Strategic HR functions and firm performance: The moderating effects of high-involvement work practices

Kim, Hyondong; seungsik, kang

doi:10.1007/s10490-011-9264-6

Cited by 40 publications

(55 citation statements)

References 40 publications

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“…A number of related reasons include the developments in the fields of HRM and IHRM where the present debate is linked to the contribution of the HR function towards organizational performance (e.g., Chow, Teo, & Chew, 2013;Gerrard & Lockett, 2018;Kim & Sung-Choon, 2013;Ma, Long, Zhang, Zhang, & Lam, 2017) (to what extent this is valid for firms operating in the Middle East?) and the convergence-divergence thesis (to what extent HRM in the Middle East is converging-diverging with other parts of the world) respectively; growing interest of businesses, researchers and policy makers in the region as it continues to economically grow amidst of socio-political and security-related developments, some of which are still unfolding; there are regular calls for such analysis for the under-researched parts of the world (e.g., Gao, Zuzul, Jones, & Khanna, 2017); and the influence of the unique socio-cultural and the rapidly changing institutional set-up of the Middle East (e.g., the nationalization programs being pursued dealing with recruitment and development of citizens to increase their employability, thereby reducing the country's dependence on an expatriate workforce) is not yet adequately researched.…”

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confidence: 99%

The state of HRM in the Middle East: Challenges and future research agenda

et al. 2018

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Based on a robust structured literature analysis, this paper highlights the key developments in the field of human resource management (HRM) in the Middle East. Utilizing the institutional perspective, the analysis contributes to the literature on HRM in the Middle East by focusing on four key themes. First, it highlights the topical need to analyze the context-specific nature of HRM in the region. Second, via the adoption of a systematic review, it highlights state of development in HRM in the research analysis set-up. Third, the analysis also helps to reveal the challenges facing the HRM function in the Middle East. Fourth, it presents an agenda for future research in the form of research directions. While doing the above, it revisits the notions of Buniversalisticâ nd Bbest practice^HRM (convergence) versus Bbest-fit^or context distinctive (divergence) and also alternate models/diffusion of HRM (crossvergence) in the Middle Eastern context. The analysis, based on the framework of cross-national HRM comparisons, helps to make both theoretical and practical implications.

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confidence: 99%

The state of HRM in the Middle East: Challenges and future research agenda

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“…H. Kim and Kang (2013) The positive effect of a strategic HR function on firm performance is strengthened by union participation in company strategy. Marchington and Suter (2013) Multiple forms of employee involvement and participation are complementary and not mutually exclusive.…”

Section: Xueqing Fanmentioning

confidence: 99%

“…A high level of human capital is believed to increase the benefits of employee participation (Glaeser, Ponzetto, & Shleifer, 2007;Harrison & Freeman, 2004;Kerr, 2004). Given the conflicting findings in the current literature (e.g., Bryson et al, 2005;Kim & Kang, 2013), which suggest potential contingencies in the interaction effect of HRM and employee participation on organizational outcomes, we contend that investigating human capital, along with the association between HPWS and organizational performance, under various participative mechanisms will be helpful to address the discrepancy. Consequently, we investigate the three-way interaction effects of human capital, direct voice mechanism and corporate governance participation, and HPWS on organizational innovation.…”

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confidence: 94%

How and when matter: Exploring the interaction effects of high‐performance work systems, employee participation, and human capital on organizational innovation

Zhou

Fan

Son

2019

Human Resource Management

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Existing research on the relationship between high‐performance work systems (HPWS) and organizational innovation has paid insufficient attention to the boundary effects of employee participation and human capital. Bridging the human resource management (HRM) and employment relations literature, this study contributes to the contingency view of HRM and China‐specific research by investigating how human capital and employee participation, direct voice mechanism, and corporate governance participation jointly moderate the relationship between HPWS and organizational innovation. We test our three‐way interaction model using a sample of 108 firms and 1,250 employees in China. The results suggest that HPWS are positively associated with organizational innovation when employees with relatively less human capital are coupled with more direct voice mechanism or less corporate governance participation. In contrast, HPWS are negatively related to organizational innovation when employees possessing greater human capital are coupled with more direct voice mechanism. The theoretical and managerial implications and future research directions are discussed.

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“…Chow & Liu, 2009;Chow, Teo, & Chew, 2013;Darwish, Singh, & Mohamed, 2013;Kim & Kang, 2011;Singh, 2003;Richard & Johnson, 2001). For example, Singh (2003) showed that a strategic HR function affected firm performance in the Indian context.…”

Section: Hypothesismentioning

confidence: 99%

“…For example, Singh (2003) showed that a strategic HR function affected firm performance in the Indian context. Using a sample of South Korean firms, Kim and Kang (2011) found that a strategic HR function interacted with high-involvement work practices to affect firm performance. A study by Chow et al (2013) supported the mediating role of a firm's strategic HR orientation in the relationship between HR systems and firm performance in the Singaporean context.…”

Section: Hypothesismentioning

confidence: 99%

Training investment and organizational outcomes: a moderated mediation model of employee outcomes and strategic orientation of the HR function

Choi

Yoon

2015

The International Journal of Human Resource Management

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Using a predictive research design with data collected at three different time points over a four-year period from 277 firms in South Korea, we investigated how and when investment in employee training leads to improved organizational outcomes. The results showed that employee commitment and competence mediated the relationship between training investment and organizational outcomes. The moderated mediation analyses further revealed that the mediated relationship between training investment and organizational outcomes via employee commitment and competence was stronger when the human resources (HR) function within an organization was highly strategically oriented. Based on the results, implications for strategic HR research and practice were provided.

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Strategic HR functions and firm performance: The moderating effects of high-involvement work practices

Cited by 40 publications

References 40 publications

The state of HRM in the Middle East: Challenges and future research agenda

The state of HRM in the Middle East: Challenges and future research agenda

How and when matter: Exploring the interaction effects of high‐performance work systems, employee participation, and human capital on organizational innovation

Training investment and organizational outcomes: a moderated mediation model of employee outcomes and strategic orientation of the HR function

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