Expanding the concept of fit in strategic human resource management: An examination of the relationship between human resource practices and charismatic leadership on organizational outcomes

McClean, Elizabeth; Collins, Christopher

doi:10.1002/hrm.21945

Cited by 86 publications

(107 citation statements)

References 90 publications

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“…Reviews of theoretical developments and methodological progress suggest that the field of HRM has blossomed (Bainbridge, Sanders, Cogin, & Lin, 2017; Wright & Ulrich, 2017). Yet understanding has proceeded in a skewed fashion, paying much less attention to the population of small and medium‐sized enterprises (SMEs) (Hayton, 2003; McClean & Collins, 2019; Sheehan, 2014; Wapshott & Mallett, 2016). The “sparseness” of the current empirical record in SMEs (Chadwick & Li, 2018, p. 1415) is surprising given that SMEs account for the vast majority of private sector employment and net job creation across the globe (OECD, 2015).…”

Section: Introductionmentioning

confidence: 99%

“…First, one on‐going concern for HRM is a failure to adequately accommodate context and incorporate boundary conditions (Chadwick et al, 2013; Cooke, 2018). SMEs evidently have distinguishing characteristics which open up interesting questions for HRM research (McClean & Collins, 2019). The labor‐intensive nature of SMEs, their inherent resource poverty, owner‐manager influence, and the predominance of informality suggests distinctive HRM formulation and implementation challenges (Baron & Hannan, 2002; Klaas, Semadeni, Klimchak, & Ward, 2012).…”

Section: Introductionmentioning

confidence: 99%

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A quarter‐century review of HRM in small and medium‐sized enterprises: Capturing what we know, exploring where we need to go

Harney

Alkhalaf

2020

Human Resource Management

128

204

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Despite the proliferation of HRM research, only a small fraction explores the context of small and medium‐sized enterprises (SMEs). Where HRM in SMEs has received attention, the literature base remains fragmented and variable, comprising a plurality of definitions, explanations, and methods. To advance understanding, this paper uses a quarter‐century systematic review drawing on an evidence base of 137 peer‐reviewed articles. A cumulative framework is presented capturing key developments and synthesizing existing areas of research focus. Analysis of limitations and knowledge‐gaps finds a failure to differentiate across various types of SMEs, limited appreciation of SME characteristics and contextual conditions, and a dominance of managerial perspectives. An agenda for future research on HRM in SMEs is outlined with respect to definitional parameters, HR practices, HRM–performance, key determinants, and presenting issues. The paper concludes that SMEs offer a unique, fruitful, and timely context for investigations of HRM.

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Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

A quarter‐century review of HRM in small and medium‐sized enterprises: Capturing what we know, exploring where we need to go

Harney

Alkhalaf

2020

Human Resource Management

128

204

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“…Currently, when advances in technology, information, and globalization occur most often, the human factor is becoming the biggest competitive advantage. The importance of human resources is considered strategic [28][29][30][31][32]. They become a part of strategic management of an enterprise and a factor important for sustainability.…”

Section: Introductionmentioning

confidence: 99%

Employee Motivation as a Tool to Achieve Sustainability of Business Processes

et al. 2019

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Employee performance and their new ideas, as well as their efforts to promote the company in positive ways help build the values of an enterprise. Properly motivated managers, white-collar, and blue-collar workers use their performance to affect the business efficiency, and therefore the success and sustainability of the enterprise. Selecting the right structure of motivation factors, especially those aimed at job category and gender, is the main role of enterprise management. The aim of this study is to analyze and define differences in the perception of the preferred level of motivation in terms of gender and job category. The questionnaires were given to randomly selected employees working in Slovak enterprises in order to ensure variability and randomness of respondent selection which is necessary for relevant data acquisition. Following the average, the order of the importance of motivation factors of 3720 respondents was defined. The Student’s t-test and Tukey’s HSD test were used. We confirmed that there are statistically significant differences in the perception of the motivation in terms of job category. Moreover, we proved the significant differences between genders in the job category of blue-collar workers. We did not observe differences between genders in the other job categories studied. The results reported should be accepted and implemented in motivational programs by the employees of human resource departments as a way to keep up with strategic human resource management.

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“…Businesses have realised by now that their success largely depends on their employees. Human resources have some distinctive peculiarities that make it different from other resources and thus more valuable (Machova et al, 2018;McClean and Collins, 2019). Through the survey and its evaluation, we found out how the performance of the manager's work and the style of communication between the subordinates and the manager on the employees in the selected health care organization in Slovakia are affected.…”

Section: Table 1 Equations For Hypothesis Verificationmentioning

confidence: 99%

Innovative trends in human resources management: evidence for the health care system

Gallo¹

2019

MMI

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The article focuses on the area of innovative trends in human resources management in selected health care organization in Slovakia. The labour force management has a significant impact on the results of business activities. The content of the article is an overview of the theoretical knowledge from the field of human resources management and evaluation of the data of the; own survey carried out in selected health care organization. The basis of the article is the set assumptions aimed at the division of employees by age and their influence on the application of the manager's will and the two-way communication with the manager. The research part of the article is aimed at obtaining and evaluating the data obtained by the questionnaire survey on the application of the leading methods in health care organization. The result of this article is hypothesis verification using a chi-square test and subsequent assessment of the style of leadership in the examined health care organization. At the significance level of p<0.05, and a statistically significant correlation between all pairs of analysed methods was revealed. Statistical methods have found that there is a statistically significant relationship between employee age and perception of managerial will. A statistically significant relationship was also confirmed between the age of employees and the bilateral style of communication between the manager. From a more indepth examination of these relationships, we note that younger employees are more sensitive to the behaviour of managers to employees, and younger employees are more inclined to communicate with the management on both sides. To evaluate the whole research, we can say that it is important to involve employees in business activities and pay attention to innovative trends in human resources management. We can state that there is no proper way of guiding people, but businesses should also seek to involve employees in decision-making. The possibility of subordinates participating in the company decision-making process may bring forth efficient directions and thereby help achieve higher company performance proving as positive contributions for stockholders, managers but for the employees, as well.

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Expanding the concept of fit in strategic human resource management: An examination of the relationship between human resource practices and charismatic leadership on organizational outcomes

Cited by 86 publications

References 90 publications

A quarter‐century review of HRM in small and medium‐sized enterprises: Capturing what we know, exploring where we need to go

A quarter‐century review of HRM in small and medium‐sized enterprises: Capturing what we know, exploring where we need to go

Employee Motivation as a Tool to Achieve Sustainability of Business Processes

Innovative trends in human resources management: evidence for the health care system

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