Human resource management and performance in a developing country: the case of Eritrea

Karsten, Luchien; Ghebregiorgis, Fitsum

doi:10.1080/09585190601102547

Cited by 45 publications

(30 citation statements)

References 42 publications

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“…From 2003 onward, seven studies have been found that measure the impact of training/HRM practices on HR outcomes such as employee involvement, turnover, employee satisfaction, and commitment (Aragón et al 2003;Lee and Bruvold 2003;Paul and Anantharaman 2003;Wright et al 2003;Edgar and Geare 2005;Garcia 2005;Chebregiorgis and Karsten 2007). Two of these studies (Paul and Anantharaman 2003;Wright et al 2003), attempt to build on the casual inferences that can be drawn between HRM practices (including training) and organizational performance; they seek to establish casual models to prove the value of HRM practices (among them training) at the organizational level.…”

Section: Performance: Content and Measuresmentioning

confidence: 98%

Exploring a possible route through which training affects organizational performance: the case of a Greek bank

Glaveli

Karassavidou

2011

The International Journal of Human Resource Management

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Despite the dithyramb on training found throughout the literature, its impact on organizational performance still remains a 'black box' yet to be unlocked. Indeed, neither the intervening process nor the factors that mediate training effectiveness have been substantively explored or linked together in a framework. In this paper, gaining insights from the concept of the balanced scorecard and using the service profit chain as a strategy map, an attempt is made to formulate a casual linkage value chain that highlights one possible route through which training can impact organizational performance. Using a predictive design, data were collected from multiple sources (employees, customers, and the bank's financial records) and raters from a sample of 30 branches of a Greek bank. The findings confirmed a framework illuminating a value exchange process ignited by training. More precisely, the results suggested that a formal, structured, and long-term approach to training, as well as certain pre-and posttraining conditions and activities, improve training effectiveness by creating positive perceptions about the training's value. The generated for employees value results to higher levels of job satisfaction which boosts employee loyalty, creating in this sense value for the organization. This value is reflected to customers, in terms of better service quality, and reciprocated to the organization through higher customer satisfaction and branch loyalty leading to improved profitability at the branch level.

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Section: Performance: Content and Measuresmentioning

confidence: 98%

Exploring a possible route through which training affects organizational performance: the case of a Greek bank

Glaveli

Karassavidou

2011

The International Journal of Human Resource Management

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“…Description of the approach Studies Approach 1 Single informant: a single informant with a different position in each unit of analysis provides answers to all questions in the questionnaire, and no differentiation is made between them in the analysis Audea, Teo and Crawford (2005), Chen and Huang (2009), Delaney and Huselid (1996), De Winne and Sels (2010), Fey and Björkman (2001), Fey, Björkman and Pavlovskaya (2000), Gerhart and Milkovich (1990), Ghebregiorgis and Karsten (2007), Gibson et al (2007), Guest et al (2003), Guthrie (2000Guthrie ( , 2001, Harel and Tzafrir (1999), Iverson and Zatzick (2011), Kalleberg and Moody (1994), Kepes, Delery and Gupta (2009), Kintana, Alonso and Olaverri (2006), Lee and Chee (1996), Li (2003), Litz and Stewart (2000), McClean andCollins (2011), Miah andBird (2007), Minbaeva et al (2003), , Perry-Smith and Blum (2000), Rodwell and Teo (2008), Shih, Chiang and Hsu (2006), Skaggs and Youndt (2004), Tzafrir (2005aa, 2005bb), Vlachos (2008), Wood, Holman and Stride (2006) (N = 32) Approach 2…”

Section: Research Approachmentioning

confidence: 99%

Single‐ and Multiple‐Informant Research Designs to Examine the Human Resource Management−Performance Relationship

Llusar

Martín

Roca‐Puig

et al. 2016

British J of Management

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During the last decades, many empirical studies have analysed the relationship between human resource management and firm performance. Despite the call for multiple-rater designs, a relatively large number of researchers still rely on survey responses provided by a single informant in each organization. Single-informant designs suffer from a number of problems, especially when the responses provided by different types of raters across firms are pooled into a single dataset prior to assessing their equivalence across raters. Using an illustration of the relationship between high performance work systems and firm performance, in this paper we observe that responses provided by managers holding different positions (human resource managers and sales managers) differ significantly and therefore pooling their responses into a single dataset may result in confusing conclusions. Furthermore, we demonstrate that differences arise in the estimated parameters when a multiple-key-informant approach, compared to a single-informant design, is adopted. For these reasons, data collection using multiple key informants is recommended, based on the assumption that some raters in the firm will be more knowledgeable about the variables of interest than others.

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“…In the case of OSPs, the scarcity of skilled IT professionals has been identified as a major constraint for their growth (Farrell and Grant ; Schuler, Jackson and Tarique ), and the availability of skilled human resources has been identified as a key factor among firms in advanced industrialised countries when deciding on an offshore outsourcing location (Graf and Mudambi ; Lewin, Massini and Peeters ). As the ‘global race for talent’ (Lewin, Massini and Peeters ) and ‘the war for talent’ (McKinsey ) intensify due to the shortage of skilled IT professionals, the performance of technology and knowledge‐intensive, people‐based firms such as OSPs is being increasingly linked to the effectiveness with which they manage their talent pool (Ghebregiorgis and Karsten ; Guest ; Harris and Ogbonna ; Kaya ). A firm's talent management embodies its deliberate activities to optimally recruit, retain, train, develop and deploy highly skilled people in strategically identified positions in the organisation.…”

Section: Theoretical Considerations and Hypothesesmentioning

confidence: 99%

External knowledge and performance of offshore IT service providers in India: the mediating role of talent management

Chadee

Raman

2012

Asia Pac J Human Res

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The global shortage of IT professionals has been identified as one of the most serious threats against the continued growth of offshore IT service providers (OSPs). As a result, talent management has become a key competitive strategy for OSPs. However, how talent management contributes towards the performance of OSPs remains poorly understood in relation to its interaction with knowledge. To examine this issue, we draw on a sample of 68 OSPs in India to test the effects of talent management and external knowledge on performance. The results confirm that both external knowledge and talent management are positively related to firm performance and that the latter has strong mediating effects on the relationship between external knowledge and firm performance. The results suggest that OSPs should consider talent management as a mechanism through which knowledge resources can be exploited to enhance firm performance. The managerial implications and limitations of the findings are also discussed.

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Human resource management and performance in a developing country: the case of Eritrea

Cited by 45 publications

References 42 publications

Exploring a possible route through which training affects organizational performance: the case of a Greek bank

Exploring a possible route through which training affects organizational performance: the case of a Greek bank

Single‐ and Multiple‐Informant Research Designs to Examine the Human Resource Management−Performance Relationship

External knowledge and performance of offshore IT service providers in India: the mediating role of talent management

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