No abstract

Exploring the HRM-performance relationship: the role of creativity climate and strategy Purpose While an established stream of research evidence has demonstrated that Human Resource Management (HRM) is positively related to organisational performance, explanations of this relationship remain underdeveloped while performance has been considered in a narrow fashion. Exploring the relevant but often neglected impact of creativity climate, this paper examines key processes (mediation and moderation) linking high-performance human resource practices with a broad range of organisational performance measures. Design/methodology/approach The paper draws on a People Management Survey of 169 HR managers from top performing firms in the Republic of Ireland. Findings The findings provide general support for the role of creativity climate as a key mediator in the HRM-performance relationship, while strategic orientation was found to play a significant role in moderating the impact between HRM and employee performance but not HPWS, HR performance and organisational performance. Practical implications HPWS are found to directly impact a range of organisational performance outcomes. Creativity climate provides an understanding of the mechanisms through which such impact takes effect. Organisations should develop a clear and consistent general HR philosophy to realise HR and organisational performance, but also pay due attention to the key contingencies in terms of nature of employee desired behaviours. Originality/value The paper offers a more intricate understanding of the key factors shaping both the operation and impact of the HRM-performance relationship. Purposeful consideration of multi-faceted dimensions of organisational outcomes enabled a more nuanced and considered explication of the impact of HPWS.

Despite hints of more pluralist undercurrents, workplace values and beliefs have rarely been surfaced to inform our understanding of HRM. This paper examines management and employee workplace values and beliefs in the national contexts of Ireland and New Zealand. The findings indicate (a) a divergence of managerial beliefs at the level of society and at the level of their own workplace, (b) an overall pluralist orientation among employees. These findings highlight the importance of greater sensitivity to ideological orientation and more pluralist understandings of HRM.

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.

No abstract

Labour turnover has been an important research topic in social science over the past century, involving disciplines such as human resource management, industrial relations, organizational behaviour, individual and organizational psychology, economics and health sciences. This paper presents a systematic literature review of voluntary labour turnover, providing an in-depth analysis of 1375 labour turnover studies published up to July 2019 in 142 academic journals listed in the Chartered Association of Business Schools Academic Journal Guide 2018. The analysis of theoretical and empirical labour turnover studies reveals:(1) distinctive foci in the development of labour turnover research over the past hundred years; (2) relative lack of attention to testing specific labour turnover theories; (3) a prevailing quantitative approach to identifying antecedents of labour turnover; (4) increased reliance on turnover intention as a proxy for actual turnover. This paper highlights these trends over time, providing insight into problematic areas from theoretical, methodological and empirical points of view.We suggest avenues for a more productive route to coherent theoretical, methodological and empirical development of labour turnover research.

No abstract

Despite the increasing popularity of the Ability, Motivation, Opportunity (AMO) framework in the Human Resource Management (HRM) field, AMO research is at a crossroads in theoretical and empirical development. This is due to (a) a lack of clarity about the conceptualisation and measurement of AMO variables, (b) the construction of AMO articles that do not distinguish between AMO differences and AMO‐enhancing HRM practices and fail to integrate them, (c) a lack of understanding about how AMO variables at the individual and organizational levels interact to generate individual and organizational performance, and (d) a lack of consideration of the process (mediators and moderators) through which AMO generates performance gains. Based on the analysis of 104 quantitative HRM articles published between 1997 and 2022, this study helps to draw clearer distinctions among AMO variables and levels of analysis. The review of the empirical literature shows that there is excessive heterogeneity with regard to the conceptualization and utilisation of AMO variables, which in turn leads to scale proliferation. We find that research on AMO‐enhancing HRM practices and AMO differences is rarely combined and tends to be tested at a single level rather than more logical cross‐level effects between AMO‐enhancing HRM practices, AMO differences and performance. We also found that whereas Ability and Motivation differences mediate the relationship between AMO‐enhancing HRM practices and performance, opportunity appears to be a boundary condition in the relationship between Ability and Motivation with performance outcomes. The paper concludes with relevant avenues for future AMO research suggested for the field of HRM.