Measuring HRM effectiveness: Considering multiple stakeholders in a global context

Çolakoğlu, Saba; Lepak, David P.; Hong, Ying

doi:10.1016/j.hrmr.2006.03.003

Cited by 119 publications

(81 citation statements)

References 39 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…For example, globalized industries and organizations operate across different regulatory environments, and must manage different standards for managing and learning from risk (Colakoglu, Lepak, & Hong, 2006). A single organization can be required to work to different safety standards depending on the location of operations, which potentially creates confusion and uncertainty around practices such as safety inspections (Harzing, 2006).…”

Section: National Culturementioning

confidence: 99%

Safety Climate in Organizations

Griffin

Curcuruto

2016

Annu. Rev. Organ. Psychol. Organ. Behav.

195

155

View full text Add to dashboard Cite

Safety climate is a collective construct derived from individuals' shared perceptions of the various ways that safety is valued in the workplace. Research over the past 35 years shows that safety climate is an important predictor of safety behavior and safety outcomes such as accidents and injury. We first review the conceptual foundations of safety climate and explore how the construct can be applied to different levels of analysis. We then review ways that safety climate influences individual processes of sense making, motivation, and work behavior. Next, we explore the impact of safety climate on organization-level outcomes related to both safety and productivity. We conclude with suggestions for future research and practice to support the overall safety of people and organizations.

show abstract

Section: National Culturementioning

confidence: 99%

Safety Climate in Organizations

Griffin

Curcuruto

2016

Annu. Rev. Organ. Psychol. Organ. Behav.

195

155

View full text Add to dashboard Cite

show abstract

“…According to Colakoglu et al (2006), performance outcomes vary in terms of two aspects: first, their proximity to employee contributions or the level of aggregation in which they are measured, and second, the relevant stakeholder group of focus. Our focus of attention in terms of the purpose of that paper is just the first aspect.…”

Section: The Nature Of Constructs: Hrm and Performancementioning

confidence: 99%

“…As regards HRM, it should be admitted that traditionally HRM function has been viewed as a cost to be reduced [3], however, the growth of beliefs and evidence that "how people are managed can make the difference" [17] enhances the value of HRM. Acknowledging that the majority of the researches define HRM in terms of HRM practices or bundles of practices [18], still no consensus exist on what HRM practices are definitively essential to HRM [19].…”

Section: Introductionmentioning

confidence: 99%

Human Resource Management and Performance: From Practices Towards Sustainable Competitive Advantage

Savanevičienė¹,

Stankevičiūtė²

2012

Globalization - Education and Management Agendas

View full text Add to dashboard Cite

Virtually all authors have implicitly or explicitly treated the "black box" as a linear causal process consisting of one or more smaller boxes, however the number of boxes in the "black box" and the content of each box differ in each model. Due to various approaches the mechanism by which HRM practices are translated into competitive success is complicated and not well understood till now, however some general trends could be highlighted.Purpose -Theoretically to discuss the causal pathway by identifying mediating variables in HRM and performance link.Paper object is the content of the "black box".Research method. The paper is built on the analysis and synthesis of scientific literature on HRM and performance link. HRM and performance linkAcknowledging the relevance of all types of resources to contribute to excellent performance, researchers emphasize that in the context of globalization human resources are vital to achieve success in the most effective and efficient ways [28]. It is generally accepted that "people are the key assets in the new world market and that all other assets are nothing more than commodities that can be purchased at market prices, because only the human asset has potential to learn, grow, and contribute" [29]. However, there is a continual debate as to what in particular provides value to the organization -human resources or their management [30]: 1) some authors maintain that sustained competitive advantage lies in the human resources and not in HRM practices per se, as the latter are well known; 2) other authors, though, highlight that competitive advantage is created through HRM practises and not human resources, as it does not suffice to hire best people in order to gain the competition; 3) third group of authors suggests a unifying approach to the critical role of both human resources and HRM in the enhancement of sustaining of competitive advantage.

show abstract

“…Nature of working is defined by "content of career or career's characteristics". Based on view of human resources management, activities of human resources management such as reducing organization's size, outsourcing and temporary recruitment have impacts on nature and limits of career [22]. Reducing organization's size and rebuilding structures of firms that are implemented to decrease in work force and directed to improve organizational performance are resulted to dissatisfaction of employees in regard of their own career.…”

Section: Happiness At Workmentioning

confidence: 99%

Recognition and Prioritization of Operational Approaches to Implementation of Organizational Happiness of Social Security Organization Personnel (Case Study: Western Tehran Social Security General Office)

2018

ARJBM

View full text Add to dashboard Cite

This study is conducted by focusing on organizational happiness and also aiming recognition and prioritization of operational approaches to implementation of organizational happiness of social security organization's personnel working in west Tehran head office. In regard of goal, current study is an applied developmental research and due to time of compilation is explorative survey and regarding data and information collection methods is field study. Furthermore, assessment method in current study is considered to be of compounded type (quantitative -qualitative -quantitative) whereas this type is consisted of three main steps (including; survey method, grounded theory method and content analysis method).Obtained results from organizational happiness dimensions signify that components of security, interest in job, confidence, significance of job, learning, collaboration, interaction with colleagues, positive thinking, self -openness, justice, flexible structure and desired work place has respectively the greatest average in statistical sample of research. Results of Pearson correlation test showed that there is significant and positive relationship amongst all dimensions of organizational happiness and generally in studied organization, organizational happiness of men was reported more than women where this finding points to need of more attention to organizational happiness status of woman personnel. Moreover, results of variance analysis test indicate that average of organizational happiness variable amongst responders belonged to execution and inspection units were more than income unit's responders. In addition to these, rating of organizational happiness dimensions form personnel view indicates that component of security has the highest rate and component of desired work place has the lowest rate. Regarding recognition of operational approaches in order to improve level of happiness within studied organization, analyses showed that the most important axes of operational approaches can be included into four axes as, 1) noncash benefits, 2) organizational support, 3) work place desirability, 4) organizational justice.

show abstract

Measuring HRM effectiveness: Considering multiple stakeholders in a global context

Cited by 119 publications

References 39 publications

Safety Climate in Organizations

Safety Climate in Organizations

Human Resource Management and Performance: From Practices Towards Sustainable Competitive Advantage

Recognition and Prioritization of Operational Approaches to Implementation of Organizational Happiness of Social Security Organization Personnel (Case Study: Western Tehran Social Security General Office)

Contact Info

Product

Resources

About