Scholars are directing more attention to employee perceptions of human resources (HR) practices and have explored issues such as whether and how employees' idiosyncratic or collective perceptions of ...HR practices shape employee outcomes. To further this area of research, we seek to determine what authors mean when they refer to "employee perceptions of HR practices". We review 105 articles from leading human resource management journals and find that employee perceptions of HR practices is not a monolithic concept. Rather, following previous scholars, we identify three distinct components of employee perceptions of HR practices: the 'what', 'how', and 'why'. We critically summarize extant literature on these three components of employee HR perception and propose future research directions, including enriching the theoretical foundations of HR communication, embracing cross-national contexts, and enhancing practical relevance.
In the strategic human resource (HR) management literature, over the past three decades, a shared consensus has developed that the focus should be on HR systems rather than individual HR practices ...because the effects of HR practices are likely to depend on the other practices within the system. Despite this agreement, the extent to which the fundamental assumption in the field of interactions and synergy in the system holds true is unclear. We present a systematic review of 495 empirical studies on 516 HR systems in which we analyze the development of HR systems research over time and identify important trends, explicitly linking conceptualization and measurement of the HR system. Our findings suggest that the increasingly broad conceptualization and measurement of HR systems and the lack of clarity on the HR systems construct at different levels have hampered research progress. Much of the research to date does not align with the fundamental assumption of synergies between HR practices in a system, the measures have problems and increasingly confound HR systems with related concepts and outcomes, and insufficient attention is paid to the HR system construct at different levels. Overall, we thus still know little about the “systems” element and how synergies and interactions in an HR system operate. We offer actionable suggestions on how to advance HR systems research towards conceptual clarity and construct refinement, focusing both on how to conceptualize, measure, and combine practices in systems and on studying such systems at different levels of analysis.
Green human resource management (HRM) practices can help organizations align their business strategies with the environment. Anchored in the resource‐based view of the firm, this study examines the ...influence of green HRM practices on sustainability using cross‐sectional data obtained from 112 large manufacturing firms in Malaysia. The results show that green recruitment and green training have positive effects on sustainability. However, green analysis and job description, green selection, green performance assessment, and green reward were not found to have any significant influence on sustainability. The model presented in this paper offers useful insights into the positive role of green HRM in the sustainability of manufacturing firms, and as previous studies exploring the link between green HRM and sustainability using empirical data from Malaysian manufacturing firms are scarce, this research is of significant importance for scholars and practitioners. The scope of this study focuses on emerging economies with a limited number of variables that are contextual and specific to the Malaysian economy. Future research could explore the relationship between green HRM and other variables that may contribute to the present framework in other contexts. Future studies may also consider each dimension of green HRM, or indeed other elements of green HRM, in relation to the different aspects of sustainability.
The concept of digital human resource management and related concepts such as the digitization of human resource management, the digitalization of human resource management, the digital ...transformation of human resource management, and the digital disruption of human resource management are gaining prominence in scholarly discussion. Frequently, however, the use of these concepts is implicit, heterogeneous, and proliferating. These concepts, thus, lack the “conceptual clarity” necessary in research. Therefore, this article aims at a conceptual clarification of digital human resource management and of related concepts of the digitization of human resource management, the digitalization of human resource management, the digital transformation of human resource management, and the digital disruption of human resource management. To do so, the article references general literature on digital organizations to develop a terminology and typology of digital human resource management. The terminology offers precise and parsimonious definitions of the concepts and relationships between them, offering a basic understanding. The typology offers precise and parsimonious ideal-types, which order and classify phenomena related to digital human resource management, in turn expanding knowledge about these phenomena. Together, the terminology and typology clarify the concept of digital human resource management and related concepts, uncover digital human resource management as an evolutionary advancement of previous conceptualizations of technology-based human resource management, and provide a conceptual basis for future work on digital human resource management.
Previous researchers have questioned whether the association between high-performance work systems (HPWS) and organizational performance indicates causality. Strategic human resource management ...theories, including the resource-based view of the firm and the behavioral perspective, have provided explanations linking human resource management practices to organizational performance. We add arguments based upon general systems theory to suggest a more complex relationship where performance provides feedback on HPWS in the form of information and resources. This feedback generates both the data and the slack resources needed to support an adaptive process of HPWS implementation. We test the causal associations between HPWS and performance using a large longitudinal data set with three time points. Findings showed that past HPWS positively contributes to later productivity as well as the reverse. The reciprocal relationship supports the need to extend strategic human resource management theory by considering productivity as an antecedent as well as an outcome of human resource management practices.
There is a substantial gap between the promise and reality of artificial intelligence in human resource (HR) management. This article identifies four challenges in using data science techniques for ...HR tasks: complexity of HR phenomena, constraints imposed by small data sets, accountability questions associated with fairness and other ethical and legal constraints, and possible adverse employee reactions to management decisions via data-based algorithms. It then proposes practical responses to these challenges based on three overlapping principles—causal reasoning, randomization and experiments, and employee contribution—that would be both economically efficient and socially appropriate for using data science in the management of employees.
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.
Drawing on social exchange theory, we developed and tested a cross-level model of organizational-level predictors of job engagement. Specifically, we examined the impact of high-performance human ...resource (HR) practices on employee engagement and work outcomes. Based on a sample of 605 employees, their immediate supervisors, and HR managers from 130 companies, our results indicated that high-performance HR practices were directly related to job engagement as well as indirectly related through employees’ perceived organizational support. In turn, job engagement was positively related to in-role performance and negatively related to intent to quit. Culture was found to act as a critical contextual factor, as our results also revealed that the relationship between HR practices and perceived organizational support was stronger when collectivism was high and when power distance orientation was low. Overall, the findings shed new light on the processes and conditions through which employee work-related outcomes are enhanced owing to high-performance HR practices.
In a bid to accelerate the modernization of its economic and social structures, Saudi Arabia has recently embarked on a set of ambitious reforms, including those aiming to advance the role of Saudi ...women in the economy and society. This study explores both how and the extent to which human resource (HR) managers are involved in undertaking a strategic role in advancing women's careers amidst the changing legislative mandates. In so doing, we draw upon semi-structured interviews with HR managers and capitalize on the strategic human resources management partnership model and insights from Institutional Theory. Accordingly, we present empirical evidence detailing how the Saudi HR managers are experiencing a slow transformation away from strictly administrative tasks toward strategic partnerships in terms of reducing gender discrimination and further developing women's careers. However, this transformation is hindered by the varying speed of change among the cognitive-cultural, normative, and regulative institutions, along with disconnects between policy makers, senior managers, and HR managers. These disconnects unfold as institutional challenges hindering the transformation of macroeconomic goals into social progress and managerial practices that further advance the progression of Saudi women's careers.
An evidence-based review of HR Analytics Marler, Janet H.; Boudreau, John W.
International journal of human resource management,
01/2017, Letnik:
28, Številka:
1
Journal Article
Recenzirano
We conduct an evidence-based review using an integrative synthesis of published peer-reviewed literature on Human Resource analytics (HR Analytics). Our search of several publication databases ...identified 60 articles on this topic, however only 14 articles were in quality peer-reviewed journals. Our review of these articles addresses the following 5 questions: (1) What is HR Analytics (how has the concept definition evolved)? (2) How does HR Analytics work (what are the processes)? (3) Why does HR Analytics work (what theories explain cause-effect relationships, antecedents, and consequences)? (4) What does HR Analytics produce (what are the outcomes)? (5) What is required for HR Analytics to succeed (what are the moderators of the analytics-outcome relationships)? We conclude that despite evidence linking the adoption of HR Analytics to organizational performance that adoption of HR Analytics is very low and academic research, and therefore, evidence on this topic is sparse. We offer potential explanations for this paradox and suggest avenues for future research.
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