Bundles of HRM practices in family and non-family firms: the impact on enhancing performance

Bello‐Pintado, Alejandro; Garcés-Galdeano, Lucía

doi:10.1080/09585192.2017.1391311

Cited by 19 publications

(16 citation statements)

References 64 publications

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“…Furthermore, the strategic perspective of HRM suggests that organisations can derive maximum benefits from using bundles of HRM practices instead of only using individual HRM practices, working in isolation (Boselie et al , 2005; Wright and Boswell, 2002; Lawler et al , 2011; MacDuffie, 1995). The reason for this is that the individual HRM practices that form the bundles complement each other and generate combined synergistic effects that are far greater than that of each individual best practice (Bello-Pintado and Garcés-Galdeano, 2019; Delery, 1998; Becker and Gerhart, 1996; Subramony, 2009). Indeed, a recent empirical study by Bello-Pintado and Garcés-Galdeano (2019) shows how, in the manufacturing context in Uruguay and Argentina, coherent bundles of HRM practices based on the AMO framework have positively affected performance.…”

Section: Discussionmentioning

confidence: 99%

“…The reason for this is that the individual HRM practices that form the bundles complement each other and generate combined synergistic effects that are far greater than that of each individual best practice (Bello-Pintado and Garcés-Galdeano, 2019; Delery, 1998; Becker and Gerhart, 1996; Subramony, 2009). Indeed, a recent empirical study by Bello-Pintado and Garcés-Galdeano (2019) shows how, in the manufacturing context in Uruguay and Argentina, coherent bundles of HRM practices based on the AMO framework have positively affected performance. Likewise, using a meta-analysis of 65 studies, Subramony (2009) revealed that HRM bundles have significantly larger impacts than their constituent individual HRM practices do on organisational outcomes.…”

Section: Discussionmentioning

confidence: 99%

“…Additionally, the strategic of HRM perspective suggests that organisations can derive maximum benefits from using bundles of HRM practices instead of only using individual HRM practices (Boselie et al , 2005; Lawler et al , 2011). The reason for this is that the individual HRM practices that form the bundles complement each other in generating combined synergistic effects that are far greater than that of each individual best practice (Bello-Pintado and Garcés-Galdeano, 2019; Delery, 1998; Subramony, 2009). Inspired by this discourse in the strategic HRM literature, our review seeks to ignite a debate about whether researchers in the field of sustainable HRM should treat the concept as a bundle of practices or as individual sustainable HRM best practices and what their implications will be for the strategic management of all organisations.…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Sustainable human resource management: a systematic review of a developing field

Anlesinya

Susomrith

2020

JGR

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Purpose This study aims to systematically review sustainable human resource management (HRM) research with the aim of establishing its research themes, methods and contextual focus to develop a better understanding of the state of the field and the gaps in the research, as well as to propose a future research agenda. Design/methodology/approach This study uses a systematic literature review method that involves the use of 122 studies from six reputable databases covering January 2003 to March 2020. Findings There is an over-concentration on the ecological perspective of sustainable HRM and managers dominate the examined population. Moreover, there are geographical imbalances in sustainable HRM research. More so, the idea of bundling sustainable HRM practices together has received scanty research attention relative to the individual sustainable HRM best practices. Consequently, from a strategic HRM perspective, the authors highlight various ways to bundle sustainable HRM practices together. Also, the authors suggest that the ability-motivation-opportunity enhancing (AMO) theory’s perspective provides particularly useful means for this investigation. Furthermore, the findings suggest that sustainable HRM can influence organisations to become more competitive and effective in their quests to ensure economic prosperity, social well-being and ecological outcomes for their stakeholders. Practical implications The evidence reveals that there are significant gaps in the literature on the topic and confirms that the field is still at its developmental stage. Hence, there is a need for more rigorous research on the topic to help develop a better understanding of this new field. Originality/value This study contributes by providing the first comprehensive review of sustainable HRM themes, methods and contextual focus and by proposing future research agenda. It, therefore, offers a valuable point of departure for those moving into the sustainable HRM domain, as well as valuable insights for those already working in this space.

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Section: Discussionmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Sustainable human resource management: a systematic review of a developing field

Anlesinya

Susomrith

2020

JGR

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“…First, this study provides an insight on the significance of distinctive HRM practices on each element of OL-CAP and retail SME performance. Theoretically, most studies have focused on bundles of HRM practices rather than standalone practices (Bello-Pintado and Garcés-Galdeano, 2017;Chahal et al, 2016). Second, this study contributes to OL-CAP literature by testing OL-CAP as a mediating variable.…”

Section: Introductionmentioning

confidence: 91%

SME performance: does organizational learning capability really matter?

Hooi

2020

IJOA

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Purpose The purpose of this paper is to establish if indeed human resource management (HRM) practices drive organizational learning capability and, in turn, fortify small and medium enterprises (SMEs) performance. The purpose of mediation analysis is to see if the influence of organizational learning capability is stronger than the direct influence of HRM practices on SME performance. Design/methodology/approach Data was collected from managerial-level employees of SMEs using questionnaire survey. This study used the Partial Least Squares approach to structural equation modeling to test the hypothesized relationship, as it involves the relationships among multiple variables. Findings Of the HRM practices, incentive and compensation and team working seem to be important for firm performance. As for organizational learning capability, only openness and experimentation and managerial commitment have a direct positive impact on firm performance. The results of the mediation analysis established organizational learning capability as a mediator, albeit partially. Originality/value Although prior research revealed a positive relationship between HRM practices and performance, this study illuminates the black box in-between, as few studies have established its importance in the relationship between HRM practices and firm performance. The findings provide more consensus on the ongoing debate on the linkages among HRM practices, SME performance and organizational learning capability.

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“…However, current perspectives on family firms as employers are fragmented and present a mixed view on the benefits of family involvement (Chrisman et al, 2005;Sánchez-Marín et al, 2017). While socioemotional wealth can be maintained more easily through closed communication channels and limited employee engagement (Fang et al, 2017;Harris et al, 2004;), this is often coupled with calls for family firms to enhance opportunity for broader employee participation, in order to bolster performance (Bello-Pintado & Garcés-Galdeano, 2017;Madison et al, 2018). Instead of focus on such output-driven interpretations, I turn attention to what family influence means for the employee of the firm, as this may help explain the challenges family firms face in finding and retaining staff.…”

Section: Introductionmentioning

confidence: 99%

Identifying as an outsider: implications for nonfamily in small family firms

Cunningham

2018

The International Journal of Human Resource Management

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Bundles of HRM practices in family and non-family firms: the impact on enhancing performance

Cited by 19 publications

References 64 publications

Sustainable human resource management: a systematic review of a developing field

Sustainable human resource management: a systematic review of a developing field

SME performance: does organizational learning capability really matter?

Identifying as an outsider: implications for nonfamily in small family firms

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