A Framework for Human Resource Configurations in Knowledge-intensive Organizations

Lin, Xiaowan; Tang, Tianhao

doi:10.5430/ijba.v7n1p1

Cited by 7 publications

(9 citation statements)

References 49 publications

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“…They are very much depended upon by the organization and this shows that these employees are not easily available in the market and nurturing of these needed skills will provide the organization with more returns on productivity (Lepak & Snell, 1999Norris, 2015). This configuration aspires to fulfil an employee's full potential and educates the employees with knowledge that is beneficial to the company (Lepak & Snell, 1999;Kang et al, 2007;Norris, 2015;Batistic et al, 2016;Lin & Tang, 2016). Organizations that associate with this configuration are invested in having a long-term relationship with its employees and shows that trust by providing and financing heavily its employees with training, education and equipping them with knowledge that not only benefits the employees but also the organization.…”

Section: A) Commitment Hr Configurationmentioning

confidence: 99%

Untangling the Link between Human Resource Configuration and Performance of Malaysian Manufacturing Organizations: The Mediating Role of Strategic Human Capital

Lee¹,

Halim²,

Ramayah³

2022

IJARBSS

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Human resource (HR) configuration is very imperative in influencing the performance of an organization. However, the link between HR configuration and organizational performance is yet to be determined and little is known about the variables that could mediate this relation. By analysing data from a single industry, this paper aims to enhance understanding the mediating role of strategic human capital between HR configuration and organizational performance. Strategic human capital is a resource that permits an organization to accomplish competitive advantage and higher performance. To establish strategic human capital, however, is not easily fulfilled. As such it is timely to examine the influence of different types of HR configuration namely commitment, productivity, compliance and collaboration on strategic human capital, the impact on organizational performance and subsequently the mediation effect of strategic human capital. The study uses quantitative research approach where 164 responses were gathered. The data were analysed through PLS-SEM. The results indicated that each dimension of HR configuration affect organizational performance through the influence of strategic human capital. The results showed that the role of strategic human capital is important for the organizations to bring about. More importantly, it provides an insight with empirical evidences that prove the influence of strategic human capital in the relationship between HR configuration and organizational performance.

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Section: A) Commitment Hr Configurationmentioning

confidence: 99%

Untangling the Link between Human Resource Configuration and Performance of Malaysian Manufacturing Organizations: The Mediating Role of Strategic Human Capital

Lee¹,

Halim²,

Ramayah³

2022

IJARBSS

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“…There are also other conceptualizations in regard to HRM practices. Complicating the landscape of AMO, Lin and Tang (2016) argue, that to understand complex relationships between HRM practices and performance, there is a necessary distinction to be made between High Performance Work Systems (HPWS) and High Commitment Work Systems (HCWS). HPWS, as the management approach, focuses on the direct influence on performance through attitudinal structuring, for example, skill formation, quality control, and performance management.…”

Section: On the Wings Of Amo Theorymentioning

confidence: 99%

Untitled

2019

JEMI

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The JOURNAL OF ENTREPRENEURSHIP, MANAGEMENT AND INNOVATION is an interdisciplinary, double blind-reviewed journal, emphasizing theoretical and empirical articles in entrepreneurship, management, innovation and related fields. The journal is published both in printed form and on-line at www.jemi.edu.pl. THE ENTREPRENEURSHIP AREA OF THE JOURNAL The entrepreneurship area of the journal covers the three major topics: 1) venture creation and small business, 2) the impact of entrepreneurship on economic growth including local and regional development, and 3) entrepreneurial attitudes and motives. We invite original papers of theoretical and empirical nature, rooted in the disciplines of economics, management, sociology, political science, and psychology. The interdisciplinary research is encouraged to assure a comprehensive approach to the topics discussed and to advance both theory and practice. THE MANAGEMENT AREA OF THE JOURNAL Management, as a thematic scope of the journal, focuses on theoretical and empirical considerations of various areas, such as: strategic management, operation or production management, human resource management, information and management, contemporary management problems, new methods and management tools, new forms of organization and management, new threats in management, or new challenges in the organization's environment. THE INNOVATION AREA OF THE JOURNAL The innovation area of the Journal's focus will emphasize a broad range of topics and approaches, including (but not limited to): 1) role of private and public sector in development and diffusion of innovations, 2) product, process and business model innovations, 3) profiles of innovative products, structures and processes, aimed at improving management practice and providing inspiration for entrepreneurs, 4) comparative analyses of national, regional policy or sector issues, such as R&D trends, patents, citations etc., 5) theoretical work on economic, organizational and scientific aspects of innovation, encouraging the search for inspirations from various disciplines, including natural sciences, arts and humanities. THE ENTREPRENEURIAL FINANCE AREA OF THE JOURNAL The entrepreneur or entrepreneurial firm, the institutions providing finance to the entrepreneurs, and the different types of financial sources used by the entrepreneurial firms or investors. Among the areas of our special interests might be enumerated: accounting and corporate finance, financial market as a background for SME development, entrepreneurial finance, regulatory and supervisory aspects related to corporate finance.

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“…In consequence, they suggested that organizations that develop effective routines for acquiring human assets develop a stock of talent not easily imitated (Koch & McGrath, 1996). Furthermore, they found that these HR practices were related to labour productivity in a sample of business units and that this relationship was stronger in capital-intensive organizations (Lin & Tang, 2016). Lepak and Snell (1999) asked executives to describe the HR systems that existed for jobs that represented particular quadrants of their model and found considerable support for the idea that the value and uniqueness of skills are associated with different types of HR systems within the same organization (Lepak & Snell, 1999).…”

Section: Competencies Competency Framework and Organizational Perfomentioning

confidence: 99%

Do Competency Frameworks Influence Business Performance? An Empirical Study of the Nigerian Banking Sector

Adefe¹,

Watson²,

Liddle³

2019

IJHRDPPR

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The competency-based management system has grown to become one of the most influential HRM tools of the 21st century. However, there remains limited empirical data addressing the relationship between the adoption of a competency framework and organizational performance. The study reported upon in this paper is based within the Nigerian banking sector. A qualitative methodological approach was adopted, employing interviews with employees of the top ten high street banks in Nigeria. The result of the field data was subsequently analyzed using NVivo in order to achieve the aim of the research. The findings revealed that competency-based management frameworks are being used and that indeed they are a key management tool within the selected Nigerian banks. Importantly, the findings clearly suggest the adopted competency frameworks are having a positive impact on the banks' performance.

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A Framework for Human Resource Configurations in Knowledge-intensive Organizations

Cited by 7 publications

References 49 publications

Untangling the Link between Human Resource Configuration and Performance of Malaysian Manufacturing Organizations: The Mediating Role of Strategic Human Capital

Untangling the Link between Human Resource Configuration and Performance of Malaysian Manufacturing Organizations: The Mediating Role of Strategic Human Capital

Untitled

Do Competency Frameworks Influence Business Performance? An Empirical Study of the Nigerian Banking Sector

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