The need to accumlate human capital across levels of export intensity : activating resources that are increasingly difficult to mobilise

With increasing levels of export intensity, firms begin to face new demands. The first set of resources brought to bear on the issues, and those resources that are most quickly mobilised, are the employees. Indeed, higher levels of exporting require activating relatively less mobile resources through the building of organisational structures and mechanisms for managing repositories of knowledge (particularly organisational specialisation and selectively hiring appropriately skilled staff). This paper explores the management of human capital across different levels of export activity in Australian manufacturing firms. Analyses were based on 90 Australian-headquartered manufacturing exporters that responded to a survey. Overall, the results support the notion that firms need to accumulate knowledge as they internationalise. These results are discussed in terms of their consequences for HRM practices.<br /

Strategic HRM in for-profit and non-profit organizations in a knowledge-intensive industry

This article examines the adoption of strategic Human Resource Management (HRM) by for-profit and non-profit knowledge-intensive health services (HS) organizations in the Australian context. Survey data collected from senior executives are used to test the relationships between a strategic HRM model and firm performance. Path analysis found that for HS firms, irrespective of whether for-profit or non-profit, adopting strategic HRM could increase organizational performance. Strategic HRM could be achieved through the cultivation of an external orientation to customers\u27 demands and a commitment to employees. Building an external orientation with internal structural dimensions such as commitment to employees, allows HS organizations to develop a strategic HRM approach with human capital-enhancing HRM practices. Public and non-profit organizations in the HS industry facing or undergoing health sector reform need to be aware of both of these orientations in order to adopt strategic HRM and improve their performance.<br /

North East Indian Linguistics 8 (NEIL 8)

This is the eighth volume of North East Indian Linguistics, a series of volumes for publishing current research on the languages of North East India, the first volume of which was published in 2008. The papers in this volume were presented at the 9th conference of the North East Indian Linguistics Society (NEILS), held at Tezpur University in February 2016. The papers for this anniversary volume continue the NEILS tradition of research by both local and international scholars on a wide range of languages and topics. This eighth volume includes papers on small community languages and large regional languages from across North East India, and present detailed phonological, semantic and morphosyntactic studies of structures that are characteristic of particular languages or language groups alongside sociolinguistic studies that explore language attitudes in contexts of language shift

HR orientations and HR department effectiveness in Vietnam

Purpose Human resource (HR) philosophy and an organization’s commitment to employees (OCE) are important components of a human resource management (HRM) system, yet the influences of these variables on the effectiveness of HRM implementation has been less evident. Similarly, few studies have examined the effect of intended and implemented HR practices on line managers’ perceptions of HR department effectiveness. The purpose of this paper is to examine how these factors could result in a positive evaluation of HR department effectiveness in Vietnam. Design/methodology/approach Study 1 consisted of 405 line managers and the authors used this sample to test the proposed research model. Study 2, comprising 192 line managers, was used to validate the findings from Study 1. Findings The authors found empirical evidence of how HR managers should leverage their relationships with line managers to enhance HR department effectiveness in a developing economy such as Vietnam. Research limitations/implications As data were from line managers in one point in time, this study could be affected by common method bias. However, the authors conducted three common method variance checks and the analyses showed that this issue was not a major concern. Future studies could extend the sample of respondents by collecting information from CEOs, employees, and HR managers. Originality/value This study contributes to the extant literature empirical evidence of determinants of HR department effectiveness. First, the study shows the simultaneous impacts of HR philosophy and OCE on the actual implementation of HR practices. Second, the authors provide an understanding of line managers’ evaluation of HR department effectiveness through their experience with implemented HR practices

Psychosocial work environment, work engagement, and employee commitment: A moderated, mediation model

This paper contributes to the growing body of literature on the wellbeing of hospitality employees from a perspective of strategic human resource management. The role of high performance work systems (HPWS) in enhancing the affective commitment of hospitality employees is examined. The study found work engagement to mediate the relationships between HPWS, perceived organizational support, and affective commitment. Workplace bullying, a highly prevalent phenomenon in the hospitality sector, was found to mediate the relationship between HPWS and affective commitment, while psychosocial safety climate moderated this mediating impact. We will suggest the implications for managing psychosocial work hazards in hospitality organizations

Opening the black box: The mediating roles of organisational systems and ambidexterity in the HRM-performance link in public sector organisations

Purpose The purpose of this paper is to explore how HIWS may shape organisational capabilities, in particular organisational ambidexterity (OA) – the ability to be both adaptable to the wider world, and internally aligned so that existing resources are used well. Given the demands on public agencies to manage conflicting objectives, and to do more with less in increasingly complex environments, this paper improves our understanding of how HIWS can contribute to public sector performance. The paper sheds light inside the black box of the HIWS/organisational performance link. Design/methodology/approach This multi-level quantitative study is based on a survey of 2,123 supervisory staff, and 9,496 non-supervisory employees in 56 government organisations. Findings The study identifies two paths to organisational performance. The first is a direct HIWS performance link. The second is a double mediation model from HIWS to organisational systems, to OA and then performance. Practical implications A focus on developing HIWS provides an alternative means to public sector performance, than restructuring or other performative activities. Originality/value This is one of the few studies that explore how HIWS can develop collective as well as individual capabilities. Studies in the public sector are particularly rare

An Extension to the Tactical Planning Model for a Job Shop: Continuous-Time Control

We develop an extension to the tactical planning model (TPM) for a job shop by the third author. The TPM is a discrete-time model in which all transitions occur at the start of each time period. The time period must be defined appropriately in order for the model to be meaningful. Each period must be short enough so that a job is unlikely to travel through more than one station in one period. At the same time, the time period needs to be long enough to justify the assumptions of continuous workflow and Markovian job movements. We build an extension to the TPM that overcomes this restriction of period sizing by permitting production control over shorter time intervals. We achieve this by deriving a continuous-time linear control rule for a single station. We then determine the first two moments of the production level and queue length for the workstation.Singapore-MIT Alliance (SMA

Knowledge Management and IT Project Success: A Meta-analytic Review

There are fragmented and contradictory findings in relation to the factors influencing IT project success. The aim of this study is to examine the antecedents of IT project success. A meta-analytic review was undertaken using the Comprehensive Meta-Analysis Software. A systematic review of the literature identified 612 articles on IT project success. Of these, 46 articles used a range of constructs in studying IT project success. The meta-analytic review resulted in 24 antecedents of IT project success. The result could be explained by adopting a knowledge management perspective as the antecedents (such as team environment, team process, team integration and social factors) were necessary for the creation, storage and transfer of knowledge in leading to IT project success. Theoretical and practical implications are discussed in relation to understanding the contributions of knowledge management to IT project success