Abstract: The relation between Human Resource Management (HRM) practices and organizational performance remains the subject of substantial literature. Though many studies demonstrated positive relationship, still major influencing variables are not yet clear. This study considers the Person-Environment Fit (PE Fit) and its components, Person-Supervisor (PS), Person-Group (PG), Person-Organization (PO) and Person-Job (PJ) Fit, as possible explanatory variables. We analyzed PE Fit as a moderator between HRM practices and financial performance in the “best companies to work” in Brazil. Data from HRM practices were classified through the High Performance Working Systems (HPWS) construct and data on PE-Fit were obtained through surveys among employees. Financial data, consisting of return on invested capital (ROIC) and price earnings ratio (PER) were collected for publicly traded best companies to work. Findings show that PO Fit and PJ Fit play a significant moderator role for PER but not for ROIC.
Abstract: Knowledge management (KM) literature has mainly focused on the antecedents of KM. The purpose of this study is to investigate the effect of specific human resource management (HRM) practices on employee knowledge sharing and its outcome as individual knowledge capability. Based on previous literature, a model is proposed for the study and hypotheses are formulated. The cross-sectional dataset comes from a sample of 19 knowledge intensive firms (KIFs). This study has run an item parceling technique followed by Confirmatory Factor Analysis (CFA) on the latent constructs of the research model. Employees’ collaboration and their interpersonal trust can help to improve their knowledge sharing behaviour and knowledge capability within organisations. This study suggests that in future, by using a larger sample, better statistical insight is possible. The findings of this study are beneficial for scholars, policy makers and practitioners. The empirical results of this study are entirely based on employees’ perceptions and make a significant research contribution, given there is a dearth of empirical research focusing on the subcontinent.
Abstract: Research Objectives: The roles and activities of
Human Resource Management (HRM) have changed a lot in the past
years. Driven by a changing environment and therefore new business
requirements, the scope of human resource (HR) activities has
widened. The extent to which these activities should focus on
strategic issues to support the long term success of a company has
been discussed in science for many years. As many economies of
Central and Eastern Europe (CEE) experienced a phase of transition
after the socialist era and are now recovering from the 2008 global
crisis it is needed to examine the current state of HR positioning.
Furthermore a trend in HR work developing from rather
administrative units to being strategic partners of management can be
noticed. This leads to the question of better understanding the
underlying competencies which are necessary to support
organisations. This topic was addressed by the international study
“HR Competencies in international comparison”. The quantitative
survey was conducted by the Institute for Human Resources &
Organisation of FHWien University of Applied Science of WKW (A)
in cooperation with partner universities in the countries Bosnia-
Herzegovina, Croatia, Serbia and Slovenia. Methodology: Using the
questionnaire developed by Dave Ulrich we tested whether the HR
Competency model can be used for Austria, Bosnia and Herzegovina,
Croatia, Serbia and Slovenia. After performing confirmatory and
exploratory factor analysis for the whole data set containing all five
countries we could clearly distinguish between four competencies. In
a further step our analysis focused on median and average
comparisons between the HR competency dimensions. Conclusion:
Our literature review, in alignment with other studies, shows a
relatively rapid pace of development of HR Roles and HR
Competencies in BCSS in the past decades. Comparing data from
BCSS and Austria we still can notice that regards strategic orientation
there is a lack in BCSS countries, thus competencies are not as
developed as in Austria. This leads us to the tentative conclusion that
HR has undergone a rapid change but is still in a State of Transition
from being a rather administrative unit to performing the role of a
strategic partner.
Abstract: The empirical studies on High Performance Work Systems (HPWSs) and their impacts on firm performance have remarkably little in the developing countries. This paper reviews literatures on the HPWSs practices in different work settings, Western and Asian countries. A review on the empirical research leads to a conclusion that, country differences influence the Human Resource Management (HRM) practices. It is anticipated that there are similarities and differences in the extent of implementation of HPWSs practices by the Malaysian manufacturing firms due to the organizational contextual factors and, the HPWSs have a significant impact on firms- better performance amongst MNCs and local firms.
Abstract: Green Lean Total Quality Management (LTQM) Human Resource Management (HRM) System is a system comprises of HRM in Environmental Management System (EMS) practices which is integrated to TQM with Lean Manufacturing (LM) principles. HRM is essential especially in dealing with low motivation and less productive employees. The ultimate goal of this system is to focus on achieving total human resource development that is motivated and capable to optimize their creativity to be a part of Green and Lean TQM organization. A survey questionnaire was developed and distributed to 30 highly active automotive vendors in Malaysia and analyzed by Minitab v16 and SPSS v17. It was found out companies that are practicing Green LTQM HRM practices have generated more revenue and have RND capability. However, years of company establishment do not affect the openness of the company to adapt new initiatives that can help to improve the effectiveness of the operations. It was also found out the importance of training, communication and rewards for employees. The Green LTQM HRM practices framework model established in this study hopefully will give preliminary insight especially to companies that are still looking for system that can improve their productivity from managing human resource. This is preliminary study that combined 4 awards practices, ISO/TS16949, Toyota Production System SAEJ4000, MAJAICO Lean Production System and EMS focusing on highly active companies that have been involved in MAJAICO Program and Proton Vendor Development Program. Future study can be conducted to know the status at other industry as well as case study pertaining to this system.