Uncovering the Link between Strategic Human Resource Management and Crisis Management: Mediating Role of Organizational Resilience

Channa, Nisar Ahmed; Shah, Syed Mir Muhammed; Ghumro, Niaz Hussain

doi:10.33166/acdmhr.2019.02.003

Cited by 15 publications

(11 citation statements)

References 46 publications

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“…HRM function has a long history of strategic vitality for businesses across all major aspects (Boselie et al , 2001; Channa et al , 2019; Pereira et al , 2018). In specific, HRM has a more notable role in organizational performance, as it furthers organizational practice and business efficiency (Gupta, 2019; Kim et al , 2019; Podgorodnichenko et al , 2020).…”

Section: Hypotheses Development and Literature Reviewmentioning

confidence: 99%

Developing faithful stewardship for environment through green HRM

Ahmed

Umrani

Yousaf

et al. 2021

IJCHM

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Purpose This paper aims to assess the nexus between green human resource management (GHRM) practices, green culture, environmental responsibility and environmental performance (EP). Design/methodology/approach Using a supervisor-subordinated nested design and multi-time data collection approach through convenience sampling, the authors obtained 330 responses from 15 hotels operating in the metropolitan cities of Pakistan. Findings The study results indicate the prominence of GHRM practices toward enhancing hotels’ EP. The authors also found green culture and environmental responsibility as potential mediators in the direct association between GHRM and EP. In addition, the findings suggest that the GHRM and environmental association can be deeper when individuals exhibit green values and showcase green responsibility about their environment. Taken together, the findings of the present study found support for all direct and indirect hypothesized relationships hence, forwarding notable implications for theory and practice. Research limitations/implications This paper forwards both theoretical and practical implications. Drawing upon ability-motivation-opportunity (AMO) theory, this paper asserts that GHRM practices shall be used to improve EP through green values and environmental responsibility. The authors specifically suggest that pro-environment personnel practices can nourish green culture and a pro-environment sense of responsibility that facilitates in robust pro-environment results. Originality/value The study advances and addresses gaps found in prior studies to help support organizational scholars, practitioners and pro-environment enthusiasts to understand the interplay of GHRM, culture, responsibility and EP.

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Section: Hypotheses Development and Literature Reviewmentioning

confidence: 99%

Developing faithful stewardship for environment through green HRM

Ahmed

Umrani

Yousaf

et al. 2021

IJCHM

View full text Add to dashboard Cite

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“…The resource-based views argue that organizations attain and sustain competitive advantage through both tangible and intangible resources (Barney, 1991;Barney, 1995;Barney, 1986;Dess et al, 2019). Especially applicable during and after a crisis, such as the current pandemic, is human resource capability's role in driving organizations through the crisis (Channa et al, 2019;El Dessouky & Al-Ghareeb, 2020;Ngoc Su et al, 2021). While resilience in navigating a crisis was traditionally seen as a defensive response (Duchek, 2019), it is now considered an offensive and even anticipative strategy (Boin & van Eeten, 2013;Duchek, 2019;Ngoc Su et al, 2021), with the human capital deemed as the crucial enabler (Channa et al, 2019;El Dessouky & Al-Ghareeb, 2020).…”

Section: Resource Capability and Organizational Performancementioning

confidence: 99%

“…Especially applicable during and after a crisis, such as the current pandemic, is human resource capability's role in driving organizations through the crisis (Channa et al, 2019;El Dessouky & Al-Ghareeb, 2020;Ngoc Su et al, 2021). While resilience in navigating a crisis was traditionally seen as a defensive response (Duchek, 2019), it is now considered an offensive and even anticipative strategy (Boin & van Eeten, 2013;Duchek, 2019;Ngoc Su et al, 2021), with the human capital deemed as the crucial enabler (Channa et al, 2019;El Dessouky & Al-Ghareeb, 2020). Therefore, the current study refers to resource capability as human resource capability.…”

Section: Resource Capability and Organizational Performancementioning

confidence: 99%

The Role of Social Capital, Innovation, and Capabilities on MSMEs’ Resilience in Economic Hard Times

Kussudyarsana

Maulana

Maimun

et al. 2023

MABIS

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Research aims: As the dust of the COVID-19 pandemic settles, one apparent theme of the resulting economic crisis is uncertainties. The uncertainties especially hurt the MSMEs, which often possess limited organizational resources and capabilities. Referred to the ability to evolve as the environments do, resilience has been seen as a mantra for MSMEs’ survival and success. The purpose of the current study is twofold. Firstly, this study seeks to examine the effect of innovation, resource capability, and social capital on the resilience of MSMEs in Indonesia. Secondly, this study is aimed to examine the relationship between company performance and resilience.Design/Methodology/Approach: Employing a quantitative approach, hypothesis testing utilized Partial Least Square (PLS) data analysis techniques with the SmartPLS 3.0 program. The population in the current inquiry was MSMEs owned by families in Solo Raya, Indonesia. The number of MSMEs involved was 215 MSMEs owned by families.Research findings: Resource capability, innovation, and social capital were found to positively influence the performance of MSMEs, which in turn affected the resilience of MSMEs.Theoretical contribution/Originality: The research findings provide a business resilience construct in third-world, grassroots enterprises where social and cultural factors dominate.Practitioner/Policy implication: Governmental programs, such as exhibitions or workshops, aimed at strengthening MSMEs’ social capital and internal capabilities and cultivating innovation culture are encouraged to assist MSMEs’ survival during economic hardships.Research limitation/Implication: This study only focused on MSMEs in the Greater Solo Region of Central Java, Indonesia, during the COVID-19 pandemic. Further studies thus are encouraged to test the results in other economic and cultural settings.

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“…Strategic HRM is an approach that defines how an organization's goals will be achieved through people by means of HR strategies and integrated HR policies and practices. These practices are considered to develop the resilient behavior of employees by enhancing their knowledge, skills, and abilities (KSAs) and motivate them to contribute towards the competitiveness and sustainability of the organization, especially at times of crisis in organizations [18]. Based on the above discussion, the researchers propose the following hypotheses.…”

Section: Strategic Human Resource Management Practicesmentioning

confidence: 99%

SHRM Practices Employee and Organizational Resilient Behavior: Implications for Open Innovation

Mata

Martins

Mariam

et al. 2021

Journal of Open Innovation: Technology, Market, and Complexity

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The primary objective of this research is to investigate the role of strategic human resource management practices in developing resilient organizational behavior. This research aims to test the mediating function of individual resilient behavior between strategic human resources management practices and resilient organizational behavior. Data was collected from 780 managerial level employees working in small and medium Chinese enterprises in Hubei Province through a self-administrated questionnaire. The Smart partial least square structural equation modeling technique was used for data analysis. The analysis showed a significant positive relationship among SHRM practices, employee resilient behavior, and resilient organizational behavior. Results also show that employee resilient behavior partially mediates the relationship between SHRM practices and resilient organizational behavior. Individual resilient behavior is needed when an organization is in crisis, restructuring, transformation, turbulent, and unfavorable conditions. Without individual resilient behavior, it is difficult for an organization to be resilient. Therefore, strategic human resource management practices are essential to develop an employee’s resilience. This research contributed to the body of knowledge by bringing new concepts together. The main contribution was testing the role of individual resilient behavior between strategic human resource management practices and resilient organizational behavior.

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Uncovering the Link between Strategic Human Resource Management and Crisis Management: Mediating Role of Organizational Resilience

Cited by 15 publications

References 46 publications

Developing faithful stewardship for environment through green HRM

Developing faithful stewardship for environment through green HRM

The Role of Social Capital, Innovation, and Capabilities on MSMEs’ Resilience in Economic Hard Times

SHRM Practices Employee and Organizational Resilient Behavior: Implications for Open Innovation

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