This study is an attempt to elucidate the effects of workforce racial diversity on organizational performance by incorporating an important organization-level moderating condition—an organization’s ...use of human resource management (HRM) practices. Specifically, this study examines how options- and project-based HRM have influence on the racial diversity–performance relationship. Using the longitudinal data sets of 192 U.S. law firms spanning multiple years (2001–2008), we examined the interactive effects of workforce racial diversity and a set of HRM practices (use of nonstandard employees, lateral hiring, pay dispersion, and training/communication) on organizational performance (profitability). Our findings revealed that while an organization’s reliance on nonstandard employment, lateral hiring, and large pay dispersion has significant negative influence on the racial diversity–performance relationship, training/communication has no clear moderating impact. In sum, the results indicated that when organizations adopt more project-based HRM practices (high levels of nonstandard employment, lateral hiring, and pay dispersion) rather than options-based ones, the effect of workforce racial diversity is likely to become negative on organizations’ bottom-line performance.
Recent research provides evidence that, contrary to implicit assumptions in much of the strategic human resource management (SHRM) literature, human resource (HR) systems and practices are in fact ...enacted with substantial variation across units even within organizations, with such variation largely a function of the line managers involved in implementing HR practices in the units under their supervision. While instrumental in demonstrating the critical role that line managers play in facilitating the causal chain linking organizations' HR practices with intended employee and organizational outcomes, we contend that the focus of this research on HR practice implementation as a singular and unidimensional characterization of line managers' involvement in human resource management (HRM) represents an oversimplification on several counts. Broadly, we propose that this focus fails to account for the varied nature of line managers' downward influences in the context of HRM. Thus, we integrate insights from research on HR practice implementation, workforce differentiation, and autonomous strategic behavior to develop a more complete understanding of line managers' downward involvement in HRM. Based on our synthesis of relevant insights from these literatures, we propose a research agenda focusing on questions spanning four broad areas with the aim of fostering and guiding future SHRM scholarship to further our understanding of the antecedents, processes, and consequences associated with line managers' influences on HR system content and process in organizations.
The editorial Brunetto, Yvonne; Xerri, Matthew J; Farr-Wharton, Benjamin ...
International journal of human resource management,
02/2023, Letnik:
34, Številka:
4
Journal Article
Resilient organizations thrive despite experiencing conditions that are surprising, uncertain, often adverse, and usually unstable. We propose that an organization's capacity for resilience is ...developed through strategically managing human resources to create competencies among core employees, that when aggregated at the organizational level, make it possible for organizations to achieve the ability to respond in a resilient manner when they experience severe shocks. We begin by reviewing three elements central to developing an organization's capacity for resilience (specific cognitive abilities, behavioral characteristics, and contextual conditions). Next we identify the individual level employee contributions needed to achieve each of these elements. We then explain how HR policies and practices within a strategic human resource management system can influence individual attitudes and behaviors so that when these individual contributions are aggregated at the organizational level through the processes of double interact and attraction–selection–attrition, the organization is more likely to possess a capacity for resilience.
This field study investigated the relationship between strategic human resource management, internal environmental concern, organizational citizenship behavior for the environment, and environmental ...performance. The originality of the present research was to link human resource management and environmental management in the Chinese context. Data consisted of 151 matched questionnaires from top management team members, chief executive officers, and frontline workers. The main results indicate that organizational citizenship behavior for the environment fully mediates the relationship between strategic human resource management and environmental performance, and that internal environmental concern moderates the effect of strategic human resource management on organizational citizenship behavior for the environment.
Strategic human resource management (SHRM) emerged as a dominant approach to human resource management (HRM) policy during the past 30 years. However, during the last decade, a new approach to HRM ...has evolved. This approach has been labelled sustainable human resource management (sustainable HRM). It is an approach that seeks to link HRM and sustainability. The term sustainability is fraught with semantic difficulties, as is conceptualising its relationship to HRM. Consequently, sustainable HRM is viewed in a variety of ways. This paper examines the major features of SHRM, some of the meanings given to sustainability and the relationship between sustainability and HRM. It then outlines the major characteristics of sustainable HRM. Although there are a diversity of views about sustainable HRM, this approach has a number of features which differentiate it from SHRM. It acknowledges organisational outcomes, which are broader than financial outcomes. All the writings emphasise the importance of human and social outcomes. In addition, it explicitly identifies the negative as well as the positive effects of HRM on a variety of stakeholders; it pays further attention to the processes associated with the implementation of HRM policies and acknowledges the tensions in reconciling competing organisational requirements. Such an approach takes an explicit moral position about the desired outcomes of organisational practices in the short term and the long term. Sustainable HRM can be understood in terms of a number of complimentary frameworks.
Drawing from strategic human resource management and organizational theory, this article develops an integrated typology of employee governance. This typology is based on the dimensions of eliciting ...employees’ commitment to the organization (commitment-eliciting) and achieving employees’ compliance to rules (compliance-achieving), which yields four approaches to governing employees: disciplined governance, bonded governance, hybrid governance, and unstructured governance. Results from 337 firms show that the hybrid governance approach is linked with significantly higher organizational performance than alternative approaches in the Chinese context. In addition, both commitment-based practices and compliance-based practices are positively related to organizational performance, and their interaction produces additional positive effects.
Today’s organizations have to remain alert and adaptive to unforeseen events, such as external crises, which create increased uncertainty among their workforce and pose immediate threats to the ...organizations’ performance and viability. However, with the recent COVID-19 pandemic, organizations suddenly have to navigate the unprecedented and thereby find new solutions to challenges arising across many areas of their operations. In this article, we discusses some of these challenges, focusing on the implications COVID-19 has for human resource management (HRM) as organizations help their workforce cope with and adjust to their newly altered work environment. In addition, we propose several avenues for future research and advocate for an integrated research agenda for tackling the challenges discussed.
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