Summary of HRMP and innovation publications
Author/ year | Method | Country | Unit of analysis | Theory/traditions | HRMP/HRMS | Innovation | *Mo/**Me | Outcomes |
---|---|---|---|---|---|---|---|---|
Questioner | Denmark | Private Firm 913 mini 100 emp | HRM | HRMS/ interdisciplinary work groups-quality circles-systems for collection of employee proposals-planned job rotation-delegation of responsibility-integration of function-performance-related pay HRMS/internal training-external training | Performance (product and service) | + Complementarities effect stronger | ||
Prospectus | The USA | Firm 184 Av emp 238 | SHRM | Use of skilled temporary employees Positive employee relation Emphasis on training | Intensity of innovation (patent) | + | ||
Survey HR directors | Hong Kong | Firm 332 | Human capital theory | Innovation-oriented HRMS | Product | **Organizational culture | + Mediation | |
(2005) | Longitudinal Managerial Review Survey | The UK | Firm 35 | Organizational learning theory | HRMS | Product production technology Production processes | + Innovative (products and production technology) −(appraisal to pay practices and production process) | |
(2006) | Longitudinal Managerial interviews: CEO directors and HR specialist | The UK | Firm 22 Av emp 226 | HRMP/induction-appraisal-training-contingent reward-team working | Product Technical systems | + Reward Interaction for team working Stronger influence in tech-innovation | ||
Author/year | Research design | Country | Unit of analysis | Theory/traditions | HRMP/HRMS | INN | *Mod/**Med | Outcomes |
Beugelsdijk (2008) | Survey Face to face interviews HR directors | The Netherlands | Firm 988 5 emp and above | Creativity theory | SHRP/training and task rotation-job autonomy and flexible working hours-performance-based pay-short term employment contracts | Product (radical and incremental) | Incremental innovation is associated with training and schooling, job autonomy, performance-based pay and limited used of stand by contracts Radical innovation is associated with stand by contracts (negative), job autonomy and flexible working hours | |
Jiménez-Jiménez and Sanz-Valle (2008) | Personal interview Structured questionnaire Top executives | Spain | Firm 173 | RBV | HRM system | Product Process administrative systems | + | |
Questioner Top executives | Taiwan | Firm 146 | KBV | SHRP/ staffing-training-participation-appraisal-compensation | Administrative Technical | **Knowledge management capacity | + | |
Lopez-Cabrales (2009) | Questioner R&D departments | Spain | Firm 86 More than 50 emp | RBV | Knowledge-based HRM Collaborative HRM Jwdh | Product | **Unique Knowledge | Job design (Job security and rewards) Both systems had no significant direct effect on innovation Confirms RBV |
Questioner CEO HR managers Financial officers | China | Firm 600 Avg emp 814 | DC | HPWS | Innovation measured by new (products, patents, technologies) and innovative projects | **Adaptive capability | + Mediator Performance linkage was partially supported. (alignment no sig relation) | |
De Winne and Sels (2010) | Survey Owners Managers | Belgium | Firm 294 | RBV | HRP/ valid selection techniques/ Training/ group-based appraisal performance/ participation mechanisms/ engagement in competence management with the explicit purpose of knowledge retention | Process Product/service | + | |
De Saá-Pérez and Díaz-Díaz (2010) | Self admin questioner | Canary Islands | Firm157 More than 10 emp | HCHRM | Product process | + | ||
Exploratory Qualitative survey Senior-Middle-Junior | India | Firms 54 | RBV Institutional theory | High commitment- performance HRM | Product Process Customer service | Alignment of strategy | + | |
Survey Top management CEO, founder and vice president | The USA | 2018 Firm 20-100 emp | RBV DC | HPWS | Product Process Organizational | + Product + Organizational Not supported process innovation | ||
(2011) | Survey Senior HR managers | China | Firm 196 | Selection and training | Incremental Radical | + In isolation −In combination | ||
Martínez-Sánchez (2011) | Questioner HR managers Tech managers | Spain | Firm 132 | DC | Functional flexibility . Internal numerical flexibility External HR flexibility | Product Process | *Environment dynamism | Internal flexibility + External flexibility only R&D/consulting contracting firms are. Same for moderator |
(2012) | Survey HR managers, operation managers and employees | China | Firm 106 | Social exchange theory Equity theory | Hiring and selection-training-performance appraisal- reward-job design- team work | Technological (product and process) Organizational (administrative) | **Employee creativity | + Mediator Training and performance appraisal, no impact |
Stock (2013) | Survey Marketing managers R&D managers | Germany | Firm 125 Above 50 emp | RBV Organizational support theory | HRM practices (innovation-oriented)/ rewards-training and development-recruitment | Product program innovativeness | **Cross functional R&D | + Mediator Recruitment no impact |
(2013) | Survey Senior HR managers | China | Firm 179 | Ambidexterity theory | Commitment HRS Collaboration HRS | Organizational | + + − Interaction | |
Ceylan (2013) | Questioner Owners or Senior managers. HR manager or HR specialist | Turkey | Firm 103 (3-7,500) emp | INNO | Commitment-based HRS | Process Organizational Marketing Product Firm | + | |
(2013) | Survey CEO HRM executive | China | Firm 139 | Organizational learning theory The AC concept | RFHRM CFHRM | Incremental Radical | **Absorptive capacity | + Joint existence, the positive association disappears |
Survey CEO HR managers | Spain | Firm 198 | AMO | Staffing/training/compensation/performance appraisal/job design/participation/ | Innovative work behavior | **Supportive work environment (management and coworkers) | + | |
(2015) | Survey Managing partners HR managers/directors | Ireland | Firm 120 | HPWS | Organizational innovation (new clients and new services) | **Innovative work behavior | + | |
(2016) | Survey Senior executives | Spain | Firm 72 | RBV | Collaborative HRM system | Product Process | **Human capital **Social capital | + |
(2016) | Survey Leaders Member | Korea | Firm 11 | Job characteristics theory Social exchange theory | Change-oriented HRM system | Group innovation (process) | + Impact is channeled through proactive behavior. No mediating effect | |
(2017) | Longitudinal survey | Spain | Firm 1363 | AMO | HRP/employment security-training in new technologies – language training-compensation and benefits | Innovation (measured by number of patents) | *Compensation and benefits | Employment security and compensation no impact. No sig relation (training) Employment security and investment in training in new technologies produce more patents when such practices are moderated by high salaries |
(2017) | Survey HR directors or managers/other directors | Finland | Company 259 At least 100 employees | Knowledge governance | Rewards and performance appraisal | Radical Incremental | (Incremental) the direct effect of rewards for knowledge behaviors and appraisals of knowledge behaviors are significant and had a positive impact. Interaction effects were not significant (Radical) significant positive impact of rewards for knowledge behaviors. Interaction (−) | |
(2017) | Online survey Core knowledge employees and supervisors (Firm and individual level) | China | Firm 57 | Componential theory of creativity P-O fit theory | Employee experienced performance-oriented HR system Employee experienced maintenance-oriented HR system | Firm innovation (new products introduced) | *Employee creativity **Firm ownership | Interactive effect between both systems and firm ownership is significantly related to employee creativity. Interaction between employee creativity and firm ownership was significantly associated with firm innovation |
Nieves and Osorio (2017) | Questioner | Spain | Firm 109/50 or more emp | Commitment-based HRP/training and development, remuneration and involvement | ( ) | + | ||
Survey HRM and strategy directors- production managers and employees- department managers Longitudinal | Korea | Firm 203 | KBV | Stock building HRM practices Flow facilitating HRM practices | Firm innovation measured by new product and service | ** knowledge stock ** knowledge flow *Strategy | HRM practices explain the emergence of firm-level stock and flow of knowledge that contribute to firm innovation through their interactive effect | |
(2018) | Survey CEO-middle managers-local stakeholder | China | Firm 113 | Social exchange theory AMO | HCWS | Innovative behavior new technologies, processes, techniques and product ideas. Innovative performance Product and service development | *Work-family conflict *Work climate **Middle managers innovative behavior | + relation between HCWS innovative behavior HCWS correlated with innovative performance The interaction between HWCS and work-family conflict (−) related to the middle manager innovative behavior The three way interaction among HWCS, work family conflict and work climate is positively related to middle manager |
*The presence of a Moderator; **the presence of Mediator
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Bailey , T. ( 1993 ), “ Organizational innovation in the apparel industry ”, Industrial Relations , Vol. 32 No. 2 , pp. 30 - 48 .
Beugelsdijk , S. ( 2008 ), “ Strategic human resource practices and product innovation ”, Organization Studies , Vol. 29 No. 6 , pp. 821 - 847 .
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Ceylan , C. ( 2013 ), “ Commitment-based HR practices, different types of innovation activities and firm innovation performance ”, The International Journal of Human Resource Management , Vol. 24 No. 1 , pp. 208 - 226 .
Chang , S. , Gong , Y. and Shum , C. ( 2011 ), “ Promoting innovation in hospitality companies through human resource management practices ”, International Journal of Hospitality Management , Vol. 30 No. 4 , pp. 812 - 818 .
Chang , S. , Gong , Y. , Way , S.A. and Jia , L. ( 2013 ), “ Flexibility-oriented HRM systems, absorptive capacity, and market responsiveness and firm innovativeness ”, Journal of Management , Vol. 39 No. 7 , pp. 1924 - 1951 .
Chen , C.J. and Huang , J.W. ( 2009 ), “ Strategic human resource practices and innovation performance – the mediating role of knowledge management capacity ”, Journal of Business Research , Vol. 62 No. 1 , pp. 104 - 114 .
Chen , Y. , Jiang , Y.J. , Tang , G. and Cooke , F.L. ( 2018 ), “ High‐commitment work systems and Middle managers’ innovative behavior in the Chinese context: the moderating role of work‐life conflicts and work climate ”, Human Resource Management , Vol. 57 No. 5 , pp. 1317 - 1334 .
Cooke , F.L. and Saini , D.S. ( 2010 ), “ (how) does the HR strategy support an innovation oriented business strategy? an investigation of institutional context and organizational practices in Indian firms ”, Human Resource Management: Published in Cooperation with the School of Business Administration, the University of MI and in Alliance with the Society of Human Resources Management , Vol. 49 No. 3 , pp. 377 - 400 .
Damanpour , F. , Szabat , K.A. and Evan , W.M. ( 1989 ), “ The relationship between types of innovation and organizational performance ”, Journal of Management Studies , Vol. 26 No. 6 , pp. 587 - 602 .
De Winne , S. and Sels , L. ( 2010 ), “ Interrelationships between human capital, HRM and innovation in Belgian start-ups aiming at an innovation strategy ”, The International Journal of Human Resource Management , Vol. 21 No. 11 , pp. 1863 - 1883 .
Diaz-Fernandez , M. , Bornay-Barrachina , M. and Lopez-Cabrales , A. ( 2017 ), “ HRM practices and innovation performance: a panel-data approach ”, International Journal of Manpower , Vol. 38 No. 3 , pp. 354 - 372 .
De Saa-Perez , P. and Díaz-Díaz , N.L. ( 2010 ), “ Human resource management and innovation in the canary islands: an ultra-peripheral region of the European Union ”, The International Journal of Human Resource Management , Vol. 21 No. 10 , pp. 1649 - 1666 .
Donate , M.J. , Peña , I. and Sanchez de Pablo , J.D. ( 2016 ), “ HRM practices for human and social capital development: effects on innovation capabilities ”, The International Journal of Human Resource Management , Vol. 27 No. 9 , pp. 928 - 953 .
Fu , N. , Flood , P.C. , Bosak , J. , Morris , T. and O’Regan , P. ( 2015 ), “ How do high performance work systems influence organizational innovation in professional service firms? ”, Employee Relations , Vol. 37 No. 2 , pp. 209 - 231 .
Jiang , J. , Wang , S. and Zhao , S. ( 2012 ), “ Does HRM facilitate employee creativity and organizational innovation? A study of Chinese firms ”, The International Journal of Human Resource Management , Vol. 23 No. 19 , pp. 4025 - 4047 .
Jimenez-Jimenez , D. and Sanz-Valle , R. ( 2005 ), “ Innovation and human resource management fit: an empirical study ”, International Journal of Manpower , Vol. 26 No. 4 , pp. 364 - 381 .
Jimenez-Jimenez , D. and Sanz-Valle , R. ( 2008 ), “ Could HRM support organizational innovation? ”, The International Journal of Human Resource Management , Vol. 19 No. 7 , pp. 1208 - 1221 .
Kogut , B. and Zander , U. ( 1992 ), “ Knowledge of the firm, combinative capabilities, and the replication of technology ”, Organization Science , Vol. 3 No. 3 , pp. 383 - 397 .
Lau , C.M. and Ngo , H.Y. ( 2004 ), “ The HR system, organizational culture, and product innovation ”, International Business Review , Vol. 13 No. 6 , pp. 685 - 703 .
Lado , A.A. and Wilson , M.C. ( 1994 ), “ Human resource systems and sustained competitive advantage: a competency-based perspective ”, The Academy of Management Review , Vol. 19 No. 4 , pp. 699 - 727 .
Laursen , K. and Foss , N.J. ( 2003 ), “ New human resource management practices, complementarities and the impact on innovation performance ”, Cambridge Journal of Economics , Vol. 27 No. 2 , pp. 243 - 263 .
Lee , H.W. , Pak , J. , Kim , S. and Li , L.Z. ( 2016 ), “ Effects of human resource management systems on employee proactivity and group innovation ”, Journal of Management , p. 149206316680029 .
Liu , D. , Gong , Y. , Zhou , J. and Huang , J.C. ( 2017 ), “ Human resource systems, employee creativity, and firm innovation: the moderating role of firm ownership ”, Academy of Management Journal , Vol. 60 No. 3 , pp. 1164 - 1188 .
Lopez‐Cabrales , A. , Pérez‐Luño , A. and Cabrera , R.V. ( 2009 ), “ Knowledge as a mediator between HRM practices and innovative activity ”, Human Resource Management , Vol. 48 No. 4 , pp. 485 - 503 .
Ma Prieto , I. and Pérez-Santana , M.P. ( 2014 ), “ Managing innovative work behavior: the role of human resource practices ”, Personnel Review , Vol. 43 No. 2 , pp. 184 - 208 .
Martínez-Sánchez , A. , Vela-Jiménez , M.J. , Pérez-Pérez , M. and de-Luis-Carnicer , P. ( 2011 ), “ The dynamics of labour flexibility: relationships between employment type and innovativeness ”, Journal of Management Studies , Vol. 48 No. 4 , pp. 715 - 736 .
Messersmith , J.G. and Guthrie , J.P. ( 2010 ), “ High performance work systems in emergent organizations: implications for firm performance ”, Human Resource Management , Vol. 49 No. 2 , pp. 241 - 264 .
Nieves , J. and Osorio , J. ( 2017 ), “ Commitment-based HR systems and organizational outcomes in services ”, International Journal of Manpower , Vol. 38 No. 3 , pp. 432 - 448 .
Nolan , C.T. and Garavan , T.N. ( 2016 ), “ Human resource development in SMEs: a systematic review of the literature ”, International Journal of Management Reviews , Vol. 18 No. 1 , pp. 85 - 107 .
Nonaka , I. ( 1994 ), “ A dynamic theory of organizational knowledge creation ”, Organization Science , Vol. 5 No. 1 , pp. 14 - 37 .
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Pfeffer , J. and Jeffrey , P. ( 1998 ), The Human Equation: Building Profits by Putting People First , Harvard Business Press .
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Shipton , H. , Fay , D. , West , M. , Patterson , M. and Birdi , K. ( 2005 ), “ Managing people to promote innovation ”, Creativity and Innovation Management , Vol. 14 No. 2 , pp. 118 - 128 .
Shipton , H. , West , M.A. , Dawson , J. , Birdi , K. and Patterson , M. ( 2006 ), “ HRM as a predictor of innovation ”, Human Resource Management Journal , Vol. 16 No. 1 , pp. 3 - 27 .
Smith , K.G. , Collins , C.J. and Clark , K.D. ( 2005 ), “ Existing knowledge, knowledge creation capability, and the rate of new product introduction in high-technology firms ”, Academy of Management Journal , Vol. 48 No. 2 , pp. 346 - 357 .
Stock , R.M. , Totzauer , F. and Zacharias , N.A. ( 2014 ), “ A closer look at cross‐functional R&D cooperation for innovativeness: innovation‐oriented leadership and human resource practices as driving forces ”, Journal of Product Innovation Management , Vol. 31 No. 5 , pp. 924 - 938 .
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Sung , S.Y. and Choi , J.N. ( 2018 ), “ Building knowledge stock and facilitating knowledge flow through human resource management practices toward firm innovation ”, Human Resource Management , Vol. 57 No. 6 , pp. 1429 - 1442 .
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The impact of blockchain technology on human resource management.
Blockchain technology could be extended to benefit human resource (HR) practices. With the lack of definitions and best practices in the literature on the applicability of blockchain in HR, there is a need to define the terms related to blockchain technology and its possible applications in HR. In addition, it is also important to address the downside and dark side of adopting blockchain in HR practices. This chapter aims to review the developing literature on blockchain technology, relate concepts to HR practices, present a model for applying blockchain technology in transforming HR practices, and explain the limitations and disadvantages of using blockchain technology in HR management. The chapter also contains two cases that illustrate the applicability issues of blockchain technology based upon the USA's credit score systems and Turkey's e-government application.
Green HRM is a concept that is fast gaining prominence in the field of management. This review article discusses Green HRM for implementing best HR practices for reducing employees' carbon footprint and thus leading to sustainable growth within the organization. It explores how Green HRM can achieve the integration of environment-friendly HR practices and activities in order to achieve long-lasting sustainable development and a reduction of the employee carbon footprint. The data is collected on the basis of secondary sources such as articles, research papers, case studies, and internet websites. Green HRM does not only imply awareness and concern towards environmental issues, it favors the economic as well as social wellbeing of the employees and organization. This article deliberates on the Green HRM approach and the prominent part it can play in integrating and merging the HR practices within the organization in favour of the environment.
This article explores the concept of Wasta, an interpersonal influence. It is defined by Mohamed and Mohamed as involvement of a third-party person to attain a favour. This research examines the impact that Wasta has on human resources practices in Lebanon. A mixed methods approach, being questionnaires and interviews, was used in order to obtain data. Implications of Wasta in a new model are illustrated showing the effect on employees when recruited through knowing someone. It subsequently shows the influences on other HR practices of training and development, compensation, and career development. This paper is the first of its kind illustrating the impact of Wasta on employee engagement. It is a pillar for future research, giving added value to the minimal studies available on HR practices in Lebanon and the Middle East.
Managing human resources in the artificial intelligence era.
Man-made reasoning's (AI) coordination into HR practices will improve associations in light of the fact that these applications can dissect, anticipate, and analyze to help HR groups settle on better choices. Computer-based intelligence can be inserted in capacities like enlistment, preparing, onboarding, execution investigation, maintenance, and so forth. A large part of associations are as yet slacking in coordinating AI to their HR practices due to cost. Man-made intelligence execution ought to be seen as an idealistic chance, since AI improves lives. Computer-based intelligence makes a superior future in case it is plainly perceived and used in an appropriate manner. Hence, this chapter gives a description about artificial intelligence and its history, its importance in every arena of the society, and the use of AI in human resources management.
This chapter discusses green human resources (HR) and its impact on sustainable business solutions. It embraces work area research and writing audit way to discover the connection between green HR and sustainable business performance. This chapter examines the influence of human resources (HR) as a fundamental capacity in an organisation. The role of HR in the organisation has moved beyond focusing on realising organisational objective but into the integration of corporate strategy with environmental sustainability through environmentally friendly practice. The study explores instrumental theory, which focuses on both shareholder and stakeholders' interests of an organisation. Therefore, organisations need to align its operational objectives with environmental sustainability objectives through effective green HR practices to achieve sustainable business solutions.
Innovation has become an integral part of every business organization because it provides sustainable competitive advantage to the company. In today's highly dynamic business environment every organization wants to succeed by leveraging their employees' talent. In order to leverage the employees' talent, it is important to follow relevant HRM policies or to continuously introduce innovative HR practices to meet the expectations of the employees. Reviewing the literature and previous research work, this study has tried to find out the various innovative HR practices initiated by Indian organizations till now. The findings will help in guiding how much more innovative practices are still to be initiated in order to attain employee confidence and loyalty for the company. The study is beneficial for business leaders, students, practitioners, and researchers.
Innovation is a very important attribute of energy companies. Its level largely depends on employees’ attitudes and behaviours, which are determined on the one hand by individual factors (e.g., psychological contract) and on the other hand by organisational factors (e.g., human resources (HR) practices). The aim of this article is to identify the relationship between pro-innovative HR practices, psychological contract and employee attitudes—commitment and job satisfaction. The research was conducted in a company which is one of the leading Polish electricity suppliers. Data were collected using a proprietary survey questionnaire. The research involved 402 HR professionals responsible for shaping and implementing pro-innovative HR practices in the company. Hypotheses were tested using the partial least squares structural equation modelling technique (PLS-SEM). The results indicate the existence of a positive relationship between pro-innovative HR practices, psychological contract and employee commitment and satisfaction. Furthermore, they indicate that organisations wishing to increase employee commitment and job satisfaction should strengthen and implement existing psychological contracts. One way to do this is to invest in pro-innovative HR practices, such as competence development, knowledge sharing or creativity-based candidate selection, as they have been shown to be good moderators of these relationships. The obtained results may be of particular importance for HR management specialists and managers responsible for shaping desired attitudes and behaviours of employees.
Human resource (HR) practices have been recognised as a key function in enhancing organisational productivity and competitive advantage. It has been noted that most studies that are based on the relationship between HR practices and performance indicators (e.g., service quality) in hotels hide an important element that tells hoteliers which factors to concentrate on in cases of poor performance. Our study aimed to examine the influence of HR practices on service quality in the Canadian hotel industry. This study seeks to investigate how HR practices (recruitment and selection, training, rewards and incentives, and internal career opportunities) help to improve the service quality. We used a qualitative method by establishing three sets of semi-structured interviews to obtain data from the top to the bottom of the hierarchy within hotels. We found that HR practices help in delivering high service quality. A key contribution of this study that it offers a workable definition of service quality and then a robust model for the relationship between HR practices and service quality that contributes to enhance knowledge of the causal relationship between them. In addition, our study contributes by identifying which HR practices a hotel could adopt to gain a service quality advantage in the marketplace. The data gathered for the proposed study may limit the findings' applicability to independent hotels that are not affiliated with international hotel chains. However, because of the low number of empirical research and the need to get a deeper knowledge of the link between HR practices and service quality, generalisation of the findings from the current descriptive-qualitative study is not a concern. Further research may include some control and context variables (e.g., hotel ownership type, position level, gender) that we did not include in this investigation. In addition, in the future, we recommend using mixed method (quantitative and qualitative) in order to come up with more generalisable results.
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Title: | Impact of hr practices on employee Performance in select public and private Sector banks of Andhra Pradesh |
Researcher: | P Suresh |
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Keywords: | Economics and Business Management Social Sciences |
University: | Jawaharlal Nehru Technological University, Anantapuram |
Completed Date: | 2020 |
Abstract: | newline |
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Get in line behind the H.R. managers themselves, who say that since the pandemic, the job has become an exasperating ordeal. “People hate us,” one said.
By David Segal
Show of hands: Who’s fed up with human resources?
Maybe you’re irked by the endless flow of memos and forms, many of which need to be filled out, pronto. Maybe you’re irritated by new initiatives that regularly emerge from H.R., which never seems to run out of new initiatives, not all of them necessary or especially wise, in your opinion. Or you’ve got some problem with management and you don’t trust that H.R. representatives will actually help. They sure are friendly, but they get paid by the suits. In a crunch, it’s pretty clear whose side they are on.
The H.R. department bugs a lot of employees and managers, and it seems to have more detractors than ever since the pandemic began. That’s when H.R. began to administer rules about remote work and pay transparency, programs to improve diversity, equity and inclusion and everything else that has rattled and changed the workplace in the last four years.
But if the H.R. department is bothering you, here’s a fact you might find perversely consoling: You are not as aggravated or bummed out as the people who work in H.R.
That was obvious at Unleash, an annual three-day conference and expo held this year at Caesars Forum, an immense convention hall near the Las Vegas Strip. In May, the event brought together some 4,000 H.R. professionals from across the country. It was billed as a place where “global H.R. leaders come to do business and discover inspirational stories.”
It was more like a place where the H.R. department came to complain.
“Everything feels like a fool’s errand,” said Kyle Lagunas, a former H.R. executive at General Motors who now works at Aptitude Research, an H.R. advisory company based in Boston. He had just finished a highly animated presentation about H.R. tech in front of an audience of about 50 people. Now he sat in the designated media room and ranted a bit about the maddening challenges of running H.R. during and after the tumult of the pandemic.
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The skills you need to succeed in the era of large language models
Today artificial intelligence can be harnessed by nearly anyone, using commands in everyday language instead of code. Soon it will transform more than 40% of all work activity, according to the authors’ research. In this new era of collaboration between humans and machines, the ability to leverage AI effectively will be critical to your professional success.
This article describes the three kinds of “fusion skills” you need to get the best results from gen AI. Intelligent interrogation involves instructing large language models to perform in ways that generate better outcomes—by, say, breaking processes down into steps or visualizing multiple potential paths to a solution. Judgment integration is about incorporating expert and ethical human discernment to make AI’s output more trustworthy, reliable, and accurate. It entails augmenting a model’s training sources with authoritative knowledge bases when necessary, keeping biases out of prompts, ensuring the privacy of any data used by the models, and scrutinizing suspect output. With reciprocal apprenticing, you tailor gen AI to your company’s specific business context by including rich organizational data and know-how into the commands you give it. As you become better at doing that, you yourself learn how to train the AI to tackle more-sophisticated challenges.
The AI revolution is already here. Learning these three skills will prepare you to thrive in it.
Generative artificial intelligence is expected to radically transform all kinds of jobs over the next few years. No longer the exclusive purview of technologists, AI can now be put to work by nearly anyone, using commands in everyday language instead of code. According to our research, most business functions and more than 40% of all U.S. work activity can be augmented, automated, or reinvented with gen AI. The changes are expected to have the largest impact on the legal, banking, insurance, and capital-market sectors—followed by retail, travel, health, and energy.
16 August 2024
The last 3 decades have featured systemic corporate misconduct, increased shareholder activism, and recurrent global financial crises. This has led to debates in business, society, and academia about CG and how corporations are managed and controlled. How have corporations responded? Haxhi's publication in the journal Elgar Online (co-authored with Northeastern University researcher Ruth Aguilera) looked at the following developments:
These comparative CG insights are valuable because they show how corporate practices are changing to meet modern challenges. Haxhi emphasises that CG is not converging towards a single particular model. Instead, these practices continue to evolve to adjust to societal needs.
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A psychologist explains how the ‘lion’s gate portal’ can benefit you.
Days like 8/8 can benefit you regardless of your belief in them as they create the perfect storm of ... [+] positivity, placebo and manifestation practice.
Research has confirmed time and again that the gaps between psychological science and spirituality are wide. While one uses treatment modalities developed through scientific rigor, the other banks on faith, belief and optimism.
Paradoxically, however, psychological healing often intersects with spirituality in the realm of practice. “Manifestation” exercises such as meditation and chanting, positive visualization, journaling and affirmations are prescribed in both spaces regularly and are often rooted in gaining more knowledge of and control over the subconscious and unconscious mind.
Research published in 2023 also indicates that certain psychological constructs, like being in a “flow state,” mirror spiritual experiences. The study further argues that incorporating spirituality into your life may enhance self-understanding and potential through self-belief, a goal therapists often set for clients they treat.
All of this is to say that there are many paths that lead to a desired destination. Whether you are a realist with elaborate plans for the future or you’re a spiritual soul building a deeper connection with the universe, manifestation exercises can help you break substantial ground on the journey you’re already on.
And while there is no perfect time to start this journey, many swear by certain fated days, meant to be more powerful and “bountiful” than others. Today is supposed to be one such day, marking the opening of the “Lion’s Gate portal.” Here’s the lore behind the popular legend.
The backlash against blake lively, explained, trump vs. harris 2024 polls: harris up by 4 in latest survey, the astrological tale behind lion’s gate portal.
Spiritual practitioners claim the eighth of August to be the day the universe supposedly opens a cosmic gateway known as the Lion’s Gate Portal. With Sirius rising and the Sun in Leo, believers claim this is a magical window for transformation and manifestation, as if the universe itself is conspiring to grant all wishes.
For those who believe the lore, it presents a tantalizing chance to harness the universe’s supposed powers. Whether it’s celestial truth or just a fanciful story lacking scientific or cosmic corroboration, the intent to start manifesting in your life is never unuseful. Regardless of these beliefs, manifestation can always help people achieve their best potential.
While they may use vastly different language, construct different arguments and are trying to prove different things—spiritual healing and psychological healing often coincide when it comes to execution. Here’s a psychologist’s take on why manifestation works in both worlds:
Whether ordained by the universe or not, there may not be a better time than now to channelize your mental and spiritual energy toward manifesting the goals you desire to achieve. Here’s why the efficacy of these tools can feel like magic:
While the myths surrounding events like the Lion’s Gate portal may blend astrological assumptions into daily life, the practice of manifestation itself holds significant psychological value at all times in life. The power of intention, belief and structured practice can have profound effects on cognitive health and personal growth. By understanding and harnessing these psychological techniques, individuals can achieve positive transformations, regardless of their spiritual beliefs.
Test your levels of spirituality by taking the science-backed Ego Dissolution Scale, here .
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Fear & Greed Index
Latest Market News
Google has violated US antitrust law with its search business, a federal judge ruled Monday, handing the tech giant a staggering court defeat with the potential to reshape how millions of Americans get information online and to upend decades of dominance.
“After having carefully considered and weighed the witness testimony and evidence, the court reaches the following conclusion: Google is a monopolist, and it has acted as one to maintain its monopoly,” US District Judge Amit Mehta wrote in Monday’s opinion . “It has violated Section 2 of the Sherman Act.”
The decision by the US District Court for the District of Columbia is a stunning rebuke of Google’s oldest and most important business. The company has spent tens of billions of dollars on exclusive contracts to secure a dominant position as the world’s default search provider on smartphones and web browsers.
Those contracts have given it the scale to block out would-be rivals such as Microsoft’s Bing and DuckDuckGo, the US government alleged in a historic antitrust lawsuit filed during the Trump administration.
Now, said Mehta, that powerful position has led to anticompetitive behavior that must be stopped.
Specifically, Google’s exclusive deals with Apple and other key players in the mobile ecosystem were anticompetitive, Mehta said. Google has also charged high prices in search advertising that reflect its monopoly power in search, he added.
Related article What’s at stake in the Google antitrust case? Billions of dollars (and the way we use the internet)
Those contracts have long meant that when users want to find information, Google is generally the easiest and quickest platform to go to, which in turn has fueled Google’s massive online advertising business.
While the court did not find that Google has a monopoly in search ads, the broader strokes of the opinion represent the first major decision in a string of US-government led competition lawsuits targeting Big Tech. This case in particular has been described as the biggest tech antitrust case since the US government’s antitrust showdown with Microsoft at the turn of the millennium.
“This victory against Google is an historic win for the American people,” Attorney General Merrick Garland said in a statement. “No company — no matter how large or influential — is above the law.”
The White House called the ruling “a victory for the American people.”
“As President Biden and Vice President Harris have long said, Americans deserve an internet that is free, fair, and open for competition,” White House Press Secretary Karine Jean-Pierre said in a statement Monday night.
Google said in a statement that it plans to appeal the decision, and that Mehta’s opinion recognized Google as the internet’s best search engine — an argument the company had made in court as the reason consumers preferred Google over the competition.
“As this process continues, we will remain focused on making products that people find helpful and easy to use,” said Kent Walker, Google’s president of global affairs, in a post on X , formerly Twitter.
This case is distinct from a separate antitrust suit brought by the Biden administration against Google in 2023 related to the company’s advertising technology business. That case is expected to head to trial in early September .
But Monday’s decision marks the second high-profile antitrust defeat for Google after a federal jury in California said in December that Google runs an illegal monopoly with its proprietary app store. The court in that case is still deliberating possible remedies.
Mehta’s decision is expected to trigger a separate proceeding to determine what penalties Google will face. Together with Google’s coming appeal, the entire process may take months or even years for any potential consequences to play out. But the ruling could ultimately upend how Google makes its search engine available to users, by impacting its ability to make the pricey deals with device makers and online service providers that were at the heart of the case.
Other remedies could be on the table, too. For example, the court could force Google to implement a “choice screen” letting users know about other available search engines, Vanderbilt University law professor Rebecca Allensworth told CNN.
The company is also likely to face a monetary fine, although fines are “not the primary way in which the American antitrust system enforces the law,” because they tend to be a “drop in the bucket for a huge, very profitable company like Google,” she said.
At the time the lawsuit was first filed, US antitrust officials also did not rule out the possibility of a Google breakup, warning that Google’s behavior could threaten future innovation or the rise of a Google successor.
Monday’s decision against Google will likely be remembered in the same breath as other major antitrust cases throughout history, some antitrust experts said. That list includes the breakup of AT&T’s telephone monopoly and Standard Oil, as well as Microsoft’s illegal bundling of its Internet Explorer web browser with Windows, said Diana Moss, vice president and director of competition policy at the Progressive Policy Institute.
In each of those cases, Moss said, the courts highlighted a specific business practice or mechanism — such as Microsoft’s browser bundling — as a violation of US competition law.
The Google decision this week is no different, zeroing in on the search giant’s exclusive contracts and finding huge problems with the use of such by large, monopolistic firms.
“This is definitely a landmark,” said Moss, adding that “it’s very clear in signaling that the use of exclusive contracts in the hands of a monopolist violates the law.”
However, Adam Kovacevich, founder of the tech advocacy group Chamber of Progress and a former Google policy director, pushed back on the ruling, saying, “the biggest winner from today’s ruling isn’t consumers or little tech, it’s Microsoft.”
“Microsoft has underinvested in search for decades, but today’s ruling opens the door to a court mandate of default deals for Bing. That’s a slap in the face to consumers who chose Google because they think it’s the best,” Kovacevich said. Microsoft CEO Satya Nadella testified as part of the Google antitrust trial.
The decision won’t just affect users of Google’s search engine. It will also have ripple effects across the economy as businesses digest the message Mehta is sending about business contracts, Moss said.
The ruling could also be a bellwether for other major tech antitrust cases, including against Apple and Amazon . Both Amazon and Apple have called the antitrust lawsuits filed against them “wrong on the facts and the law.” It could also boost to the Justice Department’s antitrust lawsuit against Live Nation, the parent of Ticketmaster , Moss said, given how central exclusivity deals are to that lawsuit.
“There are a lot of parts of the government’s arguments in its case against Google that are puzzle pieces to their other cases,” Allensworth said.
Mehta’s 277-page opinion follows a lengthy, multiweek trial last year that saw high-ranking executives from Google, as well as rivals and partners including Apple, Microsoft and others, testify in person. Much of the complex proceeding took place behind closed doors, reflecting the sensitive business information involved in the deals that powered Google’s search dominance.
At trial, some critics warned that Google’s search monopoly, which is fed by a never-ending supply of user search queries, would allow it to leapfrog to a dominant position in artificial intelligence.
The enormous amount of search data that is provided to Google through its default agreements can help Google train its artificial intelligence models to be better than anyone else’s — threatening to give Google an unassailable advantage in AI that would further entrench its power, Microsoft CEO Nadella said from the witness stand.
Nadella’s testimony highlighted how the government’s case may have far-reaching effects that go beyond traditional search and may shape the future of a technology world leaders have described as potentially transformational.
If the court takes away Google’s agreements that make it the default search engine on so many devices, it could hurt the company’s core product at an extremely pivotal moment, Emarketer senior analyst Evelyn Mitchell-Wolf said in an emailed statement.
“Its ubiquity is its biggest strength, especially as competition heats up among AI-powered search alternatives,” Mitchell-Wolf said, referring to the growing threat to Google’s search dominance posed by artificial intelligence search tools like OpenAI’s ChatGPT.
CNN’s Aileen Graef contributed reporting.
This story has been updated with additional context and developments.
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IMAGES
COMMENTS
Human Resource (HR) practices are an integral part of an organization's management strategy that focuses on. effectively managing the organization's workforce. HR practices enco mpass a wide range ...
Introduction. Using the SHRM process model (Nishii & Wright, Citation 2008), researchers within the field of SHRM describe the process of the development, implementation, and perceptions of HR policies and practices, from different stakeholders, and how these work towards organizational performance.A key feature in this model is the particular attention devoted to the potential differences ...
Strategic human resource management (SHRM) research increasingly focuses on the performance effects of human resource (HR) systems rather than individual HR practices (Combs, Liu, Hall, & Ketchen, 2006).Researchers tend to agree that the focus should be on systems because employees are simultaneously exposed to an interrelated set of HR practices rather than single practices one at a time, and ...
Each theory has a wider background literature beyond that described here. HRM theory should point to the main HR policy goals. These in turn indicate a set of relevant HR practices forming an HRM system to achieve these goals. Each HR practice may contain specific techniques—for example, selection may include interviews and psychometric tests.
Based on summarizing the results of the global research on human resource management and the author's dissertation research on best practices in human resource management, the paper attempts to ...
This research paper is written by Nasser Fathi Easa and Haitham El Orra. The study focuses on the growing interest in Human Resource Management Practices (HRMP) and their impact on innovation in ...
Purpose. The relationship between human resource management practices (HRMP) and innovation has been described as a black box, where a lot still needs to be investigated. Thus, the aim of this paper is to investigate the nature of the link that exists between HRMP and innovation in both public and private organizations.
We build on Ostroff and Bowen's ( 2016) work and identify three approaches that have been adopted when considering employee HR perceptions: the ' what', ' how', and ' why' of HR practices. The ' what' of an HR practices approach considers the content of HR practices through which an employer delivers messages to employees.
1 INTRODUCTION. The new millennium has witnessed the rapid growth of a promising literature at the juncture of employment practices and interpersonal work relationships (Soltis et al., 2018).This literature, referred to as relational Human Resource Management (HRM), is driven by accumulating evidence on the benefits of high-quality relationships and the role of HRM in creating and sustaining ...
Human resources analytics represent statistical techniques and experimental approaches that can be used for linking HR practices to organizational performance and show the impact of HR activities on business performance. HR analytics generate reports on key performance indicators (KPIs), predict short- and long-term workforce trends and their ...
Human Resource Management is the leading journal for human resource management studies. ... Reflecting dominant debates in HR research (Jiang et al., 2012), the best fit versus best practice debate was ... A third stream of HRM-performance research examined HR practice effectiveness by focusing on more proximal measures of employee behavior ...
Sustainable human resource (HR) practices, such as diversity and inclusion, have gained considerable attention in HR research. However, to this point, most of the research has focused on the content of HR practices, rarely considering the HR process perspective. Consequently, the processes that explain the relationships between sustainable HR practices and subsequent employee behavioural ...
Case studies by Linda Hill offer an inside look at how Delta CEO Ed Bastian is creating a more equitable company and a stronger talent pipeline. 1. 2. …. 14. 15. →. New research on human resources from HBS faculty on issues including organizational design, compensation, incentive plans, hiring practices, and recruitment.
New Model . Hr Practices . The Impact. This article explores the concept of Wasta, an interpersonal influence. It is defined by Mohamed and Mohamed as involvement of a third-party person to attain a favour. This research examines the impact that Wasta has on human resources practices in Lebanon.
The Shodhganga@INFLIBNET Centre provides a platform for research students to deposit their Ph.D. theses and make it available to the entire scholarly community in open access. ... Impact of hr practices on employee Performance in select public and private Sector banks of Andhra Pradesh: Researcher: P Suresh: Guide(s): T Narayana Reddy: Keywords:
Human Resource Management Journal (CABS/AJG 4*) is a globally orientated HRM journal that promotes the understanding of human resource management to academics and practicing managers. We provide an international forum for discussion and debate, and stress the critical importance of people management to wider economic, political and social concerns.
Jayashree Mahesh ([email protected]) is an Associate Professor in the Department of Management, Birla Institute of Technology and Science (BITS Pilani).She is Myers-Briggs Type Indicator Certified Practitioner and Accredited Belbin Trainer. Her research interest is in the areas of Mindfulness and Employee Well-being, Innovative Pedagogies for Student Engagement, Leadership and Futuristic ...
The purpose of this research paper is to explore the major impact of artificial intelligence (AI) on the practices of human resources (HR) and talent management are examined. The article gives an introduction to AI technologies and their applications within HR, emphasizing their potential to improve strategic decision-making, streamline
Having HRM practices. in place, would positively improve the firm's performance; such as, revenue r eturns, benefit, competitiveness an d. market share (Katou, 2008). According to Anwar, (2017 ...
In sum, we present a systematic review of existing empirical studies on HR systems and analyze the development of the field over time. We take a comprehensive approach and focus on all choices researchers make when designing a study on HR systems, explicitly linking conceptualization and measurement of the HR system.
The best HR practice in an organization are going to create a good working culture of the organization. This study brings about the organization culture HR aspects of the employee's in the factory. The culture of the organization consists of the values and beliefs of the people in an organization that support the organizational
Get in line behind the H.R. managers themselves, who say that since the pandemic, the job has become an exasperating ordeal. "People hate us," one said.
This article describes the three kinds of "fusion skills" you need to get the best results from gen AI. ... According to our research, most business functions and more than 40% of all U.S ...
HRM can be defined as the. policies and practices required to perform the routines. of human resources in an organization, such as employee. staffing, staff development, performance management ...
The last 3 decades have featured systemic corporate misconduct, increased shareholder activism, and recurrent global financial crises. This has led to debates in business, society, and academia about CG and how corporations are managed and controlled.
We argue there are a number of gaps in the situational and contextual literature on business, management and organization. Unlike dominant accounts of variation in institutions and practices - notably the Varieties of Capitalism approach - we contend that while institutions considerably constrain practice, there are possibilities for strategic action in HRM practice, albeit within ...
Research published in Philosophical Transactions of the Royal Society B suggests that belief systems, including spiritual practices, can impact physical health and well-being.
775. Analysis of HR Practices in Service Industry. Amar vinod chavan. Asst.Professor. Bharati Vidyapeeth (Deemed to be University),Pune (India ) Institute of Hotel Management & Catering Technology ...
Google has violated US antitrust law with its search business, a federal judge ruled Monday, handing the tech giant a staggering court defeat with the potential to reshape how millions of ...