Does training influence organisational performance?

Úbeda‐García, Mercedes; Marco‐Lajara, Bartolomé; Sabater‐Sempere, Vicente; Lillo, Francisco García

doi:10.1108/03090591311319780

Cited by 42 publications

(17 citation statements)

References 139 publications

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“…The human element is seen as one of the most valuable resources in organizations belonging to the tourism sector and the hotel industry (Úbeda-García, Marco-Lajara, Sabater-Sempere, & García-Lillo, 2013). Research focused on the role of human resource management (HRM) in the tourism and hospitality industry has largely developed during the last few decades.…”

mentioning

confidence: 99%

Toward Organizational Ambidexterity in the Hotel Industry

Úbeda‐García

Claver‐Cortés

Marco‐Lajara

et al. 2016

Cornell Hospitality Quarterly

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A few years ago and coinciding with the dilemma posed by March about the contradictions involved in exploration and exploitation learning, we saw the emergence of the “Organizational Ambidexterity” (OA) concept as a metaphor to define organizations that are able to develop exploitation and exploration learning at the same time. Despite the efforts made to discern the OA antecedents and moderating factors, a number of aspects still remain to be studied on the map of research into this topic. One of them is the role that human resources can play in ambidextrous learning. Special attention has also been paid in the field of human resource management to the link between high performance work systems (HPWS) and performance. Recent studies highlight the need to make further progress in this direction but using some organizational capacity as a mediating variable between HPWSs and performance. This article uses OA as the mediator variable in this relationship. The main objectives of this research are (a) to determine whether the utilization of an HPWS exerts a positive influence on OA, (b) to know the extent to which HPWSs and OA contribute to organizational performance, and (c) to verify the potential mediating role played by OA on the HPWS performance relationship. The theoretical model and the hypotheses proposed were tested using a sample of 100 Spanish hotels.

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mentioning

confidence: 99%

Toward Organizational Ambidexterity in the Hotel Industry

Úbeda‐García

Claver‐Cortés

Marco‐Lajara

et al. 2016

Cornell Hospitality Quarterly

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“…Because knowledge is a valuable asset (Pinho et al, 2012) which should be managed effectively to help organizations achieve higher organizational innovation which in turn leads to achieving competitive advantage (Tan & Nasurdin, 2011). In a world that is moving toward a knowledge-based economy human resources are becoming increasingly important (Ubeda-Garcia, 2013). According to Fong et al (2011), knowledge resides in the minds of employees but that knowledge can be easily lost if employees decide to leave the organization.…”

Section: Introductionmentioning

confidence: 99%

The Relationships among Human Resource Management Practices, Organizational Commitment, and Knowledge Management Processes: A Structural Equation Modeling Approach

Obeidat¹,

Masa'deh²,

Abdallah³

2014

IJBM

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Human resources and knowledge management are considered to be one of the most important factors within organizations that help them to achieve a competitive advantage. However, organizations should take care of the human factor and increase their commitment within organizations to take advantage of the knowledge within them. The purpose of this research is to investigate the relationship between human resources management practices and organizational commitment, on the one hand, and their relationship with knowledge management process, on the other hand.Consultancy firms operating in Jordan were used as the main sample of this study. A random sample was selected where 220 questionnaires were distributed to such firms. Only 207 questionnaires were submitted back with a response rate of 52%. A theoretical model was proposed and tested using structural equation modeling (SEM). The results of the SEM analysis indicated that human resources practices (recruitment methods, training and development, performance appraisals, and reward systems) have a significant influence on organizational commitment (affective commitment, continuance commitment, and normative commitment). Finally, the study did not find a direct relationship between human resource (HR) practices and knowledge management (KM) processes (knowledge acquisition, knowledge distribution, knowledge interpretation, and organizational memory). However, causal links were founded between human resource practices and organizational commitment, on the one hand, and organizational commitment and knowledge management processes, on the other hand.

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“…In addition, it is necessary to identify the available sources to acquire these competences, which may be intellectual property, lessons learned from failures and successful projects, workshops, lectures, training, and others (Bierema and Callahan, 2014;Ubeda-García et al, 2013). The intellectual property involves the granting of patents (inventions, utility models, industrial and design models) or trademarks (industry, service, advertising), by means of which the company can obtain an essential competence.…”

Section: Accepted Manuscript • Pimentioning

confidence: 99%

Guiding principles of integrated management systems: Towards unifying a starting point for researchers and practitioners

Nunhes

Bernardo

Oliveira

2019

Journal of Cleaner Production

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The Integrated Management System (IMS) seems to be a suitable strategy to manage multiple systems that have to meet the needs and expectations of various stakeholders. The main objective of this research is to establish the guiding principles of IMS and the essential elements for its development and maintenance in order to move towards unifying a starting point in the literature. This objective was reached through a systematic content analysis with focus on the content analysis of the most cited articles of Scopus and Web of Science databases from 2006 to 2016. The results indicate the existence of 28 elements for development and implementation of IMS. Through the critical analysis of these elements 6 principles of IMS were systematized: 1) Systemic Management; 2) Standardization; 3) Strategic, tactic and operational integration; 4) Organizational learning; 5) Debureaucratization; and 6) Continuous Improvement. Each principle is a pillar for development and maintenance of IMS. The scientific contribution of this study is that it represents a starting point towards the establishment of the IMS theory. Moreover, taking into account these results one can homogenize the basis of IMS, providing research results with a higher degree of comparability. The results of this work may also help company managers better target their efforts in the management of the IMS, serving as a guideline to assist them in developing and maintaining each one of the abovementioned pillars. The best of the authors' knowledge, this is one of the first attempts to unify the literature.

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Does training influence organisational performance?

Cited by 42 publications

References 139 publications

Toward Organizational Ambidexterity in the Hotel Industry

Toward Organizational Ambidexterity in the Hotel Industry

The Relationships among Human Resource Management Practices, Organizational Commitment, and Knowledge Management Processes: A Structural Equation Modeling Approach

Guiding principles of integrated management systems: Towards unifying a starting point for researchers and practitioners

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