Commitment-based HR practices, different types of innovation activities and firm innovation performance

Standard HRM Practices: A Review & Theoratical Framework

“…Recruitment & Selection are one of the essential, fundamental, vital & indispensable HR practices (Aladwan et al, 2015); (Albrecht et al, 2015); (Ceylan, 2013); (Delery & Gupta, 2016); (Donate et al 2015); (Lewis, 2003); (MacDuffie, 1995); (Petrescu & Simmons, 2008); (Zheng et al 2007); (Zibarras & Coan, 2015). "Specifically, recruitment refers to the range of processes an organization uses to attract qualified individuals on a timely basis and in sufficient numbers and to encourage them to apply for jobs in the organization" (Fried & Fottler, 2008)Since Recruitment of the best employees is a crucial constituent for organizational success recruiters ought to understand the applicants' needs and enhance their recruitment services to address needs with a specific end goal to attract more qualified applicants.…”

“…Various authors based on their studies specified a number of HRM practices with respective outcomes. Summary of those practices are listed in the table below: (Ngo et al ,1998) Reinforcement through leadership, Organizational culture (Hiltrop ,1996) Bundle of commitment-based HR practices:-Selection,Incentives, andTraining and development policies (Ceylan ,2013) (Fey et al ,2000) Two broad categories:-Maintenance&Development (Veth et al 2017) Specific sets of high-performanceHRM practices:-1.…”

“…Training and development are very essential from both individual and organizational perspective (Aladwan et al ,2015;(Albrecht et al, 2015); (Ceylan, 2013); (Delery & Doty, 1996); (Deshpande & Golhar, 1997); (Donate et al 2015); (Fey et al, 2000); Kinnie et al 2005; (Lewis, 2003); (Maheshwari & Vohra, 2015); (MacDuffie, 1995); (Maresaux et al, 2012); (Ngo et al, 1998); (Petrescu & Simmons, 2008); (Veth, Korzilius, Van der Heijden, Emans, & De Lange, 2017).Although organizations are using training and development as an intend to satisfy the gap between predetermined standard and real performance of employees for quite a while, however now a days training and development activities seek to accentuate flexibility, adaptability, and consistent improvement to ensure that organizations can survive and compete in a perpetually competitive environment (Nickson, 2007). Performance Appraisal: Performance Appraisal is especially critical HR practice for organizations to achieve desired outcomes including success of its performance management system.…”

How Do Human Resource Practices Strengthen Open Innovation? An Exploratory Analysis

“…In this respect, human resource practices can be described as tools that are used to manage the skills, abilities, and behaviours of employees, whereby the skills and abilities affect the behaviours of employees, which in turn have a direct effect on firm-level outcomes (Wright and McMahan, 1992). While these relations have not been empirically investigated within an OI context yet, several scholars have investigated the relationship between the adoption of human resource practices and general innovation performance (Ceylan, 2013;Chen and Huang, 2009) and knowledge sharing (Cabrera and Cabrera, 2005;Collins and Smith, 2006). Ceylan (2013) has explored the relationship between a commitment-based human resource system, which is a bundle of commitment-oriented human resource practices, and product innovation activities.…”

Algılanan Bağlılık Tabanlı İnsan Kaynakları Sisteminin Algılanan Gelişim Kültürü ve Yenilikçi İş Davranışına Etkisi

“…Ayrıca bu ilişkiyi bireysel düzeyde inceleyen çalışmaların az sayıda olduğu da dikkat çekmektedir. Bu çalışmaların genellikle örgütsel düzeyde gerçekleştirildiği ve bağlılık tabanlı insan kaynakları sistemiyle işletmenin yenilik performansı arasındaki nedensel ilişkilerin incelendiği görülmektedir (Ceylan, 2013;Lopez-Cabrales ve diğ., 2009;Collins ve Smith, 2006;Shipton ve diğ., 2005). Aynı zamanda, örgüt kültürünün aracılık etkisini inceleyen çalışmaların genellikle örgütsel düzeyde yapıldığı (Wei ve diğ., 2011;Chan ve diğ., 2004;Hartog ve Verburg, 2004), algılanan bağlılık tabanlı insan kaynakları sisteminin algılanan örgüt kültürü aracılığıyla yenilikçi iş davranışına etkisinin yeterince incelenmediği düşünülmektedir.…”