The influence of human resource management in savings bank performance

Pérez, Petra De Saá; Falcón, Juan Manuel García

doi:10.1080/02642060412331301252

Cited by 22 publications

(9 citation statements)

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“…Similarly, the results supplement the findings of De Saá Pérez and Falcón (2004), who observed that Spanish banks, which developed their pool of human capital, achieved a superior level of profitability. Therefore, as Islamic banks compete in dynamic global markets, it is essential for IBs to increasingly adopt ambidextrous strategies where exploration and exploitation capabilities are combined simultaneously (Ferraris et al, 2017).…”

Section: Discussion Of Findingssupporting

confidence: 87%

Exploring the Nexus Between Human Capital, Corporate Governance and Performance: Evidence from Islamic Banks

2017

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This paper offers novel insight into the Islamic banking business model by considering the effect of investments in human capital and corporate governance features on the market performance of Islamic banks. Based on a sample of 47 banks (30 full-fledged Islamic banks and 17 Islamic Shariah-windows) operating in different regions during the 2005-2010 period, and controlling for firm-specific characteristics, this paper finds investments in human capital to have a significant positive impact on the market value in the pre-and post-financial crisis period. Based on a market measure, this paper finds board size and CEO power to have a significant positive impact, while the size of Shariah Supervisory Board (SSB) has the opposite effect on market performance. The results further reveal that the Islamic banking sector is not a homogeneous group, with full-fledged Islamic banks having lax corporate governance mechanisms and large size, while their counterparts, Islamic Shariah-windows, having strong corporate governance mechanisms tend to invest more in human capital to yield positive market value. Overall, the analysis suggests that the financial crisis may have further spurred the impact of investments in human capital on the market performance.

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Section: Discussion Of Findingssupporting

confidence: 87%

Exploring the Nexus Between Human Capital, Corporate Governance and Performance: Evidence from Islamic Banks

2017

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“…− Future studies should take differences in time lag between the different levels into account. 1991-2000 2001-2005 2006-2010 2011-2015 2016-2017 Cluster Analysis (Arthur, 1992(Arthur, , 1994Cutcher-Gershenfeld, 1991;Doeringer, Evans-Klock, & Terkla, 1998;Kalleberg & Moody, 1994;Nyambegera, Sparrow, & Daniels, 2000;Osterman, 1994) (Bae & Yu, 2005;Camelo, Martín, Romero, & Valle, 2004;De Saá-Pérez & García-Falcón, 2002;De Saá Pérez & García-Falcón, 2004;Doeringer, Lorenz, & Terkla, 2003;Ferratt, Agarwal, Brown, & Moore, 2005) (Delaney & Huselid, 1996;Pérotin & Robinson, 2000;Whitfield, 2000;Wright, McCormick, Sherman, & McMahan, 1999) (Cappelli & Neumark, 2001) (Birdi et al, 2008;E. Chang, 2006;…”

Section: Research Needs and Sample Research Questionsmentioning

confidence: 99%

A Systematic Review of Human Resource Management Systems and Their Measurement

Boon¹,

Hartog

Lepak

2019

Journal of Management

335

422

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In the strategic human resource (HR) management literature, over the past three decades, a shared consensus has developed that the focus should be on HR systems rather than individual HR practices because the effects of HR practices are likely to depend on the other practices within the system. Despite this agreement, the extent to which the fundamental assumption in the field of interactions and synergy in the system holds true is unclear. We present a systematic review of 495 empirical studies on 516 HR systems in which we analyze the development of HR systems research over time and identify important trends, explicitly linking conceptualization and measurement of the HR system. Our findings suggest that the increasingly broad conceptualization and measurement of HR systems and the lack of clarity on the HR systems construct at different levels have hampered research progress. Much of the research to date does not align with the fundamental assumption of synergies between HR practices in a system, the measures have problems and increasingly confound HR systems with related concepts and outcomes, and insufficient attention is paid to the HR system construct at different levels. Overall, we thus still know little about the “systems” element and how synergies and interactions in an HR system operate. We offer actionable suggestions on how to advance HR systems research towards conceptual clarity and construct refinement, focusing both on how to conceptualize, measure, and combine practices in systems and on studying such systems at different levels of analysis.

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“…The RBV says nothing about the relation between the HR practices and employee motivation and between employee motivation and firm performance. Rather, the arguments linking HR to motivation and motivation to performance derive from theories of employee motivation (see, for example, De Saa Perez and Falcón, 2004). RBV scholarship generally follows this pattern – invoking the RBV but actually justifying hypotheses with other, non‐RBV, theories.…”

Section: What Is the Rbv?mentioning

confidence: 99%

Operations management and the resource based view: Another view

Bromiley

Rau

2015

J of Ops Management

232

179

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a b s t r a c tThis paper evaluates the usefulness of the resource-based view (RBV) to the field of operations management. Based on the seminal RBV articles, we argue that using the RBV does not align with the objectives and activities of operations management researchers in several ways. First, the dependent variable in the RBV is sustained competitive advantage. Using sustained competitive advantage as a dependent variable implies that scholars focus on explaining the differences between the relatively few firms with sustained competitive advantage and all the other firms, ignoring performance variations within the great mass of firms. In addition, competitive advantage exists at the level of the business or the firm and does not directly translate into the normal level of operations management research. Measuring sustained competitive advantage also presents difficulties. Second, the explanatory variables in the RBV are resources that must be rare, valuable and hard or impossible to imitate. Measuring valuable resources or factors firms cannot imitate poses serious problems both in demonstrating value independent of the factor's impact on performance (i.e., avoiding tautology) and in measuring unique or nearly unique entities. Third, under the RBV, prescription is problematic; you cannot prescribe things that firms can readily implement because such things can be imitated. We present the practice-based view (PBV) as a simpler and better alternative for operations management where scholars attempt to explain the entire range of firm and unit performance based on transferable practices.

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The influence of human resource management in savings bank performance

Cited by 22 publications

References 0 publications

Exploring the Nexus Between Human Capital, Corporate Governance and Performance: Evidence from Islamic Banks

Exploring the Nexus Between Human Capital, Corporate Governance and Performance: Evidence from Islamic Banks

A Systematic Review of Human Resource Management Systems and Their Measurement

Operations management and the resource based view: Another view

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