665 research outputs found
HRM, organizational capacity for change, and performance: a global perspective
No full textThis special issue brings together a variety of articles, each one enriching understanding about whether and how human resource management (HRM) influences organizational performance (however defined) against a backdrop of complex change. We present a preliminary framework that enables us to integrate the diverse themes explored in the special issue, proposing a mediating role for organizational change capacity (OCC). OCC represents a particular subset within the resource- based literature labeled as “dynamic capabilities.” Although not well researched, there is evidence that OCC is positively associated with firm performance and that this relationship is stronger given conditions of high uncertainty. Our framework reflects on external and internal parameters, which we suggest moderate the relationship between human resource management (HRM), OCC, and organizational performance. Our intention is to provide compelling insight for both practitioners and researchers, especially those whose remit extends beyond national boundaries, with reference to areas of the globe as disparate as Greece, Ireland, Pakistan, Switzerland, and the United Kingdom
Becoming an HR strategic partner: tales of transition
No full textThis paper aims to bridge the gap between previous examinations of HR strategic partnership from a role perspective (Truss et al. 2002; Caldwell 2003) and an emerging interest in the social construction of identity (Alvesson et al. 2008). I consider ‘strategic partner’ as a local, flexible social construction framed by the broader occupational context. Based on a year-long ethnographic study, I examine the experiences of HR practitioners ‘becoming’ strategic partners, considering the themes of becoming strategic, becoming a partner and remaining a generalist. Practitioners depict becoming strategic as a ‘release’ from previous constraints, with becoming a partner positioned as filling a gap created by clients’ deficiencies in people management. Meanwhile, tensions develop as strategic partners attempt to retain a say in transactional issues. I reflect on the resulting practical issues while also considering the role of HR practitioners in “the dynamic and socially complex nature of HRM” (Francis 2003: 323)
Managing the hotel managers: HRM practices in Greek luxury hotels
No full textThis paper explores the current HRM practices employed in the international hospitality industry. More specifically it investigates four key HRM areas regarding the work of General Managers (GMs) in luxury (4 and 5*) hotels in Greece namely: recruitment and selection; training and development (focused in managerial competencies); performance evaluation; networking and communication.
The dynamic and complex nature of the management function in global hospitality business today and the realisation that what works effectively in one country may not be as efficient in another, has led management scholars and practicing managers in continuous efforts to enhance their understanding of this context and its effects on international (hotel) managers. This paper focuses in the Greek context since the country is among the most popular tourist destinations in the world. The author argues that managerial work and HRM practices in Greek luxury hotels cannot be unaffected from the strong national context, despite the great pressures for standardisation and homogenisation with the international hospitality industry standards.
A qualitative research was conducted in 16 luxury (4 & 5*) city and resort hotels in four popular destinations: Athens, Thessaloniki, Crete and Rhodes. In total 32 GMs and their assistants participated in this country case study. The research tool included in-depth semi-structured interviews, the employment of a Personal Competencies Framework (PCF) questionnaire, non participant observations and collection of company documents related to managerial work. All data were triangulated in order to enhance the validity and reliability of this study.
The research’s findings indicated that the ‘base requirements’ of managerial work in Greek luxury hotels appear to be similar and compatible with the international industry HRM standards. What actually changes is the level of formality exercised in managerial and HRM practices. A key theme that emerges from this study is the critical role of the hotel’s ownership status. As a concluding point it can be argued that both divergence and convergence contextual forces co-exist and shape the GMs' work in Greek luxury hotels. Further research is needed to fully understand and appreciate the effects of those forces in GMs' work
HRM institutional entrepreneurship for sustainable business organizations
No full textAs businesses experience greater pressures from a variety of stakeholders concerned with promoting a balanced approach to managing the competing demands for increased profitability, improved social conditions, and restoring the health of planet earth, new opportunities arise for HRM scholars and professionals to contribute to the pursuit of sustainability. However, the foundational logic of sustainability diverges significantly from the dominant perspective in today's business environment. Building upon the institutional theory literature, we introduce the concept of HRM institutional entrepreneurship to examine the paradoxes and emerging opportunities associated with the urgent need for more sustainable approaches for managing business organizations. As a guide to future work, we describe how the actions of HRM scholars and professionals can timulate evolution from an HRM philosophy that relies on financial indicators to assess effectiveness towards an HRM philosophy that promotes a tripartite approach to sustainability, showing equal concern for economic, environmental and social performance. Focusing on organizational changes that improve environmental performance, we apply the concept of HRM institutional entrepreneurship to consider ways for HRM professionals to engage internal and external stakeholders in order to create value in organizations pursuing sustainability. Ultimately, activities that constitute HRM institutional entrepreneurship for sustainable business drive the development of capabilities that characterize ambidextrous organizations.Peer reviewe
Measuring HRM Effectiveness as a Challenge to Contemporary HRM Scientists (HRM Context)
No full textThe paper presents the issue of measuring HR effectiveness. Author refers to interna‑tional human resource management and tries to explain how wide and complicated the phenomenon is. The aim of the paper is to recognize the problem of measuring HRM effectiveness. The method used in the research process is a literature overview. Thus the author managed to recognize the problem of measuring HRM effectiveness, indicate the gap in previous scientific work and specify the author’s own field for developing in future. The paper consists of following parts: introduction, theoretical assumptions of the HR effectiveness, results of a literature overview on HRM effectiveness including the international context, conclusions
Measuring HRM Effectiveness as a Challenge to Contemporary HRM Scientists (HRM Context)
No full textThe paper presents the issue of measuring HR effectiveness. Author refers to interna‑tional human resource management and tries to explain how wide and complicated the phenomenon is. The aim of the paper is to recognize the problem of measuring HRM effectiveness. The method used in the research process is a literature overview. Thus the author managed to recognize the problem of measuring HRM effectiveness, indicate the gap in previous scientific work and specify the author’s own field for developing in future. The paper consists of following parts: introduction, theoretical assumptions of the HR effectiveness, results of a literature overview on HRM effectiveness including the international context, conclusions.</jats:p
HRM bij Burgerzaken: Een empirisch onderzoek naar de effecten van HRM op de kostendoelmatigheid
No full textHRM bij Burgerzaken is een studie naar de effecten van HRM op de kostendoelmatigheid. In de studie zijn ingezette HRM-instrumenten gerelateerd aan de kostendoelmatigheid van de afdeling Burgerzaken. De studie geeft allereerst inzicht in de stand van zaken ten aanzien van HRM. Vervolgens is de kostendoelmatigheid in kaart gebracht, de gemiddelde doelmatigheidsscore in 2010 is 86,3%. Wel bestaan er duidelijke verschillen in kostendoelmatigheid tussen gemeenten die deels verklaard worden door de ingezette HRM. De inzet van leeftijdsbewust personeelsbeleid en objectieve prestatiemeting gaan gepaard met een hogere kostendoelmatigheid. Verder blijkt de leiderschapsstijl van de manager sterk van invloed op de kostendoelmatigheid.Innovation SystemsTechnology, Policy and Managemen
Алгоритм выбора HRM-систем
No full textFunctionality and classes of the Human Resource Management systems (HRM) as well as key criteria of their choice are generalized in the paper. The author researched theoretical and methodological approaches to the evaluation of HRM systems economic efficiency, the specific criteria relating to HRM systems selection and the algorithm of the selection.Обобщены функциональность и классы систем управления человеческими ресурсами (HRM), а также ключевые критерии их выбора. Автором исследованы теоретико-методологические подходы к оценке экономической эффективности HRM-систем, специфические критерии выбора HRM-систем и алгоритм выбора.Узагальнені функціональність і класи систем управління людськими ресурсами (HRM), а також ключові критерії їх вибору. Автором досліджені теоретико-методологічні підходи до оцінки економічної ефективності HRM-систем, специфічні критерії вибору HRM-систем та алгоритм вибору
Can knowledge-intensive teamwork be managed? Examining the roles of HRM systems, leadership, and tacit knowledge.
No full textUsing a sample of 162 R&D teams, we investigated the influence of HRM systems for knowledge-intensive teamwork on external team knowledge acquisition and internal team knowledge sharing. This study also examined the interactive effect of HRM systems and knowledge tacitness and the combined influence of HRM systems and empowering leadership. HRM systems for knowledge-intensive teamwork were positively associated with team knowledge acquisition and team knowledge sharing. Knowledge tacitness moderated the HRM–knowledge acquisition relationship, reducing the influence of HRM systems. Further, empowering leadership appeared to substitute for the effect of HRM systems. Our findings suggest that an integration of strategic HRM and knowledge teamwork literatures will prove useful for advancing our understanding of knowledge-based competition. Furthermore, by investigating HRM systems and leadership behaviors in tandem, we gain new insights about the interplay between these two important aspects of organizational life.Peer reviewe
The Role of e-HRM in Technology Startups
No full textThis thesis explores how electronic human resource management (e-HRM) enhances employee performance in technology startups. During their transition phase, technology startups face challenges, such as maintaining effective communication, sustaining organizational culture, and managing growth. These challenges reduce employee performance, threatening the survival and growth of startups. Despite the potential of e-HRM to address these issues, there is limited research on its specific impact within startups. Existing e-HRM studies focus on large corporations or only broadly discuss startups, leaving a significant gap in understanding its effect in the entrepreneurial context. This gap is important because startups, unlike established firms, face unique challenges such as rapid growth, limited resources, and high failure rates. To close this literature gap, the thesis employs a qualitative research design, using semi-structured interviews with HR managers from 32 EU-based technology startups. The selected startups, founded between 2016 and 2022, employ between 35 and 249 people. This research shows that e-HRM practices in technology startups primarily focus on administrative tasks (used by 94% of companies) and performance management (84%). However, practices related to employee relations, safety, and strategic HR are not frequently adopted. The findings show that HR managers have mixed opinions on the impact of e-HRM on employee performance. Some argue that e-HRM systems primarily save administrative time and do not directly affect core performance metrics such as sales or primary business outcomes. Conversely, other HR managers report that e-HRM systems can enhance employee performance through employee engagement and feedback/ education. These systems should be user-friendly and reduce complexity in HR processes, and target employee engagement through addressing motivation, offering benefits, minimizing disruptions, and reducing confusion. To improve employee performance, performance management practices like employee evaluations and feedback mechanisms are indicated to be most suitable. Task tracking tools, while potentially increasing performance, often do not enhance engagement and may reduce it, thus their use should be carefully considered. The study also identifies challenges that startups encounter when implementing e-HRM tools. Predominantly, people-related issues include employee reluctance to use e-HRM, the time-consuming nature, manager hesitancy, incorrect or incomplete software usage, and managing an too many tools. Despite the expectation that these startups, with their technological and innovative focus, would face minimal technological challenges, issues like data integration, system reliability, and user interface problems were also frequently reported. In conclusion, e-HRM systems can have a positive effect on technology startups if implemented with a focus on time savings, simplicity, and employee engagement. Successful e-HRM implementation requires strategic planning that considers the values of all stakeholders, including employees, HR, line managers, and the founder. Communicating the change in advance helps mitigate challenges and ensures a smoother transition. With these findings, entrepreneurs in the field of HRTech learn which e-HRM characteristics are most important to HR managers (time savings) and which are most relevant to enhancing employee performance (employee engagement and feedback/education). At the same time, founders of technology startups and HR managers of those startups get to know which e-HRM practices are most relevant to improving employee performance (Performance Management tools) and that they need to communicate an e-HRM tool implementation early, including company stakeholders and explaining how the new tool helps the different internal stakeholders in their daily work. The findings guide the reader on how to effectively use technology to improve HRM, enhance employee performance, prepare a technology startup for scaling, and increase the probability of startup success.Management of Technology (MoT
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