HRM Process Advantage for Firm Performance

Abstract

To date, most research focused on the possibility of a link between HRM and Organizational Performance has tended to home in on the content of HRM policies, practices, and strategies, and explore which of them make a difference to organizational outcomes. The presupposition in such research is that "what is done is more critical than how it is done".In this study, based on social context and social influence theories, the HRM-Organizational Performance relationship has been examined from an HRM process vantage point. It was proposed that employees' perceptions of organizational level characteristics of the HRM process would reflect the "strength" of HRM. This strength would influence the formation of an organizational HRM climate for empowerment, commitment and citizenship. Further, HRM process strength would influence employee performance and voluntary employee turnover. The construct of HRM process strength was validated using Structural Equation Modeling analysis. Regression and Hierarchical Linear Modeling Analyses showed that HRM process strength influences employees' attitudes and behaviors, their performance, and voluntary employee turnover.

The moderating role of top management support on employees’ attitudes in response to human resource development efforts

“…Many researchers have argued that top management support is vital to the success of HRD functions, management programs, and organizational change (Rodgers, Hunter, & Rogers, 1993; Ifinedo, 2008; Štemberger, Manfreda, & Kovačič, 2011; Alagaraja & Egan, 2013; Hwang, 2014). For instance, top management commitment and participation have been shown to positively influence the success of HRD interventions and different management programs such as career development programs, product quality programs, and the implementation of management by objectives (Rodgers, Hunter, & Rogers, 1993; Alagaraja & Egan, 2013; Sridhar, 2015). Opinions and strategies communicated by top managers lead to changes in organizational structures and strategies such that the strategic changes follow the structural changes (Zakrzewska-Bielawska, 2016).…”

Can Talent Management Improve Training, Sustainability and Excellence in the Labor Market?

“…Size is one of the most potentially influential factors in human resources practices [56], but there does not appear to be a consensus on the positive or negative signs of its effects. On the one hand, there can be a noticeable positive impact of small/medium size on employee behaviors (commitment or job satisfaction) and a negative impact of the same size on an operational performance indicator (absence and sick leave) [61]. On the other hand, there can be an association between increasing the size of businesses and formalizing human resources practices [62].…”

La formación y la gestión del talento en las empresas más valoradas en recursos humanos en España

“…), en cambio no parece haber consenso sobre el signo, positivo o negativo, de sus efectos. Por un lado, Kortekaas (2007), halla un notable impacto de signo positivo del tamaño pequeño/medio en las conductas de los empleados (incluidos el compromiso o la satisfacción en el trabajo) y un impacto de signo negativo del mismo tamaño en un indicador de rendimiento operacional (absentismo y bajas por enfermedad). Kok y Uhlaner (2001) hallan una asociación entre el aumento del tamaño de las empresas y la formalización de las prácticas de recursos humanos.…”