More than a decade after the publication of the book The War for Talent, there has been growing interest in the role of talent management in achieving organizational success. Although past studies ...have empirically investigated the role of talent management and its positive association with organizational performance, few studies have integrated the bright and dark sides of talent management. Using a sample of 444 firms in South Korea, this study finds that talent management has a double-edged effect on firm outcomes, including innovation and voluntary turnover rate. Moreover, it finds that the effect of talent management considerably varies across organizational contexts. Specifically, this study identifies the conditions under which the negative role of talent management changes across different levels of human resource management investments. Demonstrating the dual direct effect and contextual effect of talent management, this study provides reference for future studies on talent management, specifically those that aim to discover the mechanisms influencing the distinguished role of talent management in organizational outcomes. This study further discusses the theoretical and practical implications.
Recent investigations suggest that human resource practices influence organisational performance through their effect on key mediating variables. However, the link between human resource management ...practices and innovation performance is yet to be determined and little is known about the variables that can mediate this relation. The diverse results of studies in this field seem to suggest that the sector of activity may determine specific aspects of this relation. By analysing data from a single industry, this paper aims to increase understanding of the mediating role of human capital in the relation between human resource management practices and innovation. Data from a survey of 109 firms managing hotel establishments in Spain show that, in the hotel industry, some human resource management practices affect innovation through their influence on human capital. Recruitment and selection human resource management practices, however, do not enhance the level of human capital of the firms studied, although they do determine their innovation performance.
This study investigated the effects of flexibility human resource management (HRM) on employee outcomes over time, as well as the role of age in these relations. Based on work adjustment theory and ...AMO theory, it was predicted that availability and use of flexibility HRM would be positively related to employee engagement, as well as higher job performance. Moreover, we postulated different hypotheses regarding the role of employee age. While generation theory predicts that younger generations would react more strongly to flexibility HRM in relation to engagement, selection, optimization, and compensation theory of ageing predicts that older workers respond more strongly in relation to job performance. A longitudinal study among US employees and a study among employees in 11 countries across the world showed that engagement mediated the relationships between availability of flexibility HRM and job performance. Moreover, we found partial support for the moderating role of age in the relations of flexibility HRM with the outcomes: Flexibility HRM was important for younger workers to enhance engagement, while for older workers, it enhanced their job performance. The study shows that the effectiveness of flexibility HRM depends upon employee age and the type of outcome involved, and consequently, theory on flexibility at work should take the age of employees into account.
Practitioner points
Flexibility HRM can be used by organizations to enhance younger workers’ engagement, while it can be used for older workers to enhance their job performance.
It is important for organizations to not only offer flexibility to their employees, but also to make sure that employees take advantage of these HR practices.
Flexibility HRM is important across the world, because it enables people across the world to balance demands from work as well as from private life.
The concept of sustainability is important for companies both in the case of SMEs and worldwide multinational companies. Some key factors to help a company achieve its sustainability objectives are ...based on human resource management. Sustainable human resource management is a typical cross-functional task that becomes increasingly important at the strategic level of a company. Industry 4.0 technologies, Internet of Things, and competitive demands, as signs of globalization, have led to significant changes across the organizational structures and human resource strategies of companies. The increasing importance of sophisticated human resource strategies in the life of companies and the intention to find optimal design and operation strategies for sustainable human resource management were a motivation for launching this book. This book offers a selection of papers which explain the impact of smart human resource management on economy. Authors from 14 countries published working examples and case studies resulting from their research in this field. The aim of this book is to help students at the level of BSc, MSc, and PhD level, as well as managers and researchers, to understand and appreciate the concept, design, and implementation of sustainable human resource management solutions.
This paper contributes to extant research on green human resource management (HRM) relying on the instrumental value of stakeholder theory, which implies that stakeholders impact on company decisions ...and their development of organizational resources and performance. Following that theory, the study conceives green HRM practices as a set of management processes that companies implement for responding to stakeholder pressures on environmental issues. Accordingly with those premises, we empirically test the distinct role that different green HRM practices (i.e. green hiring, green training and involvement, and green performance management and compensation) play in mediating the relationship between pressures on environmental issues from two specific external stakeholders (i.e. customers and regulatory stakeholders) and environmental performance. Our findings, based on a multi-respondent survey in which the respondents were Human Resource Managers and Supply Chain Managers operating in Italy, confirm the hypothesized mediation model. Our results (as well as their implications) are discussed in light of the recent calls to broaden the scope of HRM research, considering the embeddedness of the company in a socio-political context and exploring the role that actors and factors outside the company play in shaping its green HRM practices.
The extant literature tends to frame mergers and acquisitions (M&As) and postmerger integration (PMI) as strategies and outcomes, but this framing often leaves their underlying processes ...underexplored. We address this gap by redirecting attention to the view that M&As are largely embedded in social and human practices. Our conceptual study identifies three generic M&A strategies—annex & assimilate, harvest & protect, and link & promote—and matches them with three well-known PMI outcomes (i.e., absorption, preservation, and symbiosis, respectively). Using a configurational perspective and drawing upon the ability-motivation-opportunity (AMO) model, we develop a conceptual framework that reveals why and how AMO-enhancing human resource management (HRM) practices can link M&A strategies and PMI outcomes. Finally, we elaborate on the theoretical and practical contributions and chart a course for future inquiry and research applications for the M&A-HRM-PMI triad and its processes.
Green Human Resource Management (GHRM) and Green Supply Chain Management (GSCM) are popular subjects in the areas of human resource management (HRM) and operations management (OM), respectively. ...Although scholars in each of these areas are advancing the roles of GSCM and GHRM in building more sustainable organizations, there has been a significant delay in the integration of these two contemporary subjects, based on a greater gap in the integration of HRM and supply chain management (SCM). Thus, the aims of this study are to propose a synergistic and integrative framework for the GHRM-GSCM relationship and to propose a research agenda for this integration. After reaching these goals, this article emphasizes the implications of GHRM-GSCM integration for scholars, managers, and practitioners in the areas of organizational sustainability and truly sustainable supply chains.
•Green Supply Chain Management (GSCM) and Green Human Resource Management (GHRM) are hot subjects.•There is a significant gap in the integration of GSCM and GHRM.•We propose a synergistic and integrative framework for the GHRM-GSCM relationship.•We propose a research agenda in order to relate GHMR-GSCM.
This study explores patterns of human resource management (HRM) practices across market economies, and between indigenous firms and foreign MNE subsidiary operations, offering a novel perspective on ...convergence and divergence. Applying institutional theorizing to improve our understanding of convergence/divergence as a process and an outcome, data collected from nine countries at three points in time over a decade confirm that convergence and divergence occur to different extents in a nonlinear fashion, and vary depending on the area of HRM practice observed. Patterns of adoption and convergence/divergence are explained through the effect of institutional constraints, which vary between liberal and coordinated market economies, and between indigenous firms and foreign MNE subsidiaries. Specifically, we expected, and largely found supporting evidence confirming that compensation and wage-bargaining level practices show more evidence of being institutionally constrained, and hence were less likely to converge, than contingent employment, training, and direct information provision practices. The study contributes a more graded conceptualization of convergence/divergence (from constant no difference, through robust convergence, non-robust convergence, non-robust divergence, and robust divergence to constant difference), allowing us to tease out the subtle manifestations of the process that can incorporate the complex dynamic reality of international business.
Although green supply chain integration (GSCI) is essential for enterprises to address environmental challenges, existing literature mainly focuses on the net effect of a single factor that cannot ...well explain and guide the implementation of GSCI. Based on technology–organization–environment (TOE) framework, we develop a configurational framework and propose that GSCI depends on the interactions between perceived institutional force, green human resource management (GHRM), and big data analytics capability (BDAC). Moreover, we further investigate the impacts of high GSCI generated by different configurations on operational and environmental performance. By integrating fuzzy set qualitative comparative analysis (fsQCA) and propensity score matching, we reveal multiple equifinal configurations sufficient to three dimensions of GSCI and identify them into three types: GHRM oriented, GHRM + BDAC oriented, and perceived institutional force + GHRM + BDAC balance. The results further indicate that high GSCI triggered by multiple configurations has different effects on operational and environmental performance. These findings extend the GSCI research and provide theoretical guidance for managers to develop GSCI.
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