As the digitalization of Human Resource Management (HRM) has been going on for more than half a century the performance and, thus, the future continuance and intensification of digital HRM is ...regularly taken for granted. While there is a growing and increasingly unmanageable number of research contributions on the performance consequences of digital HRM, core reviews fail to offer consistent and convincing evidence on digital HRM performance. Current sentiments and implementations are based on implicit expectations rather than on explicit evidence. To provide the future digitalization of HRM with the necessary evidence, we conduct a meta-analysis on the performance consequences of digital HRM. Concretely, we analyze the performance of individual users, the operational, relational, and transformational performance of HRM, and the corporate performance of the entire organization. Based on evidence from 96 empirical studies with a total sample size of 37,924, our meta-analysis finds significant medium-sized associations between digital HRM and all performance categories. We also resolve the partially contradictory findings, quantify and compare performance effects, and uncover moderating effects. Our paper provides the so far lacking evidence that digital HRM constitutes a successful endeavor, which meets its performance expectations and thus should be continued and intensified in the future.
Using an institutional lens, we investigate the isomorphic effects of both external and internal contexts on human resource management (HRM) systems. Our analysis uses data from 4768 organizations ...across 34 countries to focus on the similarities in HRM systems. By employing distance matrices, a commonly adopted method in geographic science, we find that both external and internal contexts affect (dis)similarities in HRM systems. Organizations in similar environments exhibit more similar HRM systems. Furthermore, we find that the devolvement of HRM activities from HRM to line management reduces the similarity of HRM systems across organizations. By contrast, a strong strategic position of HRM does not yield a comparable effect. Our study's main contributions include elucidating the multifaceted relationship between context and HRM, highlighting the HRM department's role in this relationship, clarifying the context–HRM connection via the concept of isomorphic pressures, and illustrating the use of distance matrices as tool with great explanatory power for the analysis of similarities among HRM phenomena.
Does e-HRM lead to better HRM service? Bondarouk, Tanya; Harms, Rainer; Lepak, David
International journal of human resource management,
05/2017, Letnik:
28, Številka:
9
Journal Article
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Electronic Human Resource Management (e-HRM) is often assumed to increase HRM service quality. This paper empirically examines the relationship between e-HRM and HRM service quality and addresses two ...calls from recent e-HRM studies, namely to highlight (i) the importance of the interplay between technological and organizational aspects and (ii) the finding that improved HRM service quality is a consequence of e-HRM implementation. We argue that the key drivers of HRM service quality are the strengths both of HRM and of e-HRM. The relationship may be mediated by the frequency of e-HRM usage. In addition, building on Adaptive Structuration Theory, the degree to which mediation occurs may differ within regimes of high and low e-HRM appropriation. We use moderated mediation analysis on a sample of 140 employees of an administration unit to shed light on the drivers of HRM service quality. While we identify strong positive direct effects of HRM strength and of e-HRM strength, we fail to uncover either mediation or contingent mediation effects. The study contributes to e-HRM research by identifying the main antecedent of HRM service quality as HRM strength.
This article examines whether organizations can enhance employee well‐being by adopting human resource management (HRM) practices strategically targeted to improve skill development and deployment in ...a recessionary context. Employee skill utilization is proposed as the mediating mechanism between HRM practice and well‐being. The role of workplace skill composition is also examined as a boundary condition within which HRM differentially impacts employee outcomes. Using a nationally representative survey of UK workplaces (Workplace Employment Relations Survey 2011) and matched management and employee data, the analysis focused on organizations that had implemented some recessionary action following the 2008–2009 global financial and economic crisis. The findings show that human capital enhancing HRM and enriched job design positively influenced both job satisfaction and work‐related affective well‐being through increased employee skill utilization. Organizations with predominantly high‐skilled workforces were more likely to adopt these skills‐oriented HRM practices. Nevertheless, the effects of HRM on employee outcomes via skill utilization applied across organizations, regardless of workforce skill composition. The findings demonstrate employee skill utilization as a driver of HRM outcomes and the sustainability of “best practice” HRM arguments across all skill levels, even in the face of recession.
Purpose The current study’s goal is to investigate how lean, agile, resilient and sustainable human resource management (LARS HRM) affects green innovation and environmental performance, both ...directly and indirectly. Design/methodology/approach Partial least squares-structural equation modeling (PLS-SEM) was used to analyze the data based on a sample of 273 Tunisian businesses in the industrial and service sectors that were certified ISO 9001. Findings With the exception of AHRM–GPdtI, the results show that the mainstream advanced theory on direct effects was verified. With regard to indirect effects, everything of the literature that was presented was accepted, with the exception of the relationship between AHRM–GPdtI–EP, AHRM–GPssI–EP and RHRM–GPdtI–EP. Originality/value This research is distinctive in that it aims to incorporate every LARGS paradigm within the HRM field. By taking green innovation into consideration, it closes the current gaps on the direct and indirect effects of LARS HRM on environmental performance. Our study is unique in that it incorporates large, industry-operating, certified ISO 9001 firms with those in the service sector, with the goal of achieving greater generalization of results.
Over the past decades, scholars have dedicated substantial attention to the process of HRM implementation. Most progress has been made with debates on HRM system strength, roles of organisational ...actors in HRM implementation, and intended, actual and perceived HRM. In this paper, we challenge the current view on HRM implementation as being too static and one-directional. By building on structuration theory, we show that the process of HRM implementation is less straightforward than has been previously assumed. After their initial introduction, HRM practices evolve through turbulent developments. Furthermore, instead of neatly distributed roles following meticulously scheduled planning, HRM practices are influenced by various organisational actors. For successful implementation, HRM practices need to become inscribed into the interpretive schemes of organisational actors, resources have to be distributed, the HRM practice has to gain legitimacy. We develop a comprehensive framework that assists in understanding the process of HRM implementation.
The current literature on the use of disruptive innovative technologies, such as artificial intelligence (AI) for human resource management (HRM) function, lacks a theoretical basis for ...understanding. Further, the adoption and implementation of AI-augmented HRM, which holds promise for delivering several operational, relational and transformational benefits, is at best patchy and incomplete. Integrating the technology, organisation and people (TOP) framework with core elements of the theory of innovation assimilation and its impact on a range of AI-Augmented HRM outcomes, or what we refer to as (HRM(AI)), this paper develops a coherent and integrated theoretical framework of HRM(AI) assimilation. Such a framework is timely as several post-adoption challenges, such as the dark side of processual factors in innovation assimilation and system-level factors, which, if unattended, can lead to the opacity of AI applications, thereby affecting the success of any HRM(AI). Our model proposes several testable future research propositions for advancing scholarship in this area. We conclude with implications for theory and practice.
•AI-Augmented HRM (HRM(AI)) - Antecedents, assimilation and multilevel consequences.•Multilevel conceptual framework of AI-Augmented HRM (HRM(AI).•HRM(AI) framework based on theories of innovation assimilation and TOP framework.•Research propositions for advancing scholarship in HRM(AI) domain.
A proposition in the HRM literature is that to survive intensifying competition firms need to more effectively use their human capital by implementing high-performance work practices (HPWPs). This ...proposition is anchored on both extensive empirical evidence of a positive HPWP effect on performance and a theoretical model which incorporates ideas from strategy, RBV, AMO, behavioral, human capital, and organizational capability perspectives. This paper argues that on deeper examination both empirical and theoretical arguments have significant flaws and weaknesses which undercut the ‘more competition→more HPWPs→higher firm performance’ proposition. Indeed, using an alternative economics-based model the paper concludes the likely effect of intensified competition is, on balance, the opposite of the standard model; that is, more competition leads to less HPWPs. The model also demonstrates why the positive HPWP effect found in empirical studies is likely upward biased and more association than causation. The paper reconciles a number of empirical anomalies, such as why high-performance work systems are not more widely adopted, and explains why the conventional advice given to managers – invest in more HPWPs – needs revision.
•An in-depth critique of the HRM–performance paradigm.•Formulation of an alternative economics-based model.•Many new implications and hypotheses concerning HRM and performance.
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