Strategic HRM, Innovation and HR Delivery for Human Resource Management, Innovation and Performance

Sparrow, Paul

doi:10.1057/9781137465191_2

Cited by 6 publications

(7 citation statements)

References 41 publications

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“…One of the remarkable findings of this study is that KG has the most significant effect on HRM performance. This result is consistent with research findings that link HRM with innovation process (Aryanto et al , 2015; Kammerlander and Holt, 2018; Papa et al , 2018; Sparrow, 2016; Zainal, 2020). Moreover, there is empirical evidence regarding the relationship between organizational learning (Kasemsap, 2019), knowledge creation (Suder et al , 2019), KG (Zaim, 2016) and HRM.…”

Section: Discussionsupporting

confidence: 92%

Knowledge management and human resources performance: evidence from Turkish family businesses

Zaim

Ramadani

Dinibutun

et al. 2021

JFBM

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PurposeThe purpose of this study is to evaluate the effects of knowledge management (KM) processes on human resource management’s (HRM’s) performance in family-owned organizations. Therefore, a model is proposed to explain the core processes of KM and their effects on HRM's performance.Design/methodology/approachA field study is conducted based on data collected from family-owned companies in Turkey. The survey instrument is a self-administered questionnaire composed of 36 questions in total. There are three demographic questions, 18 questions aim to investigate KM processes and 15 questions aim to investigate HRM practices.FindingsThe results show that KM processes have significant positive relationships with HRM performance. Among the processes of KM, knowledge generation (KG) is found to have the most significant effect. This study shows that KM processes are enhancing HRM performance in family-owned organizations.Research limitations/implicationsFirst of all, it is conducted on family-owned companies. Hence, the results may change based on types of organizations. Second, convenience sampling was used in data collection. The majority of data were collected through HRM departments who were available, reliable and easy to access. Despite many advantages of this sampling technique on major disadvantage is lacking clear generalizability. For this reason, it is presumed that HRM awareness is high in the selected participants. Different sampling methods may lead to different results. Thus, for future research, it would be useful to make cross-cultural and cross-sectorial studies to compare the business cultures and to find more accurate outcomes related to KM and HRM implementations.Originality/valueNowadays, most of the family-owned companies are well aware of the statement that both KM and HRM have significant positive impacts on organizational outcomes. This research's findings indicate that KM processes enhance HRM performance in family-owned organizations. Therefore, family-owned organizations should pay more attention on KM processes and the linkage between KM and HRM in order to obtain better HRM results.

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Section: Discussionsupporting

confidence: 92%

Knowledge management and human resources performance: evidence from Turkish family businesses

Zaim

Ramadani

Dinibutun

et al. 2021

JFBM

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“…Lengnick-Hall, Beck, & Lengnick-Hall, 2011). SHRM covers the overall HR strategies adopted by business units and companies and it tries to underline the contribution of the personnel function on performance (M. L. Lengnick-Hall, Lengnick Hall, Andrade, & Drake, 2009;Sparrow, 2016). This strategic orientation is aligned with the approach adopted by the EFQM model.…”

Section: Shrmmentioning

confidence: 99%

“…The contingent view maintains that there are no best HR practices, because, in order to be effective, HR practices must be consistent with other aspects of the organization, specifically with its strategy (Akhtar, Ding, & Le, 2008). Finally, the configurational approach maintains the importance of implementing internally consistent HRM practices, rather than isolated practices, in order to affect performance (Tzabbar, Tzafrir, & Baruch, 2017;P. M. Wright, Dunford, & Snell, 2001).…”

Section: Leadershipmentioning

confidence: 99%

The link between people and performance under the EFQM excellence model umbrella

Para‐González¹,

Jiménez

Martínez‐Lorente

2018

Total Quality Management & Business Excellence

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Despite the growing attention that human resources have received in the management literature, the strategic role of the HR function is still being questioned. The main target of this paper is to determine whether firms that follow the strategy, leadership and personnel suggestions proposed by the EFQM Model contributes to improve organizational performance, and also determining if the strategic management of human resources plays a mediating effect between the personnel management and the results of the company. The study was performed using a questionnaire on a sample of 200 mediumsized industrial Spanish firms, and employing Structural Equations Modelling methodology. Our findings suggest that, under the EFQM Model, the influence of both leadership and strategy on people allows organizations to improve their performance. Moreover, a strategic approach in the management of human resources helps to enhance the contribution of personnel in the results of the company. This fact had not been broadly studied in prior literature and, moreover, it has not been found any joint framework linking leadership, strategy, personnel, strategic human resource management and performance in QM organizations. This study helps managers to identify what types of strategy and relationships with their staff can be most effective in improving the company's results. At the same time, it is a stimulus for the personnel directors who defend a strategic approach to the human resources function in their companies.

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“…The pandemic acted as a catalyst for the rapid adoption of digital tools and technologies. HRM is positioned as the facilitator of this integration, ensuring that employees have the necessary resources and support to work remotely and collaborate virtually effectively (Brewster & Mayrhofer, 2020;Sparrow & Cooper, 2020).…”

Section: Critical Evaluationmentioning

confidence: 99%

Human Resources Management Practices after COVID-19: A review

Mst. Nishrat Zaman

2023

World J. Adv. Res. Rev.

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The COVID-19 epidemic has forced organizations to adjust and reinvent their strategies swiftly, resulting in previously unheard-of changes in human resources management (HRM) practices. This thorough review paper aims to provide a nuanced picture of the post-pandemic HRM landscape by critically analyzing 30 academic works. The findings' synthesis reveals a dynamic environment characterized by agility, digital transformation, worker wellbeing, and strategy alignment. Businesses have used technology to improve communication, streamline operations, and enable remote work. Additionally, the epidemic has highlighted the significance of employee wellbeing, leading to the establishment of inclusive leadership and a culture. HRM practices have developed into strategic partners that support innovation and align with corporate objectives. This review study highlights the adaptation and resilience exhibited by organizations and provides helpful guidance for navigating the changing HRM paradigm in the post-COVID-19 environment.

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Strategic HRM, Innovation and HR Delivery for Human Resource Management, Innovation and Performance

Cited by 6 publications

References 41 publications

Knowledge management and human resources performance: evidence from Turkish family businesses

Knowledge management and human resources performance: evidence from Turkish family businesses

The link between people and performance under the EFQM excellence model umbrella

Human Resources Management Practices after COVID-19: A review

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