Resolution of Relationship between Organizational Performance and Human Resource Management through Nonlinear Modeling

The relation between the HRM and the firm performance is analyzed statistically by many researchers in the literature. However, there are very few nonlinear approaches in literature for finding the relation between Human Resource Management (FIRM) and firm performance. This paper exposes the relationship between human resource management and organizational performance through the use of nonlinear modeling technique. The modeling is proposed based on Radial Basis Function (RBF) which is nonlinear modeling technique in literature. The relation between 12 input and 9 output parameters is investigated in this research that is collected between 54 companies in Turkey which indicated that the relationship between organizational management performance and relationship management can be modelled through nonlinearly.

Research on organizational performance in human resource management practices

In this paper, we analyzed the status of human resource management practices in western China state-owned and state holding enterprises azld private enterprises, and found that there are differences in the nature of the business combination of different patterns of human resource management practices.

Effective Human Resource Management is of Vital Importance to the Achievement of Organizational Strategic Goals

Strategic human resource management is playing a more and more important role in modern organization management. Recruitment is the front line of human resource management. The effectiveness of recruitment directly influences the normal operation and management of business.The aim of this report is to identify a recruitment procedure that can solve the current problems of Dongfeng Cinema Equipment Company, supporting by related strategic human resource theories and concepts. It found out that different recruitment policy and procedure should be adopted according to the different developing stage of organization, and the scientific and systematic evaluation mechanism is also of vital importance.

The Impacts of Human Resource Management Practices on the Performance of Enterprises in Abidjan(Cte d'Ivoire)

In this paper,we theorize about the impacts of human resource management（HRM） practices on enterprises＇ performance in Abidjan（Cote d＇Ivoire）.Specifically,we emphasize the correlation between HRM practices and the perceived enterprise performance.A factor analysis of different HRM practices was utilized.The exploratory factor analysis on the HRM practices for managerial employees revealed three HRM dimensions：employee development,feedback systems,and pay/organization.A separate factor analysis for HRM practices for non-managerial employees led to the same conclusions.These three factors resemble those obtained in previous empirical study and discussed in the theoretical HRM literature.Therefore,the relationship among these three HRM dimensions and their relationship with enterprise performance was examined in the present study to facilitate comparison between managerial and non-managerial employees in the Ivorian context.

Human Resources

The theoretical foundations of human resources(HR)involve various concepts that are often are perceived much differently by employers and employees.They include leadership strategies,diversity,employee relations,ethical responsibilities,corporate responsibilities,labor relations,staffing,security,technology,and much more.Research has supported the premise that if executed wisely,the systems defined in HR theory can increase performance and the potential for competitive advantage.It is important to define the knowledge gaps regarding what relevant attributes HR CEO’s and employees need to possess and understand.Ultimately,HR managers are responsible for a variety of functions that will ensure the success of their organization and analyzing multiple perspectives aids in moving towards a productive,cohesive unit.Steps can be taken by both the supervisors and frontline staff,to solidify the strength of the unit and those actions begin by first understanding each job’s perspective.The following presents key concepts from the administrative role and the employee role in a generalized business environment.

The Strategic Role of Human Resources in the Globalization Process

Globalization has contributed to rapid technological development,dominated by the importance of human resources as a key to society’s development and progress.A modern approach to strategic HRM is the most important phenomenon of today,helping to align the skills currently used with the goals the company pursues.A new industry is constantly evolving in the field of human resource management through strategic human resource management(HRM).The data show that human resource efficiency is an important factor that enables a company to have long-term benefits in terms of profits,competencies,and other goals.In the HRM system,this plays a significant role in planning long-term goals and strategies.The skills necessary to fulfill organizational goals are developed by individuals’personal sense of attitude and creativity synergistically related to the needs and desires of employees.The business function or human resources sector today is much more than a form of employment in the future.The efficient use of human resources is needed to provide companies with a competitive advantage and set long-term goals for a successful business,which are just some of the priorities of global business.Human resource management organization(HRM)includes selection,training,evaluation and rewarding of employees,organizational leadership,organizational culture.HRM emerged as a concept in the early 20th century,when researchers began documenting ways to create business value through strategic workforce management.Initially,transactional work dominated,but due to increased globalization,further HRM research today focuses on strategic initiatives,such as talent management,industrial and employment relations,inclusion,and more.Human resource management(HRM)refers to HR and management practices and systems that affect the workforce.The human resources of any organization are made up of all the people who carry out some activities within the enterprise.HRM’s core responsibilities include job design and job analysis,training and development,recruitment,team building,performance management,employee appraisal,etc.HRM affects the management and productivity of the company.It plays an important role in the training and control of employees and the organization.HRM plays a vital role in sustaining the lives,work,and career planning of employees.It helps HR managers resolve conflicts and motivate employees to pursue personal and organizational goals.To achieve organizational goals within HRM,it is important to conduct training and education.Without the ability of good HRM management and employee confidence in leadership,chaos and conflicts arise in the organization.HRM plays a vital role in the organization to achieve organizational goals,solve problems,manage workforce diversity,and the like.

Cycle Evolution of the Impact of Ability-Enhancing,Motivation-Enhancing,and Opportunity-Enhancing Strategic Human Resource Management on Product Innovation in Science and Technology Enterprises

This study is based on the Ability-Motivation-Opportunity(AMO)model.Through two sub-studies,it explores the influence of ability-enhancing,motivation-enhancing,and opportunity-enhancing strategic human resource management(SHRM)in science and technology enterprises,on product innovation performance(PIP).It also reveals the dynamic evolution that influence from the perspective of the enterprise lifecycles.Sub-study 1 analyzes 441 questionnaires from managers of science and technology enterprises,using a qualitative comparative analysis method to determine the differences in the lifecycles of different enterprises.A qualitative comparative analysis of the questionnaires identifies the configurations of AMO SHRM,organizational emotional capability(OEC),and organizational human capital(OHC)that affect PIP at different lifecycles.Sub-study 2 empirically validates the dynamic capability path and resource-enhancing path of the impact of AMO SHRM on PIP using 444 questionnaires from managers of science and technology enterprises.The outcomes make the following revelations.(1)There are two possible configurations for product innovation during the startup stage,and opportunity-enhancing SHRM(OSHRM),OEC,and OHC are necessary conditions for impacting product innovation.There are three possible configurations for product innovation during the growth phase,and three possible configurations during the mature phase.(2)OSHRM in the startup stage affects product innovation through human capital,while ability-enhancing SHRM(ASHRM)and motivation-enhancing SHRM(MSHRM)do not significantly affect product innovation.ASHRM and OSHRM in the growth stage affect product innovation through OEC and OHC,while MSHRM has a significant impact on product innovation.AMO SHRM in the mature stage affects PIP through OEC and OHC.The study compares the impact of AMO SHRM on PIP from the perspectives of dynamic capability and resource-enhancing paths,and longitudinally analyzes the adaptability of the two paths in different stages of the enterprise life,providing reference for science and technology enterprise management practices.

Expatriation as an Element of Diversity Management

The ongoing internationalization of companies goes hand in hand with an increase of international assignments. With it, knowledge is transferred and diverse teams emerge in the subsidiaries abroad. However, expatriation management and diversity management have been separated areas so far. Thus, the readiness to use expatriation as an integral element of an overall diversity strategy has been evaluated in an exploratory empirical study. For this purpose, semi-structured interviews have been conducted with both expatriates and HR （human resources） managers in six subsidiaries and the headquarters of an international mechanical engineering company. It was found that operative aspects of the expatriate management dominate the viewpoint of those involved. However, the findings also suggest that an implicit recognition of advantages that stem from the variety of individual employees exists. Willingness to systematically strengthen the exchange and learning process was detected. Based on these results, a new approach could be conceptualized and implemented. This provides various foci for further research.

Promotion Standards and Practices across the Business Cycle:Evidence from Korea

Korean employers notoriously practice seniority-based personnel management, rather than one prioritizing workers’ skills or performance, and this has changed only slowly amid the evolving business landscape and advancing labor standards. This study contributes to understanding this phenomenon by assessing Korean firms’ promotion criteria and practices over the past decade across distinct phases of industry business cycles, and between the economy’s primary and secondary sectors. Primary-sector firms are shown to be less likely than secondary-sector firms to base their promotion decisions on the analysis of workers’ achievements and colleague ratings, but rather on their performance of core job duties. Primary-sector firms have more advancement steps within their management ranks, and longer wait time until promotion at all ranks. Secondary-sector firms are flatter hierarchically, featuring shorter time to promotion at all ranks and fewer advancement steps, but also a lower fraction of promotions based on special merit. Firms’ promotion practices change over the business cycle. During expansionary years, the hierarchical dispersion of workers within organizations widens, particularly among primary-sector firms, with more workers remaining as regular staff but more managers promoted to senior management. As firms recruit more regular staff, years to promotion to managerial positions, and the count of advancement steps increase. Business expansion induces firms to streamline promotions to management based on colleague ratings subject to lesser review of workers’ own achievements. Over the past decade, promotions by special merit have receded while those by colleague ratings have gone up. Firms are thus apparently not transitioning toward merit- and achievement-based promotions, and continue relying on subjective colleague ratings and job-content analysis in their stagnant hierarchical structures. This has implications for workers and for policymakers tasked with ushering in more inclusive, objective and meritocratic personnel management practices.

职业韧性在发展型人力资源管理实践与护士建言行为间的中介作用

目的探讨发展型人力资源管理实践与护士建言行为的关系,以及职业韧性的中介作用。方法便利抽取河南省7所三甲医院的328名护士,采用发展型人力资源管理实践量表、职业韧性量表和建言行为量表进行调查。采用AMOS26.0软件建立中介效应模型。结果发展型人力资源管理实践、职业韧性、建言行为总分分别为68.70±6.26、94.16±8.80、33.65±8.35。职业韧性在发展型人力资源管理实践与护士建言行为之间起部分中介作用,中介效应占总效应的54.5%。结论护士建言行为、职业韧性及医院发展型人力资源管理实践均处于中等水平;发展型人力资源管理实践可直接促进或通过职业韧性间接影响护士的建言行为。医院应采取发展型人力资源管理策略,提升护士的职业韧性,从而提高其建言行为。

感激导向人力资源管理实践的驱动机制及其作用机理

目前关于战略人力资源管理实践的研究过度关注结果导向而忽视了员工福祉,员工作为企业最重要的资源,其付出需要组织给予认可与肯定。然而,感激导向人力资源管理实践是由何种因素形成,又会给组织、部门及个体带来何种影响,既有文献缺乏系统思考和实证研究。鉴于此,本文将探究中国情境下感激导向人力资源管理实践的驱动机制与作用机理。首先,探讨感激导向人力资源管理实践的形成因素。其次,探讨感激导向人力资源管理实践对组织韧性与企业社会责任的影响机制。再次,探讨感激导向人力资源管理实践对领导感激表达的影响机制。最后,探讨感激导向人力资源管理实践对员工帮助行为的影响机制。本文拓展了工作场所组织感激的研究视角,为组织优化人力资源管理实践提供参考和借鉴。

发展型人力资源管理感知对员工创造力的影响机制:社会信息加工理论视角

基于社会信息加工理论,通过对108家企业的108份高管问卷和754份员工问卷进行统计分析,探究发展型人力资源管理感知对员工创造力的影响过程及作用机理,并分析工作自主性感知的中介作用以及组织结构的调节作用。研究结果表明:发展型人力资源管理感知对员工创造力具有积极影响,工作自主性感知的中介作用受组织结构的调节。当组织结构偏有机型时,发展型人力资源管理感知对工作自主性感知的正向影响较强,而且发展型人力资源管理感知会较多地通过工作自主性感知的中介作用对员工创造力产生间接的积极影响。

线上领导领地行为的概念、测量、前因及影响

线上办公日渐成为常态,虽与组织的时空分离给予员工高度自主,但削弱了领导的控制感并带来不确定性。领导如何实现在虚拟空间的控制感,保持其管理有效性已成为当前研究热点。鲜有研究将“线上办公”与“领地行为”结合,故限制了对线上控制和线上领导领地行为表征形式的理解。本研究拟首先开发符合线上办公这一时代背景的线上领导领地行为量表,提供实证测量工具;其次,探讨并解析线上办公与线上领导领地行为的联系;再次,线上领导领地行为虽能化解领导关于控制方面的忧虑,却会违背员工对自主的期望,故本研究提出并分析这一行为的双刃剑效应;最后,分析数字化人力资源管理的调节作用。关注线上领导领地行为这一命题可为线上控制提供有益借鉴。

人力资源管理中员工福利与组织绩效的相关性研究

为探究人力资源管理中员工福利与组织绩效之间的相关性,采用问卷调查法进行实证研究,描述性统计与多元回归分析发现,薪酬福利与职业发展对组织绩效具有显著的正向影响,而工作环境因素的影响相对较弱,提升员工薪酬水平与提供良好的职业发展机会可有效促进组织绩效的整体提升。建议企业重视员工薪酬福利与职业发展,通过提高薪酬水平,改善薪酬结构,提供更多的职业发展机会,关注工作环境的改善等提升员工的工作满意度与舒适度,以全面提升员工的福利待遇,促进组织绩效的提升。

互惠规范视角下包容性人力资源管理实践对员工回报行为的影响机制研究

基于社会交换理论的互惠视角,通过对179家企业共1 095名员工的3阶段问卷调查,探讨了包容性人力资源管理实践对员工回报行为的作用机制和边界条件。研究结果表明:包容性人力资源管理实践正向影响员工的互惠规范感知;互惠规范感知在包容性人力资源管理实践与员工的突破式创新投入、包容性人力资源管理实践与助人行为的关系中起中介作用;平衡型领导削弱了包容性人力资源管理实践通过互惠规范感知激发突破式创新投入和助人行为的中介作用,当平衡型领导水平较高时,该中介效应会减弱,说明平衡型领导与包容性人力资源管理实践存在替代效应。

危机情境下领导意义给赋对下属变革担当行为的影响研究——基于意义建构理论视角

员工变革担当行为在提高员工工作绩效,提升其工作满意度和情感承诺,激励员工工作投入,促进其职业发展等方面具有积极作用。危机情境中下属变革担当行为可能是通过“领导意义给赋→下属意义重构→下属变革担当”的机制产生的。领导角色榜样是领导意义给赋对下属变革担当行为作用机制的边界条件。文章以有调节的双中介模型为基础,通过对288份领导—下属配对问卷的统计分析发现,领导意义给赋对下属变革担当行为具有促进作用;下属的建设性责任知觉及组织贡献期望感知在二者关系中起中介作用;领导角色榜样对领导意义给赋与建设性责任知觉的关系具有调节作用,同时调节了建设性责任知觉的中介效应。具体而言,领导展现的角色榜样越强,领导意义给赋行动就越能激发下属的建设性责任知觉,让他们更愿意进行主动变革担当。

柔性人力资源管理对企业员工创新行为的影响研究

知识经济时代组织创新成为企业保持竞争优势的重要动力来源。人力资源尤其是那些具有良好创新思维与创新能力的员工,更是促进组织创新和持续稳定发展的动力源泉。作为对传统人力资源管理的全面系统优化,近年来柔性人力资源管理得到广泛关注。本文论述了柔性人力资源管理影响员工创新行为的路径,分析了传统人力资源管理抑制创新行为的原因,并提出了加强柔性人力资源管理推动员工创新行为的对策建议。

组织认同与科研产出:基于信息资源管理学科教师的实证研究

科研产出对于教师职业发展具有重要的推动作用,单位制的削弱为高校教师的职业发展提供了流动空间,这为探讨中国情景下高校教师的组织认同与科研产出之间的关系赋予了极强的现实意义。以全国招收“信息资源管理”专业(原为“图书情报与档案管理”)学术型研究生的所有院校的师资力量为研究对象,在控制人口统计学变量、教育背景和岗位特征因素的条件下,考察组织认同对教师的中外文科研产出的影响。研究发现,人口统计学变量、教育背景、岗位特征等因素对科研产出的影响与已有研究结果基本一致,然而,组织认同对科研产出的作用复杂。具体来说,组织认同会正向影响外文科研产出,但负向影响中文科研产出。这一结果表明高校管理机构在培养组织认同过程中需要激发科研人员的工作积极性,在坚持国际化的同时鼓励“把论文写在祖国的大地上”。

悖论式领导对员工前瞻行为的影响研究——组织支持感和中庸思维的中介作用

悖论式领导具有矛盾性和灵活性,是一种在处理上下级关系、工作决策与执行、权力分配及工作氛围构建等方面,兼顾矛盾又紧密联系的领导风格。以组织支持理论、社会学习理论为基础,引入组织支持感、中庸思维作为中介变量,基于环境不确定性的调节效应,有助于研究悖论式领导对员工前瞻行为的作用机制。对405份员工调查数据进行实证分析显示,悖论式领导正向影响员工前瞻行为;组织支持感、中庸思维在悖论式领导与员工前瞻行为之间发挥部分中介作用;环境不确定性正向调节悖论式领导与组织支持感、悖论式领导与员工中庸思维之间的关系。研究结论有助于丰富对悖论式领导作用效果的探讨,对中国本土管理情境下的员工积极行为具有一定启示作用。

团队绩效压力对员工退缩行为的影响:领导奖励缺失的调节作用

团队已经成为现代社会组织创造价值的必备工具。当今社会节奏加快,员工面对的团队绩效压力随之增加。基于资源保存理论和期望理论,选取团队绩效压力对员工退缩行为这一角度进行研究,同时引入领导奖励缺失这一变量,通过探究团队绩效压力和员工退缩行为的关系及其可能的影响机制,以及领导奖励缺失对团队绩效压力和员工退缩行为的影响进行研究。研究结果显示,团队绩效压力对员工退缩行为有显著的正向影响,领导奖励缺失正向调节团队绩效压力与员工退缩行为之间的关系。建议企业要关注团队绩效压力的管理,重视员工的退缩行为,充分发挥领导激励作用,从而提高员工效率,促进组织生产水平的提升。