Summary of HRMP and innovation publications
Author/ year | Method | Country | Unit of analysis | Theory/traditions | HRMP/HRMS | Innovation | *Mo/**Me | Outcomes |
---|---|---|---|---|---|---|---|---|
Questioner | Denmark | Private Firm 913 mini 100 emp | HRM | HRMS/ interdisciplinary work groups-quality circles-systems for collection of employee proposals-planned job rotation-delegation of responsibility-integration of function-performance-related pay HRMS/internal training-external training | Performance (product and service) | + Complementarities effect stronger | ||
Prospectus | The USA | Firm 184 Av emp 238 | SHRM | Use of skilled temporary employees Positive employee relation Emphasis on training | Intensity of innovation (patent) | + | ||
Survey HR directors | Hong Kong | Firm 332 | Human capital theory | Innovation-oriented HRMS | Product | **Organizational culture | + Mediation | |
(2005) | Longitudinal Managerial Review Survey | The UK | Firm 35 | Organizational learning theory | HRMS | Product production technology Production processes | + Innovative (products and production technology) −(appraisal to pay practices and production process) | |
(2006) | Longitudinal Managerial interviews: CEO directors and HR specialist | The UK | Firm 22 Av emp 226 | HRMP/induction-appraisal-training-contingent reward-team working | Product Technical systems | + Reward Interaction for team working Stronger influence in tech-innovation | ||
Author/year | Research design | Country | Unit of analysis | Theory/traditions | HRMP/HRMS | INN | *Mod/**Med | Outcomes |
Beugelsdijk (2008) | Survey Face to face interviews HR directors | The Netherlands | Firm 988 5 emp and above | Creativity theory | SHRP/training and task rotation-job autonomy and flexible working hours-performance-based pay-short term employment contracts | Product (radical and incremental) | Incremental innovation is associated with training and schooling, job autonomy, performance-based pay and limited used of stand by contracts Radical innovation is associated with stand by contracts (negative), job autonomy and flexible working hours | |
Jiménez-Jiménez and Sanz-Valle (2008) | Personal interview Structured questionnaire Top executives | Spain | Firm 173 | RBV | HRM system | Product Process administrative systems | + | |
Questioner Top executives | Taiwan | Firm 146 | KBV | SHRP/ staffing-training-participation-appraisal-compensation | Administrative Technical | **Knowledge management capacity | + | |
Lopez-Cabrales (2009) | Questioner R&D departments | Spain | Firm 86 More than 50 emp | RBV | Knowledge-based HRM Collaborative HRM Jwdh | Product | **Unique Knowledge | Job design (Job security and rewards) Both systems had no significant direct effect on innovation Confirms RBV |
Questioner CEO HR managers Financial officers | China | Firm 600 Avg emp 814 | DC | HPWS | Innovation measured by new (products, patents, technologies) and innovative projects | **Adaptive capability | + Mediator Performance linkage was partially supported. (alignment no sig relation) | |
De Winne and Sels (2010) | Survey Owners Managers | Belgium | Firm 294 | RBV | HRP/ valid selection techniques/ Training/ group-based appraisal performance/ participation mechanisms/ engagement in competence management with the explicit purpose of knowledge retention | Process Product/service | + | |
De Saá-Pérez and Díaz-Díaz (2010) | Self admin questioner | Canary Islands | Firm157 More than 10 emp | HCHRM | Product process | + | ||
Exploratory Qualitative survey Senior-Middle-Junior | India | Firms 54 | RBV Institutional theory | High commitment- performance HRM | Product Process Customer service | Alignment of strategy | + | |
Survey Top management CEO, founder and vice president | The USA | 2018 Firm 20-100 emp | RBV DC | HPWS | Product Process Organizational | + Product + Organizational Not supported process innovation | ||
(2011) | Survey Senior HR managers | China | Firm 196 | Selection and training | Incremental Radical | + In isolation −In combination | ||
Martínez-Sánchez (2011) | Questioner HR managers Tech managers | Spain | Firm 132 | DC | Functional flexibility . Internal numerical flexibility External HR flexibility | Product Process | *Environment dynamism | Internal flexibility + External flexibility only R&D/consulting contracting firms are. Same for moderator |
(2012) | Survey HR managers, operation managers and employees | China | Firm 106 | Social exchange theory Equity theory | Hiring and selection-training-performance appraisal- reward-job design- team work | Technological (product and process) Organizational (administrative) | **Employee creativity | + Mediator Training and performance appraisal, no impact |
Stock (2013) | Survey Marketing managers R&D managers | Germany | Firm 125 Above 50 emp | RBV Organizational support theory | HRM practices (innovation-oriented)/ rewards-training and development-recruitment | Product program innovativeness | **Cross functional R&D | + Mediator Recruitment no impact |
(2013) | Survey Senior HR managers | China | Firm 179 | Ambidexterity theory | Commitment HRS Collaboration HRS | Organizational | + + − Interaction | |
Ceylan (2013) | Questioner Owners or Senior managers. HR manager or HR specialist | Turkey | Firm 103 (3-7,500) emp | INNO | Commitment-based HRS | Process Organizational Marketing Product Firm | + | |
(2013) | Survey CEO HRM executive | China | Firm 139 | Organizational learning theory The AC concept | RFHRM CFHRM | Incremental Radical | **Absorptive capacity | + Joint existence, the positive association disappears |
Survey CEO HR managers | Spain | Firm 198 | AMO | Staffing/training/compensation/performance appraisal/job design/participation/ | Innovative work behavior | **Supportive work environment (management and coworkers) | + | |
(2015) | Survey Managing partners HR managers/directors | Ireland | Firm 120 | HPWS | Organizational innovation (new clients and new services) | **Innovative work behavior | + | |
(2016) | Survey Senior executives | Spain | Firm 72 | RBV | Collaborative HRM system | Product Process | **Human capital **Social capital | + |
(2016) | Survey Leaders Member | Korea | Firm 11 | Job characteristics theory Social exchange theory | Change-oriented HRM system | Group innovation (process) | + Impact is channeled through proactive behavior. No mediating effect | |
(2017) | Longitudinal survey | Spain | Firm 1363 | AMO | HRP/employment security-training in new technologies – language training-compensation and benefits | Innovation (measured by number of patents) | *Compensation and benefits | Employment security and compensation no impact. No sig relation (training) Employment security and investment in training in new technologies produce more patents when such practices are moderated by high salaries |
(2017) | Survey HR directors or managers/other directors | Finland | Company 259 At least 100 employees | Knowledge governance | Rewards and performance appraisal | Radical Incremental | (Incremental) the direct effect of rewards for knowledge behaviors and appraisals of knowledge behaviors are significant and had a positive impact. Interaction effects were not significant (Radical) significant positive impact of rewards for knowledge behaviors. Interaction (−) | |
(2017) | Online survey Core knowledge employees and supervisors (Firm and individual level) | China | Firm 57 | Componential theory of creativity P-O fit theory | Employee experienced performance-oriented HR system Employee experienced maintenance-oriented HR system | Firm innovation (new products introduced) | *Employee creativity **Firm ownership | Interactive effect between both systems and firm ownership is significantly related to employee creativity. Interaction between employee creativity and firm ownership was significantly associated with firm innovation |
Nieves and Osorio (2017) | Questioner | Spain | Firm 109/50 or more emp | Commitment-based HRP/training and development, remuneration and involvement | ( ) | + | ||
Survey HRM and strategy directors- production managers and employees- department managers Longitudinal | Korea | Firm 203 | KBV | Stock building HRM practices Flow facilitating HRM practices | Firm innovation measured by new product and service | ** knowledge stock ** knowledge flow *Strategy | HRM practices explain the emergence of firm-level stock and flow of knowledge that contribute to firm innovation through their interactive effect | |
(2018) | Survey CEO-middle managers-local stakeholder | China | Firm 113 | Social exchange theory AMO | HCWS | Innovative behavior new technologies, processes, techniques and product ideas. Innovative performance Product and service development | *Work-family conflict *Work climate **Middle managers innovative behavior | + relation between HCWS innovative behavior HCWS correlated with innovative performance The interaction between HWCS and work-family conflict (−) related to the middle manager innovative behavior The three way interaction among HWCS, work family conflict and work climate is positively related to middle manager |
*The presence of a Moderator; **the presence of Mediator
Andreeva , T. , Vanhala , M. , Sergeeva , A. , Ritala , P. and Kianto , A. ( 2017 ), “ When the fit between HR practices backfires: exploring the interaction effects between rewards for and appraisal of knowledge behaviours on innovation ”, Human Resource Management Journal , Vol. 27 No. 2 , pp. 209 - 227 .
Bailey , T. ( 1993 ), “ Organizational innovation in the apparel industry ”, Industrial Relations , Vol. 32 No. 2 , pp. 30 - 48 .
Beugelsdijk , S. ( 2008 ), “ Strategic human resource practices and product innovation ”, Organization Studies , Vol. 29 No. 6 , pp. 821 - 847 .
Casey , J. and Koleski , K. ( 2011 ), Backgrounder: China’s 12th Five-Year Plan , US-China Economic and Security Review Commission .
Ceylan , C. ( 2013 ), “ Commitment-based HR practices, different types of innovation activities and firm innovation performance ”, The International Journal of Human Resource Management , Vol. 24 No. 1 , pp. 208 - 226 .
Chang , S. , Gong , Y. and Shum , C. ( 2011 ), “ Promoting innovation in hospitality companies through human resource management practices ”, International Journal of Hospitality Management , Vol. 30 No. 4 , pp. 812 - 818 .
Chang , S. , Gong , Y. , Way , S.A. and Jia , L. ( 2013 ), “ Flexibility-oriented HRM systems, absorptive capacity, and market responsiveness and firm innovativeness ”, Journal of Management , Vol. 39 No. 7 , pp. 1924 - 1951 .
Chen , C.J. and Huang , J.W. ( 2009 ), “ Strategic human resource practices and innovation performance – the mediating role of knowledge management capacity ”, Journal of Business Research , Vol. 62 No. 1 , pp. 104 - 114 .
Chen , Y. , Jiang , Y.J. , Tang , G. and Cooke , F.L. ( 2018 ), “ High‐commitment work systems and Middle managers’ innovative behavior in the Chinese context: the moderating role of work‐life conflicts and work climate ”, Human Resource Management , Vol. 57 No. 5 , pp. 1317 - 1334 .
Cooke , F.L. and Saini , D.S. ( 2010 ), “ (how) does the HR strategy support an innovation oriented business strategy? an investigation of institutional context and organizational practices in Indian firms ”, Human Resource Management: Published in Cooperation with the School of Business Administration, the University of MI and in Alliance with the Society of Human Resources Management , Vol. 49 No. 3 , pp. 377 - 400 .
Damanpour , F. , Szabat , K.A. and Evan , W.M. ( 1989 ), “ The relationship between types of innovation and organizational performance ”, Journal of Management Studies , Vol. 26 No. 6 , pp. 587 - 602 .
De Winne , S. and Sels , L. ( 2010 ), “ Interrelationships between human capital, HRM and innovation in Belgian start-ups aiming at an innovation strategy ”, The International Journal of Human Resource Management , Vol. 21 No. 11 , pp. 1863 - 1883 .
Diaz-Fernandez , M. , Bornay-Barrachina , M. and Lopez-Cabrales , A. ( 2017 ), “ HRM practices and innovation performance: a panel-data approach ”, International Journal of Manpower , Vol. 38 No. 3 , pp. 354 - 372 .
De Saa-Perez , P. and Díaz-Díaz , N.L. ( 2010 ), “ Human resource management and innovation in the canary islands: an ultra-peripheral region of the European Union ”, The International Journal of Human Resource Management , Vol. 21 No. 10 , pp. 1649 - 1666 .
Donate , M.J. , Peña , I. and Sanchez de Pablo , J.D. ( 2016 ), “ HRM practices for human and social capital development: effects on innovation capabilities ”, The International Journal of Human Resource Management , Vol. 27 No. 9 , pp. 928 - 953 .
Fu , N. , Flood , P.C. , Bosak , J. , Morris , T. and O’Regan , P. ( 2015 ), “ How do high performance work systems influence organizational innovation in professional service firms? ”, Employee Relations , Vol. 37 No. 2 , pp. 209 - 231 .
Jiang , J. , Wang , S. and Zhao , S. ( 2012 ), “ Does HRM facilitate employee creativity and organizational innovation? A study of Chinese firms ”, The International Journal of Human Resource Management , Vol. 23 No. 19 , pp. 4025 - 4047 .
Jimenez-Jimenez , D. and Sanz-Valle , R. ( 2005 ), “ Innovation and human resource management fit: an empirical study ”, International Journal of Manpower , Vol. 26 No. 4 , pp. 364 - 381 .
Jimenez-Jimenez , D. and Sanz-Valle , R. ( 2008 ), “ Could HRM support organizational innovation? ”, The International Journal of Human Resource Management , Vol. 19 No. 7 , pp. 1208 - 1221 .
Kogut , B. and Zander , U. ( 1992 ), “ Knowledge of the firm, combinative capabilities, and the replication of technology ”, Organization Science , Vol. 3 No. 3 , pp. 383 - 397 .
Lau , C.M. and Ngo , H.Y. ( 2004 ), “ The HR system, organizational culture, and product innovation ”, International Business Review , Vol. 13 No. 6 , pp. 685 - 703 .
Lado , A.A. and Wilson , M.C. ( 1994 ), “ Human resource systems and sustained competitive advantage: a competency-based perspective ”, The Academy of Management Review , Vol. 19 No. 4 , pp. 699 - 727 .
Laursen , K. and Foss , N.J. ( 2003 ), “ New human resource management practices, complementarities and the impact on innovation performance ”, Cambridge Journal of Economics , Vol. 27 No. 2 , pp. 243 - 263 .
Lee , H.W. , Pak , J. , Kim , S. and Li , L.Z. ( 2016 ), “ Effects of human resource management systems on employee proactivity and group innovation ”, Journal of Management , p. 149206316680029 .
Liu , D. , Gong , Y. , Zhou , J. and Huang , J.C. ( 2017 ), “ Human resource systems, employee creativity, and firm innovation: the moderating role of firm ownership ”, Academy of Management Journal , Vol. 60 No. 3 , pp. 1164 - 1188 .
Lopez‐Cabrales , A. , Pérez‐Luño , A. and Cabrera , R.V. ( 2009 ), “ Knowledge as a mediator between HRM practices and innovative activity ”, Human Resource Management , Vol. 48 No. 4 , pp. 485 - 503 .
Ma Prieto , I. and Pérez-Santana , M.P. ( 2014 ), “ Managing innovative work behavior: the role of human resource practices ”, Personnel Review , Vol. 43 No. 2 , pp. 184 - 208 .
Martínez-Sánchez , A. , Vela-Jiménez , M.J. , Pérez-Pérez , M. and de-Luis-Carnicer , P. ( 2011 ), “ The dynamics of labour flexibility: relationships between employment type and innovativeness ”, Journal of Management Studies , Vol. 48 No. 4 , pp. 715 - 736 .
Messersmith , J.G. and Guthrie , J.P. ( 2010 ), “ High performance work systems in emergent organizations: implications for firm performance ”, Human Resource Management , Vol. 49 No. 2 , pp. 241 - 264 .
Nieves , J. and Osorio , J. ( 2017 ), “ Commitment-based HR systems and organizational outcomes in services ”, International Journal of Manpower , Vol. 38 No. 3 , pp. 432 - 448 .
Nolan , C.T. and Garavan , T.N. ( 2016 ), “ Human resource development in SMEs: a systematic review of the literature ”, International Journal of Management Reviews , Vol. 18 No. 1 , pp. 85 - 107 .
Nonaka , I. ( 1994 ), “ A dynamic theory of organizational knowledge creation ”, Organization Science , Vol. 5 No. 1 , pp. 14 - 37 .
OECD/Eurostat ( 2005 ), “ Guidelines for collecting and interpreting innovation data ”, available at: www.keepeek.com/Digital-Asset-Management/oecd/science-and-technology/oslomanual_9789264013100-en (accessed 8 August 2015 ).
Pfeffer , J. and Jeffrey , P. ( 1998 ), The Human Equation: Building Profits by Putting People First , Harvard Business Press .
Rogers , M.E. ( 1983 ), Diffusion of Innovations , The Free Press .
Shipton , H. , Fay , D. , West , M. , Patterson , M. and Birdi , K. ( 2005 ), “ Managing people to promote innovation ”, Creativity and Innovation Management , Vol. 14 No. 2 , pp. 118 - 128 .
Shipton , H. , West , M.A. , Dawson , J. , Birdi , K. and Patterson , M. ( 2006 ), “ HRM as a predictor of innovation ”, Human Resource Management Journal , Vol. 16 No. 1 , pp. 3 - 27 .
Smith , K.G. , Collins , C.J. and Clark , K.D. ( 2005 ), “ Existing knowledge, knowledge creation capability, and the rate of new product introduction in high-technology firms ”, Academy of Management Journal , Vol. 48 No. 2 , pp. 346 - 357 .
Stock , R.M. , Totzauer , F. and Zacharias , N.A. ( 2014 ), “ A closer look at cross‐functional R&D cooperation for innovativeness: innovation‐oriented leadership and human resource practices as driving forces ”, Journal of Product Innovation Management , Vol. 31 No. 5 , pp. 924 - 938 .
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Sung , S.Y. and Choi , J.N. ( 2018 ), “ Building knowledge stock and facilitating knowledge flow through human resource management practices toward firm innovation ”, Human Resource Management , Vol. 57 No. 6 , pp. 1429 - 1442 .
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IOSR Journal of Business and Management (IOSR-JBM) e-ISSN: 2278-487X, p-ISSN: 2319-7668. Volume 20, Issue 3. Ver. VII (March. 2018), PP 62-68
7 Pages Posted: 11 Mar 2021
Mangalore University - Department of Commerce
Alva’s college, supriya bangera.
Date Written: 2018
Among other resources of organizations, human resource is the most critical one that makes a difference in an organization’s performance. For employees to work for an organization with interest and commitment, it is true that organizations should place an effective human resource management system in practice. Sound human resources management practices are essential for retaining effective professionals in hospitals. Given the recruitment and retention reality of health workers in the twenty first century, the role of human resource management in hospitals should not be underestimated. Health care is now an upcoming field. Modern hospitals, which provide the latest medical facilities, now employ thousands of personnel including medical, paramedical and support staff. Managing this vast human resource working in these hospitals is a major challenge as it requires round the clock human resource support. Human resource management in hospitals has to function in a sector with some unique characteristics. The workforce is relatively large, diverse, and includes separate occupations. The management of human resources in hospitals is essential to enable the delivery of efficient and effective medical services and to achieve patient satisfaction. The effective human resources management has a strong impact on health care quality and improving the performance of hospital’s staff.
Keywords: Human Resources Management, Health Care Sector, Processes And Practices, Hrm Support To Health Care Quality -----------------------------
Suggested Citation: Suggested Citation
Mangalore university - department of commerce ( email ).
Smt. Sundari Ananda Alva Campus Vidyagiri, Moodbidri Dakshina Kannada – 574227, Karnataka 574227 India
Paper statistics.
Title: | e HRM practices in Indian IT Sector |
Researcher: | Renu |
Guide(s): | |
Keywords: | Art Arts and Humanities Arts and Recreation |
University: | Deenbandhu Chhotu Ram University of Science and Technology, Sonipat |
Completed Date: | 2021 |
Abstract: | The advancement of e-HRM started in the mid of 1970-1980. The continuous improvement in this field has led to its integration into various HR functions. To understand the use of e-HRM there was requirement of further research in this field. The present research covers several aspects of e-HRM. Chapter 1 deals with the background and history of e-HRM in India, definitions of e-HRM, types of e-HRM, innovative practices of e-HRM, uses of e-HRM in IT industry, impact of e-HRM practices on employees in the organization, impact of e-HRM practices on the organization, benefits of e-HRM for the organization, benefits of e-HRM for the employees, limitations of the e-HRM, future of e-HRM and rationale of the study. Chapter 2 deals with the literature review of the present study. Research related to previous work includes e-HRM practices, e-HRM innovativeness, attitude towards e-HRM, satisfaction towards e-HRM, factors affecting e-HRM, implementation of e-HRM in IT Industry. Further conclusion of the review, research gap of the study, research problem and justification of the study were presented. Chapter 3 deals with the research methodology of the present work. It includes identification of the research problem, scope of the study, objectives of the study, hypothesis of the study, research methodology, research design, data collection, designing of the questionnaire, population, sample size, sample area, sampling unit, sampling technique, pilot study, sampling tools for analysis, reliability and validity, correlation, regression, factor analysis, descriptive mean. Organization of the study includes the organization of chapters as follows: introduction, review of literature, research methodology, innovative e-HRM practices in IT organizations, employee attitude towards e-HRM in IT organization, e-HRM Challenges in implementation of e-HRM, Summary, Findings, Conclusion, Suggestions, implications, limitations, scope of the future research, References and bibliography. |
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Several papers presented in the Singapore conference were published in a research annual (Nedd, Ferris and Rowland 1989). None of these, however, was on HRM in India. Despite a long history of international foreign operations in this country, studies focused on this. management function are lacking.
Human Resource Management Practices and Organizational Performance 791 4. A Conceptual Framework for HRM and OP Research in India The conceptual and empirical work relevant to the question of firm-level linkage between HRM and organizational performance in the Indian context has not progressed much.
This study explores the role of HR practices for individual and organizational success via a survey of 4,811 employees from 32 units of 28 companies operating in India.
HRM practices in an organization are more richly reflected in consistent bundles of career management. practices, including planning, recruitment, selection, training and development, frequency of ...
Human Resource Management is the leading journal for human resource management studies. Internationally recognised, this HRM journal covers micro to multi-level topics. Abstract This study explores the role of HR practices for individual and organizational success via a survey of 4,811 employees from 32 units of 28 companies operating in India.
Research suggests that a number of facfors influence human resource management (HRM), policies and practices. This article reports the empirical results of a study designed to examine and highlight the main contingent variables and national factors influencing Indian HRM. The investigation is based on a questionnaire survey carried out in 137 ...
This study is an endeavour to assess the impact of different human resource management practices on the organizational performance of banks in India. ... International Review of Business Research Papers, 3(2), 54 ... Singh S., & Singh R. (2020). Human resource management in India: Performance and complementarity. European Management Review, 17 ...
Based on qualitative research collected from principal stakeholders of HEIs in India and the US, HRM practices and policies followed by them are presented and discussed. Data collection for the research study was through web interviews during the period August-October 2020.
Human Resource Management in India Strategy, Performance and ComplementarityAbstractThis study seeks to explore. hich types of HR practice are associated with better organisational performance (OP). Whilst the core finding—that specific HR practices lead to better organi. ational outcomes may not be surprising—we also found an absence of ...
The next section of the paper will discuss the convergence / divergence theory and debate. ... The higher level of research undertaken in India is understandable, since India is the largest economy and has attracted the most FDI in the region. ... (2016a). Human resource management practices at foreign-affiliated companies in least-developed ...
This paper aims to examine the effectiveness of high-performance human resource practices in the banking industry of India from the institutional perspective. A validated instrument has been used for collecting data from the banking industry of India. Data reliability and validity have established through factor analysis, Cronbach's alpha and correlation analysis. AMOS structural equation ...
The organizations can gain a competitive advantage by implementing HR functions, Schuler and MacMillan [].Singh [] explored HRM practices in selected private sector organizations in India and reported a significant difference between the HR practices adopted by the organizations which can be attributed to specific requirements of different organizations.
The main purpose of this study was designed to explore and compare Human Resource Management practices and their impact on organizational performance in Indian Public Sector Banks.
The relationship between human resource management practices (HRMP) and innovation has been described as a black box, where a lot still needs to be investigated. ... all articles published before 2010 and included in the study had at least 60 citations. Also, research papers having the workplace and the organization as their unit of study was ...
604 X INDIAN JOURNAL OF APPLIED RESEARCH RESEARCH PAPER V 6 I J 06 ISSN 4555 IF IC 450 Human Resource Management in India: Some Issues and Challenges Mr. Devulapally Venkataramana Rao M.B.A, Department of Business Management, Osmania University, Hyderabad ... Human resource management is the theory, techniques, methods, and tools for studying ...
Sound human resources management practices are essential for retaining effective professionals in hospitals. Given the recruitment and retention reality of health workers in the twenty first century, the role of human resource management in hospitals should not be underestimated. Health care is now an upcoming field.
This research paper is written by Nasser Fathi Easa and Haitha m El Orra. The study focus es on the growing interest in . Human Resource Management Practices ... Alpla India Pvt Ltd is a leading ...
INTERNATIONAL JOURNAL OF SCIENTIFIC PROGRESS AND RESEARCH (IJSPR) ISSN: 2349-4689 ... on Economic and Technological Reforms in India (ETRI-2018) Conference Organized by: Anurag Group of Institutes, Telangana, INDIA - 500088 IJSPR | 13 . Green Human Resource Management Practices in Indian organizations . Dr. E. Jalaja, Professor, Avanthi Pg ...
The present paper has attempted to review the ... Literature Review on the Practices of Human Resources in India Research in the field of practices of HRM is not new. Researchers have identified the practices ... Armstrong's handbook of human resource management practice. Armstrong, Michael, 1928- (Eleventh ed.). London: Kogan Page. ISBN ...
The study of green human resource management practices 247 relationship is found between green recruitment and selection and ESC (beta = .249, p = .005), green training and education, and ESC ...
The Shodhganga@INFLIBNET Centre provides a platform for research students to deposit their Ph.D. theses and make it available to the entire scholarly community in open access. The advancement of e-HRM started in the mid of 1970-1980. The continuous improvement in this field has led to its integration into various HR functions.
PDF | On Jan 1, 2004, Debi S. Saini and others published Human Resource Management in India | Find, read and cite all the research you need on ResearchGate
This paper analyses the various HR practices in the Indian IT sector. To gain a competitive advantage in maintaining the brand image IT companies has to add some prominent HR Practices and also ...