The Oxford Handbook of Human Resource Management

Boxall, Peter; Purcell, John; Wright, Pat

doi:10.1093/oxfordhb/9780199547029.001.0001

Cited by 141 publications

(12 citation statements)

References 450 publications

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“…The Department of Human Management is the backbone of managing institutions, especially service industries, as the implementation of this section includes techniques and procedures for the effective implementation of its human resource management policies (Deeb et al, 2020;Boxal et al, 2007). This description is consistent with Wright et al (1999), who describes HRM practices as organizational activities aimed at managing the human capital pool and ensuring that capital is used to achieve organizational objectives.…”

Section: Human Resource Management Practicesmentioning

confidence: 90%

Exploring the Relationship Between Human Resources Management Practices in the Hospitality Sector and Service Innovation in Jordan: The Mediating Role of Human Capital

Mahmoud¹,

Al-Mkhadmeh²,

Alananzeh³

et al. 2021

GTG

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This study is aimed to explore the relationship between Human Resources Management (HRM) and innovation in services and whether such a relationship is mediated by human capital. The data was gathered from the hospitality sector in Jordan. To evaluate the proposed hypotheses, Structural Equation Modeling (SEM) was used via partial modeling of least squares. The research findings provide clear evidence that the Service Innovation of Jordan's hospitality was positively influenced by HRM activities and human resources. The results show many practical and theoretical effects. Results will help the hospitality sector grow creativity in their services by HRM practices and establish proper use of human capital in their employees through innovation cults. This is one of the few studies that studied the relationship between HRM activities and the sufficient of human capital on hospitality in a developing country, Jordan.

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Section: Human Resource Management Practicesmentioning

confidence: 90%

Exploring the Relationship Between Human Resources Management Practices in the Hospitality Sector and Service Innovation in Jordan: The Mediating Role of Human Capital

Mahmoud¹,

Al-Mkhadmeh²,

Alananzeh³

et al. 2021

GTG

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“…Ubicación territorial. En algunos trabajos se encuentran ciertas diferencias entre las prácticas de recursos humanos en distintos países detectadas por investigaciones comparativas que emplean diversas técnicas econométricas (Amossé et al, 2016;Conway et al, 2008;Fields, Chan y Akhtar, 2002;Grimshaw y Rubery, 2007;Paawee y Boselie, 2007). Uno de los propósitos de esta investigación es averiguar si la ubicación específica en un territorio tiene influencia en las variables Formación y Gestión del Talento.…”

Section: Variablesunclassified

La formación y la gestión del talento en las empresas más valoradas en recursos humanos en España

Seoane

Villares

Camino-Santos

2018

CyA

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Este artículo pretende conocer el perfil de las empresas más atractivas para el desempeño profesional en España a través de las variables Formación y Gestión del Talento, en relación con otras variables objetivas como: actividad económica; nacionalidad; ubicación geográfica; tamaño y cotización en bolsa. Las técnicas de análisis estadístico empleadas han sido: regresiones lineales múltiples mediante mínimos cuadrados ordinarios, correlaciones de Pearson, varianzas unifactoriales con el test de Levene, promedios y ponderaciones. No se obtiene un perfil único para ambas variables. Por un lado, la Formación alcanza mayores valores en actividades sanitarias en las empresas del área mediterránea ubicadas en la zona norte de España; y son grandes organizaciones que cotizan en el mercado bursátil; son estas dos últimas variables relevantes estadísticamente. En cambio, en la Gestión del Talento los mayores valores se encuentran en el sector profesional, científico y técnico, en las empresas anglosajonas ubicadas en el centro de España, en la que predominan las grandes compañías que cotizan en bolsa; esta última variable es relevante estadísticamente.

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“…The quest for linking human resource management (HRM) practices and performance has been underway for the past several decades (Boxall et al, 2009;Guest, 2011).Studies suggest that the adoption of appropriate HRM interventions, such as incentives (both financial and non-financial) can improve health workforce performance (Armstrong, 2014;Delery & Doty, 1996;Guest, 2011). Most of the health sector-related literature in LMICs describe what works but there is little knowledge available on the mechanisms through which the HRM practices influence the health workforce performance in a given context (Dieleman et al, 2009;Kadam, 2020;Rowe et al, 2005).…”

Section: Introductionmentioning

confidence: 99%

Effects of Various Financial and Non-financial Incentives on the Performance of Accredited Social Health Activist: Evidence from Two Selected Districts of Odisha

Pani

Nallala

Rout

et al. 2022

Journal of Health Management

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Introduction: The performance of Accredited Social Health Activists (ASHAs) is crucial for the achievement of the ‘health for all’ goal in India. The performance and motivation of workforce are dependent on various financial and non-financial incentives. This study analyses the linkage of current incentive practices and perceived rewards/sanctions, with the motivation and performance of ASHA. Methods: Cross-sectional qualitative approach and interpretive structural modelling (ISM). Results: The motivation and performance of ASHAs were driven by various inter-related factors. The predominant rewarding factors identified were: monetary incentives, awards, and support and respect of the community towards the ASHAs. Dissatisfaction was fuelled by factors, such as sense of underpayment, comparison with peers and the community cadres of other departments, erratic duty hours, scarce disbursement of resources, financial insecurity post-retirement, difficulty in reading or writing, unavailability of health services and medicines in the nearby healthcare facilities. Conclusions: For a sustained advance in motivation and performance of ASHAs, the public health systems’ focus needs to be oriented on: capacity building; optimal resource allocation, rationalised payoffs to the ASHAs working in difficult terrains and improving availability of healthcare services in primary healthcare facilities.

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The Oxford Handbook of Human Resource Management

Cited by 141 publications

References 450 publications

Exploring the Relationship Between Human Resources Management Practices in the Hospitality Sector and Service Innovation in Jordan: The Mediating Role of Human Capital

Exploring the Relationship Between Human Resources Management Practices in the Hospitality Sector and Service Innovation in Jordan: The Mediating Role of Human Capital

La formación y la gestión del talento en las empresas más valoradas en recursos humanos en España

Effects of Various Financial and Non-financial Incentives on the Performance of Accredited Social Health Activist: Evidence from Two Selected Districts of Odisha

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