A SHRM Perspective on International Compensation and Reward Systems

We re-examine the efficacy of the SHRM perspective from the vantage point of a specific HRM system, international compensation and rewards, to gain new insights into existing conceptual models. Looking at SHRM from the ground up suggests that, to continue informing our understanding of the HRM-organizational effectiveness (OE) relationship, research will need to adopt richer theory and measures of specific HRM systems and extrapolate important contextual factors that influence relationships between OE and specific HRM systems

Human Resource Management Systems: A Structured Review of Research Contributions and Open Questions

"Against the backdrop of a long standing research tradition on the topic of HRM systems, several prominent lines of research have been developed that offer central contributions to different aspects, questions and levels of HRM systems. Due to the fact that the established conceptual and empirical approaches to HRM systems differ with respect to their levels of analysis, questions posed and methods used, the field is characterized by more or less heterogeneous contributions and no clear overall structure. However, two central perspectives in the field of HRM systems research can be identified: A content-oriented approach and a process- oriented approach. In order to connect these perspectives, we develop a set of criteria to analyze and compare systematically content-oriented research contributions in HRM systems research in terms of content-oriented as well as process-oriented aspects. On the one hand, we contribute a structured overview and systematic comparison of many different theoretical and conceptual approaches to HRM systems research, thus making it easier to access this dynamic field of research for scholars, practitioners and students. On the other hand, we derive implications for the better foundation and design of empirical studies, and thus we contribute to the fostering of empirical research about HRM systems." (author's abstract)"Vor dem Hintergrund einer langen Forschungstradition zum Thema „Betriebliche Beschäftigungssysteme“ bzw. „HRM systems“ haben sich zahlreiche Forschungsansätze entwickelt, die Erklärungsbeiträge zu verschiedenen Aspekten, Fragen und Ebenen von betrieblichen Beschäftigungssystemen leisten. Da sich die konzeptionellen Ansätze jedoch hinsichtlich der gestellten Forschungsfragen, der angewendeten Methoden sowie der Analyseebenen erheblich unterscheiden, weist das Forschungsfeld einen sehr heterogenen Charakter auf. Dabei können zwei zentrale Forschungsstränge identifiziert werden: Ein inhaltsorientierter und ein prozess-orientierter Ansatz. Der zentrale Beitrag dieses Artikels liegt in einem systematischen Überblick und Vergleich der verschiedenen theoretischen Ansätze zu HRM Systemen, der sowohl Forschern und Praktikern als auch Studenten den Zugang zu diesem dynamischen Forschungsgebiet erleichtern soll. Zu diesem Zweck werden auf Basis eines systematisch entwickelten Kriteriensets zentrale Ansätze sowohl anhand von inhalts- als auch von prozess-orientierten Aspekten analysiert und verglichen. Ferner werden zentrale Implikationen als Ausgangspunkt für eine bessere theoretische Fundierung und Gestaltung zukünftiger empirischer Studien zu HRM Systemen abgeleitet." (Autorenreferat

New human resource management systems in non-based-knowledge firms: Applications for decision making on the business performance

The aim of this paper is double. First, it provides a conceptual framework and modelling of the relationship between human resource management (HRM) systems and non-based-knowledge firms. Second, using survey data on 1.518 Catalan firms (in Spain, with capital in Barcelona), the paper: 1) identify two system of HRM (in progress HRM system and non-HRM developed system); 2) build a causal model of determinants of HRM systems; and 3) describe the association links between in progress HRM system and firm's performance. Using factor and cluster analysis, we find that only one-third of firms use in progress HRM system. Using logit binomial analysis, we find that features which are structural, technological, strategic, organisational and performance-related explain the adoption of in progress HRM system. Finally, using association analysis, we find that firms that adopt in progress HRM system: 1) are more internationalised and show greater ability to adapt to the changing environment, to innovate and to collaborate; 2) focus on product/service differentiation strategy enhancing quality; 3) apply a greater degree of new forms of work organization; 4) have more technological equipment and use IT more intensively; and 5) invest more in training their employees, than firms with non-HRM system developed

Tipping the scales: ambidexterity practices on e-HRM projects

Purpose: We examine and conceptualise the ways in which a balance can be achieved between optimising the efficiency and effectiveness of electronic HRM (e-HRM) systems for human resource management (HRM) and enabling innovation to occur during the system implementation. Design/methodology/approach: An intepretive case study of a UK local authority e-HRM system implementation is examined using the notion of ambidexterity as an analytical device. Ambidexterity relates to how an organisation develops the ability to operate efficiently in the now, while at the same time being able to adapt to environmental changes around and ahead of them in order to grow into the future. Findings: As an intra-organisational capability, ambidexterity is found to derive from the simultaneous interplay and balancing of dual capabilities: exploitation and exploration.. E-HRM exploitation concerned the capability to generate new knowledge with innovatory effects, created through the everyday practices performed by practitioners at all levels in the organisation. E-HRM exploration, rather than being a purposeful act, was found to be an accidental consequence of engaging in exploitation to maintain the status quo. Originality/value: There is a lack of detailed investigation of how organisations actually achieve ambidexterity, particularly in three under-researched areas: ambidexterity in the public sector, at HR functional level and e-HRM systems implementation. Bundling these three areas into an integrated examination allows us to both identify how exploitation and exploration play out in the ambidextrous practices of an e-HRM project and also to identify the dimensions of ambidexterity in balancing e-HRM work

The Study on the Key Elements in Strategic HRM: from Strategy to Organizational Performance

Ever since the end of last century, strategic HRM scholars have devoted a great and increasing deal of efforts to the exploration and examination of contributions of HRM practices/systems into organizational performance. In spite of the lack of a conclusive message about the HRM-performance relationship, the current literature has documented vast of the evidence, which worth reviewing and may generate inspirations for future research. Thus, this research reviews the literature and teases out the key elements in strategic HRM research. These elements can be further categorized into several sub-groups: namely, HRM systems, business strategy, external and internal organizational contextual factors. Specifically, HRM systems include high control work systems, high commitment work systems, high involvement work systems, high performance work systems, high reliability work systems, and customer services-oriented work systems. The strength of the relationships between these HRM systems and performance will be varied by the changes of business strategies and organizational contextual factors. This study reviews the five types of fits between the key elements in strategic HRM literature. Moreover, it has been argued and proved that the fits between the key elements will results in better organizational performance. This article can generate not only theoretical implications for scholar, who attempt to deepen our understanding of the mechanism through which HRM systems improve organizational performance, but practical implications for managers, who will be able to identify the key factors impacting their effectiveness in managing people in real world

HRM, organizational capacity for change, and performance: a global perspective

This special issue brings together a variety of articles, each one enriching understanding about whether and how human resource management (HRM) influences organizational performance (however defined) against a backdrop of complex change. We present a preliminary framework that enables us to integrate the diverse themes explored in the special issue, proposing a mediating role for organizational change capacity (OCC). OCC represents a particular subset within the resource- based literature labeled as “dynamic capabilities.” Although not well researched, there is evidence that OCC is positively associated with firm performance and that this relationship is stronger given conditions of high uncertainty. Our framework reflects on external and internal parameters, which we suggest moderate the relationship between human resource management (HRM), OCC, and organizational performance. Our intention is to provide compelling insight for both practitioners and researchers, especially those whose remit extends beyond national boundaries, with reference to areas of the globe as disparate as Greece, Ireland, Pakistan, Switzerland, and the United Kingdom

Electronic Human Resources Management (e-HRM) Adoption Studies: Past and Future Research

Electronic human resource management (e-HRM) systems become more widely used by profit and non-profit organization. However, the field currently lacks sound theoretical frameworks that can be useful in addressing a key issue concerning the implementation of e-HRM systems, in particular to obtain a better understanding of the factors influencing the adoption of e-HRM systems. The objective of this paper is to provide a foundation towards the development of a theoretical framework for the implementation of e-HRM systems and develop a conceptual model that would reflect the nature of e-HRM systems’ adoption through systematic literature review. Adopting Crossan and Apaydin’s procedure of systematic review, this paper investigated 21 empirical papers of electronics human resources management, then categorized them into 4 characteristics which influence the adoption; System and technology characteristics; Organizational characteristics; User/individual characteristics, and Environmental and contextual characteristics. Finally, the e-HRM adoption research framework is drawn and based on the framework; avenues for future research are discussed. Bahasa Indonesia Abstrak: Manajemen sumber daya manusia elektronik (selanjutnya disebut dengan e-HRM) semakin banyak digunakan oleh organisasi profit dan nonprofit. Namun, bidang dan topik ini belum memiliki kerangka teori yang mapan, yang dapat digunakan untuk menganalisis isu-isu terkait penerapan e-HRM, terutama mengenai faktor-faktor yang mempengaruhi adopsi sistem e-HRM. Tujuan penelitian ini adalah untuk memberikan landasan bagi pengembangan kerangka teoritis untuk implementasi sistem e-HRM dan mengembangkan model konseptual yang akan menggambarkan adopsi sistem e-HRM melalui tinjauan literatur sistematis. Mengadopsi prosedur dan metode Crossan dan Apaydin untuk melakukan telaah literatur secara sistematis, paper ini menyelidiki 21 publikasi empiris manajemen sumber daya manusia elektronik dari 2 database internasional; Business Source Premier dan Social Science Citation Index (SSCI), kemudian mengelompokkannya ke dalam 4 karakteristik yang mempengaruhi adopsi e-HRM; (1). Karakteristik sistem dan teknologi, (2). Karakteristik organisasi, (3). Karakteristik pengguna / individu, dan (4). Karakteristik lingkungan dan kontekstual. Paper ini juga menggambarkan kerangka penelitian adopsi e-HRM serta usulan-usulan untuk penelitian mendatang

When affective well-being is empowered : the joint role of leader-member exchange and the employment relationship

HRM and the leader are often assumed to play a joint role in affecting employee reactions. In a multilevel, time-lagged study, we examined the joint role of the employment relationship and leader-member exchange. We tested whether this joint role is essential to when leader-member exchange leads to affective well-being via psychological empowerment. We build on HRM literature to expect that the relationship of leader-member exchange with psychological empowerment is stronger when the employment relationship is consistent with leader-member exchange quality. Results indicated that psychological empowerment mediates the relationship between leader-member exchange and affective well-being. This mediation is stronger for employees in a mutual investment employment relationship. The findings point at the importance of consistency of resources from the employment relationship and leader-member exchange. Nevertheless, the findings also suggest that resources from leader-member exchange compensate for employment relationships with low resources. Our findings contribute to scholars’ understanding of the joint role of HRM systems and leader behaviors