Human resource management and employee well‐being: towards a new analytic of asymmetries in task dependence: the moderating role of HR practices. The role of employee HR attributions in the relationship between of human resource management's role in defining and addressing workplace bullying. Using the sample of collected from the top and middle managers of high path or the ladder of leading the flexible Human resources towards firm.

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PDF | On Apr 12, , Geoffrey Wood and others published International Journal of Human Resource Management (IJHRM) Special Issue on. International Journal of Business and Social Science. Vol. 6, No. 5; May Keywords:human resource, education, management, effectiveness,staff. Introduction. Leveraging human assets for MNCs performance: the role of management development, human resource system and employee engagement. Hooi. Published.

Employee participation is part of the set of practices to be encouraged. Chained-brand hotels in Bangkok should further develop a career planning system so employees can map their long-term vision. Career planning should allow for lateral and vertical movement thus allowing for versatility in staff abilities. It might be even considered a duty for firms to assist in workforce career enhancement.

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Creating compelling and timely training and development is the start and requires continuous follow-up for proper assessment, future training and analyzing job satisfaction. Companies can use training options as a mean of employee autonomy and empowerment in their jobs.

HRM practices affect the mediating variables which subsequently positively impact employee service quality performance. Out of the five mediating variables, motivation has the most robust effect. Thus managers should develop programs that encourage employees to contribute ideas that would be implemented at work, lead initiatives and fulfill their ambitions. Academics should use this new model to generate curricula whereby HRM practices such as job satisfaction, employee motivation, and HR flexibility are stressed using empirical data such as that in this study.

There are limitations to this study. Mainly, the study was conducted usingchained-brand hotels in Thailand and was limited to Bangkok. Thus, conclusions only represent a subset of all hotels in Thailand. Further research on the topic should expand to include, other forms of hotels, other regions in Thailand and other countries in South East Asia. Conclusion Despite its limitations, this study has given a better understanding of how HRM practices and employee behaviors, as mediating variables, affect employee service quality as outstanding performance in chained-brand hotels.

Employee service quality performance is a crucial determinant of a hotel and other hospitality performance, and this study explains the indirect relationships among these variables. However, these variables are not the only factors that can determine employee service performance in organizations.

There are other factors involved besides the five main employee behaviors that have discussed. References [1] Absar, M. Impact of human resources practices on job satisfaction: Evidence from manufacturing firms in Bangladesh.

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A case study analysis of the impact of satisfaction and organizational citizenship on productivity. Management Research News, 28 5 , The impact of human resource practices and organizational citizenship behaviors on firm performance.

American Journal of Applied Sciences, 9 1 , The effect of high performance work practices on employee earnings in the steel, apparel and medical electronics and imaging industries.

Industrial and Labor Relations Review, 54 2A , — Strategic factor markets: Expectations, luck, and business strategy.

Management Science, 32 10 , Firm resources and sustained competitive advantage. Journal of Management, 17 1 , Looking inside for competitive advantage. Academy of Management Executive, 9 4 , 49— Job satisfaction and the good soldier: The relationship between affect and citizenship.

Academy of Management Journal, 26 4 , A longitudinal analysis of antecedents of organizational commitment.

Academy of Management Journal, 27 1 , High performance work systems and firm performance: A synthesis of research and managerial implications. Research in Personnel and Human Resources Management, 16, Managing human assets.

New York: The Free Press. Human resource flexibility as a mediating variable between high performance work systems and performance.

Journal of Management, 34 5 , People as a competitive edge: Examining the empirical relationship between human resource flexibility and firm performance. Rewards as a key to employee engagement: A comparative study on I.

Impact of employee participation on job satisfaction, employee commitment and employee productivity. International Review of Business Research Papers, 3 2 , 54 — Commonalities and contradictions in HRM and performance research. Human Resource Management Journal, 15 3 , 67— Strategy and human resource management. Basingstoke: Palgrave Macmillan. The role of professionalism in determining job satisfaction in professional services: A study of marketing researchers.

Journal of Service Research, 3 4 , Continuous improvement through employee training: A case example from the financial services industry. downloader-supplier relationships in business markets. Journal of Marketing Research, 31 4 , Financial consequences of employment change decisions in major U. Academy of Management Journal, 40 5 , — Coaching for performance improvement: The coach model. Development and Learning in Organizations, 20 2 , 17— Human resource management, TQM, and firm performance in small and medium-size enterprises.

Entrepreneurship: Theory and Practice, 25 1 , The role of organizational citizenship behaviour in turnover: Conceptualization and preliminary tests of key hypotheses. Journal of Applied Psychology, 83 6 , — The influence of human resource management practices on the retention of core employees of Australian organizations: An empirical study.

Dissertation, Murdoch University, Perth, Australia. How to differentiate essential job duties from marginal job duties. Employee turnover: A meta-analysis and review with implications for research. Academy of Management Review, 11 1 , Empowerment and the moderating effect of organizational citizenship behaviors on personal hygiene practices in the food service industry.

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Most Downloaded Human Resource Management Review Articles

New York: John Wiley. The nature and causes of job satisfaction. Handbook of Industrial and Organizational Psychology. Motivating research coordinators with a career path and development program.

Journal of Clinical Research Best Practices, 5 10 , Human resource management systems and firm performance. On the front line: Organization of work in the information technology.

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Managerial skills: What has changed since the late s. The professionalization of family firms: The role of agency cost control mechanisms. HRM practices of large and small Canadian manufacturing firms. Journal of Small Business Management, 35 3 , High performance work system and collective OCB: A collective social exchange perspective. Human Resource Management Journal, 20 2 , Small firms and HRM: Exceptions that prove the rule?

Journal of Small Business and Enterprise Development, 1 2 , Flexibility and working conditions: A qualitative and comparative study in seven EU member states. Career management. Orlando, FL: Harcourt Brace. Human resource management and performance: A review of the research agenda. Human resource management, corporate performance, and employeewellbeing: Building the worker into HRM.

The Journal of Industrial Relations, 44 3 , The relationship between reward management system and employee performance with the mediating role of motivation: A quantitative study on global banks. Procedia Social and Behavioral Sciences, 24, The effect of stress and satisfaction on productivity.

International Journal of Productivity and Performance Management, 59 5 , — Employee development and its affect on employee performance: A conceptual framework. International Journal of Business and Social Science, 2 13 , Business unit level outcomes betweenemployee satisfaction, employee engagement and business outcomes: A meta-analysis.

Journal of Applied Psychology, 87 2 , — Organizational behavior 6th Ed. Paul: West Publishing Company. Industrial Development. Career happiness: More fundamental than job satisfaction. Career Planning and Adult Development Journal, 15 4 , 5— International Journal of Human Resource Management, 1 1 , Applicant attraction practices and outcomes among small businesses.

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Academy of Management Journal, 38 3 , Community participation and decision-making educational. Alexandria: House the New University for Publication.

A study on job satisfaction and morale of commercial banks in Bangladesh. International Journal of Economics and Research, 3 4 , The job satisfaction-job performance relationship: A qualitative and quantitative review. American Psychological Association Inc, 3 , — An exercise of authority. Organizational Behaviour Teaching Review, 14 2 , Psychological conditions of personal engagement and disengagement atWork. Academy of Management Journal, 33 4 , — The balanced scorecard: Measures that drive performance.

Harvard Business Review, 70 1 , The balanced scorecard: Translating strategy into action. Employee engagement model facilitating agent retention in the contact centre industry. Relationship between job satisfaction and HR practices: An empirical research of different sectors of university teachers in Pakistan.

International Journal of Learning and Development, 2 3 , Motivating the private vs.

Public Personnel Management, 22 3 , The transformation of American industrial relations. New York: Basic Books. Academy of Management Executive,3 4 , Human resource systems and sustained competitive advantage: A competency based perspective. Academy of Management, 19 4 , Nigeria Management Review, 22 1 , Power, innovation and problem solving in personnel management. Maidenhead: McGraw-Hill.

Professional bodies, CPD and informal learning: The case for conservation. Continuous Professional Development, 2 4 , Fortune, 1 , , , , , , , , The human organization. New York: McGraw-Hill. In Dunnette, M. Ed , Handbook of industrial and organizational psychology. Organisationalbehaviour 8th Ed. Boston: McGraw-Hill. Luthans, F. Employee engagement and manager self-efficacy: Implications for managerial effectiveness and development.

Journal of Management Development, 21 5 , The strategic management of human resources in New Zealand.

Influence of human resource practices on employee intention to quit. Employee relations in small firms: A micro-business perspective. Employee Relations, 21 3 , Are you focusing both employees and organizational outcomes? The human side of enterprise. London: Sunday Times March Building an integrative model of extra-role work behaviours: A comparison of counter-productive work behaviour with organisational citizenship behaviour. People in organizations: Introduction to organizational behaviour 3rd Ed.

New York: Routledge. Organizational citizenship behavior as a critical link between HRM practices and service quality. Resource Manage, 35 4 , The effect of human resource management practices in enhancing employee performance in Catholic institutions of higher learning in Kenya.

International Journal of Business Administration, 2 4 , Psychometric theory 2nd Ed. Seeing another viewpoint: Antecedents and consequences of employee perspective taking. Academy of Management Journal, 44 6 , Competitive advantage through people. The human equation: Building profits by putting people first. Individual and organizational level consequences of organizational citizenship behaviors: A meta-analysis.

J Applied Psychol, 94 1 , Journal of International Academic Research, 10 2 , An enquiry into the mediatory role of employee engagement: Evidence from the hotel industry in Jordan. Far East Journal of Psychology and Business, 5 2 , Service quality and human resource management: A review and research agends.

Personnel Review, 27 1 , Effect of job rewards on job satisfaction, moderating role of age differences: An empirical evidence from Pakistan. African Journal of Business Management, 4 6 , Human resource management and performance in European firms. Cambridge Journal of Economics, 33 2 , — Organizational citizenship behaviors in higher education: Examining the relationships between behaviors and performance outcomes for individuals and institutions. Journal of Educational Administration, 37 4 , — Relationship between HRM practices and the perception of organizational performance, roles of management style, social capital, and culture: Comparison between manufacturing firms in Cambodia and Taiwan.

Journal of Management, 13 2 , They expressed the thought that the well-being of employees led to perfect work; without healthy workers, the organization would not survive. Taylor explored what he termed " scientific management " sometimes referred to as "Taylorism" , striving to improve economic efficiency in manufacturing jobs. He eventually focused on one of the principal inputs into the manufacturing process—labor—sparking inquiry[ by whom?

This movement, on both sides of the Atlantic, built on the research of Elton Mayo and others to document through the Hawthorne studies — and other studies how stimuli, unrelated to financial compensation and working conditions, could yield more productive workers.

Roosevelt and the New Deal had transformed the employer-employee relationship, and the discipline became formalized as " industrial and labor relations ". Corporations began viewing employees as assets. Likewise, other terms sometimes used to describe the field include "organizational management", "manpower management", "talent management", "personnel management", and simply "people management". In popular media[ edit ] Several popular media productions have depicted human resource management in operation.

On the U. Business function[ edit ] Dave Ulrich lists the functions of HR as: aligning HR and business strategy, re-engineering organization processes, listening and responding to employees, and managing transformation and change. HR also ensures compliance with employment and labor laws , which differ by geography, and often oversees health, safety, and security.

Based on the geographic location, there are various laws in place. There are several federal laws that are crucial for HR managers to be familiar with in order to protect both their company and its employees. Important federal laws and regulations include The Fair Labor Standards Act , which includes establishing a minimum wage and protecting the right for certain workers to earn overtime. The Federal Civil Rights Law protects against discrimination and prohibits making any hiring or firing decision based on race, age, sex, and gender.

The Family and Medical Leave Act gives eligible employees up to twelve weeks of unpaid leave for family and medical reasons.

Ensuring the company is compliant with all laws and regulations is an important aspect of HR and will protect the company from any sort of 'legal liability'. Consequently, HR, usually through representatives, engages in lobbying efforts with governmental agencies e. Human Resource Management has four basic functions: staffing, training and development, motivation, and maintenance.

Staffing is the recruitment and selection of potential employees, done through interviewing, applications, networking, etc. There are two main factors to staffing: attracting talented recruits and hiring resources. HR Managers must create detailed recruitment strategies and have a plan of action to put forward when recruiting. Next, managers can put strategies into place through hiring resources, by extending out to find the best possible recruits for the team.

Recruiting is very competitive since every company wants the best candidates. Here, motivation is seen as key to keeping employees highly productive. This includes employee benefits, performance appraisals, and rewards. Employee benefits, appraisals, and rewards are all encouragements to bring forward the best employees.

The last function, maintenance, involves keeping the employees' commitment and loyalty to the organization. Some businesses globalize and form more diverse teams. HR departments have the role of making sure that these teams can function and that people can communicate across cultures and across borders. The discipline may also engage in mobility management, especially for expatriates ; and it is frequently involved in the merger and acquisition process.

HR is generally viewed as a support function to the business, helping to minimize costs and reduce risk. In larger companies, an entire functional group is typically dedicated to the discipline, with staff specializing in various HR tasks and functional leadership engaging in strategic decision-making across the business. To train practitioners for the profession , institutions of higher education, professional associations , and companies have established programs of study dedicated explicitly to the duties of the function.Relationship between HRM practices and the perception of organizational performance, roles of management style, social capital, and culture: Comparison between manufacturing firms in Cambodia and Taiwan.

Management of employment relations: establishment of a series of activities to help to improve the relationship between the company and workers. In contrast to previous studies like Harter et al. Analysis Results Tables 1 shows general geographic organizational characteristics and Table 2 shows essential demographic characteristics of respondents.

Volume 20, Issue 3. Journal of Marketing Research, 31 4 ,