The role of strategic HR practices in organisational effectiveness: an empirical investigation in the country of Jordan

Darwish, Tamer K.; Singh, Satwinder; Mohamed, Abdul Fattaah

doi:10.1080/09585192.2013.775174

Cited by 57 publications

(45 citation statements)

References 64 publications

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“…Chow & Liu, 2009;Chow, Teo, & Chew, 2013;Darwish, Singh, & Mohamed, 2013;Kim & Kang, 2011;Singh, 2003;Richard & Johnson, 2001). For example, Singh (2003) showed that a strategic HR function affected firm performance in the Indian context.…”

Section: Hypothesismentioning

confidence: 95%

Training investment and organizational outcomes: a moderated mediation model of employee outcomes and strategic orientation of the HR function

Choi

Yoon

2015

The International Journal of Human Resource Management

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Using a predictive research design with data collected at three different time points over a four-year period from 277 firms in South Korea, we investigated how and when investment in employee training leads to improved organizational outcomes. The results showed that employee commitment and competence mediated the relationship between training investment and organizational outcomes. The moderated mediation analyses further revealed that the mediated relationship between training investment and organizational outcomes via employee commitment and competence was stronger when the human resources (HR) function within an organization was highly strategically oriented. Based on the results, implications for strategic HR research and practice were provided.

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Section: Hypothesismentioning

confidence: 95%

Training investment and organizational outcomes: a moderated mediation model of employee outcomes and strategic orientation of the HR function

Choi

Yoon

2015

The International Journal of Human Resource Management

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“…Some authors have confirmed relationship between specific elements of HR practices with positive business results, for example in Darwish et al (2013) where the authors found that training have strong positive impact on assets and return on equity.…”

Section: Theoretical Backgroundmentioning

confidence: 91%

Can human resources induce sustainability in business?: Modeling, testing and correlating HR index and company's business results

2015

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In this paper the authors analyze the impact of the composite human resource index on sustainable growth in a specific business sector in a transition country. Sustainability of country's economy is growingly relying on the knowledge economy which has been implemented in strategies of sustainable development throughout Europe. The knowledge economy is mostly based on human resources and the way they are organized and managed in the companies actively operating in competitive markets. In order to confirm importance of the human resources (HR) index, results were tested by means of modeling, measuring and correlating the HR index with business results at micro level. The tests were conducted on the data from the survey in Serbian meat processing industry. The results were then compared with the results from the survey conducted in a financial industry. Moreover, a model was made that could be applicable in all countries that do not have available official statistic data on the level of investments in human resources. The focus was on determining the correlation direction, and hence creating a research model applicable in all business sectors. It has been found that a significant one-way correlation exists between business performance and increased HR index. In that way it has been confirmed that in Serbian economy that has recorded global decrease during transition, certain business sectors, and especially companies with high levels of investments in improving its HR index record above average and sustainable growth.

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“…Data across all four instances were collected between 2009 and 2012. Data from the survey questionnaires has been analysed previously and found to be internally consistent and reliable (see Alharbi and Singh, 2013;Singh, Darwish, Costa, and Anderson, 2012;Darwish, Singh and Mohamed, 2013;Mohamed et al, 2013;Singh, Mohamed and Darwish, 2013).…”

Section: An Empirical Exercise On Subjective Measures Of Op As Repormentioning

confidence: 99%

Measuring Organizational Performance: A Case for Subjective Measures

Singh

Darwish

Potočnik

2015

British J of Management

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283

201

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We review the organizational performance (OP) measurement literature highlighting the limitations of both objective and subjective measures of performance. We argue that, with careful planning, subjective measures can be successfully employed to assess OP. This is because often consistent, reliable and comparable compatible objective data on OP measures – particularly across countries and sectors – is difficult to come by. Considering that an inflated OP measure can be cross‐checked with the use of secondary data, managers have little incentive to report such figures. As a result, when quizzed over the stand‐alone performance measures of their organizations or vis‐à‐vis their rivals, managers accurately assess and respond to questions on the performance of their organizations. An in‐depth statistical exercise conducted on the subjective measures of OP as reported by managers of four sets of companies in four separate countries, show consistent results, thus lending support to this premise.

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The role of strategic HR practices in organisational effectiveness: an empirical investigation in the country of Jordan

Cited by 57 publications

References 64 publications

Training investment and organizational outcomes: a moderated mediation model of employee outcomes and strategic orientation of the HR function

Training investment and organizational outcomes: a moderated mediation model of employee outcomes and strategic orientation of the HR function

Can human resources induce sustainability in business?: Modeling, testing and correlating HR index and company's business results

Measuring Organizational Performance: A Case for Subjective Measures

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