Increasing HR's strategic participation: The effect of HR service quality and contribution expectations

Uen, Jin‐Feng; Ahlström, David; Chen, Shu Yuan; Tseng, Pai Wei

doi:10.1002/hrm.20467

Cited by 35 publications

(46 citation statements)

References 56 publications

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“…Also, due to brain drain and knowledge diaspora both domestic and MNCs in China facing a shortage of talented employees that may hinder their development to contend their competitors (Tung, 2008). To overcome these issues, both 'TM' and KM of employees are significance strategies for the organizations (Uen et al, 2012). The findings of this study confirm that both 'TM' and E-KM contribute positively to the performance of manufacturing firms.…”

Section: Resultssupporting

confidence: 63%

Relationship of External Knowledge Management and Performance of Chinese Manufacturing Firms: The Mediating Role of Talent Management

Ali¹,

Lei²,

Hussain³

2017

IBR

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For the competitive market, both talent management and knowledge management of employees are key primary resources in organizations. While it is well known that in today's emerging economy, intangible resources like knowledge and human capital seem as the soul of survival; few studies have examined the effect of external knowledge management and talent management strategies in Chinese manufacturing firms. This study tries to bridge this gap by examining the importance of external knowledge management and talent management, Moreover, how this consequence can affect in particular industry for the economic growth of China? Total 249 responses were collected through structured questionnaire from manufacturing organizations located in Shanghai and Suzhou, China. PLS-SEM techniques via Smart-PLS (3.2.4) software has been used to test and validate proposed model and the relationships among the hypothesized constructs. The findings of this study show that external knowledge management (E-KM) and talent management both contributes positively to the performance of manufacturing firms. Moreover, talent management as mechanism demonstrated strong mediation effects between E-KM and performance. In researchers' point of view and results revealed the evidence by linking E-KM with TM-OP and TM as a mechanism between E-KM and OP. Such insights may helpful for managers to target sustainable current and future growth of the organizations and also, to overcome the shortage of talented and qualified worker's issues in fast-growing emerging economies.

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Section: Resultssupporting

confidence: 63%

Relationship of External Knowledge Management and Performance of Chinese Manufacturing Firms: The Mediating Role of Talent Management

Ali¹,

Lei²,

Hussain³

2017

IBR

View full text Add to dashboard Cite

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“…Organizational goals could be enhanced by addressing internal customer satisfaction through improvements in service quality (Marler Naveed Iqbal / Mansoor Ahmad / Muhammad Mustafa Raziq / Felipe Mendes Borini & Parry, 2016;Soteriou & Stavrinides, 2000;Uen et al, 2012). The delivery of quality services is imperative for the satisfaction of internal customers because it directly influences their motivation.…”

Section: Quality Of Hr Servicesmentioning

confidence: 99%

“…Uen et al (2012) described the above idea in terms of 'HR input quality', 'HR process quality', and 'HR output quality' and proposed that such dimensions are essential for a comprehensive 'HR service quality' framework. First, HR output quality is an important aspect of the quality of the HR system and refers to what is produced as a result of providing a service; whereas HR process quality describes the "quality of interaction between service provider and internal customer" (Johnson et al, 1995apud Uen et al, 2012 and provides reliable services for the internal customer; while HR input quality refers to the structure, equipment, and practices that support the services (Uen et al, 2012). If HR services are provided with innovativeness, customization, and comprehensiveness to internal customers, they will satisfy their needs, increase job performance and the focus on core activities, and ultimately enhance employee productivity (CedarCrestone, 2012;Uen et al, 2012).…”

Section: H 2 a : H I G H E R A D O P T I O N R A T E S O F Transformamentioning

confidence: 99%

“…Enhancing the productivity of the workforce is a key to achieving superior performance (Delery & Shaw, 2001). In particular, HR service quality has been considered a key variable for employee satisfaction and the productivity of employees as internal customers (Uen, Ahlstrom, Chen, & Tseng, 2012;Zheng & Lamond, 2010). Existing research has suggested an association between e-HRM and the quality of HR services (Wahyudi & Park, 2014); however, the quality of HR services (QHRS) is not an ultimate objective for organizations (Uen et al, 2012).…”

Section: Introductionmentioning

confidence: 99%

“…In particular, HR service quality has been considered a key variable for employee satisfaction and the productivity of employees as internal customers (Uen, Ahlstrom, Chen, & Tseng, 2012;Zheng & Lamond, 2010). Existing research has suggested an association between e-HRM and the quality of HR services (Wahyudi & Park, 2014); however, the quality of HR services (QHRS) is not an ultimate objective for organizations (Uen et al, 2012). Unfortunately, previous research on e-HRM has generally ignored the impact of e-HRM practices on organizational-level outcomes, such as employee productivity (Marler & Fisher, 2013).…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Linking e-hrm practices and organizational outcomes: empirical analysis of line manager’s perception

Iqbal

Ahmad

Raziq

et al. 2019

RBGN

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Purpose -This study seeks to explore the value creation opportunities offered by e-HRM practices. The purpose of this paper is to examine the impact of operational, relational, and transformational e-HRM practices on organizational outcomes by incorporating HRM service quality as an intermediary value creating factor. Design/methodology/approach -Line managers of commercial banks that adopted operational, relational, and transformational e-HRM were asked to participate in the study. The study used exploratory factor analysis for scale validation. PLS-SEM was used to validate and test the conceptual model.Findings -Drawing on data from a large and new survey, the study found that operational, relational, and transformational e-HRM practices have a significant impact on HR service quality and employee productivity. HRM service quality mediates the relationship between e-HRM practices and organizational outcomes.Implications -The study focuses on the relevance of e-HRM practices for improving organizational effectiveness, leading to competitive advantage for the firm. It is one of the pioneering studies that explore the link between e-HRM practices and organizational outcomes by analyzing the perception of South Asian line managers from the banking sector. Organizations from developing and developed countries can extract benefits by designing and implementing e-HRM systems in a way that supports their workflow.

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Employees as Active Consumers of HRM: Linking Employees’ HRM Competences with Their Perceptions of HRM Service Value

2015

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Recognizing the importance for companies of having high-quality employment relationships with employees, previous studies have sought to explain the variability in employees' perceptions of HRM service value. However, most of these studies view employees as inactive in employment relationships and, therefore, do not consider whether employees' own attributes affect their perceptions of HRM service value. In accepting the alternative notion that consumers create value "in use, " the current study regards employees as active consumers of HRM practices, and so examines the extent and way in which employees' HRM competences (i.e., knowledge, skills, and abilities) explain the variability in HRM service value. Based on data collected from 2,002 employees in 19 companies in the Netherlands, a positive relationship has been found between employees' HRM competences and their perception of HRM service value, albeit one that is mediated by the perceived quality and nonmonetary costs of HRM services. The main implication of our fi ndings is that employees should be seen as active agents in employment relationships who, through coproducing and consuming HRM services as well as leveraging their knowledge and skills, infl uence the value of HRM services and have the potential to increase or undermine the outcomes of the employment relationship. An exclusive focus on the characteristics of the HRM service providers is also problematic in that it implies that employees are inactive in employment relationships and, hence, have no role in creating HRM service value.

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Increasing HR's strategic participation: The effect of HR service quality and contribution expectations

Cited by 35 publications

References 56 publications

Relationship of External Knowledge Management and Performance of Chinese Manufacturing Firms: The Mediating Role of Talent Management

Relationship of External Knowledge Management and Performance of Chinese Manufacturing Firms: The Mediating Role of Talent Management

Linking e-hrm practices and organizational outcomes: empirical analysis of line manager’s perception

Employees as Active Consumers of HRM: Linking Employees’ HRM Competences with Their Perceptions of HRM Service Value

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