The Impact of Strategic Human Resource Management Practices on Competitive Advantage Sustainability: The Mediation of Human Capital Development and Employee Commitment

Hamadamin, Halbast Hussein; Atan, Tarık

doi:10.3390/su11205782

Cited by 178 publications

(171 citation statements)

References 59 publications

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“…To this end, industry leaders customarily promote a bunch of work practices that have become known as HPWPs and involve aggregating a spectrum of HR strategies into a model of best practices [49]. In their recent research, Hamadamin and Atan [50] confirmed that strategic HRM practices are a significant and positive antecedent of sustainable competitive advantage.…”

Section: Hpwps Innovative Behavior and Competitive Advantagementioning

confidence: 99%

Innovative Behaviors, Employee Creativity, and Sustainable Competitive Advantage: A Moderated Mediation

2020

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It is challenging for enterprises that lack innovation and creativity to survive successfully in the market. Employee top role performance is not always sufficient to gain a competitive advantage, in which innovative behaviors and creativity can be counted as necessary ingredients to build. This study proposed and tested employee innovative behaviors (IB) and creativity as mediator and moderator, respectively, of the impact of high-performance work practices (HPWPs) on sustainable competitive advantage (CA). The resource-based view and job demands resources model provided the theoretical underpinnings for the developed hypotheses that were tested using a sample of 323 customer-contact employees of 4- and 5-star hotels. The results indicated that HPWP indirectly predicted CA via IB. Also, creativity moderated the impact of HPWPs on innovative behaviors positively and on competitive advantage negatively. Employee innovative behaviors can generate substantial returns to service organizations competing with quasi-homogeneous end-products. The relevant theoretical and practical implications are further discussed. The scope of the study calls for caution in the generalizability of the overall findings. The research acknowledges the need to extend the findings by explicitly accounting for national cultural profiles. This study fills the dearth of research in service innovation in the hotel industry by testing the mediating effect of IB on the HPWPs CA nexus and reveals the moderating role that employee creative traits have in these relationships.

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Section: Hpwps Innovative Behavior and Competitive Advantagementioning

confidence: 99%

Innovative Behaviors, Employee Creativity, and Sustainable Competitive Advantage: A Moderated Mediation

2020

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“…This study argues human capital theory as a mediation in SHRM research. Further, Hamadamin and Atan (2019) found partial effect of human capital on relationship between SHRM and competitive advantage. In this relationship of SHRM and performance, employees are considered as resources and knowledgeable.…”

Section: Propositions and Researchmentioning

confidence: 89%

Mediating Role of Human Capital Between SHRM and Firm Performance

Uysal¹

2020

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This study explores mediating role of human capital between strategic human resource management (SHRM) and firm performance. Some HR scholars, such as Takeuchi, Jiang, and Boon found mediating role of human capital in this relationship. Human capital is firm's stock of skills and knowledge. This employee-specific skill enhances task performance and firm performance consequently, because knowledge, skills, and abilities (KSAs) of employees increase task performance. Plenty of empirical research found numerous mediating variables in SHRM-performance relation. However, obvious mediating factor is not understood yet. In 1990s, behavioral perspective, resource-based view, ability, motivation, and opportunity (AMO) framework, and social exchange theory are accepted as mediators by HR scholars. Nowadays, HR systems are accepted as current mediator between HR and performance. This study theoretically discusses human capital theory as mediating variable. Furthermore, this study aims to discuss progress of strategic human resource management in Turkey. Turkish firms do not apply SHRM theory in their organizations yet. This study proposes that firms may adopt personnel human resource management (p-HRM) model to progress SHRM. According to p-HRM model, HRM department applies personnel management and human resource management together to develop employee's performance. Therefore, in HRM department, there must be HR manager, personnel supervisor, and strategic HR director. HR manager becomes manager of the HRM departments; the others are become subordinates.

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“…Mainly they are based on employees' in-house training to develop suitable skills. However, HPWP are proved to provide results only in emerging economies, not in developed ones [17,18]. The employees' creativity and willingness to participate to the organization's outcomes are possible if the leadership is flexible and encourages a culture of lifelong learning, which should make a change in a person's attitude to work, especially in the decision-making process.…”

Section: Literature Reviewmentioning

confidence: 99%

Is Human Capital Ready for Change? A Strategic Approach Adapting Porter’s Five Forces to Human Resources

2020

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This article argues for adapting Porter's Five Forces Model to strategic human resources management. The world business environment is facing real challenges: Shortage of talents, ageing of the world population, and disappearance of repetitive jobs. For a sustainable approach, the quality and stability of human capital should be analyzed strategically, based on the influence of five forces which act in the market: Competition in the industrial sector between specialists with core competencies (rivalry), demands of the hiring companies in terms of the number of employees and updated skills (organizations as buyers), recruitment companies and schools (suppliers), effects of globalization on people's migration (new entrants), and modern technologies and innovation (substitutes). The stronger the forces are, the harder it will be for the organization to select or retain valuable employees who will add value to products/services. Actual and future employees should analyze the intensity of these forces when they plan to prepare for jobs or change their career. This analysis was focused mainly on the manufacturing sector, where jobs based on repetitive or dangerous tasks may disappear in time.

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The Impact of Strategic Human Resource Management Practices on Competitive Advantage Sustainability: The Mediation of Human Capital Development and Employee Commitment

Cited by 178 publications

References 59 publications

Innovative Behaviors, Employee Creativity, and Sustainable Competitive Advantage: A Moderated Mediation

Innovative Behaviors, Employee Creativity, and Sustainable Competitive Advantage: A Moderated Mediation

Mediating Role of Human Capital Between SHRM and Firm Performance

Is Human Capital Ready for Change? A Strategic Approach Adapting Porter’s Five Forces to Human Resources

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