while in less developed economies, the role of human resource management was under a major influence of the government and administration. [5]. The market of Nigeria, as well as markets of other countries in Central and Western Africa, are becoming attractive for foreign investments. Numerous studies of the role of human resource management function in Western and Central Africa, show a shift in focus from an administrative to a more modern approach to people management. [6]. Since Nigeria became a member of the ECOWAS network, which deals with comparative research of human resource management practices as early as in 1975, with the aim of defining similarities and differences between different countries, primarily in Europe. Numerous researches show positive shifts towards a more modern role of human resource management in organization. [7]. In the research of the impact of human resource management function in relation to its strategic importance for the organization and sustainability, three key issues were defined that are related to the place and status of the human resource management function in top management, the level of participation of the human resource management function in the development of the organization's strategy and the level of participation of line managers in its evaluation and implementation. By analyzing the research studies in Central and Western African countries, especially in Nigeria, Ghana, Benin Republic, Niger, Togo, Cameroon, Chad, Gambia, Angola and Gabon; the authors noticed that there are two key shortcomings. The first one refers to the insufficiently clear boundaries between the administrative, operational and strategic roles that the human resource management function plays in organizations in terms of its integration with the strategic needs and thus the impact it generates in organizations. Namely, the mentioned research studies were focused on the administrative (personnel) and strategic roles of the human resource management function in organizations, neglecting the third role which represents the second development phase in this field and function of human resource management, and which aims to develop and formalize the processes of human resource management in organizations. The second one refers to defining the characteristics of all three roles that the human resource management function performs in organizations. In this paper, the authors focused on overcoming the identified shortcomings, and taking the work of Gooderham et al., and CRANET networks as a baseline for defining the strategic impact of the human resource management function. For research purposes, they defined the characteristics of all three roles and created an extended questionnaire intended to determine if the role of the human resource management function in an organization is administrative, operational (functional) or strategic. Defining the characteristics of each of the three roles that the human resource management function plays in organizations in Nigeria will enable organizations to define more specifically the goals that need to be achieved in order to improve the role of the human resource management function from being administrative to operational and from operational to the strategic one, which is the basis for gaining a competitive advantage and sustainability. Given that the research studies have shown that there are numerous differences that determine the role which the human resource management function assumes in an organization and thus also of the corresponding processes, the authors wanted to examine some of these specifics in the organizations in the Republic of Nigeria. The paper is structured in five parts. The first one deals with defining and analyzing the three basic roles that human resource management can play in an organization with an emphasis on the strategic role that, according to researches, affects the achieving of a competitive advantage and sustainability. In the second part of the paper, the authors introduce readers to the role and practices of human resource management in organizations in Nigeria. The third and fourth parts of the paper deal with research conducted in 86. organizations in Nigeria with the aim of determining the role of human resource management as well as defining the characteristics for each of the defined roles. The fifth part of the paper refers to the discussion about the results and the concluding considerations of the author.

Migration Letters Effectiveness of Human Resources Management Among Managers in Jordanian Educational Institutions: A Comprehensive Study

Article

Full-text available

Jan 2024

This study aimed to assess the effectiveness of Human Resource Management (HRM) practices among managers in Jordanian educational institutions, focusing on their impact on employee performance and job satisfaction. Study Population: The study encompassed 55 managers across diverse departments and managerial levels within Jordanian educational institutions (JEI). Sampling Method: A stratified random sampling technique was utilized to ensure representative participation from various departments and managerial hierarchies, this method aimed to capture a comprehensive view of HRM practices within the university, the survey instrument was distributed employing both online and offline methods, online surveys were disseminated via email, while physical copies were distributed personally. The questionnaire included validated scales measuring HRM practices, employee performance, employing a mixed-method approach, this study integrated quantitative analysis using statistical tools like SPSS and PLS-SEM and qualitative insights from open-ended survey responses. Quantitative analysis focused on correlations, regression, and structural equation modeling to examine the relationships between HRM practices and employee outcomes. Results: The analysis revealed robust positive correlations between key HRM practices (Talent Acquisition, Performance Appraisal, Training & Development, and Leadership Support) and both employee performance and job satisfaction. Regression analysis affirmed the predictive role of these HRM practices in enhancing employee outcomes. Based on the findings, recommendations were proposed to enhance HRM effectiveness, including investing in managerial training programs, implementing transparent performance appraisal systems, focusing on strategic recruitment and talent acquisition, fostering strong leadership support, and adapting HRM strategies based on regular feedback. Conclusion: This study concludes that effective HRM practices significantly influence employee performance and job satisfaction at Jordanian educational institutions (JEI). The provided recommendations offer actionable strategies to elevate HRM effectiveness and contribute to a more engaged and productive workforce.

Green HRM as Predicator of Firm s Environmental Performance and Role of Employees Environmental Organizational Citizenship Behavior as Moderator

Article

Full-text available

Mar 2023

This study examines the effects of GHRM on environmental performance and the moderating role of environmental and organizational citizenship behavior in the telecommunications sector in Kabul, Afghanistan. The random sampling technique is used to collect the data from the corresponding respondents. Multiple regressions are used to obtain the study's numerical result. The result of the study is the following: The estimated coefficient of green recruitment and selection is 0.074, which is significantly high at 5 percent. These positive values indicate a positive relationship between environmental performance and green recruitment and selection. There is a significant relationship between environmental performance and green recruitment and selection. The top management commitment was found to have a significant (p = 0.048) estimate coefficient, where p <0.05, so we rejected the null hypothesis and accepted the alternative hypothesis, green recruitment and selection and environmental performance have a significant relationship. There is a significant relationship between green performance management and environmental performance. A significant (p = 002) coefficient was found in green performance management, where p <0.05. Wereject the null hypothesis and accept the alternative hypothesis by stating that green management performance and environmental performance are essential. There is a significant relationship between training, development, and environmental performance. This study also employs a robust and indirect effect to investigate a valid mediation. The product of OBCE and Green Recruitment and Selection show a significant positive indirect effect of green environmental and organizational citizenship behavior in the relationship between environmental performance and green recruitment and selection, which accepts H4 of the study. The estimated coefficient of OBCE * Green Recruitment and Selection is 0.098. This implies that environmental and organizational citizenship behavior has played a critical role in the relationship between environmental performance and green recruitment and selection because the coefficient of OBCE * Green Recruitment and Selection is greater than the estimated coefficient of green selection and recruitment. Keywords: GHRM; OBCE; Environmental Performance; Telecommunication; Afghanistan

بحث-24- تبني استراتيجيات إدارة الموارد البشرية لتحسين المعرفة الرقمية

Article

Full-text available

Nov 2023

المستخلص هدف املقال الكشف عن تأثير استراتيجيات إدارة املوارد البشرية بأبعادها)استراتيجية األداء العالي، استراتيجية االلتزام العالي، استراتيجية االندماج العالي( في تحسين املعرفة الرقمية بأبعادها )االبداع واملبادرة، تكنولوجيا املعلومات، املوارد، املشاركةوالتعاون، الجودة( في وزارة العلوم والتكنولوجيا. تم اختيار املنهج الوصفي لكونه األكثر مالءمة للبحث الحالي، ً التحليلي االستطالعي نظرا واستبانة وزعت على مجتمع البحث )185( من قياداتها واملتمثلة )وكيل وزير، مدير عام، معاون مدير عام، رئيس قسم، مسؤول شعبة(، اذ كانت عينة البحث قصدية طبقية )178( لتشكل نسبة )%96.20( من املجتمع. ابرزنتيجة هي: )تمكن الوزارةمن اعتماداستراتيجيات إدارة عنانهذا ً املواردالبشريةفيتحسينمستوىمعرفتهاالرقمية(،فضال التأثير تجسد في توظيفها لالستراتيجية األداء العالي، واستراتيجية االندماج العالي، واستراتيجية االلتزام لعالي لالرتقاء بمستوى املعرفة الرقمية لدى الوزارة. كلمات مفتاحية: املعرفة الرقمية، استراتيجية االلتزام العالي، استراتيجيةاالندماج العالي. االبداع واملبادرة، الجودة.

Incidence de l’innovation managériale sur la performance des entreprises en Afrique subsaharienne : le cas des PME au Cameroun

Article

Mar 2021

L’innovation managériale, si elle constitue un véritable levier de transformation et de performance des entreprises des pays développés en Afrique, seule une infime partie des dirigeants de PME en fait une priorité. Dans le même temps, la plupart des économies africaines continuent d’être à l’avant-garde de l’adoption des innovations technologiques. Étant donné que l’innovation managériale a fait ses preuves dans le contexte occidental, mais pas dans le contexte africain et plus précisément celui de l’Afrique subsaharienne, il est important de développer des modes de gestion dans ce contexte en les adaptant aux nouveaux modèles économiques, nouveaux objectifs, nouveaux processus afin de voir son impact sur l’amélioration de la productivité et de la performance des PME. Pour atteindre cet objectif, nous menons une étude permettant d’expliquer la performance des PME à travers l’innovation managériale. Les résultats issus de la régression linéaire multiple indiquent que l’innovation managériale, à travers ses deux composantes principales, « changement dans les pratiques de gestion » et « changement dans la structure organisationnelle », permet d’augmenter la part de marché, l’efficacité de la production, le résultat net et, à son tour, d’améliorer la performance globale de l’entreprise. Dans l’ensemble, les résultats de l’étude montrent que le modèle d’ajustement est de bonne qualité et peut être utilisé pour expliquer la théorie.

HUMAN RESOURCE PLANNING AND EMPLOYEE COMMITMENTS IN LOCAL GOVERNMENT COUNCILS OF RIVERS STATE

Article

Full-text available

Dec 2019

IBIBOTE VICTORIA AJIEH

FLEXIBLE WORK ARRANGEMENT AND EMPLOYEE PERFORMANCE; A CASE OF LAKE VICTORIA NORTH WATER WORKS DEVELOPMENT AGENCY

Article

Full-text available

Oct 2021

HUMAN RESOURCE PRACTICES AND EMPLOYEE PERFORMANCE IN KENYA MEDICAL TRAINING COLLEGE WESTERN REGION

Article

Full-text available

Feb 2022

EFFECT OF PERCEPTIONS OF FINANCIAL REWARDS ON EMPLOYEE COMMITMENT IN THE WATER SECTOR IN KENYA. A CASE STUDY OF KAKAMEGA COUNTY WATER AND SANITATION COMPANY

Article

Full-text available

Sep 2020

Use Case Modeling for Industrial Human Resource Management Practices

Chapter

Jun 2023

Suplab Podder

Human resource management practices bring all the industrial experts under one umbrella and encourages them to work for common organizational goals. Industrial operations are the combination of technology, innovation, arts, management, and commerce. Industrial HRM practices are changing from time to time with consideration of changing business perspectives, technology, and competition. The principal motive of presenting the research initiative was to identify the changing scenario of industrial HRM practices over the last two decades that represented the use case modeling for the next generation entrepreneurs. The research outcomes are well connected to address the industrial HR issues in the area of engineering, data mining, and analysis for the development of object-oriented business operations.

Tüketim, Yönetim ve Kalkınma Bağlamında Sürdürülebilirlik-II

Book

Full-text available

Aug 2023

Bu çalışma esneklik ve esnek çalışma olgusunu ele almaktadır. Söz konusu olguların tarihsel süreç içerisinde meydana gelen olaylardan nasıl etkilendiğindi ve çalışma hayatını nasıl etkilediğini sürdürülebilirliğe yönelik politikalar çerçevesinde anlama ve açıklama gayretindedir.

Energy Efficiency and Productivity in Emerging and Developing Asian Countries: A firm level analysis

Article

Aug 2023
J Asian Econ

Anam Shehzadi

HRM AND ITS EFFECT ON EMPLOYEE, ORGANIZATIONAL AND FINANCIAL OUTCOMES IN HEALTH ORGANIZATIONS ISSN 2277-7067 Vol 10 Issue 1(VI) June 2023

Article

Full-text available

Jun 2023

Increasing an organization's performance is one of the key objectives of human resource management (HRM). A limited number of studies, however, have specifically addressed the multidimensional nature of performance and connected HR procedures to different outcome aspects. By linking HR practices to three outcome dimensions-financial, organizational, and employee (HR) outcomes-this study contributes to the body of literature. The impact of HR practices on these outcome dimensions will also be examined, with an emphasis on the mediating function of work satisfaction. A questionnaire was used to gather information about employees. Utilizing stratified sampling, a client survey was conducted using the Client Quality Index for long-term care. Annual reports were used to gather financial results. The theories were put to the test using SEM analysis. It was discovered that all three results are-directly or indirectly-correlated with HR practices. Improved organizational outcomes (measured by client satisfaction), financial outcomes (measured by net margin), and HR outcomes (measured by illness absence) are all correlated with the application of HR strategies. The influence of HR practices on organizational and HR results was shown to be far greater than the impact on financial outcomes. The findings regarding the entire mediating influence of job satisfaction are also confirmed with regard to HR and organizational outcomes. This is consistent with the idea that the 'black box' that exists between HRM and performance includes employee attitudes as a significant factor. The findings highlight the value of HRM in the healthcare industry, particularly in terms of HR and organizational outcomes. Both academics and HR managers will benefit from further research into HRM in the healthcare industry. In order to improve organizational performance, human resource management (HRM) has this as one of its primary objectives underlined the need of obtaining a competitive edge through people and highlighted the significance of various Human Resource (HR) practices required to do so. Huselid emphasized the preference for using a cohesive and integrated "bundle" of mutually reinforcing HR practices over individual ones. Despite the large amount of studies on the connection between HRM and performance, it is still unclear exactly how this relationship operates within the health care industry. This may be problematic because research on HRM in the healthcare industry and its impact on performance is relevant from both an academic and practical standpoint. Performance, however, is not a term that lends itself to simple definition and conceptualization. It is preferable to employ the concept of "outcomes" rather than "performance," according to Guest. The following three outcomes are then distinguishable: Financial results (earnings, net margin, market share), organizational outcomes (productivity, quality, efficiency, client satisfaction), and human resource outcomes (employee

Mobilizing Conceptual Spaces: How Word Embedding Models Can Inform Measurement and Theory Within Organization Science

Article

Jun 2023

Word embedding models are a powerful approach for representing the multidimensional conceptual spaces within which communicated concepts relate, combine, and compete with one another. This class of models represent a recent advance in machine learning allowing scholars to efficiently encode complex systems of meaning with minimal semantic distortion based on local and global word co-occurrences from large-scale text data. Although their use has the potential to broaden theoretical possibilities within organization science, embeddings are largely unknown to organizational scholars, where known they have only been mobilized for a narrow set of uses, and they remain unlinked to a theoretical scaffolding that can enable cumulative theory building within the organizations community. Our goal is to demonstrate the promise embedding models hold for organization science by providing a practical roadmap for users to mobilize the methodology in their research and a theoretical guide for consumers of that research to evaluate and conceptually link embedded representations with theoretical significance and potential. We begin by explicitly defining the notions of concept and conceptual space before proceeding to show how these can be represented and measured with word embedding models, noting strengths and weaknesses of the approach. We then provide a set of embedding measurements along with their theoretical interpretation and flexible extension. Our aim is to extract the operational and conceptual significance from technical treatments of word embeddings and place them within a practical, theoretical framework to accelerate research committed to understanding how individuals, teams, and broader collectives represent, communicate, and deploy meaning in organizational life. Supplemental Material: The online appendix is available at https://doi.org/10.1287/orsc.2023.1686 .

Out of control? Tracking system technologies and performance measurement

Article

May 2023
Manag Account Res

Integrating Technology and Human Resources for High Performance Manufacturing: Evidence from the International Auto Industry

Article

Full-text available

Feb 1992

For much of the last decade, technology has held the spotlight as a powerful force that has both promoted dramatic economic restructuring and offered individual firms new strategic opportunities for responding to changing competitive conditions. But the enthusiastic predictions of the early 1980s about the cost-saving and quality-enhancing capabilities of advanced microprocessor-based technologies were matched late in the decade by a chorus of concern about the failure of many technology investments to yield expected performance results (Dertouzos, Lester, and Solow, 1989; Loveman, 1988; Roach, 1987).

An integrative framework of strategic international human resource management

Article

Full-text available

Aug 1993

Randall S. Schuler

The globalization of business is making it more important than ever to understand how multinational enterprises (MNEs) can operate more effectively. A major component of this understanding appears to be the field of human resource management, and in particular, the field of international human resource management (Brewster, 1991; Hendry, 1992; Desatnick & Bennen, 1978; Dowling, 1986; Dowling & Schuler, 1990; Evans, 1986; Laurent, 1986; Tung, 1984). The trend over the past few years has been to identify the linkage of human resource management with strategy and offer an understanding of how single country or domestic human resource management can facilitate organizational understanding and effectiveness (Wright and McMahan, 1992). In this article we attempt to extend this line of work into the international arena. We do this by offering a framework of strategic international human resource management (SIHRM). Anchoring SIHRM in the strategic components of MNEs, namely their interunit linkages and internal operations, strategic aspects of international human resource management are described. Using several theoretical bases, numerous propositions are offered. These propositions reflect the single and multiple influence of the strategic components of MNEs and several exogenous and endogenous factors on SIHRM. The intention is to offer a framework that can serve both academics and practitioners in furthering our understanding of strategic international human resource management.

The learning bureaucracy: New United Motors Manufacturing Inc

Article

Full-text available

Jan 1993
RES ORGAN BEHAV

Paul Simon Adler

Linking Competitive Strategies with Human Resource Management Practices

Article

Full-text available

Aug 1987

The Effects of Human Resource Management Practice on Productivity

Article

Full-text available

Dec 1995

Increasingly, firms are considering the adoption of new work practices, such as problem-solving teams, enhanced communication with workers, employment security, flexibility in job assignments, training workers for multiple jobs, and greater reliance on incentive pay. This paper provides empirical evidence to address the question: do these human resource management practices improve worker productivity? For this study, we constructed our own data base through personal site visits to 26 steel plants which contained one specific steelmaking process, and collected longitudinal data with precise measures on productivity, work practices, and the technology in these production lines. The empirical results consistently support the following conclusion: the adoption of a coherent system of these new work practices, including work teams, flexible job assignments, employment security, training in multiple jobs, and extensive reliance on incentive pay, produces substantially higher levels of productivity than do more 'traditional' approaches involving narrow job definitions, strict work rules, and hourly pay with close supervision. In contrast, adopting individual work practice innovations in isolation has no effect on productivity. We interpret this evidence as support for recent theoretical models which stress the importance of complementarities among a firm's work practices.

Human Resource Bundles and Manufacturing Performance: Organizational Logic and Flexible Production Systems in the World Auto Industry

Article

Full-text available

Feb 1995

John Paul MacDuffie

Using a unique international data set from a 1989-90 survey of 62 automotive assembly plants, the author tests two hypotheses: that innovative HR practices affect performance not individually but as interrelated elements in an internally consistent HR "bundle" or system; and that these HR bundles contribute most to assembly plant productivity and quality when they are integrated with manufacturing policies under the "organizational logic" of a flexible production system. Analysis of the survey data, which tests three indices representing distinct bundles of human resource and manufacturing practices, supports both hypotheses. Flexible production plants with team-based work systems, "high-commitment" HR practices (such as contingent compensation and extensive training), and low inventory and repair buffers consistently outperformed mass production plants. Variables capturing two-way and three-way interactions among the bundles of practices are even better predictors of performance, supporting the integration hypothesis. (Abstract courtesy JSTOR.)

The Effects of Human Resource Management Practices on Productivity: A Study of Steel Finishing Lines

Article

Full-text available

Feb 1997

The authors investigate the productivity effects of innovative employment practices using data from a sample of thirty-six homogeneous steel production lines owned by seventeen companies. The productivity regressions demonstrate that lines using a set of innovative work practices, which include incentive pay, teams, flexible job assignments, employment security, and training, achieve substantially higher levels of productivity than do lines with the more traditional approach, which includes narrow job definitions, strict work rules, and hourly pay with close supervision. Their results are consistent with recent theoretical models which stress the importance of complementarities among work practices. Copyright 1997 by American Economic Association.

Theoretical perspectives for strategic human resource management

Article

Jan 1992

Integrating Strategic Human Resources and Strategic Management’. In Lewin, D., Mitchell, O. and Scherer, P

Article

Jan 1992

From control to commitment in the workplace

Article

Jan 1985
HARVARD BUS REV

R.E. Walton

The Competitive Advantage Through People

Article

Jan 1994

Jeffrey Pfeffer

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.

Strategic Human Resource Management: Linking the people with the strategic needs of the business

Article

Jun 1992
ORGAN DYN

Randall S. Schuler

Increasingly, effective human resources management means going beyond traditional personnel practices and into the are of strategic human resources management. Simply defined, strategic human resources management means linking HR activities with strategic business need. Straightforward as this definition may look, the view becomes cluttered when we consider the many HR activities that have been labeled ''strategic.'' In this article, the author shows how all such activities can be melded together into a ''Five-P'' model thus aligning HR philosophy, policies, practices, programs, and processes with business needs. The model provides insight into how companies such as Grand Union, Pepsi-Cola International, and the Forest Products Company were able to integrate and orchestrate HR practices to achieve strategic goals.

Organizational Life Cycles and Strategic International Human Resource Management in Multinational Companies: Implications for Congruence Theory

Article

Apr 1991

This article seeks to extend our understanding of congruence of "fit" theory in strategic human resource management (HRM) as a result of developing an organizational life cycle (OLC) model of international HRM (IHRM) for multinational companies (MNCs). International and longitudinal dimensions provide several contributions to congruence theory as it relates to IHRM. First, two additional IHRM-context fits should be considered in strategic human resources. Second, the need for flexibility in strategic IHRM is explored in greater detail. Next, the concepts of fit and flexibility are explored in complement by examining their relationship over the entire OLC. A series of propositions is formulated concerning the relationship of fit and flexibility to organizational effectiveness in MNCs. Finally, new research directions are suggested relating fit to flexibility over the OLC for different organizational and environmental contexts.

Effects of Human Resource Systems on Manufacturing Performance and Turnover

Article

Jun 1994

Jeffrey B. Arthur

From personnel management to strategic human resource management

Article

Sep 1994
INT J HUM RESOUR MAN

Olive. Lundy

Few business organizations today could claim to be unaffected by globalization and pressures for competitiveness. The trend has undoubtedly caused the management of human resources to take on new strategic significance. There is however some suggestion that initiatives taken to manage human resources strategically are originating with chief executives and line management. Personnel management, it is argued, has been and continues to be in ‘decline’. Through reviews of literature this paper considers these issues and discusses the emergence of the concepts of HRM and strategic human resource management. The paper then focuses on the latter concept, viewing it as a vital phase in the evolution of personnel management and one which is poised to settle some of the dilemmas in the field by aspiring, as it does, to integrate the functional practices of human resource management with the strategic process of the organization. Based on a synthesis of literature a model is presented with proposals as to how it might be put into operation. A review of literature on research design precedes a description of a three-phase programme of research aimed at promoting the theoretical development of strategic human resource management. Tentative propositions suggest a focus for the exploration of data in this sphere. In a final discussion some thought is given to the attention the concept of HRM has gained in the UK. Overall, the conclusion reached in the paper is that strategic human resource management is a significant frontier which offers great opportunity to advance understanding of the management of human resources.

Studying Human Resource Strategy: An Approach and an Agenda

Article

May 2008
IND RELAT

Lee Dyer

Clearly, HRS research is in its infancy. We have only begun to make progress toward a better understanding of OHRS content, while FHRS content remains uncharted. Some research has been done in organizations with formal strategic human resource planning processes (e.g., Rush, 1983; Dyer, 1984), but much remains to be done here, as well. And the more informal approaches to organizational and functional strategic decision making represent virgin territories. All of these areas cannot be tackled in a single stream of research, but because strategy research is difficult, time consuming, and expensive, it is probably wise to combine areas and issues where possible. For example, a set of studies might be designed to describe and develop measures of both the content of OHRS and the process by which the content was formulated. Or, as we have done, research can focus on description and measurement, on the one hand, and on the other, either determinants or effects. Narrowly defined studies should be avoided at this stage, as should ill‐defined ones. Hence, the need for theory building (Schendel and Hofer, 1979). The immediate tasks are to explore the designated territories, develop meaningful concepts and constructs, and to generate working propositions, later to be followed by hypotheses (Duncan, 1979). It is descriptive theory that is needed now; formulating prescriptive theory aimed at strategic decision makers must await hypothesis development and testing. Descriptive theory demands descriptive research. For the most part, this means intensive case studies employing either longitudinal or retrospective designs that can capture the dynamic nature of strategy and strategy‐making processes. It may also mean action research to gain access to sensitive issues and intricate relationships (Bower, 1982). Surveys have a place, too; they may, however, be better viewed as supplemental to more intensive research than (as is more typical) the other way around. Large sample sizes (except in some of the survey work) are unlikely. Thus, sample organizations should be selected on the basis of their characteristics (variables of interest) and not randomly (Harrigan, 1983). For example, researchers should seek out organizations known to be experiencing change in OSs and those known to have similar OSs but quite different internal and external environments. To assess effects, organizations representing a broad range of performance outcomes (e.g., managing human resources, meeting OS goals, and making money) will have to be located. Inevitably, the relevance vs. rigor conundrum will arise. To the extent that prescriptive theory is the final goal, relevance must receive the nod. This means an emphasis on external rather than internal validity and on theory and research that focuses on those outcomes that practitioners want to influence and on variables that they can either measure (and thus adapt to) or manipulate and control (Thomas and Tyson, 1982). This amounts to a charge to do relevant research which is as much as possible rigorously designed rather than, as so often has been the case in personnel (Dyer, 1980), the other way around.

Strategic human resource management: A conceptual approach

Article

Sep 1994

In this paper conceptual issues associated with strategic human resource management are addressed. The rapidly expanding international interest in strategic human resource management is first highlighted. The article then explores some of the broader issues around the debate on SHRM that can inform thinking at a macro level. Firstly, the progress made towards understanding the meaning of SHRM is analysed, then a brief overview of the major models of SHRM to date is presented. This overview is used to highlight the key variables and interrelationships that need to be included in a model of SHRM, and a more detailed critical analysis of the contribution of the literature in each of these areas follows. A summary of the most important research questions arising out of the literature is followed by a model of the SHRM process, which attempts to remedy the major weaknesses in existing models of SHRM. The ways in which this model may be used as a basis for empirical research are then noted. Strategic human resource management

Human Resources as a Source of Competitive Advantage

Article

Jan 1993

Lee Dyer

[Excerpt] For business it's a tough world that's getting tougher. The reasons are familiar enough: global competition, deregulation, finicky and tough customers, concerned and demanding stockholders, and a dizzying pace of constant change. Rare indeed is the company which has found a comfortable niche in this chaotic world.

Is There a New HRM? Contemporary Evidence and Future Directions

Article

[Excerpt] Is there a new human resource management? Yo. That is, yes and no. A new perspective -- strategic human resource management -- emerged during the 80s to take its place alongside the more traditional operational and programmatic perspectives as a major influence on the field. This perspective has rapidly progressed in terms of theory and research (if not practice). But, it continues to take many shapes and forms, and even with its various permutations, is far from universally embraced by scholars or practitioners.What follows is a brief look at the strategic perspective of the field. It begins with a summary of some common themes. This is followed by an illustrative review of extant theory,which in particular distinguishes between the two dominant theoretical streams which have thus far emerged: (1) the multiple model theorists (MMTs) who are given to building typologies of human resource strategies and describing or prescribing the conditions under which the various types work or should work best and (2) the dominant model theorists (DMTs) who are rather less preoccupied with contingencies and rather more concerned with the details and promulgation of their preferred models or strategies within and across firms.Next comes a look at the extent to which these two views show up in actual practice.The evidence is sparse, but their diffusion appears to be rather limited thus far. This naturally gives rise to a discussion of the factors which seem to encourage and, especially, discourage diffusion. Particular attention is paid to the adoption of the so-called strategic business partner role by human resource executives, managers, and professionals, and to the adequacy of this role as a catalyst for the diffusion of the strategic perspective across the U. S. and Canadian economies. Finally, suggestions are made regarding future theoretical and empirical work which might help keep the strategic perspective moving ahead.

Human Resource Management Systems and the Performance of U.S. Manufacturing Business

Article

Oct 1990

Casey Ichniowski

This paper estimates the effects of systems of human resource management policies on the performance of U.S. manufacturing businesses. OLS results for labor productivity and Tobin's q models both reveal that nonunion businesses that employ a human resource management system with flexible job design, formal training, and workplace communication mechanisms have the highest levels of economic performance. Nonunion businesses with ''Union-style" human resource management systems involving grievance procedures, seniority-based promotions, and no flexible job design exhibit significantly lower levels of performance statistical models are unable to determine whether the more "progressive" human resource management system stimulates economic performance or whether this system is the appropriate choice for better performing businesses. Still, the positive :relationship between performance and this human resource management system suggests that this system will be more common in the future. In contrast, the "union-style" system appears to be a thing of the past. It is confined to unionized businesses in declining industries and very old nonunion businesses with low levels of economic performance.

The Link between Business Strategy and Industrial Relations Systems in American Steel Minimills

Article

Feb 1992

Jeffrey B. Arthur

This study tests the "strategic choice" proposition that variation in workplace industrial relations policies and practices is related to differences in business strategy. A cluster analysis of data from a 1988-89 questionnaire examining workplace industrial relations and business strategies in U.S. steel minimills suggests that the industrial relations systems of these mills can be broadly categorized as emphasizing either cost reduction or employee commitment; similarly, the business strategies of the mills appear to stress either the manufacture of a few products in large quantities at the lowest possible cost, or more flexible manufacturing, with products marketed on some basis other than cost. Further investigation shows a significant association between the type of workplace industrial relations system and the business strategy choices in these mills. (Abstract courtesy JSTOR.)

The Canadian Workplace Transition.

Article

Feb 1994

A Strategic Perspective of Human Resource Management in Lee Dyer (ed) Human Resource Management: Evolving Roles and Responsibilities

1-46

Dyer
Lee
Holder
Gerald

Dyer, Lee and Holder, Gerald. A Strategic Perspective of Human Resource Management in Lee Dyer (ed). Human Resource Management: Evolving Roles and Responsibilities (Washington, DC: Bureau of National Affairs, 1988), pp. 1-46

The Ultimate Advantage: Creating the High Involvement Organization

Jan 1992

E E Lawler

Lawler, E.E. 111. (1992) The Ultimate Advantage: Creating the High Involvement Organization. San Francisco, CA: Jossey-Bass.

Is There a New HRM? Contemporary Evidence and Future Directions (eds) Managing Human Resources in the 1990s and Beyond: Is the Workplace Being Transformed

L Dyer
T Kochan

Dyer, L. and Kochan, T. (in press) 'Is There a New HRM? Contemporary Evidence and Future Directions'. In Downie, B., Kumar, P. and Coates, M.L. (eds) Managing Human Resources in the 1990s and Beyond: Is the Workplace Being Transformed?. Kingston, Ontario: Industrial Relations Centre Press, Queen's University.

Self-renewal of the Japanese Firm and the Human Resource Strategy Globalizing Management: Creating and Leading the Competitive Organization

Jan 1992
300-18

I Nonaka

Nonaka, I. (1992) 'Self-renewal of the Japanese Firm and the Human Resource Strategy'. In Pucik, V., Tichy, N. and Barnett, C. (eds) Globalizing Management: Creating and Leading the Competitive Organization. New York: Wiley, pp. 300-18.

The New American Workplace

Jan 1994

E Appelbaum
R Batt

Appelbaum, E. and Batt, R. (1994) The New American Workplace. Ithaca, NY: ILR Press, Cornell University.

Organizational Capability: Competing From the Inside Out

Jan 1990

D Ulrich
D Lake

Ulrich, D. and Lake, D. (1990) Organizational Capability: Competing From the Inside Out. New York: Wiley.

Human Resource Management Systems and the Performance of U Working Paper NoThe Effects of Human Resource Downloaded by

Oct 1990

C C Ichniowski
K Shaw
G Prennushi

Ichniowski, C. (1990) 'Human Resource Management Systems and the Performance of U.S. Manufacturing Businesses'. National Bureau of Economic Research. Working Paper No. 3449, September. Ichniowski, C., Shaw, K. and Prennushi, G. (1993) 'The Effects of Human Resource Downloaded by [East Carolina University] at 20:49 01 July 2013 Management Practices on Productivity'. Unpublished paper presented at the ILR School, Cornell University, 13 September.

Strategic Employment Policy: An Organizational Systems Perspective

Jan 1991

J Begin

Begin, J. (1991) Strategic Employment Policy: An Organizational Systems Perspective. Englewood Cliffs, NJ: Prentice-Hall.

A Strategic Perspective of Human Resource Management Human Resource Management: Evolving Roles and Responsibilities

Jan 1988
1-46

L Dyer
G Holder

Dyer, L. and Holder, G. (1988) 'A Strategic Perspective of Human Resource Management'. In Dyer, L. (ed.) Human Resource Management: Evolving Roles and Responsibilities. Washington, DC: Bureau of National Affairs, pp. 1-46.

The Mutual Gains Enterprise

Jan 1994

T Kochan
P Osterman

Kochan, T. and Osterman, P. (1994) The Mutual Gains Enterprise. Boston, MA: Haward Business School Press.

Organizations and Human Resources: Internal and External Markets Labor Economics and Industrial Relations: Markets and Institutions

Jan 1994
375-400

J Dunlop

Dunlop, J. (1994) 'Organizations and Human Resources: Internal and External Markets'. In Kerr, C. and Staudohar, P. (eds) Labor Economics and Industrial Relations: Markets and Institutions. Cambridge, MA: Harvard University Press, pp. 375-400.

Doing Research That Makes a Difference Doing Research That Is UseJul in Theory and Practice

Jan 1985

R Hackman

Hackman, R. (1985) 'Doing Research That Makes a Difference'. In Lawler, E.E. 111, et al. (eds) Doing Research That Is UseJul in Theory and Practice. San Francisco, CA: Jossey-Bass.

The Effects of Human Resource Management Practices on Productivity". Unpublished paper presented at the ILR School

Oct 1993

Casey Ichniowski
Kathryn Shaw
Giovanna Prennushi

Ichniowski, Casey, Shaw, Kathryn, and Prennushi, Giovanna. "The Effects of Human Resource Management Practices on Productivity". Unpublished paper presented at the ILR School, Cornell University, September 13, 1993.

Jan 1990

Jeffrey Arthur

Arthur, Jeffrey. Industrial Relations and Business Strategies in American Steel Minimills. Unpublished Ph.D. dissertation, Cornell University, 1990.

Jan 1993
419

Schuler R.

Industrial Relations and Business Strategies in American Steel Minimills. Unpublished PhD dissertation

J Arthur

Human Resource Strategies and Firm Performance: What Do We Know and Where Do We Need to Go?

Abstract

No full-text available

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