Results 1 - 10
of
51
Desegregating HRM: A Review and Synthesis of Micro and Macro Human Resource Management Research
- Journal of Management
, 2002
"... Since the early 1980s the field of HRM has seen the independent evolution of two indepen-dent subfields (strategic and functional), which we believe is dysfunctional to the field as a whole. We propose a typology of HRM research based on two dimensions: level of analysis (individual/group or organiz ..."
Abstract
-
Cited by 82 (5 self)
- Add to MetaCart
(Show Context)
Since the early 1980s the field of HRM has seen the independent evolution of two indepen-dent subfields (strategic and functional), which we believe is dysfunctional to the field as a whole. We propose a typology of HRM research based on two dimensions: level of analysis (individual/group or organization) and number of practices (single or multiple). We use this framework to review the recent research in each of the four subareas. We argue that while significant progress has been made within each area, the potential for greater gains exists by looking across each area. Toward this end we suggest some future research directions based on a more integrative view of HRM. We believe that both areas can contribute significantly to each other resulting in a more profound impact on the field of HRM than each can contribute independently. © 2002 Elsevier Science Inc. All rights reserved. Yearly Reviews of Human Resource Management (HRM) appearing in Journal of Management have consistently attempted to balance the reviewing of micro, tradi-tional, functional aspects of the field and more macro, or strategic aspects of HRM. Mahoney and Deckop’s (1986) review began this dichotomization, identifying a number of trends within the field, such as a move from personnel administration to HRM and a move from human resource planning to strategy. Three years later, Fisher (1989) further distin-guished between the macro and micro wings of HRM. She noted the distinction between the concerns of top HR executives such as tying HR to strategy and dealing with strategic
Effects of personality on executive career success in the United States and Europe
- Journal of Vocational Behavior
, 2001
"... The present study extended prior career success models by incorporating traits from the five-factor model of personality (often termed the "Big Five") and several dimensions of extrinsic (remuneration, ascendancy, job level, employability) and intrinsic (job, life, and career satisfaction ..."
Abstract
-
Cited by 51 (0 self)
- Add to MetaCart
(Show Context)
The present study extended prior career success models by incorporating traits from the five-factor model of personality (often termed the "Big Five") and several dimensions of extrinsic (remuneration, ascendancy, job level, employability) and intrinsic (job, life, and career satisfaction) career success. The model examined both direct effects and the mediating effects of an array of human capital and motivation variables derived from prior research. Data were collected from two large samples of American and European executives. Some results supported prior research: Extroversion related positively, and neuroticism negatively, to intrinsic career success across both the U.S. and the European samples. Some results differed from expectations: Conscientiousness was mostly unrelated to extrinsic success and negatively related to intrinsic success in both samples, and agreeableness was negatively related to extrinsic success in both samples. Differences emerged between the European and U.S. samples, in that neuroticism associated with lower levels of extrinsic success for the U.S. executives but not the Europeans, and extroversion associated with higher levels of extrinsic success for the European executives but not the U.S. executives. For both samples, human capital and motivational variables associated predictably with career success, but seldom mediated the relationship between personality and career success. C 2001 Academic Press
2005, Effects of human capital and long-term human resources development and utilization on employment growth of small-scale businesses: a causal analysis, Entrepreneurship Theory and Practice
"... The purpose of this study was to explore how three different human resource variables affect employment growth of small-scale enterprises: Human capital of business owners, human capital of employees, and human resource development and utilization. The literature suggests different models how these ..."
Abstract
-
Cited by 24 (0 self)
- Add to MetaCart
(Show Context)
The purpose of this study was to explore how three different human resource variables affect employment growth of small-scale enterprises: Human capital of business owners, human capital of employees, and human resource development and utilization. The literature suggests different models how these human resource variables affect business outcomes. Longitudinal data from 119 German business owners provided support for a main effect model indicating that owners ’ human capital as well as human resource development and utilization affect employment growth. Moreover, human resources development and utilization was most effective when the human capital of employees was high. We conclude that human resources are important factors predicting growth of small-scale enterprises. 1
Identifying and understanding HR competencies and their relationship to organisational practices
- Applied HRM Research
, 2006
"... With growing emphasis being placed on HR competencies as a means to increase HR’s effectiveness, this study seeks to determine if competencies are predictive of success in the HR profession; understand how competencies vary by type of position within HR (entry level, manager, director and executives ..."
Abstract
-
Cited by 7 (0 self)
- Add to MetaCart
(Show Context)
With growing emphasis being placed on HR competencies as a means to increase HR’s effectiveness, this study seeks to determine if competencies are predictive of success in the HR profession; understand how competencies vary by type of position within HR (entry level, manager, director and executives); determine if there is a relationship between specific competencies and particular responsibilities of HR professionals; and determine the relationship among education, years of HR experience, competencies, and compensation. Numerous areas are identified as gaps between competencies HR professionals should possess compared to current competencies necessary to function effectively as strategic business partners. Researchers in the field of strategic human resource management have emphasized that human resource (HR) practices may lead to higher firm performance and be sources of sustained competitive advantages (Wright, Dunford, & Snell, 2001). Competing in today’s tumultuous global economy provides additional challenges to the HR function in creating the expected value to create and sustain competitive advantages. To function effectively, HR professionals must master the necessary competencies and that mastery of HR knowledge comes from knowing the
Impersonal trust within the organization: what, how, and why
, 2011
"... ISBN 978-952-265-149-5 ..."
The Myth of “the ” Micro–Macro Divide: Bridging System-Level and Disciplinary Divides
"... The online version of this article can be found at: ..."
Abstract
-
Cited by 4 (1 self)
- Add to MetaCart
The online version of this article can be found at:
The impact of human resource development on organisational performance: Test of a causal model
- Journal of Behavioural & Applied Management
, 2009
"... Although a number of studies have recognized the relationship between human resource development (HRD), and organisational performance, the mechanisms through which HRD leads to organisational performance remain still unexplored. The purpose of this paper is to investigate the pathways leading from ..."
Abstract
-
Cited by 3 (0 self)
- Add to MetaCart
Although a number of studies have recognized the relationship between human resource development (HRD), and organisational performance, the mechanisms through which HRD leads to organisational performance remain still unexplored. The purpose of this paper is to investigate the pathways leading from HRD to organisational performance by using structural equation modelling. Specifically, we used this analytical tool to test a research framework that is constituted by a set of causal relationships between organisational and other contingencies, resourcing and HRD, skills, attitudes and behaviour, and organisational performance. Employing data from organisations operating in the Greek manufacturing sector, results indicate that the impact of HRD on organisational performance is positive and serially mediated through skills, attitudes and behaviour, and moderated by resourcing, organisational context and other contingencies. Thus, the paper not only supports that HRD has a positive impact on organisational performance but also explains the mechanisms through which HRD improves organisational performance.
Industrial Relations Climate, Employee Voice and Managerial Attitudes to Unions: An Australian Study.British
- Journal of Industrial Relations
, 2010
"... This article examines how employee voice arrangements and managerial atti-tudes to unions shape employees ’ perceptions of the industrial relations climate, using data from the 2007 Australian Worker Representation and Participation Survey (AWRPS) of 1,022 employees. Controlling for a range of perso ..."
Abstract
-
Cited by 2 (0 self)
- Add to MetaCart
(Show Context)
This article examines how employee voice arrangements and managerial atti-tudes to unions shape employees ’ perceptions of the industrial relations climate, using data from the 2007 Australian Worker Representation and Participation Survey (AWRPS) of 1,022 employees. Controlling for a range of personal, job and workplace characteristics, regression analyses demonstrate that employees’ perceptions of the industrial relations climate are more likely to be favourable if they have access to direct-only voice arrangements. Where management is perceived by employees to oppose unions (in unionized workplaces), the indus-trial relations climate is more likely to be reported as poor. These findings have theoretical implications, and significant practical implications for employers, employees, unions and the government. 1.
Strategic Soft Human Resource Management - The Very Idea. An Exploration Into A Social Science
, 2002
"... To my parents ..."
Employee Demographics in Human Resource Management Research
"... Despite a prominent perspective of the literature that employees are consumers of HRM, only recently has HRM been evaluated from the employees ’ viewpoint. Whilst these studies have helped to develop our understanding of the HRM ‘experience ’ from an employee perspective, they frequently ignore th ..."
Abstract
-
Cited by 2 (0 self)
- Add to MetaCart
Despite a prominent perspective of the literature that employees are consumers of HRM, only recently has HRM been evaluated from the employees ’ viewpoint. Whilst these studies have helped to develop our understanding of the HRM ‘experience ’ from an employee perspective, they frequently ignore the issue of employee demography. This study contributes to understanding in this area by establishing areas of difference in employee views based upon their characteristics about the importance and application of HRM practice. Specifically, the demographic categories of gender, ethnicity, age, occupation, length of service, and employment sector are examined. Fndings indicate that employee demography, especially gender, ethnicity and employment sector, does influence employee attitudes towards HRM, and should be given consideration in HRM research. The findings are discussed in terms of their relevance for the Asia Pacific region.
