Strategic intent, high-performance HRM, and the role of the HR director: an investigation into attitudes and practices in the country of Jordan

Singh, Satwinder; Darwish, Tamer K.; Anderson, Neil

doi:10.1080/09585192.2011.637074

Cited by 18 publications

(23 citation statements)

References 38 publications

(42 reference statements)

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“…It is not HR managers but middle/line managers who are directly responsible for supervising staff and thus for implementing HR decisions and influencing employee perceptions and performance (Singh et al, 2012;Sheehan et al, 2014). Interactions between line managers and subordinate employees are crucial given that they are normally the implementers of employment policies and practices including pay, discipline, and performance (Guest et.al, 2013;Kuvass et al, 2014;Woodrow and Guest, 2014;Brewster et.al, 2015;Gilbert et.al, 2015).…”

Section: Implementing Hr Practicesmentioning

confidence: 99%

“…With some exceptions (e.g., Welbourne and Cyr, 1999;Hope Hailey et al, 2005;Singh et al, 2012;Martin and Gollan, 2012;Sheehan et al, 2014;Chadwick et al, 2016), most studies of the so-called "black box" of the HRM -performance relationship focus upon HR practices (processes/systems/policies/strategies), rather than the role played by the HR department in making strategic HR decisions. On the other hand, the stream of research that focuses on the influence of HR department/professionals on strategic decision making on the board (e.g., Ulrich and Brockbank, 2005;Kelly and Gennard, 2007;Charan et al, 2015) tends to exclude a more indepth consideration of HR practices and their relationship to firm performance.…”

Section: Introductionmentioning

confidence: 99%

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An integrative approach to HRM–firm performance relationship: a missing link to corporate governance

Petrović¹,

Saridakis

Johnstone

2018

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Purpose The purpose of this paper is to contribute to ongoing debates regarding the human resource management (HRM)-firm performance relationship. In seeking to provide a more complete picture of the relationship, the paper discusses the existing literature and proposes an integrative framework that draws upon different literatures and multiple theoretical perspectives. Design/methodology/approach This review includes nearly 100 research studies published in this field. The review includes papers published in mainstream HRM journals and broader management journals with strong ties to HRM literature. Importantly, the paper also identifies a gap – a missing link – that concerns the importance of incorporating insights from corporate governance (CG) literature when considering strategic HR decision-making. Findings A significant contribution of this paper to theory is to propose an integrative framework that conceptualises the elusive relationship between HRM and firm performance, and which draws on different literatures and multiple theoretical perspectives in to offer more holistic insights into the relationship. The paper discusses the implications of the integrative perspective for theory and practice. Originality value This paper argues that one of the main stumbling blocks for developing a better understanding of the mechanisms through which HRM creates value in an organisation is the fragmentation of the HRM literature between “HR as practices” and “HR as the department/profession”, as well as a tendency to neglect insights from the CG literature.

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Section: Implementing Hr Practicesmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

An integrative approach to HRM–firm performance relationship: a missing link to corporate governance

Petrović¹,

Saridakis

Johnstone

2018

View full text Add to dashboard Cite

show abstract

“…Largely, the research in this area in particular had been concerned with evaluating the level of strategic HR involvement and HR devolution rather than measuring their direct impacts on performance (see,for example, Budhwar& Sparrow, 1997; Khatri, 1999;Budhwar, 2000;Andersen et al, 2007;Othman, 2009, Singh et al, 2012a.…”

Section: Hrm and Organisational Performance (Op)mentioning

confidence: 99%

“…If people are an organisation's most valued asset and have to be deployed optimally in order to achieve organisation goals, then, in order to do so, they have to be effectively involved and integrated within the strategic activities of the firm; again, it could be argued that the day-to-day HR issues to Line Managers may free-up the HR department to concentrate on issues of strategy (Cunningham and Hyman, 1999;Budhwar, 2000;Singh et al, 2012a). More closely linking the HR function with the organisation's strategic decision-making process recognises the importance of effective and efficient HRM in obtaining enduring competitive advantage (Budhwar, 2000;Truss et al, 1997).…”

Section: Strategy Hr Involvement and Hr Devolvementmentioning

confidence: 99%

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Can HRM alleviate the negative effects of the resource curse on firms? Evidence from Brunei

Darwish

Mohamed

Wood

et al. 2017

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Purpose: The resource curse literature suggests that firms operating in non-oil and gas industries in petrostates face considerable challenges in securing competitiveness and sustaining themselves. Based on a firm level survey within a micro-petrostate, Brunei, this study explores the relationship between specific HR policies and practices and organisational performance, analysing, comparing and contrasting oil and gas with non-oil and gas sectors, and draws out the comparative lessons for understanding the potential and performance consequences of HR interventions in resource centred national economies.Design/methodology/approach: Data for this study was generated from a primary survey administered amongst the HR Directors in companies operating in all sectors in Brunei. A statistically representative sample size of 214 was selected. Findings:We confirmed that firms in the oil and gas sector indeed performed better than other sectors. However, we found that the negative effects associated with operating outside of oil and gas could be mitigated through strategic choices: the strategic involvement of HR directors in the affairs of the company reduced employee turnover and added positively to financial returns across sectors. Practical implications:Developing and enhancing the role of people management is still very much easier than bringing about structural institutional reforms: the study confirms that at least part of the solution to contextual difficulties lies within, and that the firm level consequences of the resource curse can be ameliorated through strategic choice. Originality/value:The nature of the present investigation is one of few studies conducted in South East Asia in general and in the context of Brunei in particular. It also contributes to our understanding whether HR interventions can ameliorate the challenges of operating in a nonresource sector in a resource rich country.

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Green manufacturing for sustainable development: The positive effects of green activities, green investments, and non‐green products on economic performance

2022

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This article explores the impact of green manufacturing practices, disentangled in green activities, green investments, and the type of product made, on the economic performance of firms. Using survey data collected by European Commission from European small-and medium-sized enterprises (SMEs), we adopt the selfdetermination theory to investigate the extent to which the number of green activities, green investments, and type of product made affects a firm's economic performance. We argue that consumers are affected by firms' green manufacturing practices in response to the pressing environmental issues affecting our era. Our results reveal that while the number of green activities has a positive effect on economic performance, the amount of green manufacturing investments has an inverted U-shaped relationship to economic performance and that this effect is positively moderated if a company also sells non-green products. Our study contributes to the literature on green manufacturing by dissecting the effect of green manufacturing practices on a company's economic performance. Our findings also provide managers with advice on the right balance of green practices that most benefit their companies.

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Strategic intent, high-performance HRM, and the role of the HR director: an investigation into attitudes and practices in the country of Jordan

Cited by 18 publications

References 38 publications

An integrative approach to HRM–firm performance relationship: a missing link to corporate governance

An integrative approach to HRM–firm performance relationship: a missing link to corporate governance

Can HRM alleviate the negative effects of the resource curse on firms? Evidence from Brunei

Green manufacturing for sustainable development: The positive effects of green activities, green investments, and non‐green products on economic performance

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