Best Practices for Building High Performance in Human Resource Management

Abstract

Human resource (HR) professionals have long realized the value of learning from the experiences of other leading organizations—that taking a best practices approach to the HR function can drive the high performance necessary to survive and thrive in a competitive market. An overview of recent studies concerning best practices points to the effectiveness of these approaches in human resource management: providing job security, offering job rotations to stellar performers, providing ongoing training to develop employees' skills, conducting developmental performance appraisals, sharing information and knowledge, providing career opportunities, fostering employee participation, and using performance‐based incentives to reward employees. The application of these and other HR‐oriented best practices that complement an organization's mission, strategy, and culture can help it achieve its objectives while enhancing its reputation. © 2014 Wiley Periodicals, Inc.

Do organisational culture and national culture mediate the relationship between high-performance human resource management practices and organisational citizenship behaviour?

“…Nishii et al (2008) found a relationship between job satisfaction, HRM and OCB; Kehoe and Wright (2013) found that organisational commitment acted as a mediator between HRM and OCB; and Alfes et al (2013) suggest that the level of employee engagement affects employee perceptions of HPHRMP and mediates the impact on OCBs. We argue that OC is a potential mediator linking HPHRMP and OCB as OC is communicated and enriched via HPHRMP (Suttapong et al , 2014; Rodriguez and Gomez, 2009). To the best of our knowledge, the degree to which OC mediates this relationship has not been empirically tested.…”

“…HRM practices shape, develop and enrich an OC, convey messages to employees about what is important, but also contribute to the framing of people’s assumptions and affect beliefs about involvement, trust, recognition, autonomy, knowledge sharing, expectations, values, responsibility and commitment (Suttapong et al , 2014; Rodriguez and Gomez, 2009). The choice of the HPHRMP is important for building employee skills and to ‘complement an organisation’s mission, strategy, and culture’ (Suttapong et al , 2014, p. 39).…”

The role of devolution in HR‐line manager collaboration and HRM effectiveness relationship: A study of private commercial banks in Bangladesh

“…At its best, HRM fosters organizational success by aligning employee programs with business objectives. Increasingly, researchers are paying attention to the role that effective HRM plays in securing competitive advantage (Suttapong, Srimai, & Pitchayadol, ). To that end, HRM managers need to simultaneously satisfy multiple constituents throughout the organization.…”

The Role of Training, Democratization, and Self-Actualization in Addressing Employee Burnout

“…Training refers to activities that provide employees with required skills to perform better in their current jobs based on an assessment of employees' strengths and weaknesses. According to Suttapong, Srimai, & Pitchayadol (2014), training can generally improve employees' technical skills and interpersonal skills, as well as can upgrade employees' performance, adding to prepare employees for future job assignments.…”

“…Training also provides employees cross functional perspectives and a support for cooperative behaviors. All in all, training can develop a productive human resources which is required for any organization's success (Suttapong et al, 2014). The work plays a very critical role of any individuals' life through meeting the psychological and social needs (Yü ksel, 2014).…”