Understanding HRM philosophy for HPWS and employees' perceptions

Abstract

PurposeThe purpose of this paper is to understand the role of HRM philosophy for HPWS formulation and implementation, as well as to investigate its role to improve employee perceptions of HPWS.Design/methodology/approachA qualitative study of 55 interviews was conducted with managers (senior, HR, frontline) and employees from three telecommunication organisations based in Pakistan.FindingsThe findings indicate that a clear, well-developed HRM philosophy ensures clarity in HPWS formulation not only for managers, but also for employees. However, lack of strong philosophical foundations for HPWS can result into distorted HRM messages and negative employee perceptions.Originality/valueWhilst there remains debate over the positive and negative influence of HPWS for employee outcomes, this study presents HRM philosophy as important HRM component to understand HPWS implementation. The article highlights the fact that the purpose of HPWS practices and its effective communication to employees can make a substantial difference in how employees perceive these practices. In sum, an employee centred philosophy is likely to be pre-condition circumstances for improving employee outcomes.

Does HPWS amplify employees' change readiness for digital transformation? A study through the “work-from-anywhere” prism

“…Secondly, the scholarly literature so far postulates both the positive and negative impact of HPWS on individual outcomes. This study reaffirms the mainstream perspective of HPWS, which suggests a positive impact, which is in contrast with the findings Riaz et al (2020) where well-being is negatively affected. One reason could be that the current study's context is looking at change with a positive lens.…”

Performance appraisal quality and employee performance: the boundary conditions of human resource strength and religiosity

“…Another explanation is that in a society where religiosity appears very important, highly religious employees may expect more favorable performance ratings (i.e. as opposed to their actual performance) from their managers (Riaz, Townsend and Woods 2020). It is thus argued that employees' personal resources (i.e.…”

“…Furthermore, a few areas are considered more vital in which the study of religion should be conducted, and one of those areas is HR strength and its impact on performance in the Pakistani context (Riaz, Townsend and Woods 2020). Due to a lack of interest, the inclusion of religion in organizational studies is a substantial research gap that connects religiosity and HR strength with employee performance.…”

“…Thus, this study attempts to gain more insights into the effects of religiosity and HR strength on employee performance. Religiosity is used as a boundary condition to account for differences among employees in different Telecom companies in Pakistan (Moschis and Ong 2011; Riaz, Townsend and Woods 2020). It is crucial to research the boundary condition effect of religiosity, as it significantly influences managers' conduct (Kashif, Zarkada and Thurasamy 2017), making employees more motivated to get clarity of the HR practices.…”

Human Resource Management Practices of Johor State Sports Council, Malaysia

“…Participation and communication are channels for employees and employers to communicate their ideas and opinions. This allows the employers to encourage employees in a suitable culture by working together in organizational activities (Riaz et al, 2021). Fajar and Soeling (2017) result shows a high level of participation and communication among ICT employees.…”