Impact of human resource management on performance in competitive priorities

Abstract

Purpose – Human resource management (HRM) is considered an important issue in operations strategy (OS). Furthermore, OS effectiveness depends on performance in competitive priorities (CP). However, little empirical evidence exists about the relationship between them. Thus, the purpose of this paper is to investigate the impact of HRM on performance in CP. Design/methodology/approach – The research was conducted by surveying a sample of medium and large manufacturing companies in the Colombian coffee region. Three groups of variables were studied: performance in CP, HRM practices and factors related to employees. A regression analysis was conducted to test the hypotheses. Findings – No significant relationship was found between HRM practices and performance in CP. Regarding the factors related to employees, two findings were relevant: first, when the companies involve features about the individuals in OS decision making (motivations, personal goals, abilities, etc.) better performance can be observed in CP; second, when employees reach a higher level of satisfaction and job performance, the performance in CP improves as well. Practical implications – Considering the importance of HRM practices, appropriate adjustment and application should be sought to improve company performance. Furthermore, factors related to employees (features about the individuals, job satisfaction and employee performance), must be properly aligned with the OS. Originality/value – The paper addresses an issue supported by little empirical evidence. Because few studies have considered the total set of CP identified in the literature review, the authors applied an indicator to establish the global performance of the production system according to the market requirements. Traditionally, HRM has been studied from the perspective of management practices, giving little attention to employees. In this research, the authors consider not only this perspective but also the effects of factors related to employees on performance in CP when they are aligned with the OS.

Juxtaposition of Organizational Competitive Factors and Performance Evaluation in Conjunction with Their Implications for HRM in MNCs: Part One, Contextual Review and Comparison of Central European and Polish Findings

“…In this sense, it is not only technology or financial resources that can make competitive advantage of the company but the competencies of employees and managerial staff, including HR executives (cf. Pablos and Miltiadis, 2008;Kohont and Brewster, 2014;Kupczyk and Stor, 2017), together with the quality of management practices as well (Vivares-Vergara et al, 2016). This goes in line with a broader discussion of the centralization and decentralization practices within management at different organizational levels and in different management areas and how these patterns may support or hamper the success of a company.…”

Perceived Organizational Performance in Recruiting and Retaining Employees with Respect to Different Generational Groups of Employees and Sustainable Human Resource Management

“…Human resource management practices are usually monitored in terms of management practices, paying little attention to employees, therefore, factors related to employees, such as motivation, and their skills and potential should also be considered. Increasing levels of job satisfaction and performance can be achieved when human resource management consider also factors related to employees [27].…”

Analysis Of Employee Efficiency In The Hotel Industry Based On DEA Model

“…Having committed employee can facilitate organization in combating difficulties in occurrence of business adversity. However, the perspective from the employee side was always seem to be typically neglected and does not count by the HRM studies (Vivares-Vergara et al, 2016). Employee experiences with HRM implementation are incredibly vital and they should have been engaged in their work to boost the general performance of an organization and uphold its value (Taneja et al, 2015).…”