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Purpose: This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach: This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings: This cross-industry study from Pakistan examines the impact of high-performance work systems (HPWS) on employee happiness, career aspiration levels, and employees' ability to thrive at work. The results showed that HPWS measures like training, rewards, and involvement did indirectly improve employee happiness by enabling career aspirations and by helping employees thrive. Therefore, managers are advised to implement these practices consistently, with the aim of boosting retention, happiness, energy for work, positivity in collaboration, and innovative output among employee team communities. Originality/value: The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format. [ABSTRACT FROM AUTHOR]

Firms ask their employees to perform a wide variety of tasks, often with daunting time constraints. Research on the firm-level impact of these behaviors – including work in utility analysis (UA) and star employees - has a long and fruitful history, rich with managerial implications. In this paper I comment on research by Joo et al. (2022), who advanced the literature on UA and star employees by highlighting the effects of variance in workforce performance on important firm-level outcomes among 824,924 employees, pooled across 206 samples. In my view this literature can be substantially enhanced by incorporating important moderating and mediating variables that have been identified in the HR strategy literature. In addition, this work can also be improved by developing a better understanding of the causal processes through which star employees' performance helps to execute strategy, and through the development of better workforce analytics. Advancing this line of research will likely require both qualitative and quantitative research as well as extensive case studies on the identification and implementation of effective workforce strategies. [ABSTRACT FROM AUTHOR]

Given the influential role of organizational context for creativity, this study examines the cross-level effects of 2 prevalent contextual elements – HR systems and relational climates – on individual and team creativity. We have conducted a multilevel multi-source study through hierarchical linear modeling on a sample of 282 employees nested in 69 teams and 38 firms. The results show that the interplay hypotheses regarding potentially creativity-facilitating contexts were not supported. However, findings suggest that relational climates represent more effective positive predictors of creativity at both levels, above and beyond the effects of HR systems. Therefore, given their very prominent role in enacting the HR context and co-creating the climate in place, line managers should strive to consider individual and team creativity in relational settings and promote an appropriate work context categorized by relational climates. Treating creativity at 2 different levels (individual and team), and accounting for a cross-level interplay focused on the context of those important performance outcomes, have important theoretical implications for creativity and HRM research. [ABSTRACT FROM AUTHOR]

This study investigates the impact of High-Performance Work Systems (HPWS) on radical and incremental innovation in the services industry. Insights from the Social Exchange Theory (SET) and Ability-Motivation-Opportunity (AMO) Framework have been used to assess the role of social capital (SC) as a mediator between HPWS, radical innovation (RI), and incremental innovation (II). By using a simple random sampling technique, 328 responses were received from respondents in Pakistan's banking sector firms. For data analysis, structural equation modeling was applied. The results of the study show that HPWS is a significant driver of II, but not RI, in banking sector firms. Moreover, SC plays the role of mediator in the HPWS-innovation link. Outcomes of the study extend the understanding of the “black-box” (i.e., the transmission mechanism between systems of human resources(HR) practices and innovation). It also contributes to understanding HPWS, SC, II, and RI in the context of Pakistan's banking sector. This study expands on earlier research in the areas of HPWS, SC, and Innovation. It supports the view that internal SC enables RI and II. Prior studies indicated that HPWS drives innovations, yet there has been no clear explanation about the mechanism of this effect. By providing empirical evidence on the mediating role of SC, this study expands on existing literature. Empirical validation of an association between HPWS RI, and II contributes to theory by supporting the tenets of the AMO Framework. Unlike prior research that focused on short-term financial outcomes, this study used RI and II as alternate indicators of organizational performance. Our study expanded the literature into the services sector. Furthermore, we contributed to the methodology by conceptualizing HPWS as a high-order formative construct, resulting in significant model parsimony. Insights from our study are relevant to managers because it shows that HPWS implementation not only helps banks to attract, develop, and retain talent but also facilitates the development of SC, which is critical for enabling the innovation capability of the firm. Top managers need to consider internal SC in the design of HPWS because carefully designed HPWS drives SC. This enables idiosyncratic relationships among members of the organization. Thus, the firm gets a competitive advantage that is harder to be copied by competitors. First, data were collected from a single industry. It will be useful to know the effects of multiple industries in future research. Second, this study did not differentiate between different dimensions of SC, i.e., structural, cognitive, and relational. It will be interesting to see how these dimensions relate to HPWS and innovation in future research.

This study investigates the impact of High-Performance Work Systems (HPWS) on radical and incremental innovation in the services industry. Insights from the Social Exchange Theory (SET) and Ability-Motivation-Opportunity (AMO) Framework have been used to assess the role of social capital (SC) as a mediator between HPWS, radical innovation (RI), and incremental innovation (II). By using a simple random sampling technique, 328 responses were received from respondents in Pakistan's banking sector firms. For data analysis, structural equation modeling was applied. The results of the study show that HPWS is a significant driver of II, but not RI, in banking sector firms. Moreover, SC plays the role of mediator in the HPWS-innovation link. Outcomes of the study extend the understanding of the "black-box" (i.e., the transmission mechanism between systems of human resources(HR) practices and innovation). It also contributes to understanding HPWS, SC, II, and RI in the context of Pakistan's banking sector. This study expands on earlier research in the areas of HPWS, SC, and Innovation. It supports the view that internal SC enables RI and II. Prior studies indicated that HPWS drives innovations, yet there has been no clear explanation about the mechanism of this effect. By providing empirical evidence on the mediating role of SC, this study expands on existing literature. Empirical validation of an association between HPWS RI, and II contributes to theory by supporting the tenets of the AMO Framework. Unlike prior research that focused on short-term financial outcomes, this study used RI and II as alternate indicators of organizational performance. Our study expanded the literature into the services sector. Furthermore, we contributed to the methodology by conceptualizing HPWS as a high-order formative construct, resulting in significant model parsimony. Insights from our study are relevant to managers because it shows that HPWS implementation not only helps banks to attract, develop, and retain talent but also facilitates the development of SC, which is critical for enabling the innovation capability of the firm. Top managers need to consider internal SC in the design of HPWS because carefully designed HPWS drives SC. This enables idiosyncratic relationships among members of the organization. Thus, the firm gets a competitive advantage that is harder to be copied by competitors. First, data were collected from a single industry. It will be useful to know the effects of multiple industries in future research. Second, this study did not differentiate between different dimensions of SC, i.e., structural, cognitive, and relational. It will be interesting to see how these dimensions relate to HPWS and innovation in future research. [ABSTRACT FROM AUTHOR]

This study aims to assess the impact of High-Performance Work Systems (HPWS) on radical innovation in the banking sector. Insights from the Resource-Based View (RBV) and the Ability-Motivation-Opportunity (AMO) Framework are used to explore the role of human capital as a mediator between HPWS and radical innovation. Using a simple random sampling technique, 209 responses were received from respondents in the banking sector firms of Pakistan. Structural Equation Modelling was used for data analysis. The results indicate the significance of HPWS as a driver of radical innovation. The study contributes to theory by extending the understanding of the ‘black-box’ (i.e., the transmission mechanism between systems of HRM and radical innovation). This study focuses on radical innovation as an alternative performance outcome of banks instead of financial outcomes, thus contributing to theory. Insights from our study are relevant to managers because it shows that HPWS implementation helps banks attract, develop, and retain talent and facilitates the development of human capital that is critical for enabling the radical innovation capability of banks. This study has several limitations, e.g., executing a cross-sectional study design, using the quantitative approach, and employing only six bundles of HR practices. [ABSTRACT FROM AUTHOR]

This article develops an empirical model of the process through which human resource management (henceforth HR) systems within subsidiaries of multinational companies (MNCs) are constructed. It extends current models that had previously been developed. It is a second-order analysis that integrates research findings that had been previously published along with unpublished materials from the same research project. The research project applied different qualitative methods in data collection. Complementing a previous conceptual macro model of the configuration process of HR systems, this article adds on a micro-empirical model of the process. The model proposes that the adoption and enactment of new HR ideas that make up HR systems are initiated by the reconceptualization of corporate identity and facilitated by the connectivity of relevant HR actors that enables the flows of ideas from the outside into the firms. Five research propositions are finally proposed to be tested as a contribution to future research.

This study aims to examine three propositions of how human resource (HR) system strength meta‐features—distinctiveness, consistency and consensus—operate together to better understand how they relate to affective commitment. We test a continuum proposition based on an additive (the sum of all features) and a compensatory model (the features as counteractive), a precursor proposition based on a mediation model, and an equifinality proposition based on a configurational model (distinguishing between different profiles of the features). The findings, drawn from a survey of 2844 part‐time employees from a Dutch home care organisation, demonstrate that all three meta‐features are important for generating HR management system strength and affective commitment among employees, but not to the same extent. We also find evidence that consistency is positively and directly related, whereas distinctiveness and consensus are positively and indirectly related to affective commitment via consistency. [ABSTRACT FROM AUTHOR]

Human Resource (HR) literature tends to overlook the process of HR systems configuration. Researching the process, this article particularly examines the phenomenon of connectivity and the diffusion of ideas among HR actors and other actors outside companies. Three case studies of multinational subsidiaries in Indonesia were conducted. Data were collected through interviews, observations, and corporate documents and were analyzed using a modified-grounded approach. The findings show similarities among elements of HR systems across the cases, showing connectivity of ideas and actors in the configuration process. The ideas constituting the HR systems within each company were adopted through a variety of channels of diffusion. This article proposes a typology of connectivity of actors that enables the diffusion and adoption of ideas across companies.

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The advent of modern technology has strongly influenced the world of work in the 21st century. Computer Software simplifies the management of daily work and plays an increasingly central role in managing the organizations. In fact, companies must have specific functions in which information technology plays a fundamental role to convert a regular Human Resources (HR) department into a core, powerful and dynamic electronic HR department to accomplish its role of strategic partner in planning and execution of organizational activities. Therefore, it is expected that the HR practices and the Employment relations (ER) undergo major changes. This study is meant to provide an overview of the fundamental transformation of HR practices in light of modern technology and their specific consequences for employment relations. This study uses data collected from one Public sector steel plant, two Private sector steel plants, one Business process organization, one Public sector information technology organization and one Private sector information technology organization covering 928 respondents to assess the linkages between HRM systems, Technology and Employment relations. The findings on the literature point out that the use of technology is an eminent tool to be applied to obtain competitive advantage and is a key part in global business. This study finds that the use of Technology influences HR systems and Employment relations and vice-versa. [ABSTRACT FROM AUTHOR]

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. [ABSTRACT FROM AUTHOR]

Although a number of studies have focused on the mediating relationship between HR systems and performance at both a firm‐level analysis and a cross‐level analysis, only a few have examined the importance of employees' perception in implementing HR systems. Using a massive database that included 6709 employees in 245 manufacturing firms in South Korea, this study examines the relationship between HR systems and two types of firm performance – financial performance and employee job satisfaction – through regression analyses and hierarchical linear modeling. In addition, the study investigates the mediating effect of the employees' positive perception of HR systems. The results indicate that HR systems had an influence on the performance of firms and that the employees' positive perception of HR systems had a mediating effect on the HR–performance relationship in both a firm‐level and a cross‐level analysis. Key points: In order to gain a better understanding of the full potential of HRM, this study examined how employees perceive HR systems.Results show HPWS influenced firm performance through the employees' perception of effectiveness of such systems in firm‐level analysis.The employees' perception of HPWS also mediates the relationship between HPWS and employees' job satisfaction at both firm‐level and cross‐level analysis. [ABSTRACT FROM AUTHOR]

General System Theory (GST) has presented some key concepts that Strategic HRM researchers use to link different HR Systems with organizational strategic goals and performance. In order to apply General System Theory’s underpinnings in Strategic HR literature and to establish the point that GST’s key concepts can be used to explore HR systems, it is necessary to first prove that HR as a distinct function of any organization and can be declared as a system. It is possible, if researchers can prove that all or most of the key concepts presented by GST are present in organization’s HR function and thus Systems Theory/Thinking principles can be applied to design and manage HR function. This conceptual paper takes a look at literature and analyzes all related assumptions of general systems theory in the context of HRM and concluded that HRM can be declared as a system.

This study aimed to classify the sub-factors of diversity climate and to investigate the functions and relationships between diversity-related Human Resource (HR) systems. We conducted an online survey of 618 employees working for diverse organizations. First, we made a scale of diversity climate composed of 5 subfactors. The results of correlation analyses with HR systems showed that the most flexible working systems, such as short-time and flextime systems, were positively correlated with diversity climates, whereas systems like child-care leave were both positively and negatively correlated. Second, the moderation effects of diversity climate on workplace gender diversity were examined. Workplace gender diversity was seen to be a cause for higher turnover intention and lower work motivation among employees, unless they perceived diversity climate at their workplaces. The climate of inclusion for work style diversity seemed particularly important. [ABSTRACT FROM AUTHOR]

Using a sample of 1,468 private sector establishments, this article addresses the relationship among part-time workers, commitment-based human resource (HR) systems, and establishment financial performance. Building on theoretic perspectives about equity perceptions and reciprocal exchanges, we find that the proportion of part-time workers in an establishment workforce is nonlinearly related to establishment financial performance in an inverted U-shaped relationship. In addition, the interaction between part-time workers and commitment-based HR systems is negatively related to establishment performance. The analysis suggests that those deciding about how to structure establishments’ workforces should consider how interactions between different types of workers within workforces can influence establishment performance. [ABSTRACT FROM AUTHOR]

Starting 1990's, the international literature on organizational studies abound in hundreds of articles on HRM-performance link topic, many researchers trying o demonstrate it and lately to explain it. While at the beginnings, studies approached the HRM concept as a selection of individual practices, afterwards the systemic approach proved its effectiveness in reaching organizational performance. Therefore international researchers started to define HR systems and to identify its features. Unfortunatly we cannot say the same thing about Romanian research. Even though the HR system concept is used by practitioners, it isn’t supported enought among academics. This paper aims to overcome this fact by defining the HR systems and investigating them features and typologies into Romanian business context. Futhermore the study identifies variables (e.g. organization's dimension, profile) towards a HR system is designed. In order to achieve this purpose structured interviews were conducted among Romanian HR experts (practitioners and academics). Results show that HR systems framework in Romanian context is similar with the one defined into international research. However some traits were identified. [ABSTRACT FROM AUTHOR]

In order to be effective, managers at all levels of the firm must engage in resource management activities, and these efforts are synchronized and orchestrated by top management. Using a specific type of strategic resource, commitment-based human resource systems, we examine the effect of CEO resource orchestration in a multi-industry sample of 190 Korean firms. Our results demonstrate that CEO emphasis on strategic HRM is a significant antecedent to commitment-based HR systems. Furthermore, our results also suggest that CEO emphasis on strategic HRM has its primary effects on firm performance through commitment-based HR systems. This finding underscores the importance of middle managers in operationalizing top management's strategic emphasis, lending empirical support to a fundamental tenet of resource orchestration arguments. Copyright © 2013 John Wiley & Sons, Ltd. [ABSTRACT FROM AUTHOR]

In order to prove the influence of human resource management on organizational performance the research in the field developed the construct of human resource system (HR system). Typologies have emerged as well as the questions like: which typology can predict best the organizational performance or which practices are implemented for each typology. This paper presents the most common HR systems and identifies the ones approached by two large organizations from Romania. The case study is focused on differentiation between employees' groups and industry. Some cultural aspects are also introduced. [ABSTRACT FROM AUTHOR]

This study examines the complex linkages between employees' perceptions of HR systems and hospital performance. In particular, it explores the role of attitudinal and behavioural HR outcomes as potential mediating mechanisms of the HRM–performance link. Structural equation models using multi-informant (e.g. medical and non-medical staff, patients) and multi-source data from 167 acute hospital trusts in the English National Health Service reveal a positive relationship between employees' HR system perceptions and patient satisfaction. Moreover, results suggest that this relationship is mediated by employees' civility towards patients, that is, by the extent to which employees treat patients with courtesy, dignity and respect. This behavioural HR outcome, in turn, is negatively affected by employees' intention to leave, an essential attitudinal HR outcome that mediates the link between HR system perceptions and civility towards patients. This study, therefore, contributes to a better understanding of the mechanisms through which HRM can enhance patient satisfaction in health care organisations. [ABSTRACT FROM PUBLISHER]

Abstract: This paper concentrates on a specific part of the income taxing question, which is the personal income from a dependent activity and office-holders’ emoluments and how it is captured in the HR system. According to the Czech law, employee income taxing, which is quite complicated and tightly legally bounded, is one of the most important employer’s responsibilities. The incorrect income tax amount could be punished with a fine. Careful recognition of different income categories is the key question for a modern HR system for wages accounting. The procedure of tax calculation begins with the income type resolution, continues with consideration of all the specific conditions connected with the employee as a tax payer and terminates in the prescription of the net wage. The main topic consists in whether and to what degree the calculation of the tax liability could be executed by the system automatically. [Copyright &y& Elsevier]

The article presents a study which operationalized and conceptualized the Employee Relationship Management systems (ERM). The concept of ERM was characterized through unfolding the Customer Relationship Management systems (CRM) paradigm for the consideration of internal customer service. Results indicate that implementations of high-caliber systems will not yield to high employee satisfaction level with ERM systems, except employees found the usefulness of such systems for their intention.

The purpose of this study was to examine the mediating effect of the psychological contracts on the relationship between human resource (HR) systems and role behavior. Multilevel analyses were conducted on data gathered from 146 knowledge workers and 28 immediate managers in 25 Taiwanese high-tech firms. Relational psychological contracts mediated the relationship between commitment-based HR systems and in-role behaviors, as well as organizational citizenship behaviors. Transactional psychological contracts did not significantly mediate these relationships. In addition, the results also indicated that commitment-based HR systems related positively to relational psychological contracts and negatively to transactional psychological contracts. Commitment-based HR systems could elicit a wide range of knowledge workers’ behaviors that are beneficial to the goals of the firms. Furthermore, our findings also provide insight into, how HR systems potentially elicit employees’ role behaviors. Organizations could elicit employees’ in-role behaviors by providing financial and other non-financial, but tangible, inducements and facilitate employees’ extra-role behaviors by providing positive experiences, such as respect, commitment, and support. The study is one of the primary studies to empirically examine the mediating effect of psychological contracts on HR systems and employee behaviors. [ABSTRACT FROM AUTHOR]