HRD and HRM Perspectives on Organizational Performance

Alagaraja, Meera

doi:10.1177/1534484312450868

Cited by 72 publications

(72 citation statements)

References 94 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Moreover, 33 of them provide a statistical analysis that measures the relationship between ability, motivation, and opportunity-enhancing practices and performance. The other 15 did not conduct any statistical analysis, since they carried out either a literature review (Alagaraja, 2012;Boselie et al, 2005;Drummond & Stone, 2007;Jiang, Lepak, Hu, et al, 2012;Munteanu, 2014), a theoretical model development (Block & Pickl, 2014;Hughes, 2007;Minbaeva, 2013), or a case study (Claudia, 2015;Harney & Jordan, 2008).…”

Section: Resultsmentioning

confidence: 99%

“…Human resource management (HRM) is defined as the design of employment systems that include a set of policies intended to maximize employee performance and commitment, in order to meet the organization goals (Alagaraja, 2012;Guest, 1997). Several factors shape HRM (see Figure 1), for instance, the external environment (e.g.…”

Section: Conceptual Frameworkmentioning

confidence: 99%

“…The contingent framework suggests that contextual factors are essential for understanding this relationship (Alagaraja, 2012). Thus, HRM must be able to respond effectively to the organization's environment features Delery, 1998;Ruzic, 2015).…”

Section: Which Other Hiwp Models Complement or Substitute The Amo Framentioning

confidence: 99%

“…The resource-based view (RBV) model cited in Alagaraja (2012) and (Barney, 1991;Wright & Boswell., 2001) mentioned in Katou & Budhwar, 2010) points out that is needed to consider human and social capital held by the organizations. According to this framework, a firm's competitive advantage lies in the valuable, rare, difficult to imitate and non-substitutable resources that it possesses Fu et al, 2013;Ruzic, 2015).…”

Section: Which Other Hiwp Models Complement or Substitute The Amo Framentioning

confidence: 99%

“…The aim is minimizing bias caused by factors such as only consider the manager's voice. Also, many of the studies gather data across different industry sectors, enabling generalization of findings (Alagaraja, 2012). As a matter of fact, Kroon et al (2013) conducted an investigation among Dutch local small firms collecting data from both the service sector The use of cross-sectional studies is useful for determining correlations among independent and dependent variables.…”

Section: What Investigations Have Been Conducted To Validate the Model?mentioning

confidence: 99%

See 4 more Smart Citations

Deconstructing AMO framework: a systematic review

2016

View full text Add to dashboard Cite

Purpose: The AMO framework has been widely accepted in HRM literature for explaining the linkage between human resources practices and performance. However, it remains unclear whether this model has been fully demonstrated or not. Hence, we propose a systematic review that aims at identifying those investigations that have thoroughly tested the model, as well as the approaches used by them. Findings: AMO model is an excellent and structured framework that provides a better understanding of the relationship between HRM and performance. Moreover, the effectiveness of the model's proposal appears to be beyond doubt. In fact, a well trained and skilled employee will perform better, and a motivated worker will be ready to "go the extra mile".Likewise, if the work environment does not provide adequate opportunities, both abilities and motivation might become meaningless. However, we consider that many other factors could influence the positive effects of HPWS. As a matter of fact, not only contextual factors, but -1040-Intangible Capital -http://dx.doi.org/10.3926/ic.838 also individual beliefs, personal affinities, or personal circumstances (among others) might affect the implementation of these practices and the subsequent outcomes. For this reason, we consider that developing an HRM model that perfectly fit any situation is a very complicated, if not impossible, task. Research limitations/implications:The results show a significant variability in both research approaches and variables taken into consideration. In addition, it seems that little research has been conducted to verify the AMO model directly. Therefore, we consider that there is a great need to study the model from a more systematic perspective. A thorough understanding of the model could lead to a better understanding of the problems that organizations face when implementing human resource practices.Originality/value: Our study shed light on some aspects of the AMO framework within the HRM context. Specifically, we aimed to identify whether or not it is possible to confirm the model as it was originally proposed. We also find out which HR practices and measures of performance were considered across investigations, to define a standard approach.

show abstract

Section: Resultsmentioning

confidence: 99%

Section: Conceptual Frameworkmentioning

confidence: 99%

Section: Which Other Hiwp Models Complement or Substitute The Amo Framentioning

confidence: 99%

Section: Which Other Hiwp Models Complement or Substitute The Amo Framentioning

confidence: 99%

Section: What Investigations Have Been Conducted To Validate the Model?mentioning

confidence: 99%

See 3 more Smart Citations

Deconstructing AMO framework: a systematic review

2016

View full text Add to dashboard Cite

show abstract

Training and its influence on competitive strategy implementation

Osorio-Londoño

Valencia

Hernández

2019

Human Resource Dev Quarterly

View full text Add to dashboard Cite

This study evaluates the influence of training on competitive strategy implementation, a little-explored relationship in the strategic human resource literature. Theoretically, this goal is grounded in the resource-based view of the firm, which postulates that training is a strategic resource. Additionally, contingency theory is adopted herein, in order to understand the ways in which training varies, in accordance with firm strategy. Relationships between training in specific content and Milesand Snow's opposite strategies (prospector and defender) were proposed and subsequently tested in 205 large Colombian industrial companies, through structural equation modeling. Given that prospectors compete via new products and market development, and defenders through operational efficiency, it was found that research-development, marketing, and sales training support prospector strategy implementation, and that operations management and finance training support defender strategy implementation. The results further indicate that, if training contents are not linked to the correct strategy, they do not support its implementation. In organizational terms, this suggests that training supports strategy implementation, as long as employees are trained in the appropriate content. K E Y W O R D S training/training and development, strategic HRD, human resource management, human capital, competencies/competency

show abstract

The interplay between relational job design and cross‐training in predicting employee job/task citizenship performance

Hernaus

Černe

Škerlavaj

2021

Human Resource Dev Quarterly

View full text Add to dashboard Cite

Drawing on a relational perspective to human resource development and management (HRD/M), a multilevel and multisource field study has been conducted examining how HRM practices of job interaction requirements/task interdependence and HRD practice of cross‐training interplay in order to enhance employees' job/task citizenship performance (JCP). A two‐level research model from a sample of 43 organizations and 535 nested individuals demonstrates that socially enriched jobs (interactive and interdependent), when supplemented with organizational (system‐wide) cross‐training opportunities, increase extra efforts among employees to complete activities which are not part of their in‐role requirements. Thus, by applying a 1‐2‐1 moderation analysis, we offer new knowledge about social and cognitive aspects of human behavior above and beyond the traditional focus on narrowly defined job/task performance. In addition, we explicate how mutual understanding across job positions may practically contribute to achieving superior individual‐level JCP when relational architecture of the workplace is designed.

show abstract

HRD and HRM Perspectives on Organizational Performance

Cited by 72 publications

References 94 publications

Deconstructing AMO framework: a systematic review

Deconstructing AMO framework: a systematic review

Training and its influence on competitive strategy implementation

The interplay between relational job design and cross‐training in predicting employee job/task citizenship performance

Contact Info

Product

Resources

About