Since the early 1980s the field of HRM has seen the independent evolution of two independent subfields (strategic and functional), which we believe is dysfunctional to the field as a whole. We ...propose a typology of HRM research based on two dimensions: level of analysis (individual/group or organization) and number of practices (single or multiple). We use this framework to review the recent research in each of the four subareas. We argue that while significant progress has been made within each area, the potential for greater gains exists by looking across each area. Toward this end we suggest some future research directions based on a more integrative view of HRM. We believe that both areas can contribute significantly to each other resulting in a more profound impact on the field of HRM than each can contribute independently.
In this study we examined the characteristics of human capital as well as the human resource (HR) configurations used for employees in four different employment modes (knowledge-based employment, ...job-based employment, contract work, and alliance/partnership). Results from 148 firms show that the strategic value and uniqueness of human capital differs across these four employment modes. In addition, each employment mode is associated with a particular type of HR configuration (commitment-based, productivity-based, compliance-based, and collaborative).
This paper introduces an information system based on SpringBoot framework of man hour management, by analysing the problems existing in the man hour management workflow and process in an industrial ...design and assembly company. Like fraud timesheet, confusion of validation, etc. This paper designs the different function modules and provides the overview of the system, and explains the reason of using SpringBoot framework. Finally, describe the improvement for the company in both controlling and processing level.
This paper introduces a radically different conceptualization of human capital resources that runs counter to the individual-level approaches that have dominated human capital theory for the last 50 ...years. We leverage insights from economics, strategy, human resources, and psychology to develop an integrated and holistic framework that defines the structure, function, levels, and combinations of human capital resources. This multidisciplinary framework redefines human capital resources as individual or unit-level capacities based on individual knowledge, skills, abilities, and other characteristics (KSAOs) that are accessible for unit-relevant purposes. The framework and definition offer three broad contributions. First, multidisciplinary communication is facilitated by providing precise definitions and distinctions between individual differences, KSAOs, human capital, human capital resources, and strategic human capital resources. Second, given that human capital resources originate in individuals’ KSAOs, multiple distinct types of human capital resources exist at individual and collective levels, and these types are much more diverse than the historical generic-specific distinction. Third, the multiple types of human capital resources may be combined within and across levels, via processes of emergence and complementarity. Consequently, the locus of competitive advantage has less to do with whether human capital resources are generic or specific but instead occurs because nearly all human capital resource combinations are complex, are firm-specific, and lack strategic (or efficient) factor markets. Overall, the proposed multidisciplinary framework opens new avenues for future research that challenge the prevailing literature’s treatment of human capital resources.
The authors identify the key challenges facing strategic human resource management (SHRM) going forward and discuss several new directions in both the scholarship and practice of SHRM. They focus on ...a clearer articulation of the “black box” between HR and firm performance, emphasizing the integration of strategy implementation as the central mediating variable in this relationship. There are direct implications for the nature of fit and contingencies in SHRM. They also highlight the significance of a differentiated HR architecture not just across firms but also within firms.
Sustainable organizations have the capacity to endure and simultaneously satisfy a triple bottom line of economic, environmental and human performance. While all three components are critical, we ...know little about the human dimension of sustainability. Thriving, defined as the joint experience of vitality and teaming, is a key mechanism for understanding human sustainability in organizations. When thriving, employees are not stagnating or languishing, but instead are growing and energized in their work. They are not merely depleting resources, but also generating resources through their vitality and learning. Across an array of industries including both blue-collar and white-collar workers, our research demonstrates that thriving employees are stronger performers, better organizational citizens, and proactive, resilient, and healthy. Individuals can self-regulate their thriving so it is sustainable over time through employing healthy habits (sleep, nutrition, and exercise), job crafting to make work more meaningful and impactful, innovating to learn new things, and building competencies and skills for working with those who are different from themselves. Organizations can also contribute to human thriving. Rather than focusing on selecting employees who have a higher predilection for thriving, organizations can build an environment that nurtures thriving at work. Organizations can enable more human thriving at work through several levers -- including providing decision-making discretion, sharing information about the organization and its strategy, minimizing incivility, offering performance feedback, and encouraging diversity. As more organizations adopt these enablers, we can expect to see a substantial increase in human sustainability, and in turn, better balance among growth across dimensions of the triple bottom line. PUBLICATION ABSTRACT
► We meta-analytically contrast demographic and job-related diversity. ► We show that rater biases impact the diversity–performance relationship. ► We find that task complexity moderates the ...influence of job-related diversity.
Conventional wisdom in the diversity literature holds that job-related dimensions of diversity are the domain of positive performance, whereas demographic dimensions of diversity are the domain of negative performance effects. In a meta-analysis (N=146 studies, 612 effect sizes), we show that this conclusion may be based on rater biases; it does not apply to studies involving more objective assessments of performance, assessments that cannot be influenced by knowledge of a team’s composition. We also show that the influence of job-related diversity is moderated by task complexity and that job-related diversity is more positively related to innovative performance than to in-role performance. We discuss how these results invite a reconsideration of the role of the job-related/demographic diversity distinction and provide suggestions on how to further advance our understanding of diversity’s effects.
This study takes a dynamic multilevel approach to examine how the relationship between an employee's job satisfaction trajectory and subsequent turnover may change depending on the employee's unit's ...job satisfaction trajectory and its dispersion. Analyses of longitudinal multilevel data collected from 5,270 employees in 175 business units of a hospitality company demonstrate a significant three-way interactive effect of unit-level job satisfaction trajectory and its dispersion and individual job satisfaction trajectory on individual job exit. In particular, in the presence of a negative unit-level job satisfaction trajectory and low dispersion, a positive change in individual-level job satisfaction does not affect the odds of a person leaving an organization. Put differently, an employee's being out of step with prevailing unit-level attitudes appears to alter the relationship between his or her job satisfaction trajectory and turnover propensity. Further, unit-level job-satisfaction change and its dispersion jointly influence the overall turnover rate in a unit. The results indicate unit-level and individual-level job satisfaction trajectories have unique multilevel influences on turnover above and beyond static levels of job satisfaction. Accounting for these dynamics substantially increases the explained variance in turnover behavior. The findings increase understanding of the job satisfaction—turnover link over time and across levels.
An empirical test of the organizational individualism and collectivism constructs and measures was conducted using survey responses from 916 employees from 46 Turkish organizations. Analyses ...indicated that fit between individuals’ values and perceptions of the organizational culture predicted job attitudes, and that organizational individualism was related to the use of individualistic human resources practices at the organizational level. The utility of this approach for understanding the relationships between individuals, organizations, and societies is discussed.
PDF
