Human Resource Systems and Sustained Competitive Advantage: A Competency-Based Perspective

Lado, Augustine A.; Wilson, Mary

doi:10.5465/amr.1994.9412190216

Cited by 1,384 publications

(907 citation statements)

References 96 publications

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“…Using the HR system concept, human resource practice, which is the HR process part of the human resource management system [15], will be examined in this study. HR practices have been defined as a set of distinct yet interrelated activities, functions, and processes aimed at attracting, developing, and maintaining a firm's human resources [15].…”

Section: Human Resource Management Practicesmentioning

confidence: 99%

“…These variables create products and services that will lead the firm towards a sustained competitive advantage. In other words, the inputs (skills and motivation) are converted through the human resource processes to achieve the outputs of job and firm performance [15].…”

Section: A Human Resource Management Systemmentioning

confidence: 99%

“…Employees' living status in society, satisfaction, loyalty, and productivity are influenced by compensation [9]. Employees (practices) and outputs that will lead to a sustained competitive advantage [15] in organizations. Thus, human resource has become a unique source for sustained competitive advantage [16] in organizations.…”

Section: A Human Resource Management Systemmentioning

confidence: 99%

“…Firm performance represents the final outcome of an effective HR system [15]. Organizational effectiveness is part of that construct and has been defined as the ability of organizations to produce desire results [21].…”

Section: B Firm Performance and Organizational Effectivenessmentioning

confidence: 99%

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HRM Practices and Employee Retention in Thailand—A Literature Review

Tangthong¹,

Trimetsoontorn²,

Rojniruntikul³

2014

IJTEF

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Abstract-An empirical study is conducted to investigate the effects of HRM practices on employee retention in Thailand's FDI manufacturing industry. HRM practices that will be covered in this research consist of compensation & benefits management and reward system, and training & development. HR Intervening, which acts as the mediating variable, will be employee engagement. As the dependent variable and an observed variable, is employee retention. Thus, the conceptual model created for this study will comprise of two independent variables, one mediating variable and one dependent variable. A total of 5 theoretically-based hypotheses are developed, indicating possible positive and negative relationships among the variables of the model. Input consists of 400 top management, human resources managers/leaders and line managers of Thailand FDI's key industrial zone in Rayong province. The proposed model is empirically tested by using AMOS of a Path Analysis modeling approach. It is hoped that this study will help both academics and those managing human resource to realize, understand and see the influence of HRM practices and employee retention.need to be provided with training & development to develop their skills and perform better at work. Training and development can lead to superior knowledge, skills, abilities, attitudes, and behavior of employees, thereby enhancing excellent financial and non-financial performance of the organizations [10]. As for firm performance, employee retention is chosen as the observed variable since previous studies have shown how it has been related to effectiveness as a human resource outcome [11]. While there have been many studies on the relationship between human resource practices and firm performance, there are also studies that have managed to identify other factors that could have an impact on the relationship between HRM practices and organizational performance [12]. These factors are the HR Intervening, which mediate the relationship between HRM practices and firm performance. Employee engagement is chosen as the HR Intervening in this study, so as to gain a better understanding of the nature and the impact that employee engagement has on compensation & benefits management and reward system, and training & development as the two HRM practices, and employee retention, as the observed variable of firm performance. Thus, by understanding the relationship between HRM practices and firm performance, it would serve as a platform for managers in organizations by assisting them to achieve better performance. II. LITERATURE REVIEW AND HYPOTHESESThis section will focus on prior literature involving HRM practices and their interactions with employee engagement and employee retention as well as the literature surrounding the hypotheses that have been formulated for this study. It will focus, in particular, on the relationships between compensation & benefits management and reward system, and training & development as the two HRM practices, employee engagement as the HR Intervening and e...

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Section: Human Resource Management Practicesmentioning

confidence: 99%

Section: A Human Resource Management Systemmentioning

confidence: 99%

Section: A Human Resource Management Systemmentioning

confidence: 99%

Section: B Firm Performance and Organizational Effectivenessmentioning

confidence: 99%

See 2 more Smart Citations

HRM Practices and Employee Retention in Thailand—A Literature Review

Tangthong¹,

Trimetsoontorn²,

Rojniruntikul³

2014

IJTEF

View full text Add to dashboard Cite

show abstract

“…Service capabilities aim to generate value to all parties involved. A number of scholars have focused on the significance of capabilities and their role in business performance and gaining competitive advantages [Celuch et al, 2002, Day, 1994, Hall, 1993, Helfat et al, 2009, Kaleka, 2002, Lado and Wilson, 1994, Teece, 2007.…”

Section: Business Capabilitiesmentioning

confidence: 99%