Bundles of <scp>HRM</scp> practices and performance: empirical evidence from a <scp>L</scp>atin <scp>A</scp>merican context

Bello‐Pintado, Alejandro

doi:10.1111/1748-8583.12067

Cited by 73 publications

(100 citation statements)

References 65 publications

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“…(Bello-Pintado, 2015;Claudia, 2015;Sterling & Boxall, 2013)). That is to say; a face-to-face methodology for obtaining reliable measures in the form of verbal responses.…”

Section: What Investigations Have Been Conducted To Validate the Model?mentioning

confidence: 99%

“…Training and Development Armstrong, Flood, Guthrie, Liu, MacCurtain & Mkamwa., 2010;Bainbridge, 2015;Bello-Pintado, 2015;Block & Pickl, 2014;Boon et al, 2014;Boselie et al, 2005;Boselie, 2010;Choi & Yoon, 2015;Choi, 2014;Claudia, 2015;Demortier et al, 2014;Drummond & Stone, 2007;Ehrnrooth & Björkman, 2012;Fu et al, 2013;Ganli, Long, & Ming, 2014;Gould-Williams & Gatenby, 2010;Guerci et al, 2015;Harney & Jordan, 2008;Innocenti et al, 2011;Jiang, Lepak, Hu, et al, 2012;Katou & Budhwar, 2010;Knies & Leisink, 2014;Kroon et al, 2013;Ming et al, 2014;Munteanu, 2014;Obeidat et al, 2010;Raidén et al, 2006;Ramsay, Scholarios & Harley, 2000;Renwick, Redman & Maguire, 2012;Ruzic, 2015;Sarikwal & Gupta, 2013;Schimansky, 2014;Shih et al, 2007;Shin, Jeong & Bae, 2016;Sterling & Boxall, 2013;Tuuli & Rowlinson, 2009;Vermeeren, Kuipers & Steijn, 2014;Wood et al, 2015) Recruitment and Selection ...…”

Section: Ability (A)mentioning

confidence: 99%

“…Performance Appraisal (Armstrong et al, 2010;Bello-Pintado, 2015;Boon et al, 2014;GouldWilliams & Gatenby, 2010;Jiang, Lepak, Hu, et al, 2012;Ming et al, 2014;Obeidat et al, 2010;Ramsay et al, 2000;Vermeeren, 2010) Extrinsic Incentives Bainbridge, 2015;Block & Pickl, 2014;Boon et al, 2014;Ehrnrooth & Björkman, 2012;Innocenti et al, 2011;Jiang, Lepak, Hu, et al, 2012;Katou & Budhwar, 2010) Pay for Performance (Individual) (Choi, 2014;Demortier et al, 2014;Fu et al, 2013;Ganli et al, 2014;Ramsay et al, 2000;Sarikwal & Gupta, 2013;Wood et al, 2015) Pay for Performance (Group level) (Armstrong et al, 2010;Bello-Pintado, 2015;Demortier et al, 2014;Ganli et al, 2014;Ming et al, 2014;Wood et al, 2015) Recognition (Bainbridge, 2015;Block & Pickl, 2014;Claudia, 2015;Innocenti et al, 2011) Job Security (Bello-Pintado, 2015;Boselie et al, 2005;Jiang, Lepak, Hu, et al, 2012;Raidén et al, 2006;Sarikwal & Gupta, 2013) Internal Promotion (Bello-Pintado, 2015;…”

Section: Motivation (M) (Extrinsic)mentioning

confidence: 99%

“…Information Sharing and Communication Armstrong et al, 2010;Bello-Pintado, 2015;Block & Pickl, 2014;Boselie et al, 2005;Choi, 2014;Drummond & Stone, 2007;Ehrnrooth & Björkman, 2012;Fu et al, 2013;Harney & Jordan, 2008;Jiang, Lepak, Hu, et al, 2012;Katou & Budhwar, 2010;Ming et al, 2014;Raidén et al, 2006;Shih et al, 2007;Shin et al, 2016) Suggestions Systems, Complaint Systems or Surveys in Place Choi, 2014;Ganli et al, 2014;Guerci et al, 2015;Innocenti et al, 2011;Jiang, Lepak, Hu, et al, 2012;Ramsay et al, 2000;Wood et al, 2015) …”

Section: Opportunity (O) (Knowledge -Sharing)mentioning

confidence: 99%

“…Autonomy (Bello-Pintado, 2015;Boselie et al, 2005;Boselie, 2010;Drummond & Stone, 2007;Ehrnrooth & Björkman, 2012;Knies & Leisink, 2014;Kroon et al, 2013;Ming et al, 2014;Sarikwal & Gupta, 2013;Vermeeren, 2010) Irregular and Regular Flexibility (Bal & De Lange, 2015;Claudia, 2015;Drummond & Stone, 2007;Wood et al, 2015) Table 6. Opportunity-enhancing practices retrieved from the Review protocol…”

Section: Opportunity (O) (Autonomy-enhancing)mentioning

confidence: 99%

See 4 more Smart Citations

Deconstructing AMO framework: a systematic review

2016

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Purpose: The AMO framework has been widely accepted in HRM literature for explaining the linkage between human resources practices and performance. However, it remains unclear whether this model has been fully demonstrated or not. Hence, we propose a systematic review that aims at identifying those investigations that have thoroughly tested the model, as well as the approaches used by them. Findings: AMO model is an excellent and structured framework that provides a better understanding of the relationship between HRM and performance. Moreover, the effectiveness of the model's proposal appears to be beyond doubt. In fact, a well trained and skilled employee will perform better, and a motivated worker will be ready to "go the extra mile".Likewise, if the work environment does not provide adequate opportunities, both abilities and motivation might become meaningless. However, we consider that many other factors could influence the positive effects of HPWS. As a matter of fact, not only contextual factors, but -1040-Intangible Capital -http://dx.doi.org/10.3926/ic.838 also individual beliefs, personal affinities, or personal circumstances (among others) might affect the implementation of these practices and the subsequent outcomes. For this reason, we consider that developing an HRM model that perfectly fit any situation is a very complicated, if not impossible, task. Research limitations/implications:The results show a significant variability in both research approaches and variables taken into consideration. In addition, it seems that little research has been conducted to verify the AMO model directly. Therefore, we consider that there is a great need to study the model from a more systematic perspective. A thorough understanding of the model could lead to a better understanding of the problems that organizations face when implementing human resource practices.Originality/value: Our study shed light on some aspects of the AMO framework within the HRM context. Specifically, we aimed to identify whether or not it is possible to confirm the model as it was originally proposed. We also find out which HR practices and measures of performance were considered across investigations, to define a standard approach.

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“…(Bello-Pintado, 2015;Claudia, 2015;Sterling & Boxall, 2013)). That is to say; a face-to-face methodology for obtaining reliable measures in the form of verbal responses.…”

Section: What Investigations Have Been Conducted To Validate the Model?mentioning

confidence: 99%

Section: Ability (A)mentioning

confidence: 99%

Section: Motivation (M) (Extrinsic)mentioning

confidence: 99%

Section: Opportunity (O) (Knowledge -Sharing)mentioning

confidence: 99%

Section: Opportunity (O) (Autonomy-enhancing)mentioning

confidence: 99%

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Deconstructing AMO framework: a systematic review

2016

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The role of green human resource management in the translation of greening pressures into environmental protection practices

et al. 2022

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Corporate environmental sustainability requires two complementary types of green practices—environmental protection hardware (EPH) and environmental protection software (EPS). Stakeholder greening pressures drive implementation; however, corporate responses vary, often lacking the balance and intensity of EPS and EPH needed. This paper explores the role of green human resource management (GHRM) in explaining variations in the implementation of EPH and EPS in response to stakeholders' pro‐environmental pressures. Drawing on stakeholder theory and the ability, motivation, and opportunity (AMO) framework, a mediating role is hypothesized. Empirical findings from Brazil using structural equation modeling reveal that increased green pressure from stakeholders drives the adoption of both types of green practices through a partial mediating role of GHRM that is stronger for EPH than for EPS. The value of this study lies in the consideration of EPH and EPS practices in the same model and expanding stakeholder theory on how stakeholders can improve environmental protection through GHRM. Implications are that organizations can level the field for the balanced application of EPS and EPH with a system of green human resource management practices—training, assessment, rewards, and teamwork—to channel the translation of stakeholder pressures into workplace green outcomes. Limitations, future research ideas, and policy and practice implications are detailed.

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Still in search of strategic human resource management? A review and suggestions for future research with China as an example

Cooke

Xiao

Chen

2020

Human Resource Management

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Strategic human resource management (SHRM) has been an important strand of research in the HRM field for over three decades, and has attracted heated debates in recent years. One main critique of the state of SHRM research is its increasing detachment from HRM practice, in the pursuit of more theoretical rigor and methodological sophistication. Our review article has two main tasks. First, we review SHRM research published in two leading HRM journals—Human Resource Management and Human Resource Management Journal—in the light of the criticisms on SHRM research and use this as a backdrop of our second task. Second, we critically examine SHRM research conducted in the Chinese context by drawing on a systematic review on extant literature. In doing so, we draw on a wider range of HRM journals such as Human Resource Management Review, The International Journal of Human Resource Management, and so forth. We find that while the trend of psychologization in SHRM research is gathering pace, the range of theoretical perspectives mobilized to inform the studies is actually expanding. We call for SHRM research to be more contextualized and more practical phenomenon‐driven SHRM research. We indicate several avenues for future research, using China as an example.

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Bundles of HRM practices and performance: empirical evidence from a Latin American context

Cited by 73 publications

References 65 publications

Deconstructing AMO framework: a systematic review

Deconstructing AMO framework: a systematic review

The role of green human resource management in the translation of greening pressures into environmental protection practices

Still in search of strategic human resource management? A review and suggestions for future research with China as an example

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